director dan kim’s - orasystems.net rapid innovation moonshots: integrated 8-fold path - teams 1-5...

This section (subsequent page) opens (lower left) with DGS Director Daniel

Kim’s outreach to the inaugural trainees with his expectations for their Rapid Innovation Moonshots.

Valerie Keisler, DGS Manager, Real Estate Services Division, Team One, opens experiencing the 8-Fold Path with a summary overview (upper left.)

The 5 Teamed Rapid Innovation Moonshots have been combined and then broken down sequentially to demonstrate process and outcomes via this 8-Fold Path. The videos for each segment of the path are linked via each step’s title.

Lastly, the collective PDF and video of are linked in the moonshot image located in the central-right of the graphic.

The 2017 Intrapreneurs’ Innovation Boot Camp will utilize this path in the core of its training foundation.

All links can also be found in Section 6 of our Virtual Resource Innovation Library (VRIL).

“Great things are done by putting small things together.”

—Vincent Van Gogh

DIRECTOR DAN KIM’S 8-FOLD PATH TO GETTING THINGS DONE IN GOVERNMENT

Step One

Step Two

Step Three

Step Four

Step Five

Step Six

Step Seven

Step Eight

URGENCY Make the case for change.

INCENTIVES What can they get out of this?

OPPORTUNITY Show them what the future can hold.

RESOURCESGive them the tools to succeed.

PLANNING Show them how.

ACCOUNTABILITYWho does what by when?

METRICSWhat gets measured gets done.

RECOGNITIONHonor achievement.

RETURN TO TOC

Rapid Innovation Moonshots: An 8-Fold Path to Achieving Outcomes

Rapid Innovation Moonshots

1. State of Innovation 4. Californivation

2. Cloud Climbers 5. Agents of Change

3. Quantum Leap

https://youtu.be/HnWkZ30VSiU

http://www.orasystems.net/wp-content/uploads/2016/08/0.-8-Fold-Path-Overview-Valerie-Keisler-DGS.pdf

https://youtu.be/RtmKk-4YFSs

https://youtu.be/zTo5T1XzF8Y

https://youtu.be/kb1ufbHXPuo

https://youtu.be/WwjWZyxG0pE

https://youtu.be/ppiMNddDR30

https://youtu.be/7ERL_3ydahs

https://youtu.be/U921q8NbmIg

http://www.orasystems.net/wp-content/uploads/2016/08/MASTER-Moonshots-Combo-Path_BREAK-OUTS_-080416_Teams-1-5.pdf

https://youtu.be/2MimTQl0vAI

https://youtu.be/w6NtBWWI584

http://www.orasystems.net/wp-content/uploads/2016/08/Dan-Kim-Moonshot-Excerpt-FINAL-081520.pdf

https://youtu.be/Ut1_3ThIAdY

This section (subsequent page) opens (lower left) with DGS Director Daniel

Kim’s outreach to the inaugural trainees with his expectations for their Rapid Innovation Moonshots.

Valerie Keisler, DGS Manager, Real Estate Services Division, Team One, opens experiencing the 8-Fold Path with a summary overview (upper left.)

The 5 Teamed Rapid Innovation Moonshots have been combined and then broken down sequentially to demonstrate process and outcomes via this 8-Fold Path. The videos for each segment of the path are linked via each step’s title.

Lastly, the collective PDF and video of are linked in the moonshot image located in the central-right of the graphic.

The 2017 Intrapreneurs’ Innovation Boot Camp will utilize this path in the core of its training foundation.

All links can also be found in Section 6 of our Virtual Resource Innovation Library (VRIL).

NLP Rapid Innovation Moonshots Integrated Path – Teams 1-5

Configuration: Director Kim’s 8-Fold Path

NLP Rapid Innovation Moonshots:

Integrated 8-Fold Path - Teams 1-5

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ORA Systems, Inc. | Principal Contractor: NLP | Design | Management |

Implementation | CMAS Contractor: 4-15-03-0629A

Katherine Kishaba, DWR Team One Facilitator:

I'd like to first turn it over to Deanna who is going to introduce our Moonshot.

Deanna Sykes: Team 4 Californivation Moonshot

Moonshot: Every state employee will have the 4th wave values of service, responsibility for the whole and personal fulfillment. I want to take just a moment to paint a picture of what that is.

We didn’t go through and defined a problem because I think we all already know what the problem is, right?

DMV Example

When was the last time you personally engaged with a government agency, I always use the DMV as an example but don’t take it personally if you’re a DMV person, but…

Imagine that every staff person at the DMV; from the OT to the director had these 4th wave values, a commitment to service, a sense of responsibility for the whole mission of that agency, and a sense of personal fulfillment for doing their jobs. What would it be like to interact with this person, to do your business with that person? Think about it for a second.

State Example Now, take a moment and imagine that every agency in the entire state and that every staff in every agency, from the OT all the way up to the director, had these 4th wave values, how would your government work then?

Rhonda Basarich, DGS Team One Facilitator:

Collaboration of the Future: That is the title of our presentation. Avant-Garde, as defined, is a group of people who develop new, experimental, and often innovative ideas.



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Valerie Keisler, DGS Team One State of Innovation Moonshot:

Moonshot: Seamless interaction without boundaries. Based on the two to four-year timeline that Lyn had outlined, we can compress the schedule using seamless interaction without boundaries.

It means no hierarchies, everyone is valued and empowered to work together to create a smooth path toward progress and continuous improvement. Ideal. Wonderful, isn’t it?

Jennifer Duncan, DOR Team Two Cloud Climbers Moonshot

Creating an ideal employee workforce for California government through global recruitment.

We believe that though global recruitment, we would get a larger and more desirable applicant pool. Having this larger pool of candidates helps managers make a better hiring decisions and places a more ideal employee on our teams and in our workforce.

We have the capacity like never before through utilization of existing technology to reach people we were not previously able to in more global population. We can reach people who are previously unreachable because of accessibility to the information or geography.

What is the goal? As employees of various departments and proud civil service employees, we recognize that we’re working in times of increasingly rapid change. The ability of the state as a whole to react and adapt is directly contingent on the capability of the staff to react and adapt.

Through global recruitment, the goal is to identify, hire the employees who can create a positive environment ready to adapt to these changing times, but the real question is, how are we going to accomplish this? You’re in luck. The Cloud Climbers are here to walk us through Director Kim’s 8-fold path.

Richard Martin, ORA Systems Team Three Quantum Leap Facilitator Moonshot:

Our mantra is “To infinity and beyond.” You can see the infinity symbol in the middle of the screen here. That mantra was something that we implemented throughout this rapid innovation process.

There was no constraints on our thoughts and our ideas. In fact, actually, what happened is when someone introduced an idea,

usually two or three people would take that and morph it into something even bigger, even greater.

We really fed off of each other and that’s how we were able to come up with this vision today. That vision – our Moonshot called Consolidated Collaboration.



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James Waterman, GOOGLE, Inc.: Team Five Facilitator

Moonshot, we’re going for making the State of California the greatest

destination of work in the State of California. The North Star of creating that environment is indeed the state employee. It’s interesting, our challenge was to define a 10x or work on a 10x that actually the North Star were ourselves and you folks in the room.

Valerie Keisler, DGS: Team One Director Kim’s 8-Fold Path Description

Following Director Kim’s 8-fold path of how to get things done in government, our team will present our 4th wave Moonshot in this order.

Step One: First is urgency, make the case for change. Demonstrate what needs to be fixed within the state’s bureaucratic system.

Step Two: Incentives, what can employees can gain from this? Job satisfaction, better outcomes, mitigating risks. All of our team, we’re going to discuss this in more detail.

Step Three: Opportunity, show employees what the future holds, the benefits of a streamlined process.

Step Four: Resources, give employees the tools they need including funds, time, staff, support.

Step Five: Planning, show them how with a plan. Define timelines and responsibilities.

Step Six: Accountability, everyone is accountable and kept on task. Describing who does what, by when.

Step Seven: Metrics, as we continue hearing time and time again, what gets measured gets done. Not only does it get done but it gets followed up on. Measuring something gives you the information you need in order to make sure that you actually achieve what you set out to do.

Step 8: Recognition: Last of the 8-fold path is recognition. Find creative ways to reward team members.

Deanna Sykes, CDPH: Team Four

We’re going to take a few minutes to tell you about the 8-fold path that many others have talked about in relation to this Moonshot.



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Jason Casillas, DGS: Team Four

Hello. I am here to talk about the first step of the 8-fold path which is urgency. Why is this an urgent need?

Bringing the 4th wave values to all employees of California is definitely an urgent need.

One of the main reasons is, I think, a lot of us that work for the state don’t necessarily understand what our mission is.

4th Wave: The State of California really, theoretically, is supposed to be a 4th wave organization. We’re not a for-profit organization. We are supposed to serve the people, protect the resources, the economic resources, the natural environment. Basically, we’re here to serve California as a whole. That’s really a 4th wave mission.

The problem is, a lot of times, we don’t understand that is our mission. We’re doing things that maybe we don’t see the fruits of our labor. Me, for instance, I am doing contracts. Say, I’m fixing a broken window at a LA Office building. I am not really necessarily connecting that to serving the people of California even though really, I am.

We’re often hidden under the layers of bureaucracy where we can’t see what we’re doing is really for the people.

It doesn’t always feel like it. When that happens, obviously, a lot of the things that previous groups have talked about come to the forefront.

The productivity of the workers suffers. The workers’ potential isn’t realized because they’re not inspired to excel.

Consequently, lack of public confidence. Other groups have spoken of the same thing.

We feel, for this reason, that the urgency for change is definitely there.

Lyn Hooper, DGS: Team One

We selected to take on an issue that, unfortunately, we all seemed familiar for those of you that work at the state.

Many state processes are static, non-collaborative, and cumbersome. We suffer from siloed communication and we behave separately and

competitively. We struggle with the lack of empowerment at many levels due to

traditional hierarchal management structure. We have systemic and efficient use of technology that we already have.

We have insufficient access to cutting edge technology that we need. Public contracts code 10122 requires that all work on projects under

contract be awarded to the lowest responsible bidder. That forces us into an environment where we are expected to take the cheapest rather than the best value.

Hypothetical Backstory Team One

We created a hypothetical backstory to give you as an example of the process that we find broken. Imagine that today, a hazardous material known to cause severe illness or death are discovered at a public state facility. Based on current practice, it will be at least July 2018 before cleanup can begin. We’ve created a project outline to show you where



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that 26 to 49 months comes from. You’ve got a preliminary process where we have to identify and secure funding. If it’s deemed as an emergency, we can get that in as little as one day. If it’s not deemed as an emergency, six months. If it’s not funding that we already have here at our agency, BCP process, off the charts.

Then, we have to contract for the study. That’s another four to six

months. Then, the study phase begins where we have to analyze the problem. We identify what the hazard is, the extent of the hazard, contamination, and identify the affected parties. Then, we document the findings, another three months. We proposed recommended solutions. By the way, if those solutions include any demolition or construction, they can trigger additional fire, life, and safety or accessibility measures that we would have to comply with. That’s another three months to design those solutions.

Then, we have review and approval process with the regulatory agencies.

