Legislative Report: July 1, 2024-July 1, 2025

Overview

The Office of Data and Innovation (ODI) submits this annual report to the Joint Legislative Budget Committee pursuant to California Government Code Section 12815, subdivision (o)(2). This report highlights ODI’s accomplishments and progress on initiatives and projects that drove statewide innovation in the 2024-25 fiscal year (FY).

With the Administration’s and the Government Operations Agency’s (GovOps) support, ODI continues to drive innovation across state government to provide exceptional and equitable outcomes for all Californians. ODI makes efficiency and engagement a top priority by implementing new technologies and practices that make government more efficient and responsive to the people it serves. ODI’s expertise in human-centered design, product approach, and data and analytics creates an environment to effect real change at scale. Key projects and strategic initiatives include:

• Engaged California 
• Governor’s Innovation Fellows Program
• Data and Innovation Fund (DIF) Projects 

ODI Activities: Fiscal Year 2024-25

ODI’s statewide strategic initiatives and projects transform and modernize government service delivery through human-centered approaches in the development of standards, policies, programs, and digital services.

Through direct partnerships with state departments and private sector leaders, ODI supports state government in problem definition, discovery, user research, prototyping, and piloting innovative solutions.

Statewide Strategic Initiatives

Los Angeles Fires

Engaged California: Listening at Scale for LA Fires Recovery

Engaged California is a first-in-the-nation deliberative democracy program designed to strengthen trust between Californians and their government through real-time, large-scale public dialogue with honest, respectful, and meaningful conversations. ODI uses ground breaking government technology to encourage a much needed and truly grassroots conversation with our fellow Californians.

Engaged California builds on ODI’s mission of embedding equity and human-centered design into state service delivery by creating a town hall approach for the digital age. This demonstrates the ability of government to listen at scale and provides added equitable opportunities for residents to participate anytime, anywhere. Through the use of emerging technologies, individual comments become structured data points that reflect community priorities to influence policy, while ensuring those insights are shared across all levels of government.

ODI’s initial use case focused on recovery efforts following the devastating January 2025 Los Angeles area wildfires. Survivors and others impacted by the Eaton and Palisades fires participated in a seven-month structured conversation to speak directly to their government as well as to identify their top priorities for rebuilding their community.

ODI, in partnership with GovOps and the Carnegie Endowment for International Peace (Carnegie California), developed and led this program to ensure those most impacted directly informed disaster recovery planning and action. Survivors of the Eaton and Palisades fires aligned on priorities such as utilities, water, communications, financial support, and permitting–outcomes that are now guiding recovery efforts in partnership with local agencies and utility companies.

Innovative digital tools allowed survivors to rank and deliberate in real time on core recovery topics, and consensus emerged among participants as discussions evolved. This process produced a survivor-driven tentative action plan that has prompted critical infrastructure improvements and financial and rebuilding support actions from governmental institutions. 

Infrastructure improvements involved undergrounding of power lines and telecommunications cables, where possible, in both the City and County of LA. Water systems were upgraded for firefighting purposes, enabling the assessment of fire flows and codes. Additionally, efforts are underway to strengthen emergency alert and evacuation notification systems, and stakeholder steering committees were established to review alert and warning systems on a regular basis.

LA successfully secured $3 billion in federal assistance and loans for its residents, in addition to over $100 million in mortgage relief directed through the state’s CalAssist Mortgage Fund program. Financial support included using $50 million from LA County’s Wildfire Relief Fund to assist families and small businesses. The support package also included waiver and deferral of various fees (zoning, permits, plan checks), which can exceed $20,000 per household.

This effective and efficient program fostered community discussions, helped shape disaster recovery response, and marked the state’s first successful efforts in deliberative democracy. Based on this success, ODI created a second engagement, inviting state workers to participate in a conversation focused on gathering their ideas as subject matter experts to improve government efficiency.

