CAL-IPGCA ASSOCIATION WELCOMES COHORT 2019!
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CAL-IPGCA COHORT 2019 TEAMS AND INNOVATION PRIORITIES – 2.0 DEPLOYMENT
| How do we unleash the California workforce to find collective innovative solutions to today's issues and problems? An overarching whole systems – human-centric approach is required. This is the goal of the Cal-IPGCA Innovation Force as it facilitates and collectively integrates the independent nature of each programmatic Innovation Priority into an overarching whole systems approach capable of communicating both independent (teamed moonshot projects) and interdependent (collective outcomes) that can demonstrate the "Innovation Force" that is the State of California. |  |
TEAM 1: INNOVATION FORCE Photo Enlargement |
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| The digital transformation of organizations will change how work is conducted and service is delivered. New collaboration technologies do more than just digitize old ways of doing things; they make new ways of doing things possible. How do we upskill the workforce by training them to use and integrate currently available and new technology to innovate and meet mission critical needs of today? Change needs to be a proactive, operational norm. What are the change management activities that shape, encourage, and incentivize desired collaborative behaviors and technological acuity? Understanding the disruptive potential and opportunities of human potential and technology is critical to ensuring the development of the workforce. What is the best path forward for the State to upskill and right-skill staff needs and employment gaps caused by a lack of digital talent? |  |
TEAM 2: DIGI TRANSFORMERS Photo Enlargement |
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| Our employee's ability to deliver collaborative, innovative, holistically effective processes and services are dependent on having a flexible and trusting environment that allows us to be experimental and innovative without the fear of failure or repercussion. We must engage, inspire, motivate, and empower our constituents. We must come back to the center in a human-centric approach and ensure our efforts focus on our constituents' needs – not just the processes and procedures to deliver the services needed. How do we change practices that impede our workforce from being agile and adopting human-centered, end-user design in our daily work? How can we eliminate restrictive practices that impose an expectation of perfection and finality that exclude the end-user of the process or service? How can we continuously focus on end-user needs and end results/goals throughout the process? How can employee engagement demonstrate what inclusive, progressive government can achieve? How can we construct bridges for inclusive environments for our constituents and employees? |  |
TEAM 3: CAL TOGETHER
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| California experienced the deadliest and most destructive wildfires in its history in 2017 and 2018. The Camp Fire alone burned 153,336 acres, destroyed 14.500 residential and commercial buildings and claimed 86 lives. These events required the sustained and unified effort of all State departments and employees to support all of the communities impacted by these disasters; many are still struggling to recover. Keeping up with existing mission critical program priorities while supporting communities who are dealing with complex response and recovery needs has placed significant pressure on numerous departments and agencies. What best practices can departments put in place to better address these long-term needs when disasters strike? |  |
TEAM 4: CODE 3 Photo Enlargement |
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| A silo mentality is inward looking and resists sharing information, resources and ideas with other people or departments. Silo mentality begins at the level of our beliefs. It places restrictive boundaries that inhibit employee engagement and programmatic departmental and organizational productivity. Silos restrict agility and response to real-time change when, out of fear or protectionism, managers and departments stifle the innovative ideas of staff or cross departmental efforts to problem-solve and innovate solutions that would increase efficiency and productivity as service providers. Transforming silo mentality builds a culture conducive to innovation that allows us to respond to the real time challenges of digital society to meet the real time needs of our constituent communities. How can we deploy the integrated membership base of Cal-IPGCA Association and other collaborative efforts across state service to demonstrate a working model that ideates and cross-pollinates efforts across state government? |  |
TEAM 5: WALL BUSTERS
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