That’s by far the longest process due to back and forth nature of such an arrangement. Then, we can go to the bid and award where we fund the cleanup project, another three to six months. Contract for the cleanup, another four to six months. Then, notifying the affected parties, another month. That’s 26 to 49 months just to get to where we can clean up the hazard.

Peggy Owens, DGS: Team One

Why should we change how we perform and behave? Consider the backstory. If we continue to behave on a siloed manner, and work separately and competitively, what’s our impact to fire, life, and safety?

What types of risks are we now taking on? Our reputation, how would this impact the public perception of the state

or your agency? Our delays in deliverables, how long is too long to wait for a solution.

Creating frustration, knowing the problem urgency, and unable to get help from the agency, or department, or your peers.

Losing clients, which one of you would actually want to use this site in this theory?

Resources and positions, would you consider working for an organization where you’ve heard about this?

How is this going to be seen by the millennials? Job satisfaction, would you want to stay in this type of organization?

Viren Panikker, DGS: Team Two

Between no problem at all and everything is a problem, looking at government is an old issue. It’s about bureaucracies.

Government’s original intent was to control the masses The purpose has changed obviously. It’s a place of service now. Service

for the people but yet, the old notions continue. It’s not seen as a good



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place to work. That has to change and we are in the process of changing that, but it is definitely a problem.

There also is an urgency for this change because right now, the state has attrition problems in staffing. Attrition has taken its hold. It is a generational move, but everybody is retiring and going out at the same time. That’s a problem.

We lose huge institutional memory when there are losses of personnel. Succession planning is difficult and that’s crucial in any institution. These

are the problems.

Richard Martin, ORA Systems: Team Three

What’s the issue? What’s the problem we’re trying to solve? We all know that there are people who are eligible for services that need

services that sometimes don’t get those services because they either don’t know that they’re available or they don’t know where to go. That is one issue we need to address.

Another issue is as state employees, as public employees, we spend a lot of time, a lot of energy, a lot of effort doing tasks, our paperwork, the bureaucratic things that prevent us from doing the things that we actually love which is actually helping people. We need to address that.

Obviously, I think, there is a need to implement and use technology more

effectively within government, everything from cloud computing to just using WiFi. In the system, we have a tremendous talent pool of highly educated, highly motivated, highly capable individuals that work their butts off every single day but, unfortunately, that’s not enough.

We don’t have the greatest perception as public employees. We need to address that.

No employee in the system is as motivated or as engaged as we like them to be. What we need to do is we need to create systems to improve that.

Chris Hacker, OES: Team Five

You’re going to hear us talk about a flexible workplace. That’s how we’re going to achieve our Moonshot. We’re going to talk about what that means. That’s actually really important to me because recently, I became a father for the first time. I have an eight-month old son at home. It took a while for me to get into the swing of taking care of a baby. A flexible workplace to me has now become very important because I have other priorities in my life now.

To have flexibility at work, that will really make where I work the employment destination for me.

Today, you’re going to hear us talk about the need to have a flexible

workplace, the benefits of a flexible workplace, what that would look like as far as the flexible workspace, flexible worktime, flexible work location, and then the tools that we’re going to need in order to get this done, and finally, our plan to actually execute this proposal and achieve our Moonshot.



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Richard Standiford, DGS Team Four

When people think incentives, they think money, right? How am I going to get incentivize people to work where I work? We’re not going to pay people more money. Our state questions how we can incentivize people?

One way to ensure is that we are being global stewards. One of the biggest initiatives of work is being global steward. If you work here at DGS, DGS is building a zero net energy building. We’re speaking of the DMV earlier. I'm building a DMV [inaudible 00:15:57] with California with zero net energy. This building can produce as much energy in a year as it consumes.

Those employees, even the state workers sitting behind the couch, they’re proud of this building that they are in. If you’re with the DGS, you’d be proud that you are part of the process of building that. That’s a way to incentivize state workers to play.

Also, pride in what we do. The Department of Rehabilitation’s presentation last month. It really talks about some of the global ability. They have their Facebook and Twitter in terms of what they’re doing. It’s a little thing but this can really incentivize people and say, “Wow, it’s really great to work for the State of California,” because the grass isn’t always green on the other side.

The State of California is a really great place to work. I’ve only been here nine months. I actually took a sit back, and I think a lot of the incentive that comes in working for the state isn’t covering monetary. That’s a [inaudible 00:16:51].

Peggy Owens, DGS: Team One:

What should we be doing? When and how should we be doing that? In a 4th wave integrated boundless organization, we can achieve so very

much. We have state of the art facilities, accessible green, efficient, ecofriendly. We can achieve a positive public perception when we provide timely

services and deliverables. We provide excellent customer service. We streamline processes,

achieving timely delivery to our customers. When we have collaborative relationships, we gain respect from internal

and external customers. We can retain clients and staff with a rewarding work environment to

achieve long lasting job satisfaction and a more dedicated loyal staff. We have an efficient use of resources from improvements and

streamlined processes. When we work together for the same purpose, we achieve positive,

direct impacts to our internal and external customers. We make our own legacy by helping the state keep promises.

Karen Trinh, OES:

What’s in it for the state?



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Team Two

Some incentives for global recruitment includes a better candidate pool for managers to choose from.

More motivated employees as people are hired to do what they actually like to do.

Fresh ideas as people bring different perspectives to the table. More diverse workforce.

Longevity in classification would increase as people would stay longer and jobs actually fit them. Improvement in work ethics.

When employees feel empowered, then they will actually be more willing to give back to their department. As a result, the government would be more responsive.

Paul Wilburn, DGS: Team Three

Fortunately, for everybody here within the State of California, we have a very excellent team built here full of innovative and collaborative individuals who came up with some really great solutions to try to address those problems moving forward, basically to take that quantum leap, if you will.

We came up with these pillars here to take these solutions to infinity and beyond, not just here today.

Imagine, if you will, that environment of consolidated collaboration built upon these four basic pillars holding up this concept.

It starts off with forms, forms, forms, paper, paper, paper. That’s all I hear within state government as an employee of the government or as somebody trying to do business with government, and overwhelmed with this information.

What if we can, if not completely eliminate it, certainly reduce it? One of our speakers earlier today said the first step is, do we really need all these forms? Let’s try to reduce those.

Along with that, try to make those paperless so we could move towards a paperless environment with fewer forms so we can be more efficient.

Certainly, our services we offer throughout the state are scattered about both virtually online and physically in our real world. That creates some inefficiencies. How can we improve upon that?

We’ve got some ways to address that using the virtual hubs, and also cleaning up, leveraging our technology, current technology, future technologies to make our websites better and take advantage of these virtual hubs as well.

HUBS: Physically, our service is scattered about so we can go with some physical hubs as well. This would help service the employees by getting the services out into the communities better, instead of centralized, as well as benefit the state employees by allowing them, perhaps, to work closer to their homes.

HUBS: Instead of having to commute to central urban core, they can work at these remote physical hubs as well, in addition to providing a variety of services t these various hubs.



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Certainly, happy people make for happy people, both the public and the employees.

These initiatives will support making the employees more happy which results in better efficiency and job satisfaction, as well as the public perception of state government or services we provide make them have a better view.

Jennifer Maestretti, DGS: Team Five

My desire for the future would be that we create our environment, whether it’s our work environment or our home environment so that what we are inherently aligned with the way that we’ve been created, so that who we are can be released so that we can thrive.

For example, the human body was not created to sit in a chair for 10, 12, 14 hours a day; though we have built this room, we’ve built our offices, we’ve built our cars, we’ve build our surroundings, our environment so that that’s naturally what we do.

What I wonder is, what if we re-engineered our environment so that we are able to physically and psychologically thrive which will then in turn, allow is to unleash that human potential?

If we are comfortable in our bodies and we’re comfortable emotionally, we will then be able to create the best product capable?

Phillip Labra, OES: Team Four

In a work environment when all staff employees have 4th wave values, everyone is leader and everyone contributes.

This is where we’re provided with opportunities that unlock the potential of each individual and remove any barriers that may be in the way.

A great example of where this is happening right now is where I work at the Offices of Emergency Services, there’s actually an initiative that’s supported by our executive staff. It’s called the Ambassador Core. This is actually a great foundation and a great forum for our employees to do things for the department that they’re very passionate about.

For myself, it’s all about helping others. One of the things that we’ll be talking about later is internship recruitment because I started out as an intern.

The idea of Ambassador Core gives individuals the opportunity to work on initiatives that they feel passionate about, encourages employees to be involved in other ways besides what they do, but through the idea of Ambassador Core, it’s a great way to provide beneficial impacts and positive impacts to the department that they work with.

Zachary Mundy, DOR: Team One

What does the future hold? By working together seamlessly, there are numerous improvements that can be achieved, some of which will have a direct impact on the problem that we described at the beginning of this presentation. I’ll walk you through these improvements.



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Efficiency: The first one is efficiency. Seamless interagency collaboration improves processes.

Everyone knows who is and who needs to be involved to accomplish the task at hand. Gone will be the days of completing a project only to find out that you were supposed to gain approval from the fire marshal before proceeding.

Now, you find yourself starting over with the project. You’ll have access to external and internal subject matter experts statewide, all key stakeholders involved with project or identified upfront.

There will be ease of public access to services using technology to clearly identify points of contact. There will be a public resource savings.

Technology is our next one.

Teleworking through technology would allow more flexible work hours for staff, extended hours of availability to the staff, and possibly to serve the public, e.g., be open later hours.

Technology ties the world together and makes distances close. Key stakeholders are available immediately. Provides access to centralized and integrated data information.

Subject matter experts help promote transparency and streamlined work, instant updates on any given project, and ensure integrity of confidential and sensitive information. I imagine automatic encryption of all confidential information.

The next one is employee empowerment. Flexible mindset and path to

achieve the goal at hand. Empowered, engaged workforce creates higher retention, less anxiety,

and less fear. Accountability for the profession. Control of your own projects and your

job. Imagine a world where we could commit to a completion date at the

beginning of a major project.

The public perception, improved transparency and improved access to information, timely responses to inquiries.

Sustainability, ecofriendly, paperless government. We all dream of that. Reduction in paper storage and square footage, telecommuting, reduced workforce facility footprint, reduced traffic, and reduced state utility cost. An integrated hiring and retention of workforce. We view diversity as untapped potential, a fresh perspective. We view an individual’s potential, not their diversity.

Change our hiring process, simplify it and reflect the ability to hire the best candidate whether it’d be private or public, and make government look like they’re governed.



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Mario Hernandez, DGS: Team Two

What can future can hold for the employees who are hired to the State of California through global recruitment as defined in Director Daniel Kim’s 8-fold path.

Career building and training, via the educational opportunities here at the state.

Examples of state training will be the CalHR and DGSU training courses that are offered to state employees.

The upward mobility and opportunities for collaboration by working with other state employee and state departments to complete state business.

When a state recruits someone who is the best in what they do using the global recruitment process, the individual becomes aligned with special strengths to perform special skillsets to areas of interest to the job.

What takes place, the person becomes very passionate about life and what they do on a day-to-day basis at work.

I feel like when someone is very passionate based on what they’re doing, it doesn’t become a job, they just naturally do it. They put their whole heart into it. With that taking place - allowing someone to be that real specialist, it benefits the state, it benefits the individual, the coworkers that they work with.