Partners and Advisors

ODI partnered with the following organizations to design and implement the Engaged California program:

• Government Operations Agency
• Carnegie Endowment for International Peace (Carnegie California)
• The Berggruen Institute
• Stanford University’s Deliberative Democracy Lab (Center on Democracy, Development, and the Rule of Law)
• Berkman Klein Center for Internet & Society at Harvard University
• The Center on Civility & Democratic Engagement within the Goldman School of Public Policy at the University of California, Berkeley 
• Taiwan’s Ministry of Digital Affairs 
• The American Public Trust
• The Public Policy Institute of California
• The Public Good Group, Project Liberty Institute
• The San Francisco Foundation 
• Kapor Center

Los Angeles Fires Service Delivery Work

Following the devastating January 2025 Pacific Palisades and Eaton fires, ODI partnered with state, local, and federal agencies to better understand the immediate community needs and improve survivor recovery services. Through ODI’s innovative leadership, modern skills, and tools, our partnership in this critical effort was instrumental during the initial fire recovery and throughout the subsequent recovery efforts. This initiative demonstrated how data, research, and design are combined to strengthen disaster response and ensure Californians’ access to vital services. This work was recognized with two awards: Team Leadership at the Statewide Chief Information Officer (CIO) Academy and a Best Collaboration award at the GovTech Government Innovation Summit.

Disaster Recovery Centers: Trauma Informed Messaging

Initially, access to services from state, local, and federal agencies was primarily channeled through Disaster Recovery Centers (DRCs). ODI supported on-the-ground DRCs by relying on research, plain language, and design best practices to improve on-site service navigation. In collaboration with state, local, and federal entities, ODI designed standardized signage that included clear fonts, color-coding, branding, plain language, and multilingual translations. This comprehensive approach ensured that critical information was presented in an easily understandable manner to survivors.

This clear and consistent trauma-informed messaging effort implemented a cohesive, user-centered signage system that made it easier for survivors to find and access all essential services. This reinforced ODI’s principle that innovation does not always require new technology; innovation can mean improving existing tools to align with the needs and circumstances of Californians.

Digital Disaster Recovery Center

ODI partnered with the California Department of Technology (CDT) to develop a digital version of the DRCs and a reusable template that can be deployed for future disasters. The digital DRC served as a source of online help for survivors and offered a clear, accessible starting point for relief and recovery resources. This allowed Californians to locate local DRCs, connect to state and federal services, replace lost documents, apply for assistance, and access guidance on rebuilding. ODI relied on online feedback to inform necessary changes and improve user experience. This collaborative work resulted in two awards for ODI. At the heart of the DRCs work is transparency and data-driven support.

Data Dashboard: Recovery Tracking

To allow the public to track progress and ensure transparency during recovery, ODI coordinated the data and dashboarding efforts for the LA fires, creating an effective, comprehensive view of recovery progress. ODI collaborated with multiple stakeholders on this effort, including the City of Los Angeles, the County of Los Angeles, California Environmental Protection Agency (CalEPA), California State Water Resources Board, California Air Resources Board (CARB), Federal Emergency Management Agency (FEMA), the U.S. Army Corps of Engineers, the United States Environmental Protection Agency, and the South Coast Air Quality Management District. These instrumental partnerships provided critical information to improve recovery efforts by facilitating data integration on air and water quality, property cleanup, school reopenings, financial assistance, housing permit approvals, and community impacts.

ODI also collaborated with the California Department of Education and local education leaders by co-chairing joint task forces to monitor school reopenings. By providing a 360-degree picture of recovery, ODI ensured that decision-makers and the public had timely, accurate information to guide actions and allocate resources. The resulting data dashboard is a model of human-centered measurable service delivery.

Survivor Research and Sentiment Analysis

Between January and August 2025, ODI led a multi-track research effort to understand the survivor experience in the eight months following the LA fires. This included quantitative data analysis and qualitative research with survivors, subject matter experts, and community partners. This effort developed a repository of insights and artifacts shared with state agencies, local governments, researchers, and other partners, including Imagine LA and the US Digital Response (USDR).

This repository was integral as it surfaced challenges and early signals related to actual survivor experiences, including financial strain, housing instability, and community rebuilding needs. The informed short-term recovery efforts outlined longer-term strategies, and findings provided critical directional insight to guide policymakers and practitioners in future disaster responses.

Governor’s Innovation Fellows Program

In 2025, ODI launched the Governor’s Innovation Fellows Program to build California’s next generation of public-sector change-makers as part of Governor Newsom’s Executive Order (EO) N-30-25. This EO mandated ODI to create the Innovation Fellows Program to build a sustainable framework for embedding innovation in state government. 

