- Establish ODI as a people-first innovation office that brings the value of human-centered design principles, tools, and methods to state teams.
- Encourage a data and analytics-informed culture where insights are central to service improvement and evaluation. @@ -34,7 +34,7 @@
- Engage directly with Californians on an ongoing basis to better understand their needs, and concerns in relation to services and products.
- Engage directly with California’s approximately 150 state entities on an ongoing basis to address their needs and concerns, and identify opportunities for continuous improvement in service delivery. @@ -52,7 +52,7 @@
- Sergio Gutierrez, Chief Deputy Director
- Becki Gibson, Chief Counsel @@ -134,7 +134,7 @@
- Over the past year ODI has hired a full time Chief Information Officer (CIO), Information Security Officer (ISO), and Information Technology Supervisor III (ITSIII). ODI now has a fully staffed IT Team. ODI is committed to maintaining and developing this team to support ODI’s ongoing IT needs and to protect ODI assets.
- ODI is committed to the ongoing training and development of all of ODI’s IT professionals. Identity Management Services training is planned in 2024 for our system administrators, which will improve user identification and access controls across all ODI applications and devices. @@ -144,7 +144,7 @@
- ODI has implemented Multi-Factor Authentication (MFA) for all ODI staff. ODI has also implemented advanced email spoofing protection.
- ODI’s CIO and ISO continue to be closely involved in establishing IT standards and assessing IT products and services. @@ -154,7 +154,7 @@
- ODI’s IT team continues to develop critical policies that meet state and federal standards. These standards are in compliance with the National Institute of Standards and Technology (NIST) and enable ODI to meet its mission. Policies are developed in collaboration with, IT executive leadership, CalHR, labor relations, and legal.
- ODI requires all staff to complete annual IT security training and is currently building a new information security and privacy awareness training platform for annual training and security policy acknowledgment. diff --git a/pages/wordpress-pages/accessibility.html b/pages/wordpress-pages/accessibility.html index 24a768a0..49bb50f0 100644 --- a/pages/wordpress-pages/accessibility.html +++ b/pages/wordpress-pages/accessibility.html @@ -2,7 +2,7 @@
- The World Wide Web Consortium Web Content Accessibility Guidelines (WCAG) 2.1, Level AA,
- The California Unruh Civil Rights Act, and @@ -26,7 +26,7 @@
- California Government Code Sections 7405, 11135, and 11546.7
- Web Content Accessibility Guidelines 2.1 published by the Web Accessibility Initiative of the World Wide Web Consortium diff --git a/pages/wordpress-pages/administrative-support-analyst.html b/pages/wordpress-pages/administrative-support-analyst.html index c3fb4e69..87be8bda 100644 --- a/pages/wordpress-pages/administrative-support-analyst.html +++ b/pages/wordpress-pages/administrative-support-analyst.html @@ -1,6 +1,6 @@
- You enjoy being organized and someone people depend on.
- You can adapt to quick-paced work and pivot swiftly when required. @@ -28,7 +28,7 @@
- How to apply
- Civil service exams @@ -38,7 +38,7 @@
- Ability to work under pressure, execute sound judgment, and exercise a high degree of independence and initiative in performing a variety of tasks.
- Ability to work as a team player within a small team environment. @@ -80,7 +80,7 @@
- Build tools and products
- Create and enhance digital services @@ -94,7 +94,7 @@
- Design
- Engineering @@ -118,7 +118,7 @@
- Fostering diversity inspires better ideas and more innovative thinking.
- Feeling included nurtures a shared sense of community. This drives us to take collective action on challenging problems. diff --git a/pages/wordpress-pages/appendix-a.html b/pages/wordpress-pages/appendix-a.html index 161f9719..f5c0d338 100644 --- a/pages/wordpress-pages/appendix-a.html +++ b/pages/wordpress-pages/appendix-a.html @@ -1,3 +1,3 @@
- Bureau of Cannabis Control
- cannabis.ca.gov
- California Business, Consumer Services and Housing Agency
- Homelessness data story
- Identifying core dataset needs
- California Department of Education
- Grants accelerator
- California Department of Fish and Wildlife
- Shared dataset development
- California Department of Human Resources
- Master state entity list
- Modernizing data jobs classifications
- PowerBI training
- State human resources modernization initiative
- California Department of Public Health
- abortion.ca.gov
- Building human-centered design capacity across the state
- cannabis.ca.gov
- Covid19.ca.gov
- Human-centered procurement consulting
- California Department of Social Services
- Benefits identifier
- CalWORKs discovery sprint
- California Department of Technology
- abortion.ca.gov
- California Design System
- cannabis.ca.gov
- Content design training
- Master state entity list
- Open data
- Shared dataset development
- ODI publishing system
- Technology, Digital and Data Consulting Master Services Agreement
- California Department of Transportation
- Credit card acceptance and fee reduction
- California Health and Human Services Agency
- Data career fair and teams microsite
- Interagency Data Exchange Agreement
- California Environmental Protection Agency
- Drought.ca.gov
- Identifying core dataset needs
- California Public Utilities Commission
- Emergency Broadband Benefit user research
- Human-centered procurement consulting
- Lifeline website redesign
- California Secretary of State
- Master state entity list
- California State Controller’s Office
- Master state entity list
- California State Transportation Agency
- Identifying core dataset needs
- California Victims Compensation Board
- Reaching and helping victims of crime
- Website analytics training
- Department of Cannabis Control
- Building human-centered design capacity across the state
- cannabis.ca.gov
- Website analytics training
- Department of Finance
- Master state entity list
- Department of Food and Agriculture
- cannabis.ca.gov
- Department of General Services
- Master state entity list
- Small business procurement user research
- Technology, Digital and Data Consulting Master Services Agreement
- Department of Parks and Recreation
- Shared dataset development
- Department of Toxic Substances Control
- Content design training
- Public comment pilot project
- Department of Water Resources
- drought.ca.gov
- Employment Development Department
- Benefits identifier
- Government Operations Agency
- Credit card acceptance and fee reduction
- Executive order on equity
- Recruitment innovations
- Small business procurement user research
- Technology, Digital and Data Consulting Master Services Agreement
- Governor’s Office of Business and Economic Development
- Credit card acceptance and fee reduction
- Labor & Workforce Development Agency
- Evaluation research and training
- Office of Emergency Services
- Human-centered design
- State website COVID-19 survey
- Vaccine response research, data, and analytics
- Office of the Governor
- abortion.ca.gov
- Benefits identifier
- covid19.ca.gov
- drought.ca.gov
- Homelessness data story
- State human resources modernization initiative
- Office of Public School Construction
- Evaluation research and training
- State Personnel Board
- State human resources modernization initiative
- State Water Resources Control Board
- Shared dataset development
- Bureau of Cannabis Control
- cannabis.ca.gov
- California Business, Consumer Services and Housing Agency
- Homelessness data story
- Identifying core dataset needs
- California Department of Education
- Grants accelerator
- California Department of Fish and Wildlife
- Shared dataset development
- California Department of Human Resources
- Master state entity list
- Modernizing data jobs classifications
- PowerBI training
- State human resources modernization initiative
- California Department of Public Health
- abortion.ca.gov
- Building human-centered design capacity across the state
- cannabis.ca.gov
- Covid19.ca.gov
- Human-centered procurement consulting
- California Department of Social Services
- Benefits identifier
- CalWORKs discovery sprint
- California Department of Technology
- abortion.ca.gov
- California Design System
- cannabis.ca.gov
- Content design training
- Master state entity list
- Open data
- Shared dataset development
- ODI publishing system
- Technology, Digital and Data Consulting Master Services Agreement
- California Department of Transportation
- Credit card acceptance and fee reduction