Melissa Eidson, CDFA: Team Three

I think this has been a topic today, paperless state government. We’ve talked about this.

The presenters today also brought it up. What we see is with the paperless state government, we can have things

like digital signatures where we can save time, we can save resources We can also make things like manuals in policies and procedures, have

those all on line. A lot of them are. The best part about that is that they can be the most up-to-date version so that everybody is working off the same thing.

Also, how many of you have in your cubicles binders of manuals People print out everything, and then they don’t get updated. With having everything online, it leads to having a reduced state

footprint because we won’t have to store as much. That also leads into digital form submittals. Again, faster, more efficient. We can have a faster turnaround time. With multilingual forms, we can reach out to a larger audiences. Cloud-based record storage, again, reducing the state footprint. Digital

conversion of state records, it will help, again, with reducing our storage needs, but also, it makes data sharing easier and being able to analyze information.

William Rodriquez, DGS: Team Five

I am going to talk about the opportunity of rethinking how we work. Imagine a work environment that was bathe with all natural light. With

workstations that are adjustable for the sitting position and the standing position without having to go through the red tape of reasonable accommodation.



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Malinda Nguyen, BOE: Team Five

Work environments where you can easily convert from the cubicle mode to an open work environment without having the burden of going through outlook, and looking for the room, maybe not on the same floor, maybe not even in the same building.

Also reducing our global footprint, and with the sustainable workplace environment.

My background is in ergonomics. I have performed thousands of ergonomic evaluation over the past few years.

In those evaluation, in meeting these clients, more than 50% of those clients, this is what they're complaining about.

They're asking, they're begging for a stand station. How flexible our work environment will be if we can allow, if we can

promote that a workplace that eliminates the time and the need to go through a reasonable accommodation for those requests.

The resources that we have available, the modular furniture that we currently have in our offices, can easily allow this to happen. It's not going to cost us that much money.

Think about that as a flexibility within our workplace.

Shivani Bose, CDT: Team Two

We’re going to talk about a virtual and intuitive website for the State of California. At a macro level we’re trying to make it more efficient for our government and our constituents to be able to define resources and to be able to go on a website, and be able to find their own eligibility of access on services. For example, like EDD for social services; have one singular place for our constituents to be able to go and not multiple.

We’re hoping that this intuitive website will give them an avatar to walk

them through it, to be able to give them log in base where it will recognize by log in to give them more services that they might eligible for.

We’re also hoping that this tool can be part of our state government to be able to share open data, to be able to provide input.

o Internally it would be helpful for departments to share that information within.

o We’re hoping this whole idea will hopefully simplify our resources that we have today on the website for departments.

o There are so many websites and people are lost and like, “Which website am I going to?” or “Can I go to this one and find all the eligibilities that I might be eligible for?” especially when it comes to services and customer service.

Melanie Lusi, OES: Team Five

Our next pillar is virtual and physical hubs. A hub is a place to be able to virtually work and receive services for

different entities in the same place. Hubs would include all state representatives.



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The idea is that if we leverage technology, we do not all need to be

collocated. These hubs would simply be state buildings located in communities

where we all live, Folsom, Elk Grove, Roseville. We can work from these hubs at flexible hours any day of the week.

These hubs are open to the public for their questions and for us to provide customer service to the people. No more rush hour traffic, less smog, greater customer satisfaction, and user satisfaction on to the last pillar.

Workplace culture seems to be a hot topic over the last six months of training. We went back and forth whether this was a foundation of our presentation or a pillar. It was a heated topic. It isn’t a pillar, but I can see it going both ways.

The panelist this morning nailed it. Everything that we talked about in workplace culture, it goes back to your agency’s core values.

o Is there a core value in your agency as a professionalism? o Is it respect? o Is it integrity? o We need to get out of the habit of just acting like they’re words.

They are more than words. o We need to start institutionalizing them, memorializing them.

Creating a strong culture is not an easy thing to do. It takes a significant

amount of time and energy. If we’re looking to make these pillars work and utilize the technology for

modernization, we have to change the culture and the state’s perception, and how people see state government.

Let me finish with a quote though that I found on Twitter, actually, the other day. “Culture is defined and created from the top down but it can only be brought to life from the bottom up.”

Lucia Ceja, DIR: Team 5

Our goal is to provide these flexible schedules for everybody for as many employees as possible.

As a manager, I’m issued an iPhone and a laptop, lucky for me. I am able to work from anywhere any place if I need to. Most of the time, I’m in the office but if I need to be away, I can actually catch up while I’m on BART. I’m from the bay area. If I need to go to a doctor’s appointment, I can work while I wait for the doctor to see me. If I have to pick up my grandson from school, or if I need to drop him off, I’m comfortable thinking that I can catch up on the road as I’m getting to work or wherever I’m at so that when I get to the office, I don’t have 100 and some emails to read, and so forth.

Again, our goal is to get this to as many people, employees as possible so that they can work anywhere, any place, anytime. That could be anytime in the evening.



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Janice Yapdiangco, DIR: Team 4

Resources, allocate more money to hire more staff and do things. If you’re familiar with working with your budget in your program or in

your unit, you can actually use the allocation of your budget so you can put more money into your personal services so you can hire more people to do more work to meet the deadlines and finish the projects, or:

If not, you can always do a budget change proposal. If you ask for more money or ask for additional positions to increase your budget, that goes through the Department of Finance and the Governor’s Office.

Provide tools such as access and planning. This is giving actually giving staff access to data that they need, access to people that they need to get information from, technology, and even small things like supplies or whatever equipment needed to perform the work.

Training and development; how many of you are familiar with training and development? In my department, particularly in our division, we use training and development a lot. In our department, we have different divisions. For instance, in the labor commissioner’s office, they have different classifications that they use like the deputy labor commissioner. In Cal/OSHA, we use safety engineer positions.

We’re able to actually hire people from the other division to provide training and development so that they can get the experience they need to qualify for the classification that the other division is using to get into that class.

Sometimes, a lot of people do it because they find out that’s the career path they wanted to do or because it’s more money, of course. Analyze training issues and appropriate remedies. Work with staff according to their abilities and create an environment supportive of continued development.


What tools do we need to succeed? We need to create a collaborative environment. We need to assemble think tank groups from existing staff. Assemble appropriate subject matter experts and executive decision

makers. Redirection and sharing of staff resources for a fixed timeframe until

completion of deliverable. Technology We need to upgrade and increase product productivity, reduced latency

and response time, standardized deliverables, self-service options for public and state customers and communal sharing of data and procedures.

Funding For funding, we need a funding mechanism.

We need to utilize budget change proposals, continuous appropriation, change statute regarding funding restrictions where inconsistencies are identified.



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Staff resources: we need to be able to redirect resources or staff from other offices and departments for the large projects.

Stephanie Chambers, DGS: Team Two

Now we’re going to talk about a little bit of the tools we need to succeed our Moonshot. Statematch.com

The first one is statematch.com. It’s a combination of LinkedIn and match.com.

It’s where employees will be able to go, or individuals They can list out their qualifications, their skill sets, what interests them,

their values, and vice-versa. The employers can do that as well. They can search. They can input what their skillsets are that they’re searching for. They can put their department’s values and philosophies and you can

find matches based on that criteria. Expanding Markets:

We can expand into universities, do more outreach. News media, we can be portrayed in a better light. State job counselors, it’s like school counselors. You can go to them.

They can help you on your career path. They can give you a roadmap, let you know of different training courses that you can have not just too improve your skillsets but just to help you.

Even if you don’t want to be on team management, they can help you just to improve your career advancement.

Social Networks: You can advertise on social networks or on other media outlets.

Example: If you go on to Google, and you search for a backpack, later on when you’re on Facebook or Instagram, there’s advertisements that come up. All of a sudden, you’ll see, “That backpack I searched for a week ago is now on sale.”

The same methodology for searching for jobs. If you search for an accounting position, and you scroll through, you don’t find what you like, but after a week later, you’ll received feedback via Facebook, and here comes an advertisement.

Or, there are 50 accounting jobs available near you for the State of California in various different departments.

It’s just different avenues to get the word out there that the State of California is a good place to work. We’re innovative thinkers.

We like to think outside the box.

Tracy Sharp, DGS: Team Three

To implement our plan, we looked at and brainstormed on what resources we would need to reach out to you and get you involved in this process.

Of course, our legal team is going to be really helpful for us to help stay within the current guidelines and help us define the parameters of our program.



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We’ll need a budget to get this going. On the outset, as one of our speakers mentioned this morning, they set aside a certain amount. When we looked at this program in general, yes, is it going to cause some dollars to get started, but as it moves forward potentially a goal would be that it would balance out, that it wouldn’t cost more to be virtual and paperless, and there actually could be some cost efficiencies there.

Technological improvements. There’s a lot of things out there already that exist. We need to look at

what’s already out there. Do we need to build new or can we use what’s already available to implement this plan?

Legislative Changes: Would legislative changes be needed? I’m not sure. Our resources include not only resources but also considerations. I think

legislative changes is a consideration; is there a change needed or can we do it within the guidelines that currently exist?

Business partners: We would look at business partners; in the private sector would want to

partner with us on this project? When we talk about getting out into the community and reaching out to

our constituents, a multilingual staff could be really helpful in providing services to the community.

Another resource is the diversity; diversity of employees, in general, and diverse in every way you can possibly imagine.

o Diverse in a way of thinking about how to approach things innovatively; thinking outside today’s box and beyond to tomorrow.

o Training: With that, of course, another resource to build our workforce is there’s going to be some training needs.

Candace Briggs, DGS: Team Five

There’s two main tools that we need to make this happen. The two things are technology and training. Technology:

We need to have the most up-to-date technology here at the state. To be truly flexible, we need to be mobile. To be mobile, we must have the most up-to-date technology.

A good starting point is what Lucia has, a cellphone and laptop Imagine if you went from working at your private cubicle to getting up,

going to an open office area to collaborate with your coworkers. o Everybody could bring their laptops with them so they had all

the information that’s in the cloud or in the network with them at their fingertips at that meeting.



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o You walk into the room. Everything is fully integrated. o You can throw everything up on the screen that you’re talking

about with your coworkers. o Imagine how much more effective and productive you would be

if we had that throughout the state in every room, in every place we go to.

o Same thing in working at home, you don’t have to email yourself the document that you want to work on when you get home because your child is sick. You have it at your fingertips in the cloud. We have these tools available in the world. They’ve been developed. They have them at Google. They have them at Microsoft. All these places, they have the technology. We just have to embrace it here at the state and use it.

Training: Training also is the second tool that we need. We need training from the top down on how to manage employees

that aren’t in the office eight hours a day How employees can be worked with and report to managers who

might not be in the same building with them eight hours a day. It’s possible. We have those tools. We just need to implement them

and teach people how to use them effectively. Technology and training.


Planning is the fifth component of the 8-fold plan. There’s a handful of components of planning that we think are really, really critical.

The first one is leadership:

You need strong leadership and you need some top-down leadership in this case because you really need leadership to articulate a vision.

A vision is the endpoint. You can’t make a plan if you don’t know where you’re trying to go.

