Roadmaps

These action projects highlight ongoing efforts supporting the state’s strategic goals. It is not an exhaustive list, as many other efforts across CDT and state departments also contribute.

Goal 1: Advance an Inclusive Digital Experience for All

  1. Outcome 1.1: People-Centric

    Objective 1.1.1.0: Digital Experience

    Ensure that digital interactions with state services are user-centric, efficient, and continuously evolving based on user needs and feedback.

    Action Project Measured Results
    Refine digital equity data and maps: Administer digital equity public survey. 1.1.1.0.6: All digital services are accessible and easy to use, meeting the needs of diverse user groups.
    Promote Standards and Best Practices:
    • Storytelling: Tell the multi-faceted story that demonstrates the impact of efforts to leadership, customers, and the public.
    		1.1.1.0.1: More intuitive, efficient, and satisfying digital experience for all Californians.
    Human-Centered Design:
    • Update Website Standards Policy.
    		 1.1.1.0.2: Increase the percentage of state websites using the State Web Template.
    Human-Centered Design:
    • Launch the revamp of the Open Source Portal.
    		 1.1.1.0.3: Increase the number of codebases made available via Open Source Portal.
    • Human-Centered Design: Launch the revamp of the State Data Portal.
    		1.1.1.0.4: Increase the number of data sets made available via Open Data Portal.
    • Human-Centered Design: Launch the revamp of the State Geoportal.
    		1.1.1.0.5: Increase the number of data sets made available via State Geoportal.
    • Empowering Partners: Domain-Specific Expertise Training: Implement UX-driven tools to enhance staff efficiency and task usability.
    		1.1.1.0.10: Identify and establish staff training pathways for joining desired domain-specific professional services teams by the end of Q3 2025.

  2. Outcome 1.2: Accessible

    Objective 1.2.1.0: Digital Literacy

    Ensure that all Californians, particularly the most vulnerable, can fully participate in today's digital society.

    Action Project Measured Results
    Revise, launch and complete implementation of Digital Equity Mapping Tool 2.0 to further develop state asset inventory. 1.2.1.0.1: Baseline the continuation of the building of the statewide asset inventory.
    Fund and implement a statewide digital literacy platform to promote digital inclusion best-practices. 1.2.1.0.2: Complete the funding and implementation of a statewide digital literacy platform.
    Fund and implement a statewide technology workforce development platform to provide access to training and apprenticeships. 1.2.1.0.3: Complete the funding and implementation of a statewide technology workforce development platform.
    Maintain and support the statewide digital inclusion best-practices. 1.2.1.0.4: Re-launch six workgroups as Outcome Area Communities of Practice to meet quarterly over the next five years.
    Launch and award digital equity subgrant program. 1.2.1.0.5: Launch digital equity subgrant program.
    1.2.1.0.6: Award $45M digital equity subgrants by August 2025.
    Partner with state agencies delivery digital inclusion services. 1.2.1.0.7: Establish inter-agency agreements with HCD and CDCR digital inclusion programs.

    Continue promotion of the low-cost service offers, or a successor program to the Affordable Connectivity Program, in partnership with Digital Equity Subgrantees and the “Get Connected!” California Mobilization effort, to increase enrollment in low-cost internet plans.


    Re-establish partnerships with other agencies that offer programs to low-income households to raise awareness of low-cost home internet service options.

    		1.2.1.0.8: Complete the promotion of consumer subsidy programs and re-establish partnerships with other state agencies.
    Human-Centered Design:
    Leverage quarterly Digital Web Services Network (DWSN) group to advance human-centered design and inclusion.     		1.2.1.0.9: By the end of Q4 2025, ensure human-centric topics are included as a standing agenda item in all four DWSN meetings.

  3. Outcome 1.3: Responsive

    Objective 1.3.1.0: Adaptable Digital Services

    Simplify and streamline processes, increase the adoption of digital services, and be designed to adapt to current and future needs.

