Category Archives: Change Management

Virginia Emergency Management During COVID – A Well-Documented Scandal

By James C. Sherlock

The National Incident Management System Preparedness Cycle

We could see it wasn’t right as it unfolded.

Virginia’s flawed response to COVID was slow for all Virginians.

Fatal for some.

But the public just saw the broad stroke external effects.

  • We saw executive orders that seemed sudden, sweeping, and disconnected from the information we had. It turns out that often the governor himself was operating in an information vacuum.
  • In the pandemic’s early phases, the Commonwealth finished last or next to last among states in crucial responses like testing and vaccination program rollouts.  Everything seemed to be invented ad hoc rather than from a plan.  It turns out that was true.
  • There was a prescient and well-drawn pandemic operations plan that had been produced by a contractor, but virtually no one in the administration knew what it required, and certainly had never practiced it in any meaningful way or fine-tuned it based on realistic exercises.  When BR found and reported on that plan in 2020, it was pulled from public view.

It is important to make sure that doesn’t happen again, whether in another pandemic or in a cyber attack, hurricane, flood, mass shooting, kinetic terrorist attack, nuclear plant emergency, or something else.

In response to my request, a very cooperative Virginia Department of Emergency Management (VDEM) FOIA official has provided a remarkable and profoundly disturbing two-volume series detailing a running history and operations analysis of what happened inside the government.

It is titled “COVID-19 Pandemic History and After Action ReportVol. 1 (covers 2020) and Vol. 2. (covers 2021) hereafter referred to as the HAAR.

It was compiled and written under contract by CNA, a highly regarded federal contractor, who had people on site in Richmond during the COVID response.

The HAAR describes and assesses a series of widespread and seemingly endless internal and external government breakdowns that compromised the health and lives of Virginia’s citizens.

Management turmoil in the state government during COVID was so extensive as to be almost indescribable by any group with less talent than the CNA team.

The HAAR documents that Virginia’s COVID response was hamstrung by a lack of operations management experience in the leadership.

I understand that with authority comes responsibility.

But the governor, his Secretary of Health and Human Resources, and his Health Commissioner were effectively the chain of decision makers during COVID.  All three were physicians.

But that is one reason we have a civil service.

Virginia’s civil service failed to prepare for its roles in emergency response long before Ralph Northam was governor.  HAAR documents the complete inability of the bureaucracy to plan, organize and equip, train for, exercise and execute emergency plans.

It is clear to me that without capable civil service support, no administration would have fared well.  I hope, by exposing this deadly failure, to prevent the same thing from happening again tomorrow.

I will make strategic recommendations here in this first part of what will be a series on this issue.

Continue reading

Government Actors Try to Deflect, Deny and “Move On” from Failures During COVID

Courtesy CBS rendering of two CDC spring of 2021 survey findings about American high school girls reported Monday, Feb 13, 2022

by James C. Sherlock

The Centers for Disease Control and Prevention (CDC) is in full self-defense mode.

CDC and the left backed, indeed insisted, upon social isolation during the pandemic.

Now they deflect and deny agency in the consequences. They continue to try to insulate themselves from the catastrophic educational and mental health effects on children and adolescents of that social isolation.

A weakened CDC Director is pledging to overhaul the agency and its culture, a backhanded admission of the unimaginably bad performance of CDC during COVID.

The entrenched bureaucracy that is that agency and its culture is admitting nothing. They are counting the days until she leaves.

So, if experience counts for anything, we pretty much know how the CDC “overhaul” will work out.

Virginia is due for the same sort of review of state actions during COVID.

The Northam administration stumbled badly at nearly every new turn after failing to either exercise or implement Virginia’s own pandemic emergency plan. Which was excellent and predicted nearly exactly the course of events.

Then they tried to cover up the existence of that plan itself.

I am not sure that such a review is forthcoming. If it is, it will be preemptively be declared political. It must be done anyway.

The federal government, under progressive management, is “moving on.”

Or trying to.