Everyone’s a Leader: I like to tell my staff and I think this is important, leadership doesn’t live in the exclusive domain of management either.

In a 4th wave team you’re going to have leaders throughout your organization.

In fact, most of your organization should be people who are stepping up and taking some leadership, if they have a feeling of responsibility for the whole of the mission. You have that good involvement at all levels.

Goals:

Goals are like the milepost on your way to the vision. You know where the destination is, and you need some milepost so that you can start to measure whether you’re actually getting there. We’ll talk about measurement a little bit.

Buy-in:



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Then, finally I want to talk about getting buy-in from stakeholders. I think most of us have had this experience. How many of you have ever been to one of those meetings that was designed for creating buy-in, the ones where the leaders had already made the decisions about what you’re going to do, and they called you in to convince you that it was the right thing? Have you’ve been to one of those? Yeah, not so much.

I’m going to take just a second and tell you how you create buy-in. Here’s

how you do it. You involve people in the process, you ask them for their input, and then you listen to them. That’s pretty much all of it. That’s what it takes, you create buy in by being inclusive in involving people. It’s valuable also because, of course, your frontline staff are the ones who actually know what’s going on. We think those are some of the critical components related to creating a good plan.

Jill Clark, DGS Team One

We’ve presented this problem. Now, imagine that kids were involved in this project and we need to get this done as soon as we can. How do we get this done? Now, that we have identified the problem, we need to execute the plan to advance the completion of the problem. One of the first steps is identify and develop.

Identify team members to include project planners, subject matter experts, and clients. Consider potential roadblocks. Develop test pilot programs.

Next, we need to implement and assess the phases.

Assign task and identify responsibilities. Established fixed reoccurring meeting times with the final date for

completion. Utilize surveys, both internal and external to measure how progress is

going. Realign our processes if our surveys come back that we’re not doing well. Have periodic progress reports with both stakeholders and leaders.

Next comes reporting and lesson learned.

Provide a final professional project presentation to leadership and stakeholders.

Evaluate final outcomes with feedback from project presentation. Make changes to procedures from team feedback.

Publishing a scoreboard for the assignment. Lessons learned, one of the greatest outcomes from an achievement is

establishing effective and streamlined processes for future state tasks. Make recommendations for future projects based on lessons learned.



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Lastly, don’t forget to celebrate accomplishments. Positive reinforcement ensures future success stories.

Jim Culbeaux, DIR: Team Two

First thing is we’re going to start with a taskforce. We need a taskforce with HR people, IT people, business people that can

help frame the problem, narrow in on the solutions. We have to come up with the marketing plan. How are we going to communicate this to the public?

o We can start with little cards, we can have posters, and ultimately with social media and so forth.

o There’s how-to videos. o Recruiting for state service is very difficult.

Complexity of State Processes: There are thousands of classifications, maybe over a thousand under two

thousand somewhere. For people that are not familiar with the process, it’s very difficult.

Explain idiosyncrasies: They don’t know that if you go in and put in an HR application that you have to put in an application for the job. You have to put in two applications. There’s some idiosyncrasies about applying for jobs with the state that need to be explained. They make sense for the state but, ultimately, some reengineering of the process needs to be done.

Job Counselors: We’ll put together job counselors so that we can have informational

interviews with people that are interested in working for the state where we can do outreach to bring the people in and explain what the different classifications mean.

Who can look at peoples’ applications and go, “You actually qualify for associate governmental program analysis, or safety engineer, or a labor inspector.”


Certainly, the implementation of any of these all solutions will take some planning. Nothing gets done without planning. We have to figure out how we’re going to implement all of these great ideas.

Study and Analysis:

Certainly, any amount of planning, any planned exercise starts off with some study and analysis effort to figure out what exactly is it we need to do, and how we’re going to do it, what’s going to take. That would be a great first start there.

A lot of the solutions that we talked about require infrastructure investments.

Certainly, in the technology infrastructure.



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Technological Infrastructure: Out of the planning will come recommendations to build up our technological infrastructure to accomplish all of these virtual ideas that we have.

Phased Approach: From there, nothing is just going to get dropped out in its final form right off the bat. We’ll have to roll this out in some measured effect. Certainly, a phased approach would be appropriate.

Demonstration Projects: Prior to substantial phases being implemented, some demonstration projects would be appropriate of smaller scale to show how it all works without trying to flood the whole system right off the bat. There’s more demonstration projects. You got to get the word out, work out with some of the kinks before we role in to our phased approach.

Identify Early Adapters: As part of that process, we’ll certainly need some guinea pigs, some pilot customers to get on board, some really adapters, to try it out within their agencies and department. We have to get a couple of those on board to help out.

State Rules and Policies: Nothing gets done without complying with the state rules and policies. As much as we can work within the existing framework that’s there, we can do that, but certainly you may need some changes along the way to help smooth things out and allow us to fully implement our vision.

o The review and the potential update of state policies along the way would be another large factor to consider.


Undoubtedly, as I just went to that whole thing, you guys read this slide. This is how our plan is to get it done.

Innovation Group: We’re going to get an innovation group together. The innovation group is going to do these things.

o They’re got to figure out the policy part. o They’re going to figure out what limitations they have. o They’re going to figure out a business model. o We guarantee you that while some of this stuff might cost

money, we’re going to make that money up based on all of the statistics that we’re shown in Jennifer’s video.

There’s really not a reason not to do this. It’s just a matter of finding that

drive. o As you guys can tell, we are excited about doing this. o We haven’t come here for the last six months just to go through

this process, just to come up here and talk about it. o We want to actually do it. We don’t want to do it by ourselves.

We want to engage everyone in this room. o There’s a lot of talent in this room. o There’s managers in this room. There’s not managers who are

just as talented, some of you.



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o There’s all sorts of people in this room and we want to engage all of you. We want you to join our team.

o Anybody interested in joining our team, and making this happen, making this a reality? Yeah, yeah, outstanding!

Our goal is to attract talent from every single demographic. That

doesn’t just mean millennial even though they come up all the time. That means every single demographic. We’re going to do that by providing this flexible workplace, and creating

a situation where we are the employment destination of choice in California.

o Today, we talked about a flexible workplace.

o We talked about the need for a flexible workplace, the benefits, what that would look like, what tools we need, and then how we’re going to get it done.

o We reviewed all of the steps that we need to do to make this a reality.

o We want to make it happen. o We’re excited about it making it happen. We thank you for the

time for listening to our presentation. o Through 4th wave of thinking, we can change the culture of

state government.

Joe DiGirolamo, DGS: Team Four

In order to be accountable and achieve our 4th wave values of service, responsibility for the whole, and personal fulfillment:

We must first have a discussion about the possibilities that our organization would like to achieve.

Then, we can produce an agenda that will facilitate this type of discussions.

Also, we need to establish levels by all to achieve success and summarize what the next steps would be moving forward.

Since we need to know who will do what by when, we should also make sure that we have timeframes that everyone involved can commit to so that we all can realize the full potential of these possibilities.

This is the type of environment that will allow us to change the way we are thinking so that we can change what we are doing.

Jill Clark, DGS: Team One

Next is accountability. Who does what by when? The successful completion of any project requires the buy-in and

commitment of not only the project team but stakeholders and decision makers.

Full commitment and buy-in from decision makers and stakeholders in a timely manner is mandatory.



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Team members must also be fully committed to the project from start to finish.

Lastly, we need to have continual input and feedback from our clients and customers on a real time basis.

Accountability and adherence to project completion times will ensure successful assignment completion.


The social network, we need to do outreach through things like Glassdoor, Indeed, Facebook, Twitter, Snapchat so that we can reach millennials.

o We really need to bring in millennials into the system and begin to educate them so we can also their ideas to move forward and implement a more progressive recruitment after.

o Ultimately, we’d like to come up with something like the statematch.com where you can come to a website, put your skills in, your resume, and be matched up with the right type of job where the state needs resources and you happen to have the skills to fulfill.

o It provides maximum employment, gets people in working, and provides services to the public.


We talked about accountability and we already identified some areas where we think some agencies could be participants in this project.

As Paul spoke about, we have to look at a needs analysis, and we thought of general services, and the Department of Finance to help out with the implementation of the plan.

OTECH to study and build our infrastructure. Once again thinking about the technological foundation of this plan.

We looked at CalHR for training resources of making our program work. What can they do for all state agencies to help implement this program?

Footprint: If we were to expand our sites, change our footprint of where we are currently; maybe more smaller offices out in various communities beyond downtown Sacramento; the more centralized areas

o We need the help of DGS Real Estate Services’ Division to do that.

Online Policies: Finally, as mentioned earlier by Melissa, our state agency policies would be online.

o Those should be living documents that change with the current needs.

o They need to be updated and reviewed regularly to make sure that the most current ones are out there and available.

Cora Espanol, EDD:

Metrics: Steps one through six of Director Kim’s 8-fold path leads us to number seven, what gets measure gets done.



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Team One

What exactly does that mean to you? How would we know if we hit our target goal or accomplished our mission?

The first 6-fold paths, urgency, incentives, opportunity, resources, planning, and accountability has to be clear about the goals are and how they will be measured.

Our team listed five ideas on what needs to be measured and how to go about measuring them.

o Define what needs to be measured: completion date, turnaround times, the how is to create schedules, deadlines, and milestones, just like in project management.

Green Savings: With green goes, measure energy savings, recycling targets.

With cost, ask the question, is it better, cheaper or faster? Budget versus actual analysis.

With customer satisfaction, conduct surveys, get feedback. With proven results, we compared improvements from previous years.

Transparency: Throughout stage seven, transparency is critical and mission essential. It can be provided through a dashboard, score card, or matrix and spreadsheets. One caveat per Director Kim, we have to make sure that what is being measured is the right thing, and that it turns out into a successful endeavor.


Regarding metrics, as Director Kim has said, what gets measure gets done. For us to institute this concept, we need to first develop clear goals for

the organization. It is essential for us to be able to measure what we would like to

accomplish. We must be able to conduct productive meetings to define what the true

problems are, and to be able to measure what we can approve upon so that the proper change can be implemented.

We also need to be able to create dynamic processes that can create high energy for stuff, which in return creates an efficient workforce when trying to accomplish these goals that we have set out to achieve.

o That’s the 10x or 4th wave style. This is the kind of environment where everyone can contribute and will be able to be allowed to focus on the same team goals.

Lisa Yang, City of Sacramento: Team Three

Metrics matters. How would we know if we’ve succeeded? Through our global recruitment efforts, the metrics that we need to be

tracking to measure our success include: vacancy rates, application rates, employee retention, and surveys.

Vacancy rates or turnover rates would be tracked organizationally within the individual departments.

o This would decrease but it’s really important here to find the balance that works for you because if it’s too low, you’re at risk of being stagnant.



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o If it’s too high, you’re losing a lot of knowledge.

Application rates: o Involves the number of applicants that we received o The quality of applicants that we will receive. o Also another way to measure this would be statematch.com,

what Stephanie talked about earlier, would be a good indicator. o It would be the number of views that our job ads are getting

before one actually applies. Employee retention would increase.

o This is a direct result of our ability to get the right people in the right jobs for growth, and enforceability, and for many different reasons, for job satisfaction.

