├── .gitignore
├── 1_define.md
├── 2_assess.md
├── 3_implement.md
├── 404.html
├── 4_evaluate.md
├── 5_share.md
├── 6_action_items.md
├── 7_resource_library.md
├── 8_success_stories.md
├── README.md
├── _config.yml
├── _includes
├── analytics.html
├── head.html
└── sidebar.html
├── _layouts
├── default.html
├── page.html
└── post.html
├── assets
├── css
│ ├── lanyon.css
│ └── poole.css
├── favicon.ico
└── images
│ ├── 00_figure01.png
│ ├── 00_figure02.png
│ ├── 00_figure03.png
│ ├── 00_figure04.png
│ ├── 00_figure05.png
│ ├── 01_figure01.png
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│ ├── 01_figure03.png
│ ├── 01_figure04.png
│ ├── 02_figure01.png
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│ ├── 02_figure03.png
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│ ├── 05_figure01.png
│ ├── 05_figure02.png
│ ├── 05_figure03.png
│ └── 05_figure04.png
├── documents
├── APHSA-Analytic-Capability-Roadmap-1-0-for-Human-Services-Agencies.pdf
├── APHSA-Roadmap-to-Capacity-Building-in-Analytics-White-Paper.pdf
├── CHHS Information Strategic Plan 2016.pdf
├── CHHS-DDG-V1.0-092316.pdf
├── CHHS-Master-Data-Management-Strategy.pdf
├── Public-Health-Strategic-Use-of-Data-Rubric-09-04-18.docx
└── datasharing
│ ├── Business Use Case Proposal - Form.docx
│ ├── Business Use Case Proposal - Instructions.pdf
│ ├── CHHS Data Sharing - FAQs.pdf
│ ├── CHHS Data Sharing - Legal Agreement.pdf
│ └── CHHS Data Sharing - Process Flow.pdf
└── index.md
/.gitignore:
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1 | # Ignore docs files
2 | _gh_pages
3 | _site
4 | .ruby-version
5 |
6 | # Numerous always-ignore extensions
7 | *.diff
8 | *.err
9 | *.orig
10 | *.log
11 | *.rej
12 | *.swo
13 | *.swp
14 | *.zip
15 | *.vi
16 | *~
17 |
18 | # OS or Editor folders
19 | .DS_Store
20 | ._*
21 | Thumbs.db
22 | .cache
23 | .project
24 | .settings
25 | .tmproj
26 | *.esproj
27 | nbproject
28 | *.sublime-project
29 | *.sublime-workspace
30 | .idea
31 |
32 | # Komodo
33 | *.komodoproject
34 | .komodotools
35 |
36 | # grunt-html-validation
37 | validation-status.json
38 | validation-report.json
39 |
40 | # Folders to ignore
41 | node_modules
42 | bower_components
43 |
44 | # Ignore Jekyll
45 | .sass-cache/
46 | .jekyll-metadata
47 |
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/1_define.md:
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1 | ---
2 | layout: page
3 | title: 1. Define
4 | permalink: /define/
5 | ---
6 | ## Play 01. Define: goals & objectives
7 |
8 | This play is focused on helping Departments facilitate a high-level conversation on some of the most pressing issues facing the Department and what data solutions might be available to address the issue or problem.
9 |
10 | The objective is to get staff to think about how and what we can do to improve the programs we administer. We want to help change the way we think about the programs we work on–not only about how we administer the programs day-to-day, but how do we make them better, more efficient and more effective.
11 |
12 | 
13 |
14 | >Continue to refine the value proposition and expand it after assessing data assets.
15 |
16 | 1. What problem are we trying to solve?
17 | 2. What outcomes do we want to achieve?
18 | 3. How will data work to meet our mission?
19 | 4. What kinds of data do we need access to?
20 | 5. Who are the main stakeholders and how do we engage them?
21 | 6. How are we going to track, assess and monitor progress?
22 | 7. Can we pilot a few projects and start small? What can we learn from starting small and building out?
23 | 8. Do we have the right workforce in place?
24 | 9. Have we received buy-in from leadership and across teams?
25 | 10. Are we delivering on the needs of our customers? How do we know?
26 |
27 | >Use best practice resources to build a use case around a particular **opportunity, issue or problem**.
28 |
29 | ## What is the problem you are trying to solve?
30 |
31 | This Play helps Departments develop a use case; define the customer/stakeholder who would benefit from implementing the use case; and assess the impact after the implementation.
32 |
33 | >As a **[user role]** I want to do **[scope]** in order to achieve **[measurable objective]** to serve **[stakeholder group]**.
34 |
35 | This Play can also help Departments navigate the Stage 1 Business Analysis.
36 |
37 | 
38 |
39 | Consider [creating a Logic Model](https://www.practicalplaybook.org/resources/develop-logic-model){:target="_blank"} to demonstrate how a program achieves an intended outcome or impact and where data-driven interventions can further program goals.
40 |
41 | There are dozens of ways each Department can use data, and the applications can seem endless. It will be important to pick one core mission problem, and then gradually build and grow programs based on lessons learned.
42 |
43 | [
44 | ]({{ site.baseurl }}/action_items)
45 |
46 | []({{ site.baseurl }}/resource_library)
47 |
48 |
49 |
53 |
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/2_assess.md:
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1 | ---
2 | layout: page
3 | title: 2. Assess
4 | permalink: /assess/
5 | ---
6 | ## Play 02. Assess: tools & capabilities
7 |
8 | This play focuses on assessing a Department’s current assets and capabilities—including technology and human resources–to leverage their data to help formulate program or policy solutions. The goal is to look at existing capabilities to address the problems or issues.