    Action Project Measured Results
    Human-Centered Design:
    • Continue to evolve and expand the ca.gov portal.
    		 1.3.1.0.2.a: Increase the number of unique portal users accessing integrated services by 25% by the end of Q4 2025, compared to the baseline data.
    1.3.1.0.2.b: Achieve at least 75% user satisfaction with the portal experience for integrated services, as reported by surveyed users, by the end of Q4 2025.
    Efficient Growth Scaling:
    • Scale Digital ID across multiple pilots.
    		 1.3.1.0.3: Achieve an annual Increase of 25% in the number of users accessing government services through the ca.gov portal by the end of Q4 2025.
    Efficient Growth Scaling:
    • One CDT Approach: Implement a vertical approach to eliminate silos, providing customers with a unified experience as if interacting with a single CDT instead of multiple independent offices and groups.
    		1.3.1.0.18: By the end of Q4 2025, baseline the customer experience.
    Efficient Growth Scaling:
    • Leverage growth in Cloud, platform, and SaaS: Leverage the growth by continuing to evolve Cloud services, platform services, and Software as a Service.
    		1.3.1.0.4: By the end of Q4 2025, baseline the utilization of Cloud services, platform services, and SaaS offerings.
    Efficient Growth Scaling:
    • Revamp data portal data.ca.gov.
    • Revamp Geo portal gis.data.ca.gov.
    		 1.3.1.0.5: Collect requirements for new features and services to be added to statewide portals from users for input into development cycles.
    Empowering Partners:
    • Expand and leverage communities of practice for statewide collaboration.
    		1.3.1.0.6: Increase the number of departments actively participating/presenting in all communities of practice.
    1.3.1.0.7: Increase the number of active communities of practice across the state.
    Human-Centered Design:
    • Consider the CA Design System first when designing new or updating current web services.
    		1.3.1.0.8: Increase the number of state websites using CA Design System (when available).
    1.3.1.0.9: Increase the number of state websites using the State Web Template.
    Efficient Growth Scaling:
    • Revamp Open Source code portal.
    		 1.3.1.0.10: Increase the number of agencies/departments contributing to the Open Source portal.
    1.3.1.0.11: Increase the number of agencies/departments leveraging the Open Source portal.
    1.3.1.0.12: Establish teams dedicated to rapid, customer-focused technical advice, domain-specific expertise, and enterprise service delivery by the end of Q2 2025.
    Consultation and Technical Experts Teams: Enhance and broaden the digital service delivery options available to mission providers through consultation and technical expertise 1.3.1.0.13: Establish teams dedicated to rapid, customer-focused technical advice, domain-specific expertise, and enterprise service delivery by the end of Q2 2025.
    Implement a comprehensive modernization plan for the data center and its service offerings. 1.3.1.0.14: Develop and present three alternative strategies for efficient data center space utilization by end of Q1 2025.
    Strategic Plan for Data Center Modernization: Develop a strategic plan to modernize data center infrastructure. 1.3.1.0.15: Establish and document OTECH’s strategy for service consolidation and expansion across platforms, network, and professional services by Q1 2025.
    Refine digital equity data and maps:
    • Administer digital equity public survey.
    		 1.3.1.0.16: Increase the number of responses to the digital equity public survey by 10% in overall, and by 5% in each California county by the end of 2025
    Convene digital equity stakeholders to strengthen collaboration:
    • Quarterly convening of the California Broadband Council.
    • Quarterly convening of the Statewide Digital Equity Implementation Group (SIG).
    • Quarterly convening of the Outcome Area Community of Practice (OACP)
    • Quarterly convening of the Citizens Advisory Committee.
    		1.3.1.0.17: By the end of Q3 2025, establish quarterly SIG and OAWG meetings to increase stakeholder touchpoints by 5% for sharing of best practices to increase efficiency.

Goal 2: Secure California's Technology Investments

  1. Outcome 2.1: Cyber Hygiene

    Objective 2.1.1.0: Proactive Cybersecurity

    Strengthen our cyber security posture to reduce the likelihood of cyber security incidents and minimize their impact to Californians by ensuring highest risk entities are taking appropriate steps to reduce risk.

    Action Project Measured Results
    Improve statewide security enterprise risk management.

    2.1.1.0.1 (KR1.1.1) Brief the five high-risk department directors/heads on their accountability to resolve their critical and high-priority vulnerabilities (report on advisory workshops).

    2.1.1.0.2 (KR1.1.2) On-board the fifteen departments at the bottom of the risk ratings list onto internal SOC monitoring.