Application Survey: o Some of the questions that we would ask in their application

survey would be: Where did you hear about the job? What areas did you come from?” These are question we want to know in order to

effectively focus our marketing efforts when we’re looking for new recruit.

Charlie Galinato, DGS: Team Three

How do we make sure that we have a successful project? The seventh step of Director Kim’s 8-Fold Path was metrics which says, what gets measured, get done.

We need to do metrics again to achieve our project goals. o Our project goal was to improve business transactions and

service through use of technology, and improved customer satisfaction, and improved employee morale.

One of our metrics was measuring customer satisfaction. How do we do

that? o We could issue surveys through both internal and external

customers. How do we measure improved state services efficiency?

o We could baseline some typical business transactions, and measure typical time to complete, and do that before and after project implementation.

Measuring cost savings: We could measure what we saved on square footage in terms of

facilities, utilities used because we went through virtual facilities Savings through virtual environments: Measurement of Employee Morale That should be obvious. In a place

where you would be happy to come and work, less absenteeism, and improve work productivity.



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Kim Carriker DGS: Team Three:

Let’s speak about overall benefits. Efficiency is labeled in the dictionary as the ability to do something or

produce something without wasting the state’s taxpayer’s materials, time, money or energy.

Flexibility: we thought with our little virtual hubs that we were talking about, this places employees closer to the residents, creating less travel.

o Employee schedules that are more conducive to the employee allowing choice over schedules. Some people are morning people, some people are afternoon people.

Supportive: With smaller office and hubs, we can interact with other government agencies and have the ability to bridge some gaps.

o We could also utilize each other’s staff. We could collaborate and learn, as somebody was saying this morning, creating transferable skills.

Environmental footprint: As far as the environmental footprint goes, as we said, less paper, obviously.

Digital signatures and less travel for both the employee and the customers that we serve if we have these smaller hubs that are closer to where everybody lives.

Recruitment and retention, being in smaller hubs allows us, as employees, to get to know a new diverse group of people that we would be dealing with which could eventually and potentially become new state employees.

Customer Delight: Obviously, with some of these new items in place, we could go towards customer delight, work delight, and leading into a more positive perception for the state and its workforce.

Richard Martin, ORA Systems Team Three

By show of hands: Who wants to live in a community where there’s far less traffic and

smog? Who wants to work in an environment where the people that need

services get them? Most importantly, who wants to work in an environment where almost

everyone is satisfied and engaged? That’s consolidated collaboration!

Melissa Eidson, CDFA Team Three

The last step of Director Kim’s 8-fold path is recognition. An opportunity to announce and celebrate progress. Social media announcements. Twitter, Facebook, this is the key to

reaching out to the newer generations that would be expecting this or would be looking at this. Newsletters, employee recognition. The speaker this morning talked about breaking out the MARTINELLI’s to reward daily achievements.



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Success stories: buy in – for the public and people within the organization to buy into the change because a lot of people do not like change ‘

o Also, with success stories, it helps shed light to others about all the changes that would be made

o Maybe there’s other governments out there that are interested and want to model after ours.


You better recognize. Everybody wants it. Everybody needs it. This is a very important component of the 8-fold step. It’s great to have that mindset, all for one and one for all. When one person succeeds, everybody on the team succeeds with them. It’s not a one-person ordeal. Not only do we want recognition

department-wide, we also want that within our groups, within our units, the people that we worked with on a daily basis.

It’s just nice to hear that you’re appreciated. We also celebrate everyone’s achievements, and also highlight our staff,

and their awards, and a lot of the projects and successes that you’re doing. Again, that’s really important.

Cora Espanol, EDD Team One

Moving on to the last, but in my opinion, the most important piece of the 8-fold path is recognition, honor achievement.

We’ve heard the panelist today talking about recognition and how they did it. As a state agency, how can we or how do we honor achievement? Our team recommended the following: Staff recognition, proactive public relations of state successes, and awards.

Staff recognition, brag about staff success stories. Praise good work in public. Post their successes internally on your websites. How about proactive

public relations? Posting them on external websites, and participation in public award programs just like the 2015 Transformation Award which by the way EED won last year.

Awards, in EED: we have what we call Rock Star and Making a Difference.

o The Rock Star recognizes outstanding customer service. This goes across the board, it can be individual, it could be a team, and it could be staff or management.

o With Making a Difference a certificate provided on a day-to-day basis. When you see your staff working and doing good, we give them the certificate. There’s a big large certificate; whereas, we provided in a setting where the director actually presents it.

o We also can recognize them by giving them awards for promotions, merit award system, and of course, give them a day off.

Summary: Our state of innovation team collaboration with our mantra of Boundless, we presented to you perspectives on Director Kim’s 8-fold



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path: Urgency, incentives, opportunity, resources, planning, accountability, metrics, and recognition.

o We demonstrated to you how we can take it up to the 4th Wave Moonshots with:

Global stewardship Responsibility for the whole Integrated ecosystem, unity, global leadership, and living

a legacy for the future.

Stephanie Chambers, DGS Team Two

Honor Achievement Recognition: We feel that there’s two ways that we can do this.

One, we want to honor the recognition and achievements for the taskforce that created this whole project plan and the subsets we’ve gone through. Some ways that we can do that is to celebrate the successes and the milestones that we put out in our project plan.

Next, we would want to give recognition to the departments that are

actually using these tools that the taskforce provided. o Some of those could be metrics that are now favorable for their

department. o Some of them can be friendly competition between

departments. Who got their vacancy rate the lowest that month? Who has the most applicants applying for that department?

o Some other ways is just to get the word out there as far as marketing and newsletters, and providing best practices for global recruitment.

Success is contagious so let’s catch it. As a Cloud Climbers, our path for

successful global recruitment will allow people from all backgrounds to forge in their perfect career match. Thank you.

# # #



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Flexibility in the Workplace – Video Transcript By Jennifer Maestretti, DGS

Team Five Video File

Jennifer Maestretti, DGS: Team Five FLEXIBILITY IN THE WORKPLACE VIDEO

Pressure is building the workplace. The structured box of the current way the government is run will no

longer be an option to stay current with the worlds changing technology and evolving expectations.

Having flexibility isn't just a woman's issue o Statistically 45% of men report a work life conflict compared to

39% of working women and it's not just a Generation X, Generation Y or millennial issue.

o One in two employees expects to provide elder care in the next five years. Nearly one in five already do.

Flexibility matters: When employees have a high degree of work/life fit they're twice as

likely to want to stay in their current. Four times as many employees are highly engaged and twice as many are

in excellent health.

https://youtu.be/J6V_M6T6UYc



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A vast majority of HR professionals say productivity is the same or better with flexibility at work.

Meanwhile, companies can reduce operating costs by more then six thousand dollars for every persons who telecommutes just one day a week.

To not only be competitor in the employment market but to gain the upper hand we have to evolve, to have true flexibility in the way that we think about work and accomplish our goals as an organization. The world will change with or without us.

Crucial to retaining key talent: This issue is crucial in retaining key talent, four in five people say that

flexibility within work is important when considering a new job, while less than one in four have access to it.

One retailer cut turnover from 140% to 34% with flex and won JD Powers highest customer service rating for a call center.

A medical coding department billed two million dollars per year faster after incorporating and increasing telecommuting.

An accounting firm slashed turnover by more than half after implementing performance oriented workplace instead of time oriented workplace.

Flexibility isn't an employee benefit for accommodation, it's a business strategy.

By catching up to the current business environment, our organization can save millions of dollars a year in tax payer’s money by allowing employees to work from somewhere other than the office.

o The savings come from the cost of facilities, including real estate, lease based, cubicle, equipment, supplies, dividers, electricity for lighting, heating and the air conditioning is so much more.

o Additional savings could be realized based on the fact that almost half of employees are willing to give up 10% or more of their salary for flexibility in their job.

o Don't be the job that they give up to go to another employer. According to the article a New Career Paradigm by WFD Consulting, it costs about 150% of salaried workers annual pay to replace him or her. But the best thing yet is that your employees will be healthier and happier, saving you up to 30% in additional spending necessary for workers with high stress level jobs.

###

NLP Rapid Innovation Moonshots Integrated Path – Teams 1-5

Configuration: Director Kim’s 8-Fold Path



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Katherine Kishaba, DWR Team One Facilitator:

I'd like to first turn it over to Deanna who is going to introduce our Moonshot.

Deanna Sykes: Team 4 Californivation Moonshot

Moonshot: Every state employee will have the 4th wave values of service, responsibility for the whole and personal fulfillment. I want to take just a moment to paint a picture of what that is.

We didn’t go through and defined a problem because I think we all already know what the problem is, right?

DMV Example

When was the last time you personally engaged with a government agency, I always use the DMV as an example but don’t take it personally if you’re a DMV person, but…

Imagine that every staff person at the DMV; from the OT to the director had these 4th wave values, a commitment to service, a sense of responsibility for the whole mission of that agency, and a sense of personal fulfillment for doing their jobs. What would it be like to interact with this person, to do your business with that person? Think about it for a second.

State Example Now, take a moment and imagine that every agency in the entire state and that every staff in every agency, from the OT all the way up to the director, had these 4th wave values, how would your government work then?

Rhonda Basarich, DGS Team One Facilitator:

Collaboration of the Future: That is the title of our presentation. Avant-Garde, as defined, is a group of people who develop new, experimental, and often innovative ideas.



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Valerie Keisler, DGS Team One State of Innovation Moonshot:

Moonshot: Seamless interaction without boundaries. Based on the two to four-year timeline that Lyn had outlined, we can compress the schedule using seamless interaction without boundaries.

It means no hierarchies, everyone is valued and empowered to work together to create a smooth path toward progress and continuous improvement. Ideal. Wonderful, isn’t it?

Jennifer Duncan, DOR Team Two Cloud Climbers Moonshot

Creating an ideal employee workforce for California government through global recruitment.

We believe that though global recruitment, we would get a larger and more desirable applicant pool. Having this larger pool of candidates helps managers make a better hiring decisions and places a more ideal employee on our teams and in our workforce.

We have the capacity like never before through utilization of existing technology to reach people we were not previously able to in more global population. We can reach people who are previously unreachable because of accessibility to the information or geography.

What is the goal? As employees of various departments and proud civil service employees, we recognize that we’re working in times of increasingly rapid change. The ability of the state as a whole to react and adapt is directly contingent on the capability of the staff to react and adapt.

Through global recruitment, the goal is to identify, hire the employees who can create a positive environment ready to adapt to these changing times, but the real question is, how are we going to accomplish this? You’re in luck. The Cloud Climbers are here to walk us through Director Kim’s 8-fold path.

Richard Martin, ORA Systems Team Three Quantum Leap Facilitator Moonshot:

Our mantra is “To infinity and beyond.” You can see the infinity symbol in the middle of the screen here. That mantra was something that we implemented throughout this rapid innovation process.

There was no constraints on our thoughts and our ideas. In fact, actually, what happened is when someone introduced an idea,

usually two or three people would take that and morph it into something even bigger, even greater.

We really fed off of each other and that’s how we were able to come up with this vision today. That vision – our Moonshot called Consolidated Collaboration.