9 |
10 | * What data do you currently collect?
11 | * What technology can you leverage?
12 | * What data analytics tools do you have available within the Department or Agency?
13 | * What established processes can you leverage?
14 | * What are the training needs?
15 |
16 | Identify staff development and training opportunities. See the Selected Training Resources in the Resource Library.
17 |
18 | >Assess the Department's readiness by **identifying the gaps and needs** in order to operationalize the data strategy.
19 |
20 | The capability assessment will help facilitate a conversation within the Department to help catalog the various resources available in order to address the problems identified in the objective assessment.
21 |
22 | 1. How do **programs or stakeholders** use data currently? What do they do with it? How do they use it to make decisions or produce products for external stakeholders?
23 | 2. What are **limits** to either the data or the implementation solution?
24 | 3. What are the **risks/issues** with the current data? What value is not being realized?
25 | 4. Identify the current workflow for **collecting, processing, and publishing** data. Are there dependencies to collecting, processing, and publishing the data?
26 |
27 | 
28 |
29 | Consider applying an existing data capacity framework to your Department.
30 | * [Strategic Use of Data Rubric](https://sdp.cepr.harvard.edu/strategic-use-data-rubric/){:target="_blank"} – A resource that provides direction and support to education organizations to transform their use of data. The rubric establishes a common language and framework to more clearly illustrate what effective data use at the system-level looks like.
31 | * The California Department of Public Health has adapted the data rubric to their needs. [Download the Public Health data rubric here](https://github.com/chhsdata/dataplaybook/raw/gh-pages/documents/Public-Health-Strategic-Use-of-Data-Rubric-09-04-18.docx).
32 | * [Analytics Capability Roadmap for Human Service Agencies]({{ site.baseurl }}/documents/APHSA-Analytic-Capability-Roadmap-1-0-for-Human-Services-Agencies.pdf){:target="_blank"} – Helps assess current analytic capability and developing an analytic strategy to help meet their organizational objectives and measure outcomes across programs.
33 | * [Roadmap to Capacity Building in Analytics]({{ site.baseurl }}/documents/APHSA-Roadmap-to-Capacity-Building-in-Analytics-White-Paper.pdf){:target="_blank"} – Provides information on (1) analytical capabilities required for successful analytical efforts, (2) skillsets as well as governance structures and change management processes for such efforts, and (3) practical examples of existing solutions across public and private health and human service sectors.
34 |
35 | >To give an even deeper look at these strategies, Departments share how they’ve put them to use in different scenarios and for different efforts.
36 |
37 | []({{ site.baseurl }}/action_items)
38 |
39 | When looking for data, start with the [Open Data Portal Catalog](https://data.chhs.ca.gov/dataset/dataset-catalog/resource/2d60ad30-db63-43c8-a4b6-0861f27856ff){:target="_blank"} of public datasets available. You can use the [dataset priority scoring tool](https://github.com/chhsdata/opendatahandbook/raw/gh-pages/documents/CHHS-Open-Data-Priority-Scoring-Template.xlsx) to inventory department data for your analysis.
40 |
41 | []({{ site.baseurl }}/resource_library)
42 |
43 |
44 |
48 |
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/3_implement.md:
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1 | ---
2 | layout: page
3 | title: 3. Implement
4 | permalink: /implement/
5 | ---
6 | ## Play 03. Implement: plan & strategy
7 |
8 | This play will help Departments move from conversation to action. It will provide resources that will allow the Departments to succeed. This might include: roles and responsibilities; governance structures; and data standards.
9 |
10 | This play includes resources on project management and change management to help both staff implement and leadership enforce the importance of this work.
11 |
12 | >This Play moves away from the **theoretical** and drives toward the **tactical**.
13 |
14 | By detailing all critical steps before starting the project, the Department can anticipate factors they otherwise would not consider until encountered and identify potential problems and challenges on the front end.
15 |
16 | The planning becomes proactive instead of reactive, which allows best practices to be used and ensures that energy and time are spent on implementing a high-quality, well‐thought‐out project rather than "putting out fires."
17 |
18 | 
19 |
20 | The planning and implementation processes will allow any person working on the project, regardless of his or her level of involvement, to fully understand the goal of the project and how it is to be accomplished. It ensures that everyone working on the project is on the same page and that any discrepancies are resolved before they become costly to the project or population served.
21 |
22 | >This play includes various **resources designed** to help with project management and data management.
23 |
24 | 
25 |
26 | >Departments will work to identify Data Sharing and Data De-Identification best practices and lessons learned.
27 |
28 | The **Project Management Resources** will include resources on: agile planning and development; resource management; training; communication; and governance.
29 |
30 | The **Data Management Resources** will include resources on: data access and publishing; data standards; data documentation; and data tools and analytics.
31 |
32 | []({{ site.baseurl }}/action_items)
33 |
34 |
35 | ### CHHS Data De-Identification
36 |
37 | CHHS collects, manages and disseminates a wide range of data. As Departments classify data tables and catalog their publishable state data, they should be mindful of legal and policy restrictions on publication of certain kinds of data. The CHHS Data Subcommittee commissioned the development of Agency-wide guidelines to assist Departments in assessing data for public release.
38 |
39 | The [CHHS Data De-Identification Guidelines]({{ site.baseurl }}/resource_library#datade-id "CHHS Data De-Identification Guidelines") support CHHS governance goals to reduce inconsistency of practices across Departments, align standards used across Departments, facilitate the release of useful data to the public, promote transparency of state government, and support other CHHS initiatives, such as the [CHHS Open Data Portal](https://data.chhs.ca.gov/ "CHHS Open Data Portal"){:target="_blank"}.