Innovation Fellows are a prestigious group selected from departments and agencies to participate in a six-month program designed to be a delivery engine that develops leaders and creates real improvements that help Californians. The Fellows actively work on priorities and projects that benefit both the public and workforce through improved efficiency, service delivery, and customer experience. Their focus is to solve specific operational challenges within their organizations through innovative ideas and collaborative problem-solving; in other words, putting ODI’s guiding principles into action. The program provides state personnel with the tools and skills to lead innovation within their departments through immersive training in human-centered design, product management, data analysis, and change management. Fellows apply these methods through real-world efficiency projects that improve service delivery, streamline processes, and strengthen collaboration across agencies.

ODI trains and supports the Fellows with challenges, designs, and testing solutions to present actionable recommendations to departmental leadership. As part of the program, Fellows develop a 12-month action plan to continue and drive their work in their departments. Fellows get hands-on help from ODI, CalAcademy, sponsors throughout state departments and agencies, as well as partners in the private sector and academia. Additionally, they are provided with ongoing mentorship from ODI. 

The first cohort launched in August 2025 and graduated in February 2026. The second cohort launched in early  January 2026, following agency nominations submitted in November 2025. Through this initiative, ODI is helping embed a lasting culture that empowers state personnel to transform systems from within and deliver better outcomes for all Californians.

Data and Innovation Fund Partner Projects

ODI is legislatively mandated to lead innovation and statewide transformation in service delivery. The Data and Innovation Fund (DIF) was funded to foster collaboration between ODI and state agencies, enabling the development of innovative solutions that enhance services to Californians. DIF-funded engagements are unique due to their people, process, innovation, and data-driven problem statements. ODI builds pilots, tools, and resources for state agencies and departments collaborating with ODI through the DIF.

In June 2022, ODI initiated the first DIF project solicitation. DIF projects continue to improve state government service delivery for Californians through service innovation, increased social safety net program uptake, and improved access to historically underrepresented Californians. These projects have also reduced data errors, increased state departments’ ability to mitigate potential service delivery challenges, reduced fraud, and expanded access to social benefits. By leveraging technology, data analytics, user research, and human centered design, ODI is transforming how the state government delivers services to Californians.

Services Offered through the Data and Innovation Fund

ODI’s program staff are experts in various disciplines. Through a series of pre-application webinars and office hours, ODI educates potential DIF partner applicants about the services ODI offers that may be best suited to their unique challenges. ODI services include:

CalData

• The Data Science Accelerator (DSA) helps departments apply traditional artificial intelligence (e.g., machine learning, predictive algorithms) to resolve problems proactively, quickly, and at a reduced cost.

• The Modern Data Stack Accelerator (MDSA) helps departments rapidly adopt modern cloud-based data tools to solve data issues.
• The Analytics Accelerator (AA) coaches departments in automating data processing, reporting, and developing effective dashboards and data visualizations.

CalInnovate

• Innovation Lab: This newly developed service, the Innovation Lab, is a human-centered, collaborative process. It is designed to help departments identify the root causes of complex problems and develop a clear course of action, before allocating resources to solutions, including procurements.
• Service design: ODI helps departments understand their customers’ needs in order to help them improve their services through research, data, technology, and design. 

FY 2024-25 DIF: Completed and Ongoing Projects

CalData Completed Projects:

California Department of Tax and Fee Administration (CDTFA)

• Project Name: Improving Voluntary Tax Compliance Using Data Science
• What we did: ODI built a machine learning model designed to identify irregularities in sales and use tax returns. 
• Outcome:
  • With ODI’s assistance, CDTFA modernized its data practices and improved the efficiency and accuracy of voluntary tax compliance efforts.
  • CDTFA is looking to use the model for its voluntary compliance letter selection, an important first step in modernizing and centralizing its current process.

California Department of Social Services (CDSS)

• Project Name: Detecting Benefit Theft with Modern Data Tools
• What we did: ODI built an in-house cloud data warehouse for Electronic Benefits Transfer (EBT) transaction data and developed a machine learning model to accurately detect EBT benefit theft.
• Outcome:
  • With ODI’s assistance, CDSS improved its capability to address benefit theft by using large datasets, cloud computing, and machine learning algorithms.
  • The system significantly reduced the reporting lag time for EBT theft, decreasing it by 95% (from two months to seventy-two hours).
  • Improved ability to correctly identify specific unauthorized transactions with 82% accuracy. 
  • CDSS can now identify geographic theft hotspots using tools developed in this collaboration.
  • CDSS reduced theft by 83% by using data pipeline and analysis methods to identify compromised cards, followed by manually verifying the cards, before triggering a forced PIN reset.