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James Waterman, GOOGLE, Inc.: Team Five Facilitator

Moonshot, we’re going for making the State of California the greatest

destination of work in the State of California. The North Star of creating that environment is indeed the state employee. It’s interesting, our challenge was to define a 10x or work on a 10x that actually the North Star were ourselves and you folks in the room.

Valerie Keisler, DGS: Team One Director Kim’s 8-Fold Path Description

Following Director Kim’s 8-fold path of how to get things done in government, our team will present our 4th wave Moonshot in this order.

Step One: First is urgency, make the case for change. Demonstrate what needs to be fixed within the state’s bureaucratic system.

Step Two: Incentives, what can employees can gain from this? Job satisfaction, better outcomes, mitigating risks. All of our team, we’re going to discuss this in more detail.

Step Three: Opportunity, show employees what the future holds, the benefits of a streamlined process.

Step Four: Resources, give employees the tools they need including funds, time, staff, support.

Step Five: Planning, show them how with a plan. Define timelines and responsibilities.

Step Six: Accountability, everyone is accountable and kept on task. Describing who does what, by when.

Step Seven: Metrics, as we continue hearing time and time again, what gets measured gets done. Not only does it get done but it gets followed up on. Measuring something gives you the information you need in order to make sure that you actually achieve what you set out to do.

Step 8: Recognition: Last of the 8-fold path is recognition. Find creative ways to reward team members.


We’re going to take a few minutes to tell you about the 8-fold path that many others have talked about in relation to this Moonshot.



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Jason Casillas, DGS: Team Four

Hello. I am here to talk about the first step of the 8-fold path which is urgency. Why is this an urgent need?

Bringing the 4th wave values to all employees of California is definitely an urgent need.

One of the main reasons is, I think, a lot of us that work for the state don’t necessarily understand what our mission is.

4th Wave: The State of California really, theoretically, is supposed to be a 4th wave organization. We’re not a for-profit organization. We are supposed to serve the people, protect the resources, the economic resources, the natural environment. Basically, we’re here to serve California as a whole. That’s really a 4th wave mission.

The problem is, a lot of times, we don’t understand that is our mission. We’re doing things that maybe we don’t see the fruits of our labor. Me, for instance, I am doing contracts. Say, I’m fixing a broken window at a LA Office building. I am not really necessarily connecting that to serving the people of California even though really, I am.

We’re often hidden under the layers of bureaucracy where we can’t see what we’re doing is really for the people.

It doesn’t always feel like it. When that happens, obviously, a lot of the things that previous groups have talked about come to the forefront.

The productivity of the workers suffers. The workers’ potential isn’t realized because they’re not inspired to excel.

Consequently, lack of public confidence. Other groups have spoken of the same thing.

We feel, for this reason, that the urgency for change is definitely there.

Lyn Hooper, DGS: Team One

We selected to take on an issue that, unfortunately, we all seemed familiar for those of you that work at the state.

Many state processes are static, non-collaborative, and cumbersome. We suffer from siloed communication and we behave separately and

competitively. We struggle with the lack of empowerment at many levels due to

traditional hierarchal management structure. We have systemic and efficient use of technology that we already have.

We have insufficient access to cutting edge technology that we need. Public contracts code 10122 requires that all work on projects under

contract be awarded to the lowest responsible bidder. That forces us into an environment where we are expected to take the cheapest rather than the best value.

Hypothetical Backstory Team One

We created a hypothetical backstory to give you as an example of the process that we find broken. Imagine that today, a hazardous material known to cause severe illness or death are discovered at a public state facility. Based on current practice, it will be at least July 2018 before cleanup can begin. We’ve created a project outline to show you where



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that 26 to 49 months comes from. You’ve got a preliminary process where we have to identify and secure funding. If it’s deemed as an emergency, we can get that in as little as one day. If it’s not deemed as an emergency, six months. If it’s not funding that we already have here at our agency, BCP process, off the charts.

Then, we have to contract for the study. That’s another four to six

months. Then, the study phase begins where we have to analyze the problem. We identify what the hazard is, the extent of the hazard, contamination, and identify the affected parties. Then, we document the findings, another three months. We proposed recommended solutions. By the way, if those solutions include any demolition or construction, they can trigger additional fire, life, and safety or accessibility measures that we would have to comply with. That’s another three months to design those solutions.

Then, we have review and approval process with the regulatory agencies.

That’s by far the longest process due to back and forth nature of such an arrangement. Then, we can go to the bid and award where we fund the cleanup project, another three to six months. Contract for the cleanup, another four to six months. Then, notifying the affected parties, another month. That’s 26 to 49 months just to get to where we can clean up the hazard.

Peggy Owens, DGS: Team One

Why should we change how we perform and behave? Consider the backstory. If we continue to behave on a siloed manner, and work separately and competitively, what’s our impact to fire, life, and safety?

What types of risks are we now taking on? Our reputation, how would this impact the public perception of the state

or your agency? Our delays in deliverables, how long is too long to wait for a solution.

Creating frustration, knowing the problem urgency, and unable to get help from the agency, or department, or your peers.

Losing clients, which one of you would actually want to use this site in this theory?

Resources and positions, would you consider working for an organization where you’ve heard about this?

How is this going to be seen by the millennials? Job satisfaction, would you want to stay in this type of organization?

Viren Panikker, DGS: Team Two

Between no problem at all and everything is a problem, looking at government is an old issue. It’s about bureaucracies.

Government’s original intent was to control the masses The purpose has changed obviously. It’s a place of service now. Service

for the people but yet, the old notions continue. It’s not seen as a good



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place to work. That has to change and we are in the process of changing that, but it is definitely a problem.

There also is an urgency for this change because right now, the state has attrition problems in staffing. Attrition has taken its hold. It is a generational move, but everybody is retiring and going out at the same time. That’s a problem.

We lose huge institutional memory when there are losses of personnel. Succession planning is difficult and that’s crucial in any institution. These

are the problems.

Richard Martin, ORA Systems: Team Three

What’s the issue? What’s the problem we’re trying to solve? We all know that there are people who are eligible for services that need

services that sometimes don’t get those services because they either don’t know that they’re available or they don’t know where to go. That is one issue we need to address.

Another issue is as state employees, as public employees, we spend a lot of time, a lot of energy, a lot of effort doing tasks, our paperwork, the bureaucratic things that prevent us from doing the things that we actually love which is actually helping people. We need to address that.

Obviously, I think, there is a need to implement and use technology more

effectively within government, everything from cloud computing to just using WiFi. In the system, we have a tremendous talent pool of highly educated, highly motivated, highly capable individuals that work their butts off every single day but, unfortunately, that’s not enough.

We don’t have the greatest perception as public employees. We need to address that.

No employee in the system is as motivated or as engaged as we like them to be. What we need to do is we need to create systems to improve that.


You’re going to hear us talk about a flexible workplace. That’s how we’re going to achieve our Moonshot. We’re going to talk about what that means. That’s actually really important to me because recently, I became a father for the first time. I have an eight-month old son at home. It took a while for me to get into the swing of taking care of a baby. A flexible workplace to me has now become very important because I have other priorities in my life now.

To have flexibility at work, that will really make where I work the employment destination for me.

Today, you’re going to hear us talk about the need to have a flexible

workplace, the benefits of a flexible workplace, what that would look like as far as the flexible workspace, flexible worktime, flexible work location, and then the tools that we’re going to need in order to get this done, and finally, our plan to actually execute this proposal and achieve our Moonshot.



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Richard Standiford, DGS Team Four

When people think incentives, they think money, right? How am I going to get incentivize people to work where I work? We’re not going to pay people more money. Our state questions how we can incentivize people?

One way to ensure is that we are being global stewards. One of the biggest initiatives of work is being global steward. If you work here at DGS, DGS is building a zero net energy building. We’re speaking of the DMV earlier. I'm building a DMV [inaudible 00:15:57] with California with zero net energy. This building can produce as much energy in a year as it consumes.

Those employees, even the state workers sitting behind the couch, they’re proud of this building that they are in. If you’re with the DGS, you’d be proud that you are part of the process of building that. That’s a way to incentivize state workers to play.

Also, pride in what we do. The Department of Rehabilitation’s presentation last month. It really talks about some of the global ability. They have their Facebook and Twitter in terms of what they’re doing. It’s a little thing but this can really incentivize people and say, “Wow, it’s really great to work for the State of California,” because the grass isn’t always green on the other side.

The State of California is a really great place to work. I’ve only been here nine months. I actually took a sit back, and I think a lot of the incentive that comes in working for the state isn’t covering monetary. That’s a [inaudible 00:16:51].

Peggy Owens, DGS: Team One:

What should we be doing? When and how should we be doing that? In a 4th wave integrated boundless organization, we can achieve so very

much. We have state of the art facilities, accessible green, efficient, ecofriendly. We can achieve a positive public perception when we provide timely

services and deliverables. We provide excellent customer service. We streamline processes,

achieving timely delivery to our customers. When we have collaborative relationships, we gain respect from internal

and external customers. We can retain clients and staff with a rewarding work environment to

achieve long lasting job satisfaction and a more dedicated loyal staff. We have an efficient use of resources from improvements and

streamlined processes. When we work together for the same purpose, we achieve positive,

direct impacts to our internal and external customers. We make our own legacy by helping the state keep promises.

Karen Trinh, OES:

What’s in it for the state?



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Team Two

Some incentives for global recruitment includes a better candidate pool for managers to choose from.

More motivated employees as people are hired to do what they actually like to do.

Fresh ideas as people bring different perspectives to the table. More diverse workforce.

Longevity in classification would increase as people would stay longer and jobs actually fit them. Improvement in work ethics.

When employees feel empowered, then they will actually be more willing to give back to their department. As a result, the government would be more responsive.


Fortunately, for everybody here within the State of California, we have a very excellent team built here full of innovative and collaborative individuals who came up with some really great solutions to try to address those problems moving forward, basically to take that quantum leap, if you will.

We came up with these pillars here to take these solutions to infinity and beyond, not just here today.

Imagine, if you will, that environment of consolidated collaboration built upon these four basic pillars holding up this concept.

It starts off with forms, forms, forms, paper, paper, paper. That’s all I hear within state government as an employee of the government or as somebody trying to do business with government, and overwhelmed with this information.

What if we can, if not completely eliminate it, certainly reduce it? One of our speakers earlier today said the first step is, do we really need all these forms? Let’s try to reduce those.

Along with that, try to make those paperless so we could move towards a paperless environment with fewer forms so we can be more efficient.

Certainly, our services we offer throughout the state are scattered about both virtually online and physically in our real world. That creates some inefficiencies. How can we improve upon that?

We’ve got some ways to address that using the virtual hubs, and also cleaning up, leveraging our technology, current technology, future technologies to make our websites better and take advantage of these virtual hubs as well.

HUBS: Physically, our service is scattered about so we can go with some physical hubs as well. This would help service the employees by getting the services out into the communities better, instead of centralized, as well as benefit the state employees by allowing them, perhaps, to work closer to their homes.

HUBS: Instead of having to commute to central urban core, they can work at these remote physical hubs as well, in addition to providing a variety of services t these various hubs.



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Certainly, happy people make for happy people, both the public and the employees.