40 |
41 | See the full guidelines [in the Resource Library]({{ site.baseurl }}/resource_library#datade-id "CHHS Data De-Identification Guidelines").
42 |
43 | De-Identification Considerations:
44 | 1. The CHHS Data De-Identification Guidelines are the default policy for CHHS departments. If a CHHS Department wants to customize the guidelines, it must have appropriate references to departmental processes and must file a copy of their guidelines with the Office of the Agency Information Office.
45 | 2. While most state agencies are covered by the California Information Practices Act (IPA), some are also covered by or impacted by HIPAA, the United States Health Insurance Portability and Accountability Act. Unlike the IPA, which applies to all personal information, HIPAA only applies to certain health or healthcare-related information. HIPAA requirements apply in combination with IPA requirements.
46 | 3. For Departments covered by HIPAA, de-identification must meet the HIPAA standard. The CHHS Data De-Identification Guidelines serve as a tool to make and document an expert determination consistent with the HIPAA standard.
47 |
48 | ### CHHS Data Sharing
49 |
50 | [Data sharing at CHHS]({{ site.baseurl }}/resource_library#datasharing "CHHS Data Sharing Framework") is governed by the CHHS Data Exchange Agreement. The CHHS Data Exchange Agreement is bifurcated into two parts—one master agreement with general legal boilerplate language and subordinate "Business Use Case Proposals" containing the specific business case to document each data exchange under the master agreement. The Business Use Case Proposal includes information such as data elements, intended use, etc. The master agreement, when coupled with the Business Use Case Proposal, forms the complete, standardized, legally-compliant data sharing agreement.
51 |
52 | The goals of data sharing at CHHS are to:
53 |
54 | * Establish a legal framework for data initiatives
55 | * Maximize appropriate sharing to increase positive outcomes and customer service
56 | * Ensure privacy and security protections
57 | * Reduce risk and use of duplicative resources
58 | * Standardize data use agreements among CHHS Departments and offices
59 | * Reduce contracting and data use agreement redundancies
60 | * Track activity for better understanding of common data sharing needs between CHHS departments
61 |
62 | See the CHHS Data Exchange Agreement, Business Use Case Proposal, and related data sharing materials [in the Resource Library]({{ site.baseurl }}/resource_library#datasharing "CHHS Data Sharing Framework").
63 |
64 | Data Sharing Tips:
65 | 1. The CHHS data sharing process encourages collaboration between departments. Start by requesting a meeting with the data provider to talk through your business use case. You will likely find the data provider has important insights about the data you are requesting.
66 | 2. The CHHS data sharing process requires data providers to work with the Departmental Data Coordinator in the development of a Business Use Case Proposal. Data coordinators will help programs refine Business Use Case Proposals so that they can be successful. If the two parties cannot come to agreement, the data coordinators will assist in taking the request to the Risk Management Subcommittee to help moderate the dispute.
67 | 3. The CHHS Data Exchange Agreement and associated resources govern intra-agency data sharing between CHHS departments. Considering using these resources as templates for data sharing agreements with California government agencies, local governments, and universities as well.
68 |
69 | []({{ site.baseurl }}/resource_library)
70 |
71 |
72 |
Sorry, we've misplaced that URL or it's pointing to something that doesn't exist. Head back home to try finding it again.
9 |
10 |
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/4_evaluate.md:
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1 | ---
2 | layout: page
3 | title: 4. Evaluate
4 | permalink: /evaluate/
5 | ---
6 | ## Play 04. Evaluate: outcomes & impacts
7 |
8 | This is an important play as it will help us validate outcomes and determine successes. It also will help identify lessons learned, which will grow our toolbox and provide us with better intelligence. This ultimately will allow us to generate new content and additional best practices to help other Departments across the Agency.
9 |
10 | >**“Driving towards continuous
11 | process improvement.”**
12 |
13 | **Process Evaluations** – assess the processes involved in organizing and/or implementing the project. The focus here is on evaluating organizational and project capabilities rather than results.
14 |
15 | **Impact Evaluations** – assess short term objectives, which suggest that your larger goals are being achieved. Impact evaluations are much easier to measure because they consider benefits in terms of changes in beliefs and attitudes, skills, behavior and/or policies, structures and systems.
16 |
17 | **Outcome Evaluations** – assess how effective you have been in meeting big picture goals. The difficulties associated with outcome evaluations include: attributing change to any one particular project; long periods between the project and being able to see change; and finding reliable and valid ways of gathering this type of information.
18 |
19 | 
20 |
21 | Establishing an evaluation process will ensure that the benefits anticipated by the implementation of any particular program or policy change are realized and an assessment can be made of the project’s overall success.
22 |
23 | >**What are the lessons learned?** How will you iterate on the current solution? What are the next steps?
24 |
25 | []({{ site.baseurl }}/action_items)
26 |
27 |
28 |
32 |
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/5_share.md:
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1 | ---
2 | layout: page
3 | title: 5. Share
4 | permalink: /share/
5 | ---
6 | ## Play 05. Share: progress & results
7 |
8 | It will be important to recognize that we will have successes and failures and it will be equally important to communicate our failures as much as our successes in order for us to learn from both.
9 |
10 | 
11 |
12 | **Storyboard** – Create a data story to share the results of your data project. Think about how your data analysis contributes to your Department or program missions and goals. Create or leverage a Department mailing list to get the word out.
