1. 1 January 8, 2015

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3.  The mission of the County of Santa Clara is to plan for the needs of a dynamic community, provide quality services, and promote a healthy, safe and prosperous community for all. 3

4.  Vision Elements  Customer Focus  Performance Measurement and Results  Reduce Cost of Service  Employee Empowerment and Engagement  Utilize Latent Talent  Build Bench Strength  Consolidate Where Needed 4

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6. Strengths  Employees are sensitive to customer needs and want to respond to those needs  80% nearly always or often understand the performance goals for their job  Many employees feel good about the trust level among co-workers  Where there are specific programs for employee engagement, employees enjoy participating in those efforts  Employees express desire for more collaboration 6 Opportunities  Many employees (53%) do not know the organizational goals  Communication is uneven up, down and around the organization  Opportunities to participate in change efforts are uneven  Many employees perceive executives as far-removed from where they are  Executives and employees score things differently from one another  Just Culture elements rank at 3.0 (addressing mistakes), and 2.9 (preventing mistakes)  59% receive feedback sometimes, rarely, or never *February 2014

7. Traditional Management  Produce goods and services  Work is to be done by individuals reporting to bosses  Comprehensive plans and past practices drive work  Communications on a “need to know” basis  Tell people what to do  “Fixing” is a top-down task Client-focused Management  Focus on the client  Work through self- organizing teams  Continuous improvement based on experiences with clients, with front-line input  Be open about improvements required for progress  Communicate interactively through stories, questions, conversations  High-performance teams solve problems 7

8.  Retention of information is longer than where employees work independently or in an isolated environment.  Real Life Experiences – It allows employees to learn and capitalize on actual experiences of others.  Sharing Ideas – It provides an environment where employees can share their own ideas, which can increase interest among the participants and promote critical thinking.  Ownership – Collaborative learning gives employees an opportunity to engage in discussion when needed and allows them to take some of the responsibility for their own learning and development required to become critical thinkers.  Learning Communities – Collaboration naturally develops learning communities around specific subject areas.  Reduced Anxiety – Given the less formal environment, employees may feel less overall anxiety and more willingness to engage with others through the normal process of communication. (1) 8 (1) The New Social Learning: A Guide to Transforming Organizations through Social Media, Marci Conner

9.  Each employee contributes their unique talents and abilities and uses lessons-learned to improve the customer/client experience and future outcomes. 9

10.  Give employees ways to think about organizational improvements and tools to implement change.  Empower employees with permission, support, and tools to use their knowledge, skills, and experience to make the organization better. Center for Leadership and Transformation 2009 Vision Elements (7 Samurai) 2012 Just Culture 2013 10

11. Phase 1: 3 – 4 years, making progress on recognition of the need to change, early adoption, and foundation building.  Phase 2: 3 - 4 years, “middle adoption,” involves “heavy lifting” and the elimination of impediments.  Phase 3: 2 – 3 years, as current improvement efforts are operationalized, a greater proportion of the County and its clients will both recognize and benefit from the effects of employee-led, leadership-supported change efforts. 11

12. 12 Center for Leadership and Transformation

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14. Just Culture 14  A culture of trust and fairness where each employee is accountable for their actions.  An environment that learns from its mistakes and errors, allowing for improvements in the organization.

15. OrganizationalIndividual  Improved Customer Service and Client Outcomes  Improved Decision Making and Problem Solving  Greater Adaptability and Acceptance of Organizational Change  Create a common language  Improve communication in the workplace to promote trust and reduce fear among staff  Foster a culture of shared purpose  Promote transparency in work processes and interactions  Link job responsibilities to desired outcomes for both the customer and the employee, as appropriate for the job.  Enhanced Innovation Greater Self-Awareness Greater Self-Confidence, Openness, Flexibility Better Listening and Communication Better Conflict Management Greater Understanding and Skills in Organizational and Political Realities Stronger Commitment to Learn and Develop Stronger Leadership 15

16. Commitment of Executive Leaders to cross-boundary and Departmental team- led improvement efforts Systems change and process change contribute to removing impediments The concept of the County as a Learning Organization is built into County culture. 16 CLT Action Learning Projects, Unit Based Teams (UBTs) Employees take knowledge from CLT courses and Unit Based Team formulations to apply new skills to specific “action learning” projects in & across departments Just Culture provides the backdrop for engaging in re- examination of work Communication - Case Studies - Surveys & other vehicles