- California Health and Human Services Agency
- Data career fair and teams microsite
- Interagency Data Exchange Agreement
- California Environmental Protection Agency
- Drought.ca.gov
- Identifying core dataset needs
- California Public Utilities Commission
- Emergency Broadband Benefit user research
- Human-centered procurement consulting
- Lifeline website redesign
- California Secretary of State
- Master state entity list
- California State Controller’s Office
- Master state entity list
- California State Transportation Agency
- Identifying core dataset needs
- California Victims Compensation Board
- Reaching and helping victims of crime
- Website analytics training
- Department of Cannabis Control
- Building human-centered design capacity across the state
- cannabis.ca.gov
- Website analytics training
- Department of Finance
- Master state entity list
- Department of Food and Agriculture
- cannabis.ca.gov
- Department of General Services
- Master state entity list
- Small business procurement user research
- Technology, Digital and Data Consulting Master Services Agreement
- Department of Parks and Recreation
- Shared dataset development
- Department of Toxic Substances Control
- Content design training
- Public comment pilot project
- Department of Water Resources
- drought.ca.gov
- Employment Development Department
- Benefits identifier
- Government Operations Agency
- Credit card acceptance and fee reduction
- Executive order on equity
- Recruitment innovations
- Small business procurement user research
- Technology, Digital and Data Consulting Master Services Agreement
- Governor’s Office of Business and Economic Development
- Credit card acceptance and fee reduction
- Labor & Workforce Development Agency
- Evaluation research and training
- Office of Emergency Services
- Human-centered design
- State website COVID-19 survey
- Vaccine response research, data, and analytics
- Office of the Governor
- abortion.ca.gov
- Benefits identifier
- covid19.ca.gov
- drought.ca.gov
- Homelessness data story
- State human resources modernization initiative
- Office of Public School Construction
- Evaluation research and training
- State Personnel Board
- State human resources modernization initiative
- State Water Resources Control Board
- Shared dataset development
- Made 24,699 updates to covid19.ca.gov in FY 2020-21, the state’s most visited website with 754,461 average weekly users. ODI made another 3,106 updates in FY 2021-22.
- Gathered 144,024 survey responses about people’s attitudes and concerns toward the COVID-19 vaccine.
- Built a vaccine sentiment scoring model that allowed decision makers to find locations where vaccination uptake was low but willingness was high.
- Used natural language processing, sentiment analysis, and topic modeling to analyze parts of speech, sentiment, allowing us to help inform mobile and pop-up vaccine deployment at local health jurisdictions, inform ad targeting and message development, and inform direct engagement.
- Built a dashboard that allowed analysts to explore and quantify the open-ended data in relation to key factors like geography, race/ethnicity, and age. It was used by Third- Party Administrator analysts and ODI to provide deeper insight into the most common concerns and barriers to getting vaccinated.
- Made 24,699 updates to covid19.ca.gov in FY 2020-21, the state’s most visited website with 754,461 average weekly users. ODI made another 3,106 updates in FY 2021-22.
- Gathered 144,024 survey responses about people’s attitudes and concerns toward the COVID-19 vaccine.
- Built a vaccine sentiment scoring model that allowed decision makers to find locations where vaccination uptake was low but willingness was high.
- Used natural language processing, sentiment analysis, and topic modeling to analyze parts of speech, sentiment, allowing us to help inform mobile and pop-up vaccine deployment at local health jurisdictions, inform ad targeting and message development, and inform direct engagement.
- Built a dashboard that allowed analysts to explore and quantify the open-ended data in relation to key factors like geography, race/ethnicity, and age. It was used by Third- Party Administrator analysts and ODI to provide deeper insight into the most common concerns and barriers to getting vaccinated.
- Based on feedback from Californians, ODI developed, tested, and iterated on the extremely popular “What’s Open” search tool. Before it was retired, it covered 125 types of businesses or activities, with four statuses each, depending on local conditions, so Californians could learn what was happening in their communities.
- ODI updated the entire COVID-19 site to support the state’s reopening on June 15, 2021, including removing the Blueprint for a Safer Economy. This major overhaul was delivered on time and seamlessly from the user’s perspective.
- Based on feedback from Californians, ODI developed, tested, and iterated on the extremely popular “What’s Open” search tool. Before it was retired, it covered 125 types of businesses or activities, with four statuses each, depending on local conditions, so Californians could learn what was happening in their communities.
- ODI updated the entire COVID-19 site to support the state’s reopening on June 15, 2021, including removing the Blueprint for a Safer Economy. This major overhaul was delivered on time and seamlessly from the user’s perspective.
- Launching a new page detailing the state’s reopening under the SMARTER Plan
- Redesigning vaccination data visualizations to make it easier for Californians to see key information
- Creating innovative new ways to make data visualizations accessible, including:
- Developing and launching the state dashboard
- Creating the homepage trackerbox with mini, lightweight charts that load quickly and are easily scanned
- Creating charts comparing COVID-19 cases, tests, and deaths between vaccinated and unvaccinated Californians
- Moving publishing to Amazon Web Services, which sped it up and improved reliability
- Adding a new chart to track variants, a growing public concern during the Delta and Omicron waves
- Adding a new chart to compare cases, hospitalization, and deaths between vaccinated and unvaccinated people to communicate the relative riskiness of remaining unvaccinated
- Adding date-range options to most charts so Californians could adjust time frames when charts were visually crowded with more than two years’ worth of data
- Making improvements to health equity charts to make it easier to understand the disparate impact of COVID-19 on communities and the state’s response to vaccinate and meet the needs of state residents equitably
- Launching a new page detailing the state’s reopening under the SMARTER Plan
- Redesigning vaccination data visualizations to make it easier for Californians to see key information
- Creating innovative new ways to make data visualizations accessible, including:
- Developing and launching the state dashboard
- Creating the homepage trackerbox with mini, lightweight charts that load quickly and are easily scanned
- Creating charts comparing COVID-19 cases, tests, and deaths between vaccinated and unvaccinated Californians
- Moving publishing to Amazon Web Services, which sped it up and improved reliability
- Adding a new chart to track variants, a growing public concern during the Delta and Omicron waves
- Adding a new chart to compare cases, hospitalization, and deaths between vaccinated and unvaccinated people to communicate the relative riskiness of remaining unvaccinated
- Adding date-range options to most charts so Californians could adjust time frames when charts were visually crowded with more than two years’ worth of data
- Making improvements to health equity charts to make it easier to understand the disparate impact of COVID-19 on communities and the state’s response to vaccinate and meet the needs of state residents equitably
- TPA analysts and local health jurisdictions used the qualitative and scoring data to help inform mobile and pop-up vaccine deployment.
- Duncan Channon, the Vaccinate All 58 ad agency, used the scoring data to help inform ad targeting and message development.
- The COVID Outreach Rapid Deployment tool, used by state-contracted community- based organizations, used the scoring data to help inform direct engagement.
- TPA analysts and local health jurisdictions used the qualitative and scoring data to help inform mobile and pop-up vaccine deployment.
- Duncan Channon, the Vaccinate All 58 ad agency, used the scoring data to help inform ad targeting and message development.