13 |
14 | The [MIT Center for Civic Media developed a guide](https://datatherapy.org/activities/activity-finding-a-story-in-data/){:target="_blank"} for finding and creating various types of data stories: connection, comparison, change, persona, and factoid stories. [Access the "finding a story" worksheet](https://datatherapy.files.wordpress.com/2014/07/finding-a-story-worksheets-v1-1.pdf){:target="_blank"}.
15 |
16 | **Meetings and Showcases** – Don’t underestimate the power of leveraging the people network. Organize a “data showcase” for your team, or participate in one of emerging across the Agency. Use these events to build a shared understanding of data, celebrate successes, and learn from your peers.
17 |
18 | >**How do we share lessons learned and create a feedback loop?**
19 |
20 | [](https://letsgethealthy.ca.gov/)
21 |
22 | **Documentation** – The completion of an “Information Architecture Assessment” provides standard documentation about the characteristics, linkages, and dependencies of all the relevant data for each use case.
23 |
24 | There’s an opportunity to use this documentation to build a repository of Agency data assets that captures the Agency’s “Information Architecture” for the most critical and valuable Agency data assets. Consider how the creation, maintenance, and sharing of such documentation can add to a greater Agency repository of resources.
25 |
26 | []({{ site.baseurl }}/action_items)
27 |
28 | **Data Publication and Presentation** – Your Department or program may have an established visual and brand style that can provide greater credibility to your data analysis. Aspects such as color, font face, and citation format can add consistency.
29 |
30 | **Consider the Audience** – Consider the audience for the message of your data story. Is the audience the general public, a program manager, or a technician? What is their degree of data literacy?
31 |
32 | Many think of data in terms of large reports with many charts and graphs, but we can’t expect all audiences to digest long reports. It’s better to offer increasingly deeper levels of detail. For example, lead with an impactful figure or statistics to entice the reader. Then, offer a single graph or short fact sheet with more detail. You can further link the audience to a full report or interactive visualization.
33 |
34 | Use a text analyzer tool, such as [the Hemingway Editor App](http://www.hemingwayapp.com/){:target="_blank"}, to ensure your narrative is impactful, clear, and tailored for your audience. Be sure to also consider your product’s accessibility to a wide array of users.
35 |
36 | []({{ site.baseurl }}/resource_library)
37 |
38 | Check out the examples of CHHS data-driven success in the [Success Stories section]({{ site.baseurl }}/success_stories/).
39 |
40 |
41 |
45 |
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/6_action_items.md:
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1 | ---
2 | layout: page
3 | title: Action Items
4 | permalink: /action_items/
5 | ---
6 |
7 | *Adapted from the [GovLoop Big Data Playbook for Government](https://www.govloop.com/wp-content/uploads/2015/01/Big-Data-Playbook-.pdf?utm_source=Website&utm_medium=Button&utm_campaign=Guide){:target="_blank"}*
8 |
9 | #### 1. SET CLEAR AND MEASURABLE OUTCOMES
10 |
11 | Be sure that you are measuring success and thinking critically about what your success metrics will be. You must have clear and actionable goals that you want to achieve with your data project.
12 |
13 |
14 | #### 2. DEFINE YOUR OWN MEANING OF DATA
15 |
16 | Everyone is going to define data differently. Start by understanding what data means for your Department. It also will be important for you to prioritize your data. You must know which data are the highest value to your organization.
17 |
18 | #### 3. START SMALL
19 |
20 | You’re going to want to be sure to start small. Running a few pilots around data can’t hurt; this will help you get a better understanding of the lay of the land, what you can improve with data, and how you can identify the gaps.
21 |
22 | #### 4. IDENTIFY STAFF TO MANAGE DATA
23 |
24 | Every employee will need different kinds of accessibility, so make sure that your data systems maps to these needs and is not providing unauthorized access to information.
25 |
26 | #### 5. FOCUS ON EDUCATION AND TRAINING
27 |
28 | This will help staff clearly see the impact of the project and how data can improve effectiveness and efficiency. Including the Playbook in a new employee orientation could further enable staff and foster a culture of data within a Department.
29 |
30 | #### 6. EXPLORE SHARED SERVICES MODELS
31 |
32 | Don’t have access to the IT services you need? Maybe there is a shared service you can use with other Departments, or there are easier ways to get access to contemporary technologies. It’s also possible that you could iteratively re-engineer your existing IT infrastructure to gradually meet emerging needs.
33 |
34 |
35 |
39 |
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/7_resource_library.md:
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1 | ---
2 | layout: page
3 | title: Resource Library
4 | permalink: /resource_library/
5 | ---
6 |
7 |
8 | 1. [CHHS Information Strategic Plan](#strategicplan "CHHS Information Strategic Plan")
9 | 2. [CHHS Open Data Handbook](#opendatahandbook "CHHS Open Data Handbook")
10 | 3. [CHHS Data Sharing Framework](#datasharing "CHHS Data Sharing Framework")
11 | 4. [CHHS Data De-Identification Guidelines](#datade-id "CHHS Data De-Identification Guidelines")
12 | 5. [Select Public Data Resources](#publicdataresources "Select Public Data Resources")
13 | 6. [U.S. Digital Services Playbook](#USDSplaybook "U.S. Digital Services Playbook")
14 | 7. [Select Training Resources](#trainingresources "Select Training Resources")
15 | 8. [Select Technical Resources](#technicalresources "Select Technical Resources")
16 |
17 |
18 | ### 1. CHHS Information Strategic Plan
19 |
20 | [CHHS manages a diverse portfolio](http://www.chhs.ca.gov/ "CHHS.ca.gov"){:target="_blank"} of programs and technical infrastructure that requires a complex level of management, operational capabilities and vendor support to effectively meet the expectations of its clients and stakeholders. Aligning the programmatic and operational strategies of the Agency and its Departments is an immense undertaking, considering:
21 |
22 | * The scope and complexity of CHHS programs and initiatives;
23 | * The diversity of project management and technical expertise amongst Departments; and
24 | * The current state of the technology environment and the historical approach to siloed designs.