    Create a cybersecurity career path toolkit. 2.1.1.0.3 (KR1.1.3) Establish "Advisor Services Program" points of contact with (110) reporting entities.
    Create cybersecurity strategy development tools. 2.1.1.0.4 (KR1.1.4) Provide "Advisory Services" to (50) departments in assistance with remediation.
    Provide security operations services. 2.1.1.0.4 (KR1.1.4) Provide "Advisory Services" to (50) departments in assistance with remediation.

  2. Outcome 2.2: Cyber Resilience

    Objective 2.2.1.0: Adaptable Cybersecurity

    Revise all information security policies and standards, frameworks, or strategic plans that align with the current and future threat landscape and further develop and update the Statewide Information Management Manual (SIMM) to provide information security leadership, vision, and strategy for state entities.

    Action Project Measured Results
    Enhance Executive Branch cybersecurity workforce-tailored workshops. 2.2.1.0.1 (KR2.1.1) Increase CyberScholar enrollments in ISO Standard Training 101 by 35%, which calculates to (175) additional participants.
    Extend statewide risk management participation to include agency secretaries and department directors. 2.2.1.0.2 (KR2.2.1) Develop (2) new Statewide Information Management Manual (SIMM) standards, instructions, forms, and/or templates.
    Align cybersecurity roles with the Federal NICE framework. 2.2.1.0.3 (KR2.2.2) Update (6) existing Statewide Information Management Manual (SIMM) standards, instructions, forms, and/or templates.

  3. Outcome 2.3: Cyber Maturity

    Objective 2.3.1.0: Advanced Cybersecurity

    Simplify and Align the OES Statewide Maturity Metric Scoring Methodology with New and Revised Federal Standards and Frameworks by revising SIMM 5300-C Cybersecurity Maturity Metric scoring to align with NIST CSF 2.0, simplifying scoring criteria, and modifying weighting to present a better picture of risk.

    Action Project Measured Results
    Realignment of audit program with NIST CSF 2.0. 2.3.1.0.1 (KR3.1.1) Produce (4) new CMM metrics.
    Transform state cybersecurity policies and standards. 2.3.1.0.2 (KR3.1.2) Publish (10) new CMM policy guideline templates.
    Modernize cybersecurity procurement. 2.3.1.0.2 (KR3.1.2) Publish (10) new CMM policy guideline templates.
    Leverage community-led groups for the development of cybersecurity technology requirements. 2.3.1.0.3 Establish, along with Cal-CISC and OES, at least five active partnerships with federal, industry, and academic organizations, leading to implementing three new cybersecurity innovations or solutions by the end of 2025.
    Develop and publish Cal-Secure v2.0. 2.3.1.0.3 Establish, along with Cal-CISC and OES, at least five active partnerships with federal, industry, and academic organizations, leading to implementing three new cybersecurity innovations or solutions by the end of 2025.

Goal 3: Strengthen California’s Public Sector Technology Workforce for Today and Tomorrow

  1. Outcome 3.1: Prepared

    Objective 3.1.1.0: Prepared Technology Workforce

    Prioritize learning and skills development, promote career growth through training, and foster a world-class workforce equipped to adopt emerging technologies.

    Action Project Key Results
    Tailor courses to meet the needs of the technology business community, guided by the findings from the *Statewide IT Training Coordinator Annual Survey 3.1.1.0.1 Expand the IT training courses available to the technology workforce by 10% by the end of 2025.
    Prepare the next generation of IT Leaders through CDT’s *CIO Academy 3.1.1.0.2 Increase the number of CIO Academy or Bootcamp graduates who receive IT promotional opportunities because of their newly achieved knowledge, skills, and abilities by the end of 2025.
    Prepare the next generation of IT Leaders through CDT’s *Boot Camps
    • Cybersecurity
    • Emerging IT Leaders
    		 3.1.1.0.2 Increase the number of CIO Academy or Bootcamp graduates who receive IT promotional opportunities because of their newly achieved knowledge, skills, and abilities by the end of 2025.
    Generative Artificial Intelligence (GenAI) Workforce Development: Facilitate IT Training for GenAI 3.1.1.0.3 Ensure every CIO can provide training to all their IT employees in at least one emerging technology (e.g., AI, blockchain, cybersecurity) by the end of 2025.
    Project: Training and Education Center Modernization 3.1.1.0.3 Ensure every CIO can provide training to all their IT employees in at least one emerging technology (e.g., AI, blockchain, cybersecurity) by the end of 2025.