- The COVID Outreach Rapid Deployment tool, used by state-contracted community- based organizations, used the scoring data to help inform direct engagement.
- Included system improvements from covid19.ca.gov, drought.ca.gov, and abortion.ca.gov
- Enhanced security
- Sped up user experience design, flexibility, and responsiveness to the needs of the cannabis industry
- Included system improvements from covid19.ca.gov, drought.ca.gov, and abortion.ca.gov
- Enhanced security
- Sped up user experience design, flexibility, and responsiveness to the needs of the cannabis industry
- Documented the regulations and policies governing HR
- Documented how departments implement HR governance
- Developed 12 department specific, as well as a high-level, map illustrating the recruiting and hiring process
- Identified over 60 pain points experienced by departments in the recruiting and hiring process
- Developed a project roadmap to guide implementation of research recommendations
- Documented the regulations and policies governing HR
- Documented how departments implement HR governance
- Developed 12 department specific, as well as a high-level, map illustrating the recruiting and hiring process
- Identified over 60 pain points experienced by departments in the recruiting and hiring process
- Developed a project roadmap to guide implementation of research recommendations
- On their lowest day in 2022, CA.gov domains got over 2.2 million page views.
- On their highest day in 2022, CA.gov domains got over 9.4 million page views.
- On their lowest day in 2022, CA.gov domains got over 2.2 million page views.
- On their highest day in 2022, CA.gov domains got over 9.4 million page views.
- Mail the redesigned Community Update to Californians near a cleanup site
- Refine the prototype page
- Refine digital advertising strategies
- Mail the redesigned Community Update to Californians near a cleanup site
- Refine the prototype page
- Refine digital advertising strategies
- Standards for collecting and managing race and ethnicity data,
- Metrics for measuring and tracking equity in state services and programs, and
- Service delivery standards to support equity.
- Standards for collecting and managing race and ethnicity data,
- Metrics for measuring and tracking equity in state services and programs, and
- Service delivery standards to support equity.
- The Analytics Accelerator will help teams streamline mandatory reporting to save time and reduce costs. Teams will learn how to convert burdensome, repetitive manual processes to streamlined and automated reports using tools like PowerBI.
- The Modern Data Stack Accelerator will help teams rapidly learn and adopt modern cloud based data tools to solve problems like combining data across systems or program areas. Departments often rely on costly and time consuming RFPs or contractors to do this work. This experimental service will test if we can meet this need in a way that is faster and cheaper. In partnership with CDT, we will assess if this service should be expanded based on what we learn.
- The Data Science Accelerator will help teams harness the power of advanced analytics and statistics to improve their services. Teams will work with us to refine a problem, identify the right statistical method to address it, and implement a service change to improve based on what we learn.
- The Analytics Accelerator will help teams streamline mandatory reporting to save time and reduce costs. Teams will learn how to convert burdensome, repetitive manual processes to streamlined and automated reports using tools like PowerBI.
- The Modern Data Stack Accelerator will help teams rapidly learn and adopt modern cloud based data tools to solve problems like combining data across systems or program areas. Departments often rely on costly and time consuming RFPs or contractors to do this work. This experimental service will test if we can meet this need in a way that is faster and cheaper. In partnership with CDT, we will assess if this service should be expanded based on what we learn.
- The Data Science Accelerator will help teams harness the power of advanced analytics and statistics to improve their services. Teams will work with us to refine a problem, identify the right statistical method to address it, and implement a service change to improve based on what we learn.
- Developed 20 new classifications using research and public and private sector best practices:
- Data analyst
- Senior data analyst
- Geospatial analyst
- Geospatial application developer
- Business intelligence analyst
- Data scientist
- Senior data scientist
- Data engineer
- Senior data engineer
- Data modeler
- Data warehouse architect
- Product lead
- Product manager
- Content strategist
- Content designer
- User experience researcher
- Usability tester
- User experience/interaction designer
- Customer experience architect
- Customer experience analyst
- Conducted proactive outreach to small/women/minority-owned businesses, many of whom are new to contracting with the government
- Developed 20 new classifications using research and public and private sector best practices:
- Data analyst
- Senior data analyst
- Geospatial analyst
- Geospatial application developer
- Business intelligence analyst
- Data scientist
- Senior data scientist
- Data engineer
- Senior data engineer
- Data modeler
- Data warehouse architect
- Product lead
- Product manager
- Content strategist
- Content designer
- User experience researcher
- Usability tester
- User experience/interaction designer
- Customer experience architect
- Customer experience analyst
- Conducted proactive outreach to small/women/minority-owned businesses, many of whom are new to contracting with the government
- The Working Title (which usually aligns with private sector jobs)
- The California State Job Classification title (the official title) @@ -57,7 +57,7 @@
- A State Employment Application (Form STD 678)
- Your resume @@ -168,7 +168,7 @@
- Accept the tentative offer
- Submit the pre-employment acknowledgment form diff --git a/pages/wordpress-pages/applying-civil-service-job.html b/pages/wordpress-pages/applying-civil-service-job.html index 064f2785..b1ceed73 100644 --- a/pages/wordpress-pages/applying-civil-service-job.html +++ b/pages/wordpress-pages/applying-civil-service-job.html @@ -11,7 +11,7 @@
- The Working Title (which usually aligns with private sector jobs)
- The California State Job Classification title (the official title) @@ -19,7 +19,7 @@
- ODI’s User Experience Researcher role falls under the Research Data Specialist job classification series.
- ODI’s Full Stack Developer role falls under the IT Specialist job classification series. @@ -58,7 +58,7 @@
- Review the sample questions in the exam bulletin. This gives you a sense of what we’ll ask you.
- Have your resume handy. You’ll need it during the exam. @@ -117,7 +117,7 @@
- Places you’ve worked
- References @@ -131,7 +131,7 @@
- Experience performing a task. Include both paid and volunteer work with months of experience and examples.
- Education you’ve received doing that work. Includes where and how many semester hours you studied that subject. @@ -143,7 +143,7 @@
- Internships
- Volunteer work @@ -254,7 +254,7 @@
- Accept the tentative offer
- Submit the pre-employment acknowledgment form @@ -264,11 +264,11 @@
- If you’re staying in the same job classification, your supervisor can keep you up to 30 days.
- If your role at ODI is a promotion from your current position, your supervisor can keep you for up to 2 weeks. If you and ODI agree, you can stay longer.