25 |
26 | The evolution of technology has provided CHHS, its Departments, local government partners and providers with a unique opportunity to transform the operational paradigm from one focused on the autonomy of individual Departments or programs to one governed in a way that maximizes benefit to the Agency as a community. This convergence of business and technology, when coordinated and managed appropriately, will better enable more client-centric services, more efficient programmatic execution and better fiscal responsibility. The Agency strives to provide a strategic direction that will evolve the manner in which stakeholders within the Agency collaborate to drive better informed investment decisions, resulting in a more effective utilization of assets and human capital. As the costs and risks of technology have grown, the necessity for a more effective approach to the management of these expensive and critical systems has become a focal point of both the state and the federal government.
27 |
28 | [Download the Strategic Plan]({{ site.baseurl }}/documents/CHHS%20Information%20Strategic%20Plan%202016.pdf "CHHS Information Strategic Plan"){:target="_blank"}
29 |
30 | [Download the Master Data Management (MDM) Strategy Addendum]({{ site.baseurl }}/documents/CHHS-Master-Data-Management-Strategy.pdf "CHHS Master Data Management Strategy"){:target="_blank"}
31 |
32 |
33 |
34 | ### 2. CHHS Open Data Handbook
35 |
36 | The CHHS Open Data Handbook provides guidelines to identify, review, prioritize, and prepare publishable CHHS data for access by the public via the [CHHS Open Data Portal](https://data.chhs.ca.gov "CHHS Open Data Portal"){:target="_blank"}—with a foundational emphasis on value, quality, data and metadata standards, and governance.
37 |
38 | The handbook focuses on general guidelines and thoughtful processes but also provides tools and resources that operationalize those processes. CHHS and its Departments and offices will use this handbook in their work as they consider various perspectives involved in governing business processes, data, and technology assets.
39 |
40 |
41 | [Access the Handbook](https://chhsdata.github.io/opendatahandbook "CHHS Open Data Handbook"){:target="_blank"}
42 |
43 |
44 |
45 | ### 3. CHHS Data Sharing Framework
46 |
47 | Data sharing at CHHS is governed by the CHHS data exchange agreement. The CHHS Data Exchange Agreement is bifurcated into two parts—one master agreement with general legal boilerplate language and subordinate "Business Use Case Proposals" containing the specific business case to document each data exchange under the master agreement. The Business Use Case Proposal includes information such as data elements, intended use, etc. The master agreement, when coupled with the Business Use Case Proposal, forms the complete, standardized, legally-compliant data sharing agreement.
48 |
49 | Contact your Department’s data coordinator for information on how to find and exchange CHHS data.
50 |
51 | Download the data sharing materials:
52 |
53 | * [CHHS Data Sharing - Process Flow]({{ site.baseurl }}/documents/datasharing/CHHS%20Data%20Sharing%20-%20Process%20Flow.pdf "CHHS Data Sharing - Process Flow"){:target="_blank"}
54 | * [CHHS Data Sharing - Legal Agreement]({{ site.baseurl }}/documents/datasharing/CHHS%20Data%20Sharing%20-%20Legal%20Agreement.pdf "CHHS Data Sharing - Legal Agreement"){:target="_blank"}
55 | * [CHHS Data Sharing - Frequently Asked Questions (FAQs)]({{ site.baseurl }}/documents/datasharing/CHHS%20Data%20Sharing%20-%20FAQs.pdf "CHHS Data Sharing - Frequently Asked Questions (FAQs)"){:target="_blank"}
56 | * [Business Use Case Proposal - Form]({{ site.baseurl }}/documents/datasharing/Business%20Use%20Case%20Proposal%20-%20Form.docx "Business Use Case Proposal - Form"){:target="_blank"}
57 | * [Business Use Case Proposal - Instructions]({{ site.baseurl }}/documents/datasharing/Business%20Use%20Case%20Proposal%20-%20Instructions.pdf "Business Use Case Proposal - Instructions"){:target="_blank"}
58 |
59 |
60 |
61 | ### 4. CHHS Data De-Identification Guidelines
62 |
63 | The CHHS Data De-Identification Guidelines describe a procedure to be used by Departments and offices in the Agency to assess data for public release. As part of the guidelines, specific actions that may be taken for each step in the procedure are described. These steps are intended to assist Departments in assuring that data is de-identified for purposes of public release that meet the requirements of the California Information Practices Act (IPA) and the Health Insurance Portability and Accountability Act (HIPAA) to prevent the disclosure of personal information.
64 |
65 | The CHHS Data De-Identification Guidelines are focused on the assessment of aggregate or summary data for purposes of de-identification and public release. Aggregate data means collective data that relates to a group or category of services or individuals. The aggregate data may be shown in table form as counts, percentages, rates, averages, or other statistical groupings.
66 |
67 | [Download the Guidelines]({{ site.baseurl }}/documents/CHHS-DDG-V1.0-092316.pdf "CHHS Data De-Identification Guidelines"){:target="_blank"}
68 |
69 |
70 |
71 | ### 5. Select Public Data Resources
72 |
73 | Public data resources are available from a number of online sources, including the federal government and non-profit organizations. Following is a partial list of select data resources that can help contribute to data projects and analyses.
