The County of Orange, California, is home to 3.2 million residents and supported by a workforce of nearly 19,000 employees across 22 diverse departments. From public safety and social services to parks, libraries, infrastructure, and even its own airport, the county’s services touch nearly every aspect of daily life. Delivering excellence at this scale requires more than operational efficiency, it demands a workforce that is skilled, engaged, and ready to adapt to the evolving needs of the community.
“An investment in our workforce is also an investment in our community,” says Jamie Crews, Director of Learning and Organizational Development for the County of Orange. “That mindset represents a completely different culture than where we were before we started with Cornerstone.”
A workforce at a crossroads
Like many large government organizations, the county once relied on a patchwork of manual processes and siloed training efforts. Learning was often transactional, “Here’s a leadership class, here’s a training session,” without visibility into long-term impact.
“A life without Cornerstone is like the thistle blowing across the street,” recalls Crews. “There were so many manual processes, redundancies, and parallel efforts. People wanted to learn, but they often had to play hide-and-seek to find resources. Even supervisors who wanted to help didn’t always know where to turn.”
At the same time, the world of work was accelerating. Employee and citizen expectations were shifting rapidly, and the county recognized the need for a talent strategy that could keep pace. “It wasn’t just about content or classes, it became a question of how we support our talent; how we engage, retain, and develop people so they can perform at their best and continue delivering exceptional public service,” Crews explains.
Partnering for transformation
Eight years ago, the County of Orange implemented Cornerstone Learning, Performance, and Content, which employees now call “Eureka”, to unify its approach to talent development. What began as a technology rollout quickly became the foundation for a cultural transformation.
“What started as a platform became a mindset shift,” says Crews. “We moved from a transactional approach to a strategic one, where learning and performance are not just activities, but levers for engagement and retention.”
The shift was especially evident in performance management. The county replaced its traditional review process with ongoing performance conversations that place employees at the center. “We wanted to move away from a check-the-box exercise and create something meaningful,” Crews says. “Now, employees are clear on what success looks like, and they stay connected throughout the process; to each other, to the organization, and to their own potential.”
A career partner for 19,000 employees
With Cornerstone, learning and growth opportunities are no longer hidden or reserved for a few—they are embedded in the everyday employee experience. “There really is this perspective that Eureka is your partner,” Crews explains. “It’s your career partner to help you find the skills you need to amplify your impact.”
This has been especially impactful for newer employees: over 50% of the workforce has never known anything other than Eureka. For them, career development is not an optional add-on—it’s part of the culture.
The platform is used across the organization for professional development, leadership training, program-related learning, and more. “It’s not just a learning platform or even a performance tool,” says Crews. “It’s integrated into the very fabric of our organization. We even call it a unicorn project but I’m happy to say unicorns exist.”
When we make organizations a place where real people can thrive, then we’re all just going to be better for it.
Jamie Crews
Director of Learning and Organizational Development for the County of Orange
Results that matter
The county’s investment in Cornerstone has delivered both measurable outcomes and cultural shifts:
- Time savings and efficiency: By moving away from fragmented processes, the county has streamlined administration and reduced redundancies. “Now we can find data and metrics without hours of digging,” says Crews. “That time gets repurposed into meaningful conversations and higher-value work.”
- A cultural transformation: Learning has moved from transactional to strategic, embedding development into daily work and reinforcing the county’s mission of service.
- Employee empowerment at scale: With more than half the workforce growing up in the “Eureka” environment, development is seen as a core part of employment—not a bonus.
“What’s powerful is not just the efficiency gains,” Crews emphasizes. “It’s what happens when you repurpose that time, suddenly, you can focus on solving tough issues and helping employees thrive.”
Looking ahead: Agility for the future
As the pace of change continues, the county sees Cornerstone as a vital partner in navigating the future of work. “If we thought things were moving fast when we started, it certainly hasn’t slowed down,” Crews says. “Our employees are riding rapid change not only at work, but in their personal lives. We have to create spaces where people can be themselves, learn from mistakes, and grow.”
Cornerstone’s role is to make those spaces possible by removing barriers and providing accessible resources. “Before, learning required permission,” Crews explains. “Now, employees know they have a partner and a way forward. That confidence alone is transformative.”
The county is also exploring the role of AI in supporting learning and organizational development. “There are 19,000 employees and just 10 of us supporting L&D, OD, and learning technology,” Crews notes. “AI helps us save time, scale efforts, and personalize experiences. It’s not about replacing people; it’s about freeing us up for higher-value work.”
A Culture of Innovation in Public Service
For Crews, the transformation is as much about culture as it is about systems. “Cornerstone really is a partner in the greatest sense of the word,” she says. “They understand our vision, they support us, and they help us elevate learning from a transactional activity to a strategic driver of engagement and performance.”
The result is a workforce that is better equipped to serve its community, today and in the future.