- Human-centered design
- Data and analytics best practices @@ -10,7 +10,7 @@
- Upskill state employees to deliver effective and equitable services
- Create a sustainable culture of innovation @@ -22,7 +22,7 @@
- Data science
- Data analytics @@ -46,7 +46,7 @@
- Human-centered design: a self-paced course focused on building human-centered design skills
- Innovation Skills Accelerator: a self-paced course that provides a general introduction to innovation @@ -58,7 +58,7 @@
- Introduction to California’s plain language standard: learn about California’s plain language standard and how to use it
- Efficient
- Effective @@ -24,7 +24,7 @@
- Build data roads
- Craft rules of the road @@ -77,7 +77,7 @@
- Read our blog on Medium
- Join our conversations on Slack diff --git a/pages/wordpress-pages/conditions-of-use.html b/pages/wordpress-pages/conditions-of-use.html index 7c53474c..e1d963f9 100644 --- a/pages/wordpress-pages/conditions-of-use.html +++ b/pages/wordpress-pages/conditions-of-use.html @@ -22,7 +22,7 @@
- Limiting our data collection
- Monitoring for resource availability and security risks, including unauthorized attempts to upload or change information diff --git a/pages/wordpress-pages/data-and-innovation-fund.html b/pages/wordpress-pages/data-and-innovation-fund.html index aa633601..f8619736 100644 --- a/pages/wordpress-pages/data-and-innovation-fund.html +++ b/pages/wordpress-pages/data-and-innovation-fund.html @@ -10,7 +10,7 @@
- Discover the “why” and root causes of the problem you are solving for
- Improve the service experience you offer @@ -28,7 +28,7 @@
- Understand the causes of a complex problem
- Identify or validate strategies and approaches to addressing a problem @@ -42,7 +42,7 @@
- Automate and digitize workflows more effectively
- Save staff time and reallocate capacity toward more pressing needs @@ -56,7 +56,7 @@
- Make your public-facing website and documents clearer, more actionable, and more equitable
- Make your content easier to translate into other languages @@ -70,7 +70,7 @@
- Find a “needle” in a data haystack
- Rank your backlog @@ -90,7 +90,7 @@
- Automate existing reports
- Create user-friendly reports for leadership and management @@ -106,13 +106,13 @@
- Try out modern data tools
- Get training on new tools
- Develop or combine data that’s:
-
-
+
- Tested
- Trustworthy @@ -132,7 +132,7 @@
- Use research and data to confirm the problem before determining the solution
- Engage with and learn from Californians and stakeholders diff --git a/pages/wordpress-pages/data-strategy-report-2024.html b/pages/wordpress-pages/data-strategy-report-2024.html index d3495fe0..33d41c7e 100644 --- a/pages/wordpress-pages/data-strategy-report-2024.html +++ b/pages/wordpress-pages/data-strategy-report-2024.html @@ -64,7 +64,7 @@
- Through the Data and Innovation Fund, ODI offers direct services to departments aimed at delivering tangible outcomes around data problems while also developing and engaging department staff so they can meaningfully adopt practices and tools.
- Through Communities of Practice, ODI will connect departments around data-related topics in partnership with the California Department of Technology (CDT) and other departments including on AI and data management. @@ -82,7 +82,7 @@
- Access and integration of data: Difficulty in finding and accessing cross-departmental data, and even within departments, is a primary barrier, hindering the effective use of data.
- Data quality and consistency: Issues with data consistency and quality affect the ability to combine data from various sources, leading to inefficiencies and redundant efforts. @@ -98,7 +98,7 @@
- Several data governance projects are in place across State agencies, including the California Department of Transportation, the Franchise Tax Board, California Health and Human Services Agency (CalHHS), the Department of Water Resources (AB1755 Open and Transparent Water Data Partner Agency Team), and the CalEPA Data Empowerment Working group.
- Data literacy continues to be enhanced through staff assessments, training, and mentoring in a number of departments. ODI has established the CalAcademy, which will serve as a training vehicle to support improving data literacy and spreading best practices.
- Working directly with client departments through the Data and Innovation Fund (DIF) or Statewide strategic initiatives;
- Offering direct training to State staff to improve data literacy through ODI’s CalAcademy Training Program; @@ -174,7 +174,7 @@
- Direct services to departments: ODI provides direct services to departments funded through the DIF to expedite modern data platform adoption. ODI is currently engaging with four State departments and planning future cohorts.
- Training: As ODI’s official training program, CalAcademy is both an internal and external training hub, fostering a culture of continuous learning and innovation Statewide. CalAcademy is a vehicle to deliver broader training based on the best practices developed through direct service engagements. @@ -222,7 +222,7 @@
- Demystify the risks associated with AI and data science approaches;
- Assess risks related to a specific project, and; @@ -260,9 +260,9 @@
- Direct services to departments: ODI provides direct services to departments funded through the DIF to expedite data science and advanced analytics solutions, currently engaging with five departments and planning future cohorts. The focus of these engagements is to:
-
-
+
- Help departments identify opportunities to effectively and ethically use their data to solve their most pressing data-related challenges;
- Work with departments to implement a solution that is effective and sustainable for the department; and @@ -300,7 +300,7 @@
- Blueprint for Delivering Results in State Government, Results for America
- 2019 Invest in What Works State Standard of Excellence, Results for America diff --git a/pages/wordpress-pages/deputy-director-data-operations-strategy.html b/pages/wordpress-pages/deputy-director-data-operations-strategy.html index 47e24d09..335f3fcf 100644 --- a/pages/wordpress-pages/deputy-director-data-operations-strategy.html +++ b/pages/wordpress-pages/deputy-director-data-operations-strategy.html @@ -6,7 +6,7 @@
- You are passionate about improving analytics at scale.
- You enjoy managing a portfolio of programs and are adept at identifying opportunities to multiply impact across them. @@ -46,7 +46,7 @@
- At least five (5) years of relevant experience in data engineering, software engineering, or analytics leadership
- Professional experience leading software or data engineering projects @@ -84,7 +84,7 @@
- Build tools and products
- Create and enhance digital services @@ -98,7 +98,7 @@
- Design
- Engineering @@ -122,7 +122,7 @@
- Fostering diversity inspires better ideas and more innovative thinking.
- Feeling included nurtures a shared sense of community. This drives us to take collective action on challenging problems. diff --git a/pages/wordpress-pages/getting-compensation-to-more-california-crime-victims.html b/pages/wordpress-pages/getting-compensation-to-more-california-crime-victims.html index 712a4fdc..9c7dd0a0 100644 --- a/pages/wordpress-pages/getting-compensation-to-more-california-crime-victims.html +++ b/pages/wordpress-pages/getting-compensation-to-more-california-crime-victims.html @@ -6,7 +6,7 @@
- Timeline: 6 weeks
- Team: 4 user researchers, 1 PM, 1 UX designer, 1 content designer, 1 data analyst @@ -16,7 +16,7 @@
- California Victim Compensation Board
- Possibility Lab, UC Berkeley @@ -26,7 +26,7 @@
- Content design
- Data analytics @@ -82,15 +82,15 @@
- Victim journey map: The stories we gathered were compiled to show the stages of victim recovery from the moment of a crime, navigating the immediate crisis, returning to stability, and long-term recovery.
- Stakeholder role cards: These highlight important players in a victim’s recovery and identify how to engage different audiences for messaging.
- Victim vignettes: These outline the recovery experiences of victims we spoke with in order to help connect CalVCB’s work back to those that it ultimately impacts.
- Timeline: 8 weeks
- Team: 2 user researchers, 1 researcher/data analyst, 1 UX designer, 1 visual designer, 1 content designer, 1 product manager @@ -16,7 +16,7 @@
- Content design
- Data analytics @@ -62,7 +62,7 @@
- Applicants who were recently approved, denied, or did not complete the process
- Current and former program enrollees @@ -78,7 +78,7 @@
- User journey maps: Outlined scenarios to show what might get in the way of successfully applying and used quotes to highlight the lived experience of applicants.