74 |
75 | * [USAFacts.org](http://usafacts.org/ "USAFacts.org"){:target="_blank"} – A data-driven portrait of the American population, our government’s finances, and government’s impact on society that uses federal, state, and local data from over 70 sources.
76 | * [Healthdata.gov](https://www.healthdata.gov/ "Healthdata.gov"){:target="_blank"} – Dedicated to making high value health data more accessible to entrepreneurs, researchers, and policy makers in the hopes of better health outcomes for all.
77 | * [CIA World Fact Book](https://www.cia.gov/library/publications/the-world-factbook/ "CIA World Fact Book"){:target="_blank"} - Provides information on the history, people, government, economy, geography, communications, transportation, military, and transnational issues for 267 world entities.
78 | * [openFDA](https://open.fda.gov/ "openFDA"){:target="_blank"} – Makes it easier to get access to publicly available FDA data. FDA’s goal is to make it simple for an application, mobile device, web developer, or researcher to use data from the FDA.
79 | * [Census Reporter](https://censusreporter.org/ "Census Reporter"){:target="_blank"} – A Knight News Challenge-funded project to make it easier for journalists to write stories using information from the U.S. Census bureau. Place profiles and comparison pages provide a friendly interface for navigating data, including visualizations for a more useful first look.
80 | * [CalEnviro Screen](https://oehha.ca.gov/calenviroscreen "CalEnviro Screen"){:target="_blank"} - A mapping tool that helps identify California communities that are most affected by many sources of pollution, and where people are often especially vulnerable to pollution’s effects.
81 | * [California Healthy Places Index](https://healthyplacesindex.org/ "California Healthy Places Index"){:target="_blank"} - A tool to explore community conditions that predict life expectancy. It contains user-friendly mapping and data resources at the census tract level across California.
82 | * [CHHS Open Data Portal](https://data.chhs.ca.gov/ "CHHS Open Data Portal"){:target="_blank"} - Offers access to standardized data that can be easily retrieved, combined, downloaded, sorted, searched, analyzed, redistributed and re-used by individuals, business, researchers, journalists, developers, and government to process, trend, and innovate.
83 |
84 |
85 |
86 | ### 6. U.S. Digital Services Playbook
87 |
88 | The American people expect to interact with government through digital channels such as websites, email, and mobile applications. By building better digital services that meet the needs of the people that use our services, we can make the delivery of our policy and programs more effective.
89 |
90 | One way to advance smarter digital service delivery is by putting the right processes and practices in place to drive outcomes and accountability and allow people and companies to do their best work. [The US Digital Services (USDS)](https://www.usds.gov/ "United States Digital Service"){:target="_blank"} Playbook documents these best practices and processes.
91 |
92 | The Digital Services Playbook identifies a series of “plays” drawn from successful best practices from the private sector and government that, if followed together, will help government build effective digital services. The plays outline an approach to delivering services that increases our ability to be flexible, iterative and, most importantly, to focus on the needs of the people that use our services.
93 |
94 | [Access the Digital Services Playbook](https://playbook.cio.gov/ "U.S. Digital Services Playbook"){:target="_blank"}
95 |
96 |
97 |
98 | ### 7. Select Training Resources
99 |
100 | There are a number of training resources available from reputable governmental and non-governmental sources. Following is a partial list of select training resources that can help contribute to data projects and analyses.
101 | * [Strategies for Collecting Data, Analyzing Data, and Reporting the Results](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Strategies%20for%20Collecting%20Data,%20Analyzing%20Data,%20and%20Reporting%20the%20Results){:target="_blank"} – Data analysis is the process of describing and interpreting quantitative information. This introductory seminar will guide students through the three basic steps involved in conducting research: collecting data, analyzing data, and reporting the results. **Provided by:** CalHR
102 | * [How to Lead with Data](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=How%20to%20Lead%20with%20Data){:target="_blank"} – As government leaders, we all know that we need to do more to take advantage of the power of data to improve the communities we serve. One of the biggest challenges to realizing this goal is to understand how government leaders value data in advancing strategic priorities, optimizing operations, and building trust with their customers. **Provided by:** CalHR
103 | * [Communicating with Data](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Communicating%20with%20Data){:target="_blank"} – This course will help you present numerical data to managers, decision makers, or the general public so they can readily understand the data. You will learn concepts, conventions, and mechanics behind the effective use of tables, charts, and graphs. **Provided by:** CalHR
104 | * Microsoft Excel – Training to help you create, format, and analyze Excel data tables. **Provided by:** CalHR
105 | * [Excel Level 1](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Excel%20Level%201){:target="_blank"}
106 | * [Excel Level 2](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Excel%20Level%202){:target="_blank"} **·** [Pivot Tables, Charts, and Filters](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Excel%20Level%202%20(Pivot%20Tables,%20Charts%20and%20Filters)){:target="_blank"} **·** Formulas
107 | * [Excel Level 3](http://www.calhr.ca.gov/Training/Pages/course-description.aspx?class=Excel%20Level%203){:target="_blank"}
108 | * Tableau Business Intelligence and Analytics – Training to help your work with Tableau Desktop and other Tableau tools.
