© CGI Group Inc. CONFIDENTIAL Effective Teaming Between State and Local Government February 2015

Agenda Why Are We Here? Why Is Effective Teaming So Important? Panel Discussion Q&A 2

Why Are We Here? Nature of California projects IT Projects in the State of CA regularly impact both State and Local governments o Examples – CCSAS, VoteCal, CMIPS The State and the 58 counties have unique needs and expectations Large-scale implementations require thoughtful, consistent, and focused coordination between State and Local participants Clear understanding of expected project outcomes, roles and responsibilities Communication approach and structure that are jointly accepted and understood Organizational structure that facilitates communication and decision-making Focused implementation planning with dedicated resources 3

Why Is Effective Teaming So Important? System Design Design a system that meets the needs of both State and County representatives Minimize the need for change down the road when appropriate stakeholders are involved from Day 1 User Acceptance Develop and implement more effective and standardized business processes statewide Design processes that reflect system capabilities and take advantage of automation, yet are flexible for organization-specific needs Take advantage of communication methods that meet the needs of diverse and dispersed audiences to keep stakeholders informed 4

Why Is Effective Teaming So Important? Decision-Making Provide impacted stakeholders with opportunities to weigh in on key decisions Minimize the appearance of “overhead” by creating an organizational structure that facilitates timely decision-making at the appropriate level 5

Panel Discussion 6 David Kilgore Chief Deputy Director, Los Angeles County Child Support Services David Maxwell-Jolly former Director of the State of California Department of Child Support Services

Challenges for State and Local Partnerships Misalignment of State and Local objectives Independent sources of authority and oversight Separate chains of command Escalation process outside the chain of command Local service delivery/superior local business process knowledge Unique needs and desires across State and Local levels Lack of confidence in State’s ability 7

Challenges for State and Local Partnerships History of local control, local autonomy, and local system development State’s understanding to the value of local control Need for timely decisions Credit for success/blame for failure Counties blocking project progress Local participants lack of understanding of State processes and visa versa Politics 8

Keys for Success Governance Align objectives The buck has to stop somewhere; democracy has its risks Create a clear framework for project management Provide opportunities for timely and substantive county input and involvement Communications Up, down, and across the organization Leadership needs to establish direct contact with the knowledgeable county business leaders Formal communication needs to be timely and substantive Project status sessions need to be open and frank Local experts have to be the champion between the County and the State Be respectful of each others processes and recognize that one size doesn’t fit all 9

Keys for Success Implementation Involve the experts – host them on site County business experts need to come in for design, testing, and training development County technical staff need to have direct access to State technical staff County leadership has to be directly involved in the readiness assessment process and the go/no go decision making process o They don’t make the decision unilaterally, but they do make direct recommendations and help develop mitigation strategies and contingency plans to deal with gaps in readiness 10

Questions & Answers