- Improvement project roadmap: Visual representation of all current CalWORKs improvement efforts and how they address the needs identified in the journey maps. diff --git a/pages/wordpress-pages/how-we-work.html b/pages/wordpress-pages/how-we-work.html index 34599df5..e9ee70c4 100644 --- a/pages/wordpress-pages/how-we-work.html +++ b/pages/wordpress-pages/how-we-work.html @@ -10,7 +10,7 @@
- Reduces risk for taxpayers
- Lets us hear what does and does not work @@ -42,7 +42,7 @@
- Design
- Engineering diff --git a/pages/wordpress-pages/innovation-community-of-practice.html b/pages/wordpress-pages/innovation-community-of-practice.html index 27f4adf7..f6a998e2 100644 --- a/pages/wordpress-pages/innovation-community-of-practice.html +++ b/pages/wordpress-pages/innovation-community-of-practice.html @@ -4,7 +4,7 @@
- Sharing wins and lessons learned to inspire departments across the state
- Learning through networking, training, and self-service resources @@ -24,7 +24,7 @@
- Breakout rooms
- Digital whiteboards sessions @@ -36,7 +36,7 @@
- How a process got better
- Tools that made work easier @@ -52,7 +52,7 @@
- Innovation news from around the state
- Upcoming training diff --git a/pages/wordpress-pages/innovation-hub.html b/pages/wordpress-pages/innovation-hub.html index 185f7abb..14850fb4 100644 --- a/pages/wordpress-pages/innovation-hub.html +++ b/pages/wordpress-pages/innovation-hub.html @@ -2,7 +2,7 @@
- Standards and principles
- Guides and playbooks @@ -18,7 +18,7 @@
- Human-centered design
- Content design diff --git a/pages/wordpress-pages/join-us.html b/pages/wordpress-pages/join-us.html index 4bdd15e0..8ffd216c 100644 --- a/pages/wordpress-pages/join-us.html +++ b/pages/wordpress-pages/join-us.html @@ -1,6 +1,6 @@
- Statewide Data Programs Manager
- Deputy Director, Data Operations Strategy @@ -12,7 +12,7 @@
- Our work directly affects Californians. We get to be part of meaningful projects that have a big impact on our communities.
- We are an amazing team of people who care about improving state services. @@ -26,7 +26,7 @@
- Working at the state offers stability and many benefits. This includes excellent pension, retirement, and savings plans.
- We focus on training and development through ongoing conversations about what’s next in your career. @@ -42,7 +42,7 @@
- Civil service positions
- Career executive assignment (CEA) positions @@ -52,7 +52,7 @@
- Fostering diversity inspires better ideas and more innovative thinking.
- Feeling included nurtures a shared sense of community. This drives us to take collective action on challenging problems. diff --git a/pages/wordpress-pages/legislative-report-2022.html b/pages/wordpress-pages/legislative-report-2022.html index 5cc579ed..53f09aef 100644 --- a/pages/wordpress-pages/legislative-report-2022.html +++ b/pages/wordpress-pages/legislative-report-2022.html @@ -16,7 +16,7 @@
- cannabis.ca.gov
- drought.ca.gov @@ -50,7 +50,7 @@
- Department of Human Resources (CalHR): ODI performed a 3-month intensive research and discovery sprint with CalHR beginning late in FY 2021-22 to improve employee recruitment and retention statewide. In 2022, ODI conducted market research for a modern applicant tracking and recruitment system. The business process improvements identified during this project will result in more efficient recruitment and hiring processes and an improved candidate experience.
- California Department of Social Services: ODI engaged in a 6-week discovery sprint to find opportunities to close the participation gap in California’s social safety net services. ODI is now piloting phase one of a benefits identifier and exploring partnership opportunities to scale this work after the pilot ends in mid-2023. @@ -74,7 +74,7 @@
- Build data roads by improving data infrastructure and streamlining data access so we can have a smoother data ride
- Craft rules of the road by establishing standards and practices so we don’t drive towards dead ends or into each other @@ -98,7 +98,7 @@
- Consulting on building digital teams. In 2021-2022, ODI worked with the Department of Cannabis Control and the Department of Public Health to help them build their own in- house digital teams that can build on the foundations started by ODI.
- Teaching content design. Content design helps us write in plain language (not bureaucratic speak) so Californians can more easily use services. In October 2021, ODI launched content design principles at CDT’s Digital Web Services Network with over 200 state employees in attendance. ODI trained another 73 employees at DTSC in November 2021 and representatives from 13 departments at the June 2022 State Information Officers Council meeting. @@ -120,7 +120,7 @@
- ODI entered into a contract with the California Council on Science and Technology in the amount of $1,040,000 for provision of scientific and technical expertise including convening experts, creation of advisory teams, and provision of science fellows/research assistants.
- ODI entered into a contract with Enterprise Network Solutions, Inc. (doing business as City Innovate) in the amount $730,431.12 in March of 2022. This contract provided use of proprietary software and services in support of establishing the DIF selection process and supporting ODI during the first cohort of DIF submissions and selection.
- ODI entered into a contract with GovBloom, LLC (doing business as Bloom Works) in the amount of $1,600,000 in June of 2022 for Discovery and Research Facilitation Services in support of multiple DIF projects. These services include provisions of subject matter technical experts, user researchers and product managers to support ODI staff in their work on DIF projects. @@ -140,7 +140,7 @@
- Appendix A: Partnerships by state department
- Appendix B: Creating sustainable innovations diff --git a/pages/wordpress-pages/legislative-report-2023.html b/pages/wordpress-pages/legislative-report-2023.html index b6aa71ca..eb01b128 100644 --- a/pages/wordpress-pages/legislative-report-2023.html +++ b/pages/wordpress-pages/legislative-report-2023.html @@ -4,11 +4,11 @@
- MISSION: “We drive innovation across California state government, using data, technology, and human centered design to achieve exceptional, equitable outcomes for all Californians. We collaborate with leaders and communities throughout California and the world. We partner to build empathy for the people we serve and create a government that is easy to interact with and solves big problems.”
- VISION: “A state government that is modern, effective, and provides exceptional service to all Californians.”
- Research user needs for statewide program/policy areas;
- Develop online and in-person modern service standards; @@ -56,9 +56,9 @@
- Demographic Data Standards
-
-
+
- Race and Ethnicity Data Standard: In response to EO N-16-22, ODI is developing recommendations for a data standard to establish consistent practices and guidance around race and ethnicity data collection and analysis. This data standard would ensure that state departments have a strong foundation on which they can develop equity metrics and programs. Due to the federal government’s parallel efforts to update their race and ethnicity data standard (anticipated for release in 2024), ODI’s recommendations are contingent on the finalized federal data standard in order to ensure alignment between the two frameworks. To solicit feedback for these race and ethnicity standard recommendations, ODI partnered with GovOps in hosting community roundtables, state department consultations, and interviews with academic experts. ODI’s work in this critical area will continue in FY 23-24, focusing on alignment with the finalized federal data standard, user research, community engagement, and user testing efforts to refine the draft race and ethnicity standard to better serve California’s diverse population.
- Demographic Data Standards: As part of the EO, ODI is developing a preliminary assessment of standards for sexual orientation and gender identity and disability data collection and analysis. Working in partnership with the Possibility Lab, ODI will develop data standard recommendations for these additional areas later this year. This effort will involve focus group interviews with subject matter experts, community engagement and testing, and literature reviews across academia, civil society, and the federal government to leverage the latest best practices in these areas. @@ -66,9 +66,9 @@
Equity Standards Executive Order
- Plain Language Recommendation
-
-
+
- Through our experience designing government services, and through our subject matter expertise in research, ODI recommends use of plain language as the foundation for equitable service delivery.
- Plain language increases access and usability for all: it works better with screen readers, respects the mental and emotional state of those seeking services during a time of crisis, and allows for efficiencies of scale. @@ -120,11 +120,11 @@
- The Data Science Accelerator (DSA) helps departments apply traditional artificial intelligence (e.g., machine learning, predictive algorithms) to resolve problems proactively, quickly, or at a reduced cost.