  2. Outcome 3.2: Engaged

    Objective 3.2.1.0: Engaged Technology Workforce

    Maintain effective IT workforce planning strategies, inspire a statewide technology culture, and implement robust knowledge-sharing opportunities.

    Action Project Measured Results
    Increase Public/Private Technology Workforce Training Partnerships 3.2.1.0.1 Increase technology training conducted by local partners by 10% by the end of 2025.
    Expand the demand and supply of CDT Academies and Boot Camps:
    • IT Leadership
    • Project Management
    • Cybersecurity Leadership
    		 3.2.1.0.2 Increase participation in statewide technology events by 10% by the end of 2025, reflecting a stronger and more engaged technology culture.

  3. Outcome 3.3: Destination Employer

    Objective 3.3.1.0: Destination Employer

    Streamline hiring processes, align recruitment, retention, and development activities with industry best practices, and adopt the Workforce Development Framework from GovOps/CalHR.

    Action Project Measured Results
    Increase IT and Cybersecurity Pipelines: Internships and Fellowships 3.3.1.0.1 Reduce the average time-to-hire for technology positions by 10% by June 2025.
    Expand Folsom/Cordova USD Career Technical Education Summer Preceptorship Program 3.3.1.0.1 Reduce the average time-to-hire for technology positions by 10% by June 2025.
    Expand IT/Cyber Recruitment Job/Career Fairs and Education Summits: CA Career Forum 3.3.1.0.2 Increase job-seeker participation in IT/cyber recruitment and job fairs by 10% by June 2025.
    Develop and Publish New Class: How to Get Into IT 3.3.1.0.2 Increase job-seeker participation in IT/cyber recruitment and job fairs by 10% by June 2025.
    Enhance Opportunity at Work (OAW) Public Sector Hub (WDAC to serve as Technical Advisor) 3.3.1.0.2 Increase job-seeker participation in IT/cyber recruitment and job fairs by 10% by June 2025.

Goal 4: Align Strategy Execution Across the State

  1. Outcome 4.1: Shared Purpose

    Objective 4.1.1.0: Aligned Technology Strategy

    Streamline hiring processes, align recruitment, retention, and development activities with industry best practices, and adopt the Align agency and department technology goals to the statewide technology strategic plan, promote cross-agency participation in technology governance, and foster collaboration with technology and business leaders to ensure strategic alignment in technology execution.

    Action Project Measured Results
    Develop 2026 Roadmap. 4.1.1.0.3: Establish a baseline for the number of strategically aligned projects by Q1 2025 and increase this number by 10% by the end of Q4 2025.
    Engage Stakeholders in Roadmap Development. 4.1.1.0.2: By the end of Q4 2025, every state agency represented by an Agency Information Officer (AIO) contributes 3 to 5 action projects to the 2026 Roadmap.

  2. Outcome 4.2: Strategic Progress

    Objective 4.2.1.0: Prioritized Technology Strategy Management

    Seize agile opportunities, prioritize a comprehensive technology portfolio, and recognize, reward, and grow technology strategy management successes.

    Action Project Measured Results
    Implement and manage the adoption of E26 and the 2025 Roadmap. 4.2.1.0.2: Facilitate alignment and adoption management activities by conducting six events by the end of Q4 2025.
    Implement and manage the adoption of the Statewide Technology Strategy Planning Methodology 4.2.1.0.3: Implement an E26 recognition program that leads to a 10% increase in reported strategically aligned success stories by the end of Q4 2025.
    Implement and manage the adoption of the Statewide Technology Strategy Planning Methodology 4.2.1.0.4: Conduct two methodology training sessions and establish a baseline for the number of website hits by the end of Q4 2025.

  3. Outcome 4.3: Performance Excellence

    Objective 4.3.1.0: Statewide Technology Strategy Results

    Execute statewide technology strategies, achieve desired outcomes, and provide annual reports on technology accomplishments across agencies and departments.