California Department of Housing and Community Development (HCD)

• Project Name: Optimized Data Tool for Housing Compliance
•  What we did: ODI upgraded HCD’s housing tracking tool, which ODI originally developed in FY 2023-24.
• Outcome:
  • With ODI’s assistance, improved system performance and added features for real-time data refreshes during business hours.
  • The improved tool now automatically flags Annual Progress Reports (APRs) likely to contain errors or misreporting, allowing staff to focus their reviews  on housing compliance. 
  • Allows HCD to process data closer to real-time and ensures more accurate tracking of statewide housing outcomes.

Department of Water Resources (DWR)

• Project Name: Improving the Quality of Water Data
•  What we did: ODI developed a data quality tool to help DWR address the challenge of manually reviewing large volumes of raw environmental data used in water management and planning.
• Outcome:
  • With ODI’s assistance, DWR staff can now use the data quality tool  to easily identify and improve inaccurate environmental data, preventing costly errors that can lead to millions in lost water delivery revenue, as well as water shortages. 
  • The tool benefits over twenty-one units in DWR and saves hundreds of hours of staff time.
  • The quality data is used by state water contractors, flood fighters, and the public.
  • This initiative helps fulfill the Open and Transparent Water Data Act (AB 1755 (2016)) which mandates data quality control.

California Department of Transportation (Caltrans)

• Project Name: Performance Measurement System (PeMS) Modernization
•  What we did: ODI partnered with Caltrans Traffic Operations to modernize the PeMS, which measures traffic flow across California’s state highways at a thirty-second resolution. The effort focused on stabilizing the system, improving confidence in performance metrics, and designing a cloud-based, scalable data infrastructure to enable in-house analytical capabilities. The project resulted in modernized data pipelines, cloud-hosted infrastructure, and comprehensive documentation to enable Caltrans to continue development independently.
• Outcome: ODI’s work provided a strong foundation for Caltrans’s future modernization of traffic data systems. Caltrans project assets, including data and code, were transferred to Caltrans infrastructure, positioning the department to build upon ODI’s work as part of broader statewide traffic management improvements. Caltrans invited ODI to serve as a subject matter expert on the Comprehensive Advanced Traffic Management System (CATMS) initiative, to assist in incorporating lessons learned from the PeMS modernization in order to enhance the next generation of Caltrans’s operational data systems.

California Housing Finance Agency (CalHFA)

• Project Name: Better marketing of homeownership opportunities to improve housing equity
• What we did: ODI worked with CalHFA to create a system that brings all its loan and marketing data together into one data warehouse. Before this project, information was spread across several tools and was difficult to analyze. ODI connected CalHFA’s internal loan system and multiple marketing sources into a single data warehouse and taught staff how to use the modern tools. ODI focused on building CalHFA’s skills and improving CalHFA’s data practices so the team could manage and modernize the system on their own.
• Outcome: With ODI’s assistance, CalHFA implemented a working data pipeline that transformed disorganized data into valuable, useful information. ODI, in partnership with CalHFA, developed three new dashboards:
  • Comparing how training and loan activity vary by region;
  • Automating and improving a lender scorecard report; and
  • Monitoring social media results and web traffic.

These tools helped CalHFA understand the relationship between marketing and lending outcomes and improved reporting efficiency. CalHFA’s team learned to  use these tools and best practices to solve other business challenges in future projects. CalHFA is evaluating the feasibility of formally adopting this approach as part of a broader data governance plan.

• Project Name: Analytics Accelerator training service
• What we did: 
  • Training and tool use: ODI trained state employees on using the Microsoft Power Business Intelligence tool, focusing on automating data processes, reporting, and designing user-centered data visualization dashboards.
  • Project-based learning: Participants from different divisions were grouped into cohorts to work on real-world projects addressing challenges within their department, applying new skills immediately.
  • Mentoring: Teams received one-on-one coaching and mentoring throughout the training to ensure tailored solutions were achieved and faster problem-solving.
• Outcome:
  • Tangible products: With ODI’s assistance, the first cohort developed eighteen interactive dashboards.
  • Time savings: Automating data cleansing and repetitive tasks for only one project, resulted in a savings of over 500 hours annually, reducing weeks of work for departments.
  • Enhanced capabilities: Staff gained skills to handle larger datasets, resulting in clearer data insights and better data management.
  • Community building: Departments fostered user communities to scale efficient data use and collaboration, expanding staff capabilities to offer even dashboard development as a service.