- The Modern Data Stack Accelerator (MDSA) helps departments rapidly adopt modern cloud-based data tools while working on a data challenge they want to solve.
- The CalInnovate Research and Innovation teams bring a tailored approach to each project. Their disciplines include user research, journey mapping, root cause analysis, problem mapping and definition, product management, content design, human-centered design, and user experience. Their work begins by defining the root problem through research, then co-creating human-centered solutions to improve and streamline the experience of both state staff and the Californians they serve.
- What we did: Provided analytics support to CalVCB to uncover opportunities to connect crime survivors with state resources.
-
-
+
- Findings included recommendations for use of plain language, automated messaging and a new tool allowing staff to monitor outreach and analyze data.
- CalVCB has translated application forms into multiple languages. @@ -152,9 +152,9 @@
- What we did: Used content design and plain language to improve public notices, and piloted geographically-targeted and multilingual social media ads to increase public participation in making decisions about toxic clean-up projects, with a special focus on engaging communities who have historically not been part of decision-making.
-
-
+
- Pilots resulted in a 633% increase in public comments, 68% of which were in Spanish, despite most DTSC projects receiving few or no Spanish language comments on previous projects. The pilots had a reach of over 28,000 Californians.
- This project directly supported the Newsom Administration’s EO N-16-22 regarding the Embedding Equity goal to continue to work with agencies and departments to improve the delivery of language access and accessibility, and reviewing community engagement strategies with a focus on Californians who reside in communities that have historically been underserved and marginalized. @@ -166,9 +166,9 @@
- What we did: Conducted user research to identify ways to connect more eligible families to critical safety net programs through California Work Opportunity and Responsibility to Kids (CalWORKs). ODI research led to a series of findings, including:
-
-
+
- Identifying burdens in the application process to improve enrollment and retention;
- Identifying opportunities to improve policy guidance to reduce similar burdens on county staff; @@ -184,9 +184,9 @@
- What we did: Brought human-centered design approach to Cal OES in service of more user-friendly tools and services, sustainable IT systems, and organizational agility.
-
-
+
- Through a collaborative partnership, the teams relied on research, human-centered design, and a mapping of existing processes to write an outcome-oriented procurement solution.
- It allows Cal OES IT to center its emergency system procurement not just on technical requirements, but on user needs, and allows for scalability. @@ -202,9 +202,9 @@
Ongoing ProjectsBenefits Recommender5
- What we are doing: This is a unique collaboration across state departments that is designed to close the gap between Californians eligible for benefits programs and those actually receiving benefits. California can lead the nation in social benefit program updates and best-in-class experience.
-
-
+
- The Recommender widget is an ODI-hosted, open-source, low-code Application Programming Interface (API) placed on the confirmation web pages for a select group of benefit programs. It will drive successful benefit applicants to additional resources and benefits within the state that they may be eligible for, with direct links to the relevant other online applications.
- ODI’s main partner in this project is the Employment Development Department (EDD). ODI, in collaboration with EDD, has conducted stakeholder outreach with various other departments administering California benefit programs. The initial rollout was in late 2023 with an aim to scale the Recommender and release additional functionality in 2024. @@ -218,9 +218,9 @@
- What we are doing: This project is part of a multi-phased, ongoing collaboration with CalHR in support of its Modernization project, using research and human-centered design to understand and improve the candidate journey and staff experience by enabling user experience (UX) improvements to CalCareers job filter and search, job postings, content design and technical support for enabling social media communications. Additionally, ODI has supported the research, development, procurement, and implementation of a new tool to help meet the requirement for an anonymous hiring system in the Examination and Certification Online System (ECOS) for job applicants, per EO N-16-22.
-
-
+
- ODI anticipates that these efforts will materially contribute to a further improved candidate experience with a goal to increase the size of the candidate pool, the quality of candidates, and make it easier for candidates to find and apply for state jobs.
- This ODI engagement with CalHR was in support of Governor Newsom’s EO N-16-22 on Embedding Equity.
- What we are doing: ODI is continuing its work with Cal OES to develop human-centered design capability and capacity by focusing on business process analysis and improvements including making essential information collection and reporting more effective and efficient.
- What we’ll do: Forecast water shortages for local water systems impacted by drought through a data model that provides water forecasts, empowering staff to take prevention and intervention measures.
- What we’ll do: Flag errors of jurisdictions on affordable housing progress reports and lay the groundwork for an automated system capable of tracking affordability trends, building project timelines, and trends by jurisdiction.
- What we’ll do: Migrate, update, and optimize data flows and queries to allow CalHR to readily track and measure hiring and job control processes to improve hiring and retention at the state.
- What we’ll do: Conduct research in partnership with the State Library’s Research Bureau to define need, use cases and develop prototypes used for research summaries that support data-driven policy making. The State Library helps policymakers and their staff draft summaries in support of data-driven policy. The goal is to expedite the turnaround time by improving the process using database systems.
- What we’ll do: Support CDT’s Digital ID gateway team through user research to assist in research-informed opportunities and pilot testing of UX design.
- What we’ll do: Conduct user research in support of CDT to track the Project Approval Lifecycle (PAL) and provide return on investment data as part of CDT’s broader Project Services Modernization (PSM) effort.
- California Business, Consumer Services, and Housing Agency
-
-
+
- Homelessness data story
- Identifying core dataset needs @@ -312,7 +312,7 @@
- California Department of Public Health
-
-
+
- Abortion.ca.gov
- Building human-centered design capacity across the state @@ -326,7 +326,7 @@
- California Department of Social Services
-
-
+
- Benefits Recommender identifier
- CalWORKs discovery sprint @@ -334,7 +334,7 @@
- California Department of Technology
-
-
+
- Abortion.ca.gov
- Ethical AI Framework and Toolkit @@ -358,13 +358,13 @@
- California Department of Transportation
-
-
+
- Credit card acceptance and fee reduction
- California Environmental Protection Agency
-
-
+
- Drought.ca.gov
- Identifying core dataset needs @@ -372,7 +372,7 @@
- California Health and Human Services Agency
-
-
+
- Data career fair and teams microsite
- Interagency Data Exchange Agreement @@ -382,7 +382,7 @@
- California Public Utilities Commission
-
-
+
- Emergency Broadband Benefit user research
- Human-centered procurement consulting @@ -392,13 +392,13 @@
- California State Transportation Agency
-
-
+
- Identifying core dataset needs
- California Victims Compensation Board
-
-
+
- Reaching and helping victims of crime
- Website analytics training @@ -406,7 +406,7 @@
- Department of Cannabis Control
-
-
+
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
Appendix A: ODI Partnerships by State Department
CalHR Modernization
California Department of Emergency Services (Cal OES)
--
+
Data Science Accelerator Projects
State Water Resources Control Board – Division of Drinking Water
--
+
Department of Housing and Community Development
--
+
Modern Data Stack Accelerator Project
CalHR
--
+
CalInnovate Research and Innovation Projects
California State Library
--
+
California Department of Technology – Digital ID
--
+
California Department of Technology (CDT) – Project Approval Lifecycle
--
+
Appendix A: ODI Partnerships by State DepartmentPursuant to California Government Code section 12815(o)(2)(A), below is, “A list of past and current engagements organized by state entity.” -
-
+
Benefits RecommenderCalHR Modernization
--
+
California Department of Social Services – Ca
-California Department of Emergency Services (Cal OES)
--
+
-
+
Department of Toxic Substances Control (DTSC)
California Department of Social Services – CalWORKs (CDSS)
--
+
California Victim Compensation Board (CalVCB)
Department of Toxic Substances Control (DTSC)
--
+
Services Offered through the Data and Innovation Fu
ODI’s program staff are experts in many disciplines. Through a series of pre-application webinars and office hours, ODI teams educate potential DIF applicants about the services ODI offers and which may be best suited to their unique problem(s). ODI services include:
--
+
-
+
Completed ProjectsCalifornia Victim Compensation Board (CalVCB) -
-
+
A. Documents Reviewed
A non-exhaustive list of documents reviewed to inform the strategy.