    Action Project Measured Results
    Collect 2025 Roadmap OKR data.

    4.3.1.0.2: Publish an annual report by the end of Q4 2025, providing status on 100% of the roadmap items.

    4.3.1.0.3: Complete the creation of the Quarterly Progress Dashboard System for OKR Reporting by Q2 2025.

    Refine E26 OKRs.

    4.3.1.0.2: Publish an annual report by the end of Q4 2025, providing status on 100% of the roadmap items.

    4.3.1.0.3: Complete the creation of the Quarterly Progress Dashboard System for OKR Reporting by Q2 2025.

    Create Quarterly Progress Dashboard System for OKR Reporting.

    4.3.1.0.2: Publish an annual report by the end of Q4 2025, providing status on 100% of the roadmap items.

    4.3.1.0.3: Complete the creation of the Quarterly Progress Dashboard System for OKR Reporting by Q2 2025.

    Support publishing of 2025 Annual Accomplishments.

    4.3.1.0.2: Publish an annual report by the end of Q4 2025, providing status on 100% of the roadmap items.

    4.3.1.0.3: Complete the creation of the Quarterly Progress Dashboard System for OKR Reporting by Q2 2025.

Goal 5: Continually Future-Proof the Business of Government

  1. Outcome 5.1: Public Trust

    Objective 5.1.1.0: Trusted Government Services

    Achieve a shared understanding among business and technology leaders on future-proofing government services, strengthening emergency preparedness, and adopting the Cloud Smart approach to maximize technology investments.

    Action Project Measured Results
    Establish Baseline Measures of Trusted Government Services

    5.1.1.0.1: Baseline the agreement among business and technology leaders on the strategic roadmap for future-proofing government services by Q4 2025.

    5.1.1.0.2: Baseline the success rate in simulated emergency response exercises, demonstrating readiness and effectiveness in handling critical incidents by Q4 2025.

    5.1.1.0.3 Baseline the IT infrastructure costs and level of system uptime and reliability through successful cloud migration projects by Q4 2025.

    Develop a Prototype of Data Readiness Approach 5.1.1.0.1: Achieve agreement among business and technology leaders on the strategic roadmap for future-proofing government services by Q4 2025.

  2. Outcome 5.2: Modularity

    Objective 5.2.1.0: Adaptable Government Services

    Establish an Adaptive Solutions Framework that encourages use of statewide solutions while supporting unique value delivered by programs throughout agencies and departments.

    Action Project Measured Results
    PAL Update/Reform 5.2.1.0.1: Rollout the updated PAL process for GenAI IT projects from state entities by Q2 2025.
    Expand the Project Lessons Learned Database to include the Project Approval Lifecycle 5.2.1.0.2: Rebaseline operational friction points within one year of process mining implementation.
    Project Content Management (CMS) and Data Reporting Infrastructure 5.2.1.0.3: Baseline percentage of projects incorporating methodologies and demonstrating increased responsiveness to changing demands.
    Conduct outreach for strategic alignment related to Reference Architectures (ODI/CDT Joint Effort for 2025) 5.2.1.0.2: Rebaseline operational friction points within one year of process mining implementation.

  3. Outcome 5.3: Emerging Tech Readiness

    Objective 5.3.1.0: Advancing Government Services

    Emerging Technology Governance Framework.

    Action Project Measured Results
    Facilitate Policy Creation through Enterprise Architecture Community of Practice and the Statewide Security Framework 5.3.1.0.1: Baseline increases the adoption rate of new technology solutions across State services by Q4 2025.
    Develop policies and procedures to support GenAI Executive Order Response

    5.3.1.0.2: Baseline the achievement of an average time of reduction in the policymaking cycle by Q1 2025.

    5.3.1.0.3: Achieve an average-time reduction in the policymaking cycle by Q4 2025.

    Request for Innovative Ideas (RFI2), a new flexible approach to procurement 5.3.1.0.4: Achieve an annual 10-20% increase in collaborative innovation projects and joint ventures with external partners.
    Conduct outreach for strategic alignment related to Open Data Roadmap to identify policy gaps (ODI/CDT Joint Effort for 2025) 5.3.1.0.2: Baseline the achievement of an average time of reduction in the policymaking cycle by Q1 2025.