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It explains how major reorganization in July 2017, subsequent senior staff retirements, a full turnover of district-elected board members in 2019, and the COVID-19 pandemic created significant operational challenges. The report documents how legislative action, robust policies and controls, executive leadership, and workforce dedication enabled successful organizational transformation, improved planning and communication, and sustained essential service delivery to state and local governments.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/state-board-of-equalization-2017present-strategic-organizational-transformation/242549/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/state-board-of-equalization-2017present-strategic-organizational-transformation/242549.png","ImageObject",442,249,{"name":88,"@type":89},"Miles","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-11","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":76},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What time period does the report cover for the BOE transformation?","Question",{"text":108,"@type":109},"The report covers the rebuilding and transformation efforts from 2017 to the present.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"What major events created challenges for the BOE after the 2017 reorganization?",{"text":113,"@type":109},"Key challenges included senior staff retirements, turnover of district-elected board members in 2019, and the COVID-19 pandemic in 2020.",{"name":115,"@type":106,"acceptedAnswer":116},"How did the BOE change its organizational structure to improve performance?",{"text":117,"@type":109},"The agency shifted from a large, traditional hierarchical model to an agile, efficient, and flatter organization to increase responsiveness, hands-on decision-making, policy development, succession planning, and management communications.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},242549,1791698782,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":135,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":30},13056703019404,"https://ap-avatar.wpscdn.com/davatar_29158cc5080c5b710cf443261637dec0","Strategic Organizational Transformation  \n2017—Present  \nA Report on the Organizational Resilience of the  \nState Board of Equalization  \nBOARD MEMBERS  \nTED GAINES  \nFirst District Sacramento  \nSALLY J. LIEBER  \nSecond District San Francisco  \nANTONIO VAZQUEZ  \nThird District Santa Monica  \nMIKE SCHAEFER  \nFourth District San Diego  \nMALIA M. COHEN  \nState Controller  \nYVETTE M. STOWERS  \nExecutive Director  \nCONTENTS  \nINTRODUCTION  ................................................. 1  \nSTATE BOARD OF EQUALIZATION  ....................................... 2  \nBOARD MEMBERS  .............................................. 2  \nAGENCY  ................................................... 3  \nBOE REORGANIZATION—JULY 1, 2017  ................................... 4  \nFACTORS  ................................................... 4  \nBOE ORGANIZATIONAL PLANNING  ....................................... 6  \nMISSION  ................................................... 6  \nVISION  .................................................... 6  \nINTERNAL STUDY  .............................................. 6  \nAGENCY STRATEGIC PLANNING  ...................................... 7  \nBOE STRATEGIC PLAN 2020 TO 2025  ...................................... 8  \nSTRATEGIC PLAN IMPLEMENTATION  ...................................... 9  \nADDRESSING WORKFORCE CAPACITY  ................................... 9  \nADDRESSING AGENCY INFRASTRUCTURE  ............................... 10  \nRESULTS  .................................................... 14  \nEXECUTIVE OFFICE  ............................................ 14  \nCOMMUNICATIONS DEPARTMENT  .................................... 19  \nAGENCY OPERATIONS SUPPORT DIVISION  ............................... 20  \nBOARD PROCEEDINGS DIVISION  ..................................... 24  \nEQUAL EMPLOYMENT OPPORTUNITY OFFICE  .............................. 27  \nLEGAL DEPARTMENT  ........................................... 28  \nLEGISLATIVE, RESEARCH, AND STATISTICS DIVISION  .......................... 31  \nPROPERTY TAX DEPARTMENT  ...................................... 32  \nAssessment Practices Survey Division (APSD)  ............................. 34  \nCounty-Assessed Properties Division (CAPD)  ............................. 34  \nState-Assessed Properties Division (SAPD)  .............................. 37  \nTAXPAYERS’ RIGHTS ADVOCATE OFFICE  ................................. 40  \nCONCLUSION  ................................................. 44  \nINTRODUCTION  \nThis report offers a summary and insights into the strategic initiatives and implementation plans that have guided the State Board of Equalization’s (BOE) rebuilding efforts from 2017 to the present  . Thereport concludes with the specific results, outcomes, and achievements  .  \nThe BOE's major reorganization in July 2017, coupled with a surge in senior staff retirements, a complete turnover of the district-elected Board of Equalization Members (Board) in 2019, and the COVID-19 pandemic in 2020, presented significant challenges to the agency . Despite these obstacles, under the Board's strategic leadership, the agency was successfully rebuilt and revitalized, ensuring the BOE continues to thrive and serve as California’s foremost property tax experts  .  \nThe legacy issues that led to the reorganization were effectively addressed through legislation, implementation of robust policies and controls, dedicated leadership from the Executive Management Team, and a professional workforce that continues to perform its duties with integrity . During the BOE’s rebuilding efforts, the Board tirelessly guided and supported the agency . In turn, the agency overcame difficulties, strengthened our skills, and regained confidence to prepare us to handle future challenges more easily .  \nOver the past seven years, the BOE has undergone a remarkable transformation  . The agency's reconfiguration from a large, traditional hierarchical state agency to an agile, efficient, and flat organization ha","cbCaicOPlfKxrV6a","https://ap.wps.com/l/cbCaicOPlfKxrV6a","pdf",5441788,10,47,"English","# Introduction\n# State Board of Equalization\n## Board Members\n## BOE Reorganization—July 1, 2017\n## BOE Organizational Planning\n## BOE Strategic Plan 2020 to 2025\n## Strategic Plan Implementation\n## Results\n## Conclusion","[{\"question\":\"What time period does the report cover for the BOE transformation?\",\"answer\":\"The report covers the rebuilding and transformation efforts from 2017 to the present.\"},{\"question\":\"What major events created challenges for the BOE after the 2017 reorganization?\",\"answer\":\"Key challenges included senior staff retirements, turnover of district-elected board members in 2019, and the COVID-19 pandemic in 2020.\"},{\"question\":\"How did the BOE change its organizational structure to improve performance?\",\"answer\":\"The agency shifted from a large, traditional hierarchical model to an agile, efficient, and flatter organization to increase responsiveness, hands-on decision-making, policy development, succession planning, and management communications.\"}]","State Board of Equalization - 2017—Present - Strategic Organizational Transformation | PDF",1789191941]