CalData Ongoing Projects:

Office of Cradle-to-Career (C2C)

• Project Name: Data pipeline acceleration for C2C
• What we are doing:
  • Modernizing data processes to improve analysis of education, economic, and health outcome data for Californians.
  • Assisting C2C on improving how California brings together education and workforce data to better inform decisions about student success and economic outcomes.
  • Assisting C2C to modernize its data systems and develop practices, enabling staff to easily maintain, test, and update data with confidence and reduced manual effort.
  • Assisting C2C on building sustainable processes and streamlining data tooling to support long-term growth and collaboration across partners.
  • Completed planning and training and now building and testing improved data models.

Department of Resources Recycling and Recovery (CalRecycle)

• Project Name: Modernizing comment processing for SB 54 (2022), the Plastic Pollution Prevention and Packaging Producer Responsibility Act
• What we are doing:
  • Accelerating SB 54 rulemaking by deploying an AI natural language rocessing (NLP) tool to improve efficiently processing thousands of comments.
  • Developing a decision aid that groups similar comments and matches  to historical comments and responses.
  • Reducing administrative burden by decreasing the time spent organizing comments, enhancing CalRecycle staff’s ability to provide timely, consistent, and accurate responses to public feedback.

State Water Resources Control Board (SWRCB)

• Project Name: Accelerating rulemaking using modern data tools 
• What we are doing:
  • Automating comment grouping: Developing a machine learning natural language processing (NLP) tool in SWRCB’s environment to group similar comments during public comment periods.
  • Consistent response matching: Leveraging advanced analytics to propose responses by cross-referencing previous official responses.
  • Reducing administrative burden: Significantly decreasing the time staff dedicated to manually reviewing and responding to thousands of public comments.

Department of Housing and Community Development (HCD)

• Project Name: Streamlining housing progress tracking with AI
• What we are doing:
  • Automating narrative analysis: Using AI features within HCD’s existing Azure environment to automatically tag and summarize lengthy Annual Permitting and Development Report (APDR) narratives from 539 jurisdictions.
  • Enabling progress tracking: Allowing HCD staff to quickly track progress against housing policy commitments and milestones contained in the qualitative data.
  • Plain language querying: Empowering program staff to interact with the processed data using natural language prompts to retrieve specific information for compliance and reporting, without needing complex queries.

CalInnovate Completed Projects:

California Department of Health Care Services (DHCS)

Project Name: Waiver Personal Care Services (WPCS) Backlog Analysis

• What we did: ODI partnered with the Waiver Personal Care Services team to identify the root causes and potential solutions to reduce the administrative burden contributing to their member backlog. Over a five-week engagement, ODI facilitated workshops, 1:1 interviews, conducted technical and data deep dives to map workflows, analyzed systems, and surface operational problems.
• Outcome: ODI delivered a comprehensive root cause analysis, business process and stakeholder mapping, and a series of recommendations focused on three opportunity areas:
  • Standardize and improve the intake processes;
  • Strengthen data systems and use of data; 
  • Increase coordination and collaboration between the DHCS WPCS program team and information technology team.
• This engagement helped WPCS leadership understand the root causes of the backlog, supporting internal alignment around next steps and priorities for improvements, as well as establishing a collaborative foundation for long-term system and process modernization.

California Natural Resources Agency (CNRA)

Project Name: Innovation Lab Prototype – California Environmental Quality Act (CEQA) System Modernization

• What we did: During the first six months of 2025, ODI designed, developed, and tested a new service called the Innovation Lab, a time-boxed, structured, and repeatable process that helps departments define problems before initiating procurement or technical solutions. 
• As part of this prototype test, ODI partnered with the Land and Climate Initiatives (LCI) team responsible for systems and data associated with CEQA document submission and review. 
• Outcome:
  • Mapped inefficiencies, analyzed two previous attempts at Project Approval Lifecycle (PAL) procurements, and explored opportunities for integrating modern tools such as Generative Artificial Intelligence (GenAI).
  • Delivered actionable recommendations, including a user research plan, implementation timeline, and Application Programming Interface (API).
  • Developed guidance critical for enabling GenAI-based tools. 
  • Within six weeks of initiating the Innovation Lab, the LCI team launched a two-year, multi-department pilot and used the Innovation Lab’s action plan to draft the statement of work (SOW) for the pilot.
  • The LCI team understood their project constraints and essential requirements which included additional targeted user research and API development.
  • The LCI team gained the understanding and confidence to effectively manage their vendor in an iterative design and delivery approach.