109 | * [Tableau Desktop and Web Authoring Help](https://onlinehelp.tableau.com/current/pro/desktop/en-us/default.htm){:target="_blank"}. **Provided by:** Tableau.com
110 | * [Tableau Essentials Training](https://www.lynda.com/Tableau-tutorials/Tableau-9-Essential-Training/386886-2.html){:target="_blank"}. **Provided by:** Lynda.com
111 | * [Data Visualization and Communication with Tableau](https://www.coursera.org/learn/analytics-tableau/){:target="_blank"}. **Provided by:** Coursera
112 |
113 |
114 |
115 |
116 | ### 8. Select Technical Resources
117 |
118 | There are a number of technical resources available from reputable governmental and non-governmental sources. Following is a partial list of select technical resources that can help contribute to data projects and analyses.
119 | * [databasic.io](https://databasic.io/){:target="_blank"} – A suite of easy-to-use web tools for beginners that introduce concepts of working with data. These simple tools make it easy to work with data in fun ways, so you can learn how to find great stories to tell.
120 | * [D3.js](https://d3js.org/){:target="_blank"} – Data-Driven Documents D3 is a JavaScript library for manipulating documents based on data. D3 helps you bring data to life using HTML, SVG, and CSS. D3’s emphasis on web standards gives you the full capabilities of modern browsers without tying yourself to a proprietary framework, combining powerful visualization components and a data-driven approach to DOM manipulation.
121 | * [Data Visualization Catalogue](https://datavizcatalogue.com/index.html){:target="_blank"} – A library of different information visualization types, how each method works and what it is best suited for.
122 | * [Vega](https://vega.github.io/vega/){:target="_blank"} – A visualization grammar, a declarative language for creating, saving, and sharing interactive visualization designs. With Vega, you can describe the visual appearance and interactive behavior of a visualization in a JSON format and generate web-based views using Canvas or SVG.
123 | * [Color Contrast Grid](http://contrast-grid.eightshapes.com/){:target="_blank"} – Test many foreground and background color combos for compliance with WCAG 2.0 minimum contrast.
124 |
125 |
126 |
127 |
128 |
132 |
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1 | ---
2 | layout: page
3 | title: Success Stories
4 | permalink: /success_stories/
5 | ---
6 |
7 | CHHS Data-Driven Success Stories demonstrate how we leverage data and technology to improve services to Californians and become more client centric. The stories aim to create awareness of innovative ideas and improve interdepartmental coordination by providing a platform to collaborate, share ideas, and expand CHHS’s data culture.
8 |
9 | ### Linking Records to Improve Cross-Program Experiences
10 |
11 | Former CHHS Secretary Mike Wilkening and USC researcher Emily Putnam-Hornstein discuss the Record Reconciliation Project at the 2018 Data Expo. The goal of this project is to link and organize administrative, client-level records to improve statistical analysis of CHHS clients. This CHHS-USC collaboration is helping to break down program siloes and create a more holistic view of clients and their cross-program experiences.
12 |
13 |
14 |
15 |
16 |
17 | ### Using Data Dashboards in Emergency Response
18 |
19 | Marko Mijic, Acting CHHS Deputy Secretary, explains how bringing data together, streamlining data management processes, and mapping data with a dashboard helped to support timely decision-making and response to California wildfires.
20 |
21 |
`,
271 | * or to a parent if there are multiple elements to show.
272 | */
273 |
274 | .message {
275 | margin-bottom: 1rem;
276 | padding: 1rem;
277 | color: #717171;
278 | background-color: #f9f9f9;
279 | }
280 |
281 |
282 | /*
283 | * Container
284 | *
285 | * Center the page content.
286 | */
287 |
288 | .container {
289 | max-width: 38rem;
290 | padding-left: 1rem;
291 | padding-right: 1rem;
292 | margin-left: auto;
293 | margin-right: auto;
294 | }
295 |
296 |
297 | /*
298 | * Masthead
299 | *
300 | * Super small header above the content for site name and short description.
301 | */
302 |
303 | .masthead {
304 | padding-top: 1rem;
305 | padding-bottom: 1rem;
306 | margin-bottom: 3rem;
307 | }
308 | .masthead-title {
309 | margin-top: 0;
310 | margin-bottom: 0;
311 | color: #505050;
312 | }
313 | .masthead-title a {
314 | color: #505050;
315 | }
316 | .masthead-title small {
317 | font-size: 75%;
318 | font-weight: 400;
319 | color: #c0c0c0;
320 | letter-spacing: 0;
321 | }
322 |
323 |
324 | /*
325 | * Posts and pages
326 | *
327 | * Each post is wrapped in `.post` and is used on default and post layouts. Each
328 | * page is wrapped in `.page` and is only used on the page layout.
329 | */
330 |
331 | .page,
332 | .post {
333 | margin-bottom: 4em;
334 | }
335 |
336 | /* Blog post or page title */
337 | .page-title,
338 | .post-title,
339 | .post-title a {
340 | color: #303030;
341 | }
342 | .page-title,
343 | .post-title {
344 | margin-top: 0;
345 | }
346 |
347 | /* Meta data line below post title */
348 | .post-date {
349 | display: block;
350 | margin-top: -.5rem;
351 | margin-bottom: 1rem;
352 | color: #9a9a9a;
353 | }
354 |
355 | /* Related posts */
356 | .related {
357 | padding-top: 2rem;
358 | padding-bottom: 2rem;
359 | border-top: 1px solid #eee;
360 | }
361 | .related-posts {
362 | padding-left: 0;
363 | list-style: none;
364 | }
365 | .related-posts h3 {
366 | margin-top: 0;
367 | }
368 | .related-posts li small {
369 | font-size: 75%;
370 | color: #999;
371 | }
372 | .related-posts li a:hover {
373 | color: #268bd2;
374 | text-decoration: none;
375 | }
376 | .related-posts li a:hover small {
377 | color: inherit;
378 | }
379 |
380 |
381 | /*
382 | * Pagination
383 | *
384 | * Super lightweight (HTML-wise) blog pagination. `span`s are provide for when
385 | * there are no more previous or next posts to show.