--
+
About you: You are user-driven. You identify and solve data users’ pain points to ensure the success of any data policy, process, or standard. The following describes you:
--
+
Desirable qualifications
We encourage you to apply regardless of whether you think you meet 100% of the desirable qualifications.
--
+
About ODI
We:
--
+
About ODI
We are a cross-discipline staff with blended backgrounds in:
--
+
Diversity, equity, and inclusion at ODI
Diversity, equity, and inclusion help us deliver better government services to Californians.
--
+
Project scope
--
+
Partners
--
+
Methods
--
+
Tools
To understand victims’ needs and see how they experience the CalVCB application process, we created a number of resources. All highlight the roles and experiences of victims and those connected to their recovery.
--
+
-
+
-
+
@@ -24,7 +24,7 @@Project scope
--
+
Partners
-Methods
--
+
Approach
The core of our research was conducting interviews with 35 Californians to learn about their experiences with the program and application process. We engaged with:
--
+
Tools
We created tools that center the applicant and county staff experiences to present a clear vision of needs for CDSS and its partners.
--
+
Start with problems, not solutions
We engage directly with Californians. We prototype and test with real people to make sure our ideas work. Only then do we commit to a solution. This approach:
--
+
Create sustainable solutions
We’re also modeling how to build modern digital teams at the state. CalInnovate pilots new ways of hiring to help people join the public sector. We focus on:
--
+
The Community promotes:
--
+
Attend a Teams meeting
Meetings are a place for everyone to speak and share. We encourage conversation through activities like:
--
+
Attend a Teams meeting
Each meeting includes a presentation about an innovation effort at a state department. Potential topics include:
--
+
Read our newsletter
Community members get a quarterly newsletter. You’ll find out about:
--
+
It’s the Office of Data and Innovation’s home for things we’ve made and found that can help other state departments. We’ve gathered:
--
+
You can find resources in areas like:
--
+
We’re looking for creative and inspired people who want to make a difference. We’re currently hiring a:
--
+
Why you should choose ODI
--
+
Why you should choose ODI
What we offer
--
+
Getting a job with ODI
We hope you’re excited to join us! If you’ve never applied for a state job, we’ve got you covered. We have application process guides that lay out everything so you know what to expect.
--
+
Diversity, equity, inclusion, and belonging at ODI<
Diversity, equity, inclusion, and belonging help us deliver better government services to Californians.
--
+
Creating sustainable innovation
ODI led a collaborative effort with the Department of Technology (CDT) to launch the first version of the California Design System in February 2022. A design system is a set of tools and resources established to facilitate the creation of modern, accessible, and fast websites. Using a design system allows websites to be built rapidly while focusing on users. Since launch, California Design System was used to build:
--
+
Data and Innovation Services Revolving Fund activit
ODI launched the first DIF project solicitation in June 2022. The first cohort of DIF included six projects:
--
+
CalData merger with ODI
The strategy is structured around the analogy that to successfully navigate the “data landscape” the state needs to:
--
+
Building durable capacity across the state
ODI completed several training pilots:
--
+
DIF accounting
The following encumbrances were made against the fund in FY 2020-21:
--
+
DIF accounting
The following encumbrances were made against the fund in FY 2021-22:
--
+
Details about ODI’s work
Details about ODI’s work from 2020-2022 are in the appendices to this report.
--
+
Overview
As part of our current strategic plan, ODI adopted a new mission and vision statement to reflect our establishment as a stand-alone department:
--
+
-
+
Overview
To fulfill our mission, ODI is taking the following strategic approach:
--
+
Equity Standards Executive Order
Delivering these data standards and service delivery recommendations for the EO will have lasting impacts in advancing equity initiatives across the state through better tracking and analysis of disparities, and ultimately, to better inform policies and practices. Adopting these equity best practices enables improved access for Californians to state services, promotes consistent data practices across state agencies and departments, and allows Californians to self-identify in the ways that best represent themselves.
--
+
-
+
Partners
A good DIF partner is ready to:
--
+
Build the Capacity, Don’t be the Capacity
ODI has seen a great need for upskilling the workforce and empowering departments to make ethical and effective use of data. Focusing on building capacity in departments delivers the greatest impact and makes best use of limited resources. ODI is uniquely positioned to help foster capabilities across the State in this way. We do this in three major ways:
--
+
Challenges to Data Use
The strategy is built around addressing the real challenges facing departments and the people they serve. The challenges and barriers surfaced during the research continue and are summarized below.
--
+
Data Practices Within the State Continue to GrowWhile there are challenges, there are also many initiatives within and across State departments that are strengthening our data foundation. The following examples demonstrate leadership on the part of agencies and departments across the State: -
-
+
Continuous Learning and Improvement Supports a Livi
ODI will continue to evolve our approach through:
--
+
Objective 1. Modern data infrastructure. While the market has improved and matured, it can be difficult to know where to start and how to navigate the options. ODI’s mission is to drive innovation across California State government, using data, technology, and human centered design to achieve exceptional, equitable outcomes for all Californians. Through ODI’s projects funded by DIF, ODI can train the existing workforce to put these platforms into practice and accelerate adoption. ODI anticipates this happening in several ways: -
-
+
Playbook on Algorithm Ethics: Conventional AI and P
This toolkit is designed to provide technical practitioners, project managers, and program leads with a practical and plain language approach to:
--
+
Objective 6. Data science and advanced analytics. A
While there is a great opportunity for departments to better leverage their data, it is often challenging to implement these technologies and employ best practices. ODI is addressing this challenge as follows:
--
+
Objectives
ODI’s objectives guide our day-to-day work.
--
+
Control Environment
The executive monitoring sponsor(s) responsibilities include facilitating and verifying ODI’s internal control and monitoring practices are implemented and functioning as intended. The executive monitoring sponsor(s) are listed below:
--
+
Control: Control A
Maintain and continue development of a highly skilled IT operations team that is knowledgeable in modern IT tools and services to ensure the highest level of security for ODI data, information and assets.
--
+
Control: Control B
Invest in technology tools that are fully compliant with the Statewide Information Management Manual (SIMM) security standards, enabling ODI to meet our current environment’s security challenges, and anticipate and plan for future challenges.
--
+
Control: Control C
Development, implementation and compliance monitoring of IT policies to ensure that all staff who have access to ODI assets are aware of risks and their responsibilities.