These initiatives will support making the employees more happy which results in better efficiency and job satisfaction, as well as the public perception of state government or services we provide make them have a better view.

Jennifer Maestretti, DGS: Team Five

My desire for the future would be that we create our environment, whether it’s our work environment or our home environment so that what we are inherently aligned with the way that we’ve been created, so that who we are can be released so that we can thrive.

For example, the human body was not created to sit in a chair for 10, 12, 14 hours a day; though we have built this room, we’ve built our offices, we’ve built our cars, we’ve build our surroundings, our environment so that that’s naturally what we do.

What I wonder is, what if we re-engineered our environment so that we are able to physically and psychologically thrive which will then in turn, allow is to unleash that human potential?

If we are comfortable in our bodies and we’re comfortable emotionally, we will then be able to create the best product capable?


In a work environment when all staff employees have 4th wave values, everyone is leader and everyone contributes.

This is where we’re provided with opportunities that unlock the potential of each individual and remove any barriers that may be in the way.

A great example of where this is happening right now is where I work at the Offices of Emergency Services, there’s actually an initiative that’s supported by our executive staff. It’s called the Ambassador Core. This is actually a great foundation and a great forum for our employees to do things for the department that they’re very passionate about.

For myself, it’s all about helping others. One of the things that we’ll be talking about later is internship recruitment because I started out as an intern.

The idea of Ambassador Core gives individuals the opportunity to work on initiatives that they feel passionate about, encourages employees to be involved in other ways besides what they do, but through the idea of Ambassador Core, it’s a great way to provide beneficial impacts and positive impacts to the department that they work with.


What does the future hold? By working together seamlessly, there are numerous improvements that can be achieved, some of which will have a direct impact on the problem that we described at the beginning of this presentation. I’ll walk you through these improvements.



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Efficiency: The first one is efficiency. Seamless interagency collaboration improves processes.

Everyone knows who is and who needs to be involved to accomplish the task at hand. Gone will be the days of completing a project only to find out that you were supposed to gain approval from the fire marshal before proceeding.

Now, you find yourself starting over with the project. You’ll have access to external and internal subject matter experts statewide, all key stakeholders involved with project or identified upfront.

There will be ease of public access to services using technology to clearly identify points of contact. There will be a public resource savings.

Technology is our next one.

Teleworking through technology would allow more flexible work hours for staff, extended hours of availability to the staff, and possibly to serve the public, e.g., be open later hours.

Technology ties the world together and makes distances close. Key stakeholders are available immediately. Provides access to centralized and integrated data information.

Subject matter experts help promote transparency and streamlined work, instant updates on any given project, and ensure integrity of confidential and sensitive information. I imagine automatic encryption of all confidential information.

The next one is employee empowerment. Flexible mindset and path to

achieve the goal at hand. Empowered, engaged workforce creates higher retention, less anxiety,

and less fear. Accountability for the profession. Control of your own projects and your

job. Imagine a world where we could commit to a completion date at the

beginning of a major project.

The public perception, improved transparency and improved access to information, timely responses to inquiries.

Sustainability, ecofriendly, paperless government. We all dream of that. Reduction in paper storage and square footage, telecommuting, reduced workforce facility footprint, reduced traffic, and reduced state utility cost. An integrated hiring and retention of workforce. We view diversity as untapped potential, a fresh perspective. We view an individual’s potential, not their diversity.

Change our hiring process, simplify it and reflect the ability to hire the best candidate whether it’d be private or public, and make government look like they’re governed.



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Mario Hernandez, DGS: Team Two

What can future can hold for the employees who are hired to the State of California through global recruitment as defined in Director Daniel Kim’s 8-fold path.

Career building and training, via the educational opportunities here at the state.

Examples of state training will be the CalHR and DGSU training courses that are offered to state employees.

The upward mobility and opportunities for collaboration by working with other state employee and state departments to complete state business.

When a state recruits someone who is the best in what they do using the global recruitment process, the individual becomes aligned with special strengths to perform special skillsets to areas of interest to the job.

What takes place, the person becomes very passionate about life and what they do on a day-to-day basis at work.

I feel like when someone is very passionate based on what they’re doing, it doesn’t become a job, they just naturally do it. They put their whole heart into it. With that taking place - allowing someone to be that real specialist, it benefits the state, it benefits the individual, the coworkers that they work with.

Melissa Eidson, CDFA: Team Three

I think this has been a topic today, paperless state government. We’ve talked about this.

The presenters today also brought it up. What we see is with the paperless state government, we can have things

like digital signatures where we can save time, we can save resources We can also make things like manuals in policies and procedures, have

those all on line. A lot of them are. The best part about that is that they can be the most up-to-date version so that everybody is working off the same thing.

Also, how many of you have in your cubicles binders of manuals People print out everything, and then they don’t get updated. With having everything online, it leads to having a reduced state

footprint because we won’t have to store as much. That also leads into digital form submittals. Again, faster, more efficient. We can have a faster turnaround time. With multilingual forms, we can reach out to a larger audiences. Cloud-based record storage, again, reducing the state footprint. Digital

conversion of state records, it will help, again, with reducing our storage needs, but also, it makes data sharing easier and being able to analyze information.

William Rodriquez, DGS: Team Five

I am going to talk about the opportunity of rethinking how we work. Imagine a work environment that was bathe with all natural light. With

workstations that are adjustable for the sitting position and the standing position without having to go through the red tape of reasonable accommodation.



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Malinda Nguyen, BOE: Team Five

Work environments where you can easily convert from the cubicle mode to an open work environment without having the burden of going through outlook, and looking for the room, maybe not on the same floor, maybe not even in the same building.

Also reducing our global footprint, and with the sustainable workplace environment.

My background is in ergonomics. I have performed thousands of ergonomic evaluation over the past few years.

In those evaluation, in meeting these clients, more than 50% of those clients, this is what they're complaining about.

They're asking, they're begging for a stand station. How flexible our work environment will be if we can allow, if we can

promote that a workplace that eliminates the time and the need to go through a reasonable accommodation for those requests.

The resources that we have available, the modular furniture that we currently have in our offices, can easily allow this to happen. It's not going to cost us that much money.

Think about that as a flexibility within our workplace.

Shivani Bose, CDT: Team Two

We’re going to talk about a virtual and intuitive website for the State of California. At a macro level we’re trying to make it more efficient for our government and our constituents to be able to define resources and to be able to go on a website, and be able to find their own eligibility of access on services. For example, like EDD for social services; have one singular place for our constituents to be able to go and not multiple.

We’re hoping that this intuitive website will give them an avatar to walk

them through it, to be able to give them log in base where it will recognize by log in to give them more services that they might eligible for.

We’re also hoping that this tool can be part of our state government to be able to share open data, to be able to provide input.

o Internally it would be helpful for departments to share that information within.

o We’re hoping this whole idea will hopefully simplify our resources that we have today on the website for departments.

o There are so many websites and people are lost and like, “Which website am I going to?” or “Can I go to this one and find all the eligibilities that I might be eligible for?” especially when it comes to services and customer service.

Melanie Lusi, OES: Team Five

Our next pillar is virtual and physical hubs. A hub is a place to be able to virtually work and receive services for

different entities in the same place. Hubs would include all state representatives.



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The idea is that if we leverage technology, we do not all need to be

collocated. These hubs would simply be state buildings located in communities

where we all live, Folsom, Elk Grove, Roseville. We can work from these hubs at flexible hours any day of the week.

These hubs are open to the public for their questions and for us to provide customer service to the people. No more rush hour traffic, less smog, greater customer satisfaction, and user satisfaction on to the last pillar.

Workplace culture seems to be a hot topic over the last six months of training. We went back and forth whether this was a foundation of our presentation or a pillar. It was a heated topic. It isn’t a pillar, but I can see it going both ways.

The panelist this morning nailed it. Everything that we talked about in workplace culture, it goes back to your agency’s core values.

o Is there a core value in your agency as a professionalism? o Is it respect? o Is it integrity? o We need to get out of the habit of just acting like they’re words.

They are more than words. o We need to start institutionalizing them, memorializing them.

Creating a strong culture is not an easy thing to do. It takes a significant

amount of time and energy. If we’re looking to make these pillars work and utilize the technology for

modernization, we have to change the culture and the state’s perception, and how people see state government.

Let me finish with a quote though that I found on Twitter, actually, the other day. “Culture is defined and created from the top down but it can only be brought to life from the bottom up.”

Lucia Ceja, DIR: Team 5

Our goal is to provide these flexible schedules for everybody for as many employees as possible.

As a manager, I’m issued an iPhone and a laptop, lucky for me. I am able to work from anywhere any place if I need to. Most of the time, I’m in the office but if I need to be away, I can actually catch up while I’m on BART. I’m from the bay area. If I need to go to a doctor’s appointment, I can work while I wait for the doctor to see me. If I have to pick up my grandson from school, or if I need to drop him off, I’m comfortable thinking that I can catch up on the road as I’m getting to work or wherever I’m at so that when I get to the office, I don’t have 100 and some emails to read, and so forth.

Again, our goal is to get this to as many people, employees as possible so that they can work anywhere, any place, anytime. That could be anytime in the evening.



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Janice Yapdiangco, DIR: Team 4

Resources, allocate more money to hire more staff and do things. If you’re familiar with working with your budget in your program or in

your unit, you can actually use the allocation of your budget so you can put more money into your personal services so you can hire more people to do more work to meet the deadlines and finish the projects, or:

If not, you can always do a budget change proposal. If you ask for more money or ask for additional positions to increase your budget, that goes through the Department of Finance and the Governor’s Office.

Provide tools such as access and planning. This is giving actually giving staff access to data that they need, access to people that they need to get information from, technology, and even small things like supplies or whatever equipment needed to perform the work.

Training and development; how many of you are familiar with training and development? In my department, particularly in our division, we use training and development a lot. In our department, we have different divisions. For instance, in the labor commissioner’s office, they have different classifications that they use like the deputy labor commissioner. In Cal/OSHA, we use safety engineer positions.

We’re able to actually hire people from the other division to provide training and development so that they can get the experience they need to qualify for the classification that the other division is using to get into that class.

Sometimes, a lot of people do it because they find out that’s the career path they wanted to do or because it’s more money, of course. Analyze training issues and appropriate remedies. Work with staff according to their abilities and create an environment supportive of continued development.


What tools do we need to succeed? We need to create a collaborative environment. We need to assemble think tank groups from existing staff. Assemble appropriate subject matter experts and executive decision

makers. Redirection and sharing of staff resources for a fixed timeframe until

completion of deliverable. Technology We need to upgrade and increase product productivity, reduced latency

and response time, standardized deliverables, self-service options for public and state customers and communal sharing of data and procedures.

Funding For funding, we need a funding mechanism.

We need to utilize budget change proposals, continuous appropriation, change statute regarding funding restrictions where inconsistencies are identified.



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Staff resources: we need to be able to redirect resources or staff from other offices and departments for the large projects.

Stephanie Chambers, DGS: Team Two

Now we’re going to talk about a little bit of the tools we need to succeed our Moonshot. Statematch.com

The first one is statematch.com. It’s a combination of LinkedIn and match.com.