I hope Virginia government does not make the same mistake. Continue reading

A Sharper Image

by Jim McCarthy

Bacon’s Rebellion has crested to the fully emancipated age of 21 (birthed in 2002). It seems appropriate now that the platform assume some contemporary dress to revitalize its imprint and impact upon state, regional, and local public policy as a “non-aligned portal” in Virginia’s (indeed the world’s) eyes.

For some years, conservatives have enjoyed utilizing a kind of Morse code (perhaps Esperanto is more apt) to depict foes on the left with pejoratives – libwits, snowflakes, among a few – which sadly lost their cachet in a short time. A search on the Bacon Rebellion’s site reveals that the term “woke’ has not been prominently featured since an article on December 19, 2022, suggesting perhaps a high-water mark for the term.

At the same time, the Republican National Committee, following its recent meeting in California, announced an effort to rejuvenate “election integrity’ as a campaign theme for 2024, likely to complement emerging proposals from its U.S. House majority to force spending reductions. While strict adherence to traditional values is highly treasured, free market competition demands change. The following is offered as an updated masthead for BR:

The raffish, roguish gent hints at an early 20th century iconography, sufficiently ethno-American to satisfy enduring conservative tastes. The addition of a “Sister Sheila” companion for universal audience acceptance might also be in order.

Jim McCarthy, a former New York attorney, resides in Northern Virginia.

Push to Return Federal Workers to Offices – Monsoon or Squall in Northern Virginia

The benefits of 60 years of headlong federal government expansion, Northern Virginia edition.

By James C. Sherlock

The federal government has for nearly three years been paying very expensive leases for D.C area office buildings that are virtually empty.

COVID emergency.  Or was.

Now it is a battle between the comfort of federal employees with working from wherever they can get a good network connection vs. actually showing up at the office.

The feds report that as of the beginning of this calendar year, 47% of federal employees were still working remotely.

Since civilian federal employees thankfully still include people who work in other than an office as their normal place of work, we can assume that more than 47% of Northern Virginia federal workers are working remotely.

And we can assume they like it.  Would you like to try to get to D.C. every day from, say, western Fairfax County, much less the exurbs, if you didn’t have to?

Republicans in the House of Representatives and the Democratic mayor of Washington D.C have formed an unusual coalition to get them back to the office.

Beltway Democrats in the House fought it there and have lost so far .  Senate Democrats and President Biden, mindful that federal employees are one of their most dependable voting blocs, are unlikely to follow the House’s lead.

But it is secretly kind of fun to consider that Northern Virginia would sort of explode if they all tried to return in the same week.

Perhaps the experience would prompt efforts to return some of NOVA to a semblance of livability by distributing the headquarters of most of the agencies across the country.
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McKinsey & Company Has You Covered

Whatever this is supposed to mean. Courtesy, McKinsey & Company

by James C.  Sherlock

Ever feel not only disconnected from, but ignored by central planners?

Do you run a shoe store in Sterling or work for a hospital in Richmond? Use natural gas in your home or work?  Teach in a public school in Wise County? Drive a gas-or diesel-powered vehicle?

In other words, do you do what people do to make the economy run and feed their families? Live your life using carbon-based energy, as does the entire economy?

Central planners have chosen your future. Nothing big, just the entire United states economy.

They acknowledge “headwinds” in that future. Challenges they call “weather fronts.” What McKinsey, the guru of net zero, calls a “devilish duality” that it claims has put “executives” on the spot.

They offer strategies to deal with them:

As net zero has become an organizing principle for business, executives are on the spot to lay out credibly how they will deliver a transition to net zero while building and reinforcing resilience against the certain volatility of ongoing economic and political shocks.

Dominion Energy is all in.  But questions arise: Continue reading

Public Education and the Management of Change

Freedom High Woodbridge

by James C. Sherlock

Peter Drucker’s famous five questions should always be asked by and of government.

What is the mission? Who is the customer? What does the customer consider valuable? What are the results sought and how are they to be measured? What is the plan, to include both abandonment and innovation?

So, in reviewing the 119-page JLARC report Pandemic Impact on Public K–12 Education 2022, we must inquire first what JLARC was asked to do by the General Assembly.

Then examine what they did with that charter.

Both were well intentioned but incomplete. Continue reading