386 | */
387 |
388 | .pagination {
389 | overflow: hidden; /* clearfix */
390 | margin-left: -1rem;
391 | margin-right: -1rem;
392 | font-family: "PT Sans", Helvetica, Arial, sans-serif;
393 | color: #ccc;
394 | text-align: center;
395 | }
396 |
397 | /* Pagination items can be `span`s or `a`s */
398 | .pagination-item {
399 | display: block;
400 | padding: 1rem;
401 | border: 1px solid #eee;
402 | }
403 | .pagination-item:first-child {
404 | margin-bottom: -1px;
405 | }
406 |
407 | /* Only provide a hover state for linked pagination items */
408 | a.pagination-item:hover {
409 | background-color: #f5f5f5;
410 | }
411 |
412 | @media (min-width: 30em) {
413 | .pagination {
414 | margin: 3rem 0;
415 | }
416 | .pagination-item {
417 | float: left;
418 | width: 50%;
419 | }
420 | .pagination-item:first-child {
421 | margin-bottom: 0;
422 | border-top-left-radius: 4px;
423 | border-bottom-left-radius: 4px;
424 | }
425 | .pagination-item:last-child {
426 | margin-left: -1px;
427 | border-top-right-radius: 4px;
428 | border-bottom-right-radius: 4px;
429 | }
430 | }
431 |
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1 | ---
2 | layout: default
3 | title: Home
4 | ---
5 | 
6 |
7 | ## Five plays for your Department
8 |
9 | Here are five plays designed to help Departments utilize data to inform program and policy development. These plays can also be used to navigate CHHS Governance processes. Each section features detailed best practices.
10 |
11 | A play contains data strategies, approaches and actions a Department may use to administer programs and address policy issues.
12 |
13 | 1. Define: goals & objectives
14 | 2. Assess: tools & capabilities
15 | 3. Implement: plan & strategy
16 | 4. Evaluate: outcomes & impacts
17 | 5. Share: progress & results
18 |
19 | ## Data changes everything
20 |
21 | >Our goal is to leverage our internal data to **improve the programs and services** we deliver to our clients.
22 |
23 | The Playbook can be used by Departments to solve problems with data. It is designed to help build an organizational culture that is focused on data and data-driven decision making. Departments can leverage the various components of the Playbook as they see fit and can customize the Playbook to their needs.
24 |
25 | The Playbook serves as a hub for data-related resources available to all Departments. It is designed to be a **“living document”** that will change and adapt based on our collective experiences. Departments are encouraged to contribute to our library of resources.
26 |
27 | The Playbook is a mechanism for us to disseminate best practices and lessons learned across the Agency. It consists of numerous toolkits that will help Department staff navigate data projects and allow us to discuss data-related issues and projects with common terminology.
28 |
29 | >Organizations are often data-rich but insight-poor.
30 |
31 | The primary objective is to help Departments increase their efficiency and effectiveness–we do not want to just move data across Departments, rather we want to leverage data to improve outcomes for our clients and the effectiveness of our programs.
32 |
33 | ## Playbook users
34 |
35 | 
36 |
37 | >Use the Playbook throughout the data management lifecycle
38 |
39 | The Playbook is designed with the analyst as the primary user. It will serve as a resource and a guide to help build the necessary skillsets within the existing workforce to not only think differently about data, but to proactively utilize data to improve the programs and services delivered.
40 |
41 | These plays are designed to provide a high-level overview for Departmental leadership, managers and supervisors.
42 |
43 | The plays are intended for program and data analysts; budget analysts; procurement analysts; and policy and legislative analysts.
44 |
45 | The Departments can help us identify additional users who may benefit from the Playbook. As we build a culture of data, we hope to not only focus on existing data consumers, but expand how staff across Agency utilize data in their day-to-day work.
46 |
47 | 
48 |
49 | ## When to use the Playbook
50 |
51 | The Playbook may be used in different scenarios and for different purposes by different users.
52 |
53 | For example, the Playbook may be utilized as Departments are developing IT-related projects. This can be a tool to help Departments navigate the Agency Information Governance review and approval processes.
54 |
55 | The Playbook may be leveraged by program and budget staff in the development of Budget Change Concepts (BCCs) and Budget Change Proposals (BCPs).
56 |
57 | The Playbook may be used by program and legislative affairs staff in the development of Legislative Proposals and/or Enrolled Bill Reports (EBRs).
58 |
59 | 
60 |
61 | >Departments should leverage this Playbook as a tool with existing processes to maximize impact.
62 |
63 | ## Resources and More
64 |
65 | In addition to the five plays, the Playbook also includes action items, a resource library, and a list of CHHS Data-Driven Success Stories to help you tackle your data project. You can copy the Playbook on GitHub to make it your own and share it with your organization.
66 |
67 | - [Action Items]({{ site.baseurl }}/action_items/)
68 | - [Resource Library]({{ site.baseurl }}/resource_library/)
69 | - [Success Stories]({{ site.baseurl }}/success_stories/)
70 | - [GitHub Project](https://github.com/CHHSData/DataPlaybook)
71 |
72 |
73 | If you need help accessing any of the materials in the Playbook, please contact .
74 |
75 |
76 |