It’s where employees will be able to go, or individuals They can list out their qualifications, their skill sets, what interests them,

their values, and vice-versa. The employers can do that as well. They can search. They can input what their skillsets are that they’re searching for. They can put their department’s values and philosophies and you can

find matches based on that criteria. Expanding Markets:

We can expand into universities, do more outreach. News media, we can be portrayed in a better light. State job counselors, it’s like school counselors. You can go to them.

They can help you on your career path. They can give you a roadmap, let you know of different training courses that you can have not just too improve your skillsets but just to help you.

Even if you don’t want to be on team management, they can help you just to improve your career advancement.

Social Networks: You can advertise on social networks or on other media outlets.

Example: If you go on to Google, and you search for a backpack, later on when you’re on Facebook or Instagram, there’s advertisements that come up. All of a sudden, you’ll see, “That backpack I searched for a week ago is now on sale.”

The same methodology for searching for jobs. If you search for an accounting position, and you scroll through, you don’t find what you like, but after a week later, you’ll received feedback via Facebook, and here comes an advertisement.

Or, there are 50 accounting jobs available near you for the State of California in various different departments.

It’s just different avenues to get the word out there that the State of California is a good place to work. We’re innovative thinkers.

We like to think outside the box.


To implement our plan, we looked at and brainstormed on what resources we would need to reach out to you and get you involved in this process.

Of course, our legal team is going to be really helpful for us to help stay within the current guidelines and help us define the parameters of our program.



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We’ll need a budget to get this going. On the outset, as one of our speakers mentioned this morning, they set aside a certain amount. When we looked at this program in general, yes, is it going to cause some dollars to get started, but as it moves forward potentially a goal would be that it would balance out, that it wouldn’t cost more to be virtual and paperless, and there actually could be some cost efficiencies there.

Technological improvements. There’s a lot of things out there already that exist. We need to look at

what’s already out there. Do we need to build new or can we use what’s already available to implement this plan?

Legislative Changes: Would legislative changes be needed? I’m not sure. Our resources include not only resources but also considerations. I think

legislative changes is a consideration; is there a change needed or can we do it within the guidelines that currently exist?

Business partners: We would look at business partners; in the private sector would want to

partner with us on this project? When we talk about getting out into the community and reaching out to

our constituents, a multilingual staff could be really helpful in providing services to the community.

Another resource is the diversity; diversity of employees, in general, and diverse in every way you can possibly imagine.

o Diverse in a way of thinking about how to approach things innovatively; thinking outside today’s box and beyond to tomorrow.

o Training: With that, of course, another resource to build our workforce is there’s going to be some training needs.

Candace Briggs, DGS: Team Five

There’s two main tools that we need to make this happen. The two things are technology and training. Technology:

We need to have the most up-to-date technology here at the state. To be truly flexible, we need to be mobile. To be mobile, we must have the most up-to-date technology.

A good starting point is what Lucia has, a cellphone and laptop Imagine if you went from working at your private cubicle to getting up,

going to an open office area to collaborate with your coworkers. o Everybody could bring their laptops with them so they had all

the information that’s in the cloud or in the network with them at their fingertips at that meeting.



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o You walk into the room. Everything is fully integrated. o You can throw everything up on the screen that you’re talking

about with your coworkers. o Imagine how much more effective and productive you would be

if we had that throughout the state in every room, in every place we go to.

o Same thing in working at home, you don’t have to email yourself the document that you want to work on when you get home because your child is sick. You have it at your fingertips in the cloud. We have these tools available in the world. They’ve been developed. They have them at Google. They have them at Microsoft. All these places, they have the technology. We just have to embrace it here at the state and use it.

Training: Training also is the second tool that we need. We need training from the top down on how to manage employees

that aren’t in the office eight hours a day How employees can be worked with and report to managers who

might not be in the same building with them eight hours a day. It’s possible. We have those tools. We just need to implement them

and teach people how to use them effectively. Technology and training.


Planning is the fifth component of the 8-fold plan. There’s a handful of components of planning that we think are really, really critical.

The first one is leadership:

You need strong leadership and you need some top-down leadership in this case because you really need leadership to articulate a vision.

A vision is the endpoint. You can’t make a plan if you don’t know where you’re trying to go.

Everyone’s a Leader: I like to tell my staff and I think this is important, leadership doesn’t live in the exclusive domain of management either.

In a 4th wave team you’re going to have leaders throughout your organization.

In fact, most of your organization should be people who are stepping up and taking some leadership, if they have a feeling of responsibility for the whole of the mission. You have that good involvement at all levels.

Goals:

Goals are like the milepost on your way to the vision. You know where the destination is, and you need some milepost so that you can start to measure whether you’re actually getting there. We’ll talk about measurement a little bit.

Buy-in:



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Then, finally I want to talk about getting buy-in from stakeholders. I think most of us have had this experience. How many of you have ever been to one of those meetings that was designed for creating buy-in, the ones where the leaders had already made the decisions about what you’re going to do, and they called you in to convince you that it was the right thing? Have you’ve been to one of those? Yeah, not so much.

I’m going to take just a second and tell you how you create buy-in. Here’s

how you do it. You involve people in the process, you ask them for their input, and then you listen to them. That’s pretty much all of it. That’s what it takes, you create buy in by being inclusive in involving people. It’s valuable also because, of course, your frontline staff are the ones who actually know what’s going on. We think those are some of the critical components related to creating a good plan.

Jill Clark, DGS Team One

We’ve presented this problem. Now, imagine that kids were involved in this project and we need to get this done as soon as we can. How do we get this done? Now, that we have identified the problem, we need to execute the plan to advance the completion of the problem. One of the first steps is identify and develop.

Identify team members to include project planners, subject matter experts, and clients. Consider potential roadblocks. Develop test pilot programs.

Next, we need to implement and assess the phases.

Assign task and identify responsibilities. Established fixed reoccurring meeting times with the final date for

completion. Utilize surveys, both internal and external to measure how progress is

going. Realign our processes if our surveys come back that we’re not doing well. Have periodic progress reports with both stakeholders and leaders.

Next comes reporting and lesson learned.

Provide a final professional project presentation to leadership and stakeholders.

Evaluate final outcomes with feedback from project presentation. Make changes to procedures from team feedback.

Publishing a scoreboard for the assignment. Lessons learned, one of the greatest outcomes from an achievement is

establishing effective and streamlined processes for future state tasks. Make recommendations for future projects based on lessons learned.



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Lastly, don’t forget to celebrate accomplishments. Positive reinforcement ensures future success stories.


First thing is we’re going to start with a taskforce. We need a taskforce with HR people, IT people, business people that can

help frame the problem, narrow in on the solutions. We have to come up with the marketing plan. How are we going to communicate this to the public?

o We can start with little cards, we can have posters, and ultimately with social media and so forth.

o There’s how-to videos. o Recruiting for state service is very difficult.

Complexity of State Processes: There are thousands of classifications, maybe over a thousand under two

thousand somewhere. For people that are not familiar with the process, it’s very difficult.

Explain idiosyncrasies: They don’t know that if you go in and put in an HR application that you have to put in an application for the job. You have to put in two applications. There’s some idiosyncrasies about applying for jobs with the state that need to be explained. They make sense for the state but, ultimately, some reengineering of the process needs to be done.

Job Counselors: We’ll put together job counselors so that we can have informational

interviews with people that are interested in working for the state where we can do outreach to bring the people in and explain what the different classifications mean.

Who can look at peoples’ applications and go, “You actually qualify for associate governmental program analysis, or safety engineer, or a labor inspector.”


Certainly, the implementation of any of these all solutions will take some planning. Nothing gets done without planning. We have to figure out how we’re going to implement all of these great ideas.

Study and Analysis:

Certainly, any amount of planning, any planned exercise starts off with some study and analysis effort to figure out what exactly is it we need to do, and how we’re going to do it, what’s going to take. That would be a great first start there.

A lot of the solutions that we talked about require infrastructure investments.

Certainly, in the technology infrastructure.



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Technological Infrastructure: Out of the planning will come recommendations to build up our technological infrastructure to accomplish all of these virtual ideas that we have.

Phased Approach: From there, nothing is just going to get dropped out in its final form right off the bat. We’ll have to roll this out in some measured effect. Certainly, a phased approach would be appropriate.

Demonstration Projects: Prior to substantial phases being implemented, some demonstration projects would be appropriate of smaller scale to show how it all works without trying to flood the whole system right off the bat. There’s more demonstration projects. You got to get the word out, work out with some of the kinks before we role in to our phased approach.

Identify Early Adapters: As part of that process, we’ll certainly need some guinea pigs, some pilot customers to get on board, some really adapters, to try it out within their agencies and department. We have to get a couple of those on board to help out.

State Rules and Policies: Nothing gets done without complying with the state rules and policies. As much as we can work within the existing framework that’s there, we can do that, but certainly you may need some changes along the way to help smooth things out and allow us to fully implement our vision.

o The review and the potential update of state policies along the way would be another large factor to consider.


Undoubtedly, as I just went to that whole thing, you guys read this slide. This is how our plan is to get it done.

Innovation Group: We’re going to get an innovation group together. The innovation group is going to do these things.

o They’re got to figure out the policy part. o They’re going to figure out what limitations they have. o They’re going to figure out a business model. o We guarantee you that while some of this stuff might cost

money, we’re going to make that money up based on all of the statistics that we’re shown in Jennifer’s video.

There’s really not a reason not to do this. It’s just a matter of finding that

drive. o As you guys can tell, we are excited about doing this. o We haven’t come here for the last six months just to go through

this process, just to come up here and talk about it. o We want to actually do it. We don’t want to do it by ourselves.

We want to engage everyone in this room. o There’s a lot of talent in this room. o There’s managers in this room. There’s not managers who are

just as talented, some of you.



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o There’s all sorts of people in this room and we want to engage all of you. We want you to join our team.

o Anybody interested in joining our team, and making this happen, making this a reality? Yeah, yeah, outstanding!

Our goal is to attract talent from every single demographic. That

doesn’t just mean millennial even though they come up all the time. That means every single demographic. We’re going to do that by providing this flexible workplace, and creating

a situation where we are the employment destination of choice in California.

o Today, we talked about a flexible workplace.

o We talked about the need for a flexible workplace, the benefits, what that would look like, what tools we need, and then how we’re going to get it done.

o We reviewed all of the steps that we need to do to make this a reality.

o We want to make it happen. o We’re excited about it making it happen. We thank you for the

time for listening to our presentation. o Through 4th wave of thinking, we can change the culture of

state government.


In order to be accountable and achieve our 4th wave values of service, responsibility for the whole, and personal fulfillment:

We must first have a discussion about the possibilities that our organization would like to achieve.

Then, we can produce an agenda that will facilitate this type of discussions.

Also, we need to establish levels by all to achieve success and summarize what the next steps would be moving forward.

Since we need to know who will do what by when, we should also make sure that we have timeframes that everyone involved can commit to so that we all can realize the full potential of these possibilities.

This is the type of environment that will allow us to change the way we are thinking so that we can change what we are doing.

Jill Clark, DGS: Team One

Next is accountability. Who does what by when? The successful completion of any project requires the buy-in and

commitment of not only the project team but stakeholders and decision makers.

Full commitment and buy-in from decision makers and stakeholders in a timely manner is mandatory.