California Department of Human Resources (CalHR)

Project Name: CalCareers Job Post Redesign

•  What we did: Scoped, designed, and oversaw the prototyping and testing of the new CalCareers job posting template to support CalHR’s ongoing modernization efforts to improve applicants’ experience. Simplified the process for applicants to locate and submit applications for state employment opportunities.
• Outcome:
  • Improved the applicant’s experience by simplifying the current job post design. 
  • Streamlined the process for applicants to locate and apply for state jobs.
  • The redesigned job posting template reduced content by 20%. 
  • The new plain language template improved readability, accessibility, and clarity, making it easier to scan and understand job requirements and expectations. 

Government Operations Agency/Governor’s Office

Project Name: Los Angeles Fires Survivor Research

•  What we did:
  • Conducted a multi-track research effort between January and August 2025 to understand the survivor experience in the months following the Pacific Palisades and Eaton fires. 
  • Combined quantitative data analysis with qualitative research methods and ODI researchers engaged with survivors, service providers, and experts for over 200 hours conducting approximately 150 1:1 interviews and group discussions. This generative research used observational and direct engagement methods. 
  • Surveyed diverse survivors’ groups to ensure the research reflected varied recovery experiences. 
  • Monitored the Eaton Fires Survivors Network Discord server for over five months, which as of August 2025 hosts approximately 2,700 survivor members, and synthesized important topics discussed in the server with findings from in-person conversations with survivors and community leaders
  • Tracked and reported public sentiment related to the LA wildfires using Facebook posts and Reddit within the LA, Altadena, Pasadena, and Santa Clarita subreddits. Gemini AI summarized the data, and ODI reviewed and validated the report and content before incorporating relevant information.
• Outcome:
  • The research generated twenty-four Sentiment Analysis reports between January 2024 and August 2025. Nineteen were disseminated weekly, and five bi-monthly. The reports were shared with key stakeholders supporting the recovery effort.
  • The Sentiment Analysis reports identified crucial barriers and early indicators related to survivors’ lived experiences, offering actionable insights for both short-term recovery and long-term resilience. ODI reports provided timely and critical insights, sometimes even before major news outlets. 
  • The reports aided key stakeholders assisting with recovery efforts and provided real-time data and analysis of the survivor experience. 
  • Produced sixteen “rapid-response” memoranda that provided real-time research and context for key stakeholders on priority issues. 
  • Findings supported the design of the state’s and local entities’ services to improve the responsiveness, coordination, and equity of disaster response and recovery efforts for future disasters.

CalInnovate Ongoing Projects

Benefits Recommender

What we are doing: The Benefits Recommender remains operational. 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 is a key state leading the nation in social benefit program updates and best-in-class experience. 

ODI added three new benefits to the tool in FY 2024-25:

• Department of Child Care Services – Simplified Enrollment Form
• California Public Utilities Commission (CPUC) – Power bill discounts through the California Alternate Rates for Energy (CARE) and the Family Electric Rate Assistance Program (FERA). Where both are available, they are applied through the same application. ODI highlighted CARE as it is the more generous program available through more utilities.
• CPUC – Home upgrades through the Energy Savings Assistance program

Benefits Recommender cumulative statistics for FY 2024-25 are below:

• Views: 11,167,294 
• Clicks: 264,403 
• Click-through rate: 2.4% 

Active program link clicks

• CPUC Energy Savings Assistance: 68,887
• CPUC CARE and FERA: 79,758
• Earned Income Tax Credit: 73,939
• LA Fires: 6,161
• Women Infants and Children: 28,046

All EDD program click-through rates

• Unemployment Insurance: 2.2%
• State Disability Insurance: 6.2%
• Paid Family Leave: 1.6%

DIF Expenditures

DIF Fiscal Year 2024-25 Expenditures

The following expenditures were made from the DIF in FY 2024-25:

DIF Fiscal Year 2024-25 Encumbrances

o accomplish current and anticipated DIF projects, ODI entered into the following contracts using DIF funds. The following encumbrances reflect outstanding commitments of DIF funds by ODI in FY 2024-25:

DIF Fiscal Year 2024-25 Revenues

The following are FY 2024-25 DIF revenues:

Appendix A: List of Past and Current Engagements Organized by State Entity

Pursuant to California Government Code section 12815, subdivision (o)(2)(A), below is, a “list of past and current engagements organized by state entity.” ODI has to date partnered with 36 state entities on 89 engagements advancing data, design, and operational efficiency.