--
+
ODI’s website meets or exceeds the requirements of:
--
+
Website accessibility certification
The undersigned certify that as of July 1, 2023, the website of the Office of Data and Innovation is designed, developed, and maintained to be accessible. This denotes compliance with the following:
--
+
As the Administrative Support Analyst, you will be responsible for performing critical administrative functions for the department. You will shepherd the implementation of ODI’s Safety Program, coordinate business operations such as the mailroom and supplies inventories, and ensure headquarter and satellite office facilities are running efficiently and in compliance with building management standards. You will work cross-functionally to support the needs of ODI’s Deputy Directors to ensure alignment with the Directorate.
About you: You understand that upholding a safe working environment is critical and that administrative support is the heartbeat of an organization. You will thrive in this role if:
-
+
What you’ll do
We have a guide to the civil service application process. It covers:
--
+
What you’ll do
Desirable qualifications
--
+
About ODI
We:
--
+
About ODI
We are a cross-discipline staff with blended backgrounds in:
--
+
Diversity, equity, and inclusion at ODI
Diversity, equity, and inclusion help us deliver better government services to Californians.
--
+
ODI partnered with a wide range of state departments during FY 2020-21, FY 2021-22, and the first half of FY 2022-23.
-COVID-19 response
COVID-19 was a major focus of ODI in FY 2020-21 and a significant part of ODI’s work in FY 2021-22. Highlights include:
-COVID-19 website (covid19.ca.gov)
ODI continued maintenance of covid19.ca.gov in 2020-21, playing a central role in the coordination and distribution of COVID-19-related information and guidance. ODI collaborated with multiple agencies to make updates to the site on a daily basis. From January through December 2021, ODI made 38,882 GitHub commits to covid19.ca.gov. Each commit represents an update to the website. These changes ranged from routine daily data updates to the launch of new pages or charts in response to changing circumstances. Three examples reflect the complexity and variety of the covid19.ca.gov site changes:
-In FY 2021-22, ODI continued to maintain the COVID-19 site. Major milestones included:
-In June 2022, ODI transitioned the COVID-19 site to the California Department of Public Health (CDPH). ODI advised CDPH on procuring the necessary talent. The new CDPH engineer and content designer embedded with ODI from April through June 2022 for training. The plan included continued significant post-handoff engineering and content design consulting through the second half of 2022 to assist CDPH in getting up to speed. Though ODI continues to host and maintain underlying services that support the COVID-19 site, all day-to-day activities are now maintained by CDPH.
@@ -42,7 +42,7 @@Topic modeling dashboard
These products were used by multiple stakeholders:
-California Design System
@@ -74,7 +74,7 @@Cannabis website (cannabis.ca.gov)
The upgrade:
-Drought website (drought.ca.gov)
diff --git a/pages/wordpress-pages/appendix-d.html b/pages/wordpress-pages/appendix-d.html index 992b50fe..9f360a78 100644 --- a/pages/wordpress-pages/appendix-d.html +++ b/pages/wordpress-pages/appendix-d.html @@ -12,7 +12,7 @@State human resources modernization initiative
In collaboration with the Department of Human Resources (CalHR) and the State Personnel Board, ODI led a 3-month research and discovery effort focused on understanding the recruiting and hiring challenges facing the state. Over these three months, ODI:
-Working in collaboration with CalHR, ODI will kick off implementation of the initial project work plan in January 2023. ODI will focus on improving the staff and candidate experience and fulfilling Executive Order N-16-22 mandate to design, develop, test, and maintain an anonymous hiring system.
@@ -32,7 +32,7 @@Benefits identifier
ODI created a plan to harness the substantial traffic of CA.gov to direct people to benefits potentially relevant to them. To illustrate:
-ODI finalized the design of the benefits identifier in the second half of 2022. ODI tested the identifier over brief time periods to establish volume baselines. This ensures that county-level agencies can handle new applications coming from the identifier.
@@ -52,7 +52,7 @@Department of Toxic Substances Control public comme
The second phase of the pilot will begin in January 2023. In this phase, ODI and DTSC will:
-After the second phase, ODI will recommend program changes DTSC can make to increase public comment.
diff --git a/pages/wordpress-pages/appendix-e.html b/pages/wordpress-pages/appendix-e.html index e8c016d6..bfa108ac 100644 --- a/pages/wordpress-pages/appendix-e.html +++ b/pages/wordpress-pages/appendix-e.html @@ -56,7 +56,7 @@Executive order on equity
To understand how the state is meeting the needs of our marginalized groups, we need to compare apples to apples across programs and departments. But the state lacks shared approaches for collecting race and ethnicity data and for creating equity measures. Executive Order N-16-22 directs ODI to develop statewide standards and practices around issues of data equity, including:
-CalData is leading the development of race and ethnicity data collection standards, including but not limited to race and ethnicity, and best practices around equity metric development, in consultation with partners and other agencies across the state. We have made significant progress in planning, developing a project charter and timeline, briefing GovOps partners, connecting to existing statewide equity groups, and seeding partnerships to help support as we work towards a June 2023 deadline.
@@ -96,4 +96,4 @@Developing DIF data services
CalData has spent a significant amount of time preparing for this cohort, including developing our three data services, hiring our team and ensuring capacity, and acquiring and building our data platform. Over the last few months we have scoped and refined our three service offerings:
-Technology, Digital and Data Consulting Master Serv
Some highlights include:
-Many other jurisdictions are watching and want to learn from California’s procurement efforts for digital and data roles.
diff --git a/pages/wordpress-pages/applying-cea-job.html b/pages/wordpress-pages/applying-cea-job.html index 0c03b858..7f935eaf 100644 --- a/pages/wordpress-pages/applying-cea-job.html +++ b/pages/wordpress-pages/applying-cea-job.html @@ -11,7 +11,7 @@Job title
There are two job titles for every role:
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Exams
For example, the exam for the Research Manager position is:
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If you’re selected
We will make the final offer and discuss your start date after you:
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Job title
There are two job titles for every role:
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Job title
Here’s a couple of examples:
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Exams
Before you start the exam:
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Taking the exam
Next you’ll enter basic information about yourself. It’s probably on your resume. While this can be tedious, you have to do this. You’ll enter:
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Taking the exam
Let’s say the exam asks you to write responses in a text box. You can break down your answer into 3 parts:
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Taking the exam
Do not sell yourself short. Think broadly about your experience. You can support your responses with:
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If you’re selected
We will make the final offer and discuss your start date after you:
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Current state staff
If you’re a current state employee, we will reach out to your supervisor after you accept the final offer. We will discuss your release date from your current job.
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CalAcademy offers training in innovation for state employees. We build skills around:
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CalAcademy partners with state departments to:
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Training we offer
If you want to improve your innovation skills, we have the training you need. We offer training in:
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Training we offer
Featured training
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Featured training
Webinars
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As the central data team for the state, we empower people to use data. We build infrastructure, develop processes, and train people to better manage and use data. We want the state’s data use to be:
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California’s Data Strategy
To help state departments use data well, we created California’s Data Strategy. We use a road analogy to illustrate the strategy. We must:
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Get the latest
Read and chat with us
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Security and monitoring
ODI, as developer and manager of this website, has taken steps to safeguard the integrity of our website infrastructure for our visitors’ safety. This includes, but is not limited to:
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How the DIF helps
The DIF funds collaborative projects that help ODI and state agencies, departments, and offices:
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Innovation sprints
Innovation sprints can help you:
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Business process reengineering
Business process reengineering can help you:
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Content and user experience design
Content and user experience design can help you:
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Data science accelerator
The data science accelerator can help you:
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Analytics accelerator
The analytics accelerator can help you:
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Modern data stack accelerator
The data stack accelerator can help you:
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