• California Air Resources Board
  • Streamlined Data Collection for Enforcement Annual Report
• California Bureau for Private and Postsecondary Education (BPPE)
  • Prioritizing Inspections & Investigations for Private Postsecondary Institutions
• California Business, Consumer Services, and Housing Agency
  • Homelessness data story
  • Identifying core dataset needs
• California Environmental Protection Agency
  • Drought.ca.gov
  • Identifying core dataset needs
• California Health and Human Services Agency
  • Data career fair and teams microsite
  • Interagency Data Exchange Agreement
  • Benefits Recommender (CalWORKs, WIC referrals)
• California Housing Finance Agency (CalHFA)
  • Better marketing of homeownership opportunities to improve housing equity
• California Natural Resources Agency (CNRA)
  • Innovation Lab Prototype – CEQA System Modernization
• California Public Utilities Commission
  • Emergency Broadband Benefit user research
  • Human-centered procurement consulting
  • Lifeline website redesign
• 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 Fish and Wildlife
  • Shared dataset development
  • Building footprints data product
• Department of Food and Agriculture
  • cannabis.ca.gov
• Department of General Services (DGS)
  • Master state entity list
  • Small business procurement user research
  • Technology, Digital and Data Consulting Master Services Agreement
  • DGS Office of Public School Construction – evaluation research and training
• Department of Health Care Services (DHCS)
  • Waiver Personal Care Services (WPCS) Backlog Analysis
• Department of Housing and Community Development (HCD)
  • Automated Mining and Analysis of Housing Data
  • Optimized Data Tool for Housing Compliance
• Department of Human Resources
  • Master state entity list
  • Modernizing data jobs classifications
  • PowerBI training
  • State human resources modernization initiative
  • Anonymous Hiring
  • Data and Analytics Enablement
  • CalCareers Job Post Redesign
• Department of Parks and Recreation
  • Shared dataset development
• 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
• Department of Tax and Fee Administration (CDTFA)
  • Improving Voluntary Tax Compliance using Data Science
• Department of Technology
  • Abortion.ca.gov
  • Ethical AI Framework and Toolkit
  • California Design System
  • Cannabis.ca.gov
  • Content design training
  • Master state entity list
  • Open data
  • Project Approval Life Cycle
  • Shared dataset development
  • ODI publishing system
  • Technology, Digital and Data Consulting Master Services Agreement
• Department of Toxic Substances Control
  • Content design training
  • Public comment pilot project
• Department of Transportation
  • Credit card acceptance and fee reduction
  • PeMS Modernization
• Department of Social Services (CDSS)
  • Benefits Recommender identifier 
  • CalWORKs discovery sprint
  • Detecting Benefit Theft with Modern Data Tools
• Department of Water Resources
  • Drought.ca.gov
  • Improving the Quality of Water Data
• Employment Development Department
  • Benefits recommender
  • EDDNext
• 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
  • Engaged California
  • Los Angeles Fires Survivor Research
• Governor’s Office of Business and Economic Development
  • Credit card acceptance and fee reduction
• Governor’s Office of Emergency Services
  • Human-centered design
  • State website COVID-19 survey
  • Vaccine response research, data, and analytics
• Labor & Workforce Development Agency
  • Evaluation research and training
• Office of the Governor
  • Abortion.ca.gov
  • Benefits Recommender
  • Covid19.ca.gov
  • Drought.ca.gov
  • Homelessness data story
  • State human resources modernization initiative
• Secretary of State
  • Master state entity list
• State Controller’s Office
  • Master state entity list
• State Personnel Board
  • State human resources modernization initiative
• State Water Resources Control Board
  • Forecasting Community Water System Outages
  • Ethical AI Framework and Toolkit
  • Shared dataset development