The Inaugural Cohort
The inaugural Data Labs cohort included government data and policy experts from eight states— California, Colorado, Idaho, Illinois, Ohio, Oregon, Utah, and Wisconsin.
Each state tackled a data project related to one of four economic-recovery issue areas: higher education, housing and houselessness, small business support, and workforce support. Projects ranged from new initiatives to existing projects.
cross-state themes
Although every state and every project is different, there were key commonalities across all states participating in the Data Labs program. Many of those takeaways have been folded into this playbook, but here are some trends we noticed:
States recognize that data represents people, and they look for opportunities to amplify their data efforts.
From the beginning, it was clear that the individuals participating in Data Labs chose a career of public service to make things better for people. They understand that data can be a powerful tool for understanding issues and the people impacted by them, as well as building solutions. It’s not always easy to communicate the connection between in-depth analysis and the people behind those data points. While Data Labs states didn’t doubt the value of their work or their ability to make an impact, getting buy-in and effectively communicating the credibility of their efforts is an ongoing challenge.
Every project team is unique, with different sizes, levels of data maturity, and bureaucracy challenges.
Data Labs states varied on many dimensions. Teams ranged from 1-12 core members. Some states engaged their Chief Data Officers (CDOs) as active team members, others in more of a passive advisory capacity, and some states did not have a CDO at all. Additionally, states faced a variety of bureaucracy challenges that often led to low team morale and stagnating projects, including complicated political dynamics, capacity constraints, or isolated teams.
Data projects can take on a variety of shapes and sizes, and they evolve over time.
Every Data Labs project was different, and most projects changed as the teams scoped their problems, tested potential solutions, and engaged stakeholders. A few projects didn’t change much, while others evolved in significant ways, either because the initial problem scope was too large, or because the initial solution was unfeasible.
state stories
Our Storyteller-in-Residence spoke to three states about what brought them to Data Labs. Here's what they had to say.
state projects
Each state tackled a data project in one of four issue areas: higher education, housing and houselessness, small business support, and workforce support. While we selected those themes because they are so critical to economic recovery from COVID-19, they are common high-priority issue areas across states in more stable times as well. Projects ranged from new initiatives to existing projects. Click on each state to learn more about their team, the problem they were solving, and the approach they employed.
higher education
Identify industry gaps and adapt higher education opportunities to improve pathways into high demand jobs
oregon
team
Director, Oregon Longitudinal Data Collaborative - Higher Education Coordinating Commission
Business Analyst, Oregon Longitudinal Data Collaborative - Higher Education Coordinating Commission
Research Analyst, Oregon Longitudinal Data Collaborative - Higher Education Coordinating Commission
Office of Research and Data Research Director - Higher Education Coordinating Commission
Chief Data Officer - Enterprise Information Services
Labor Market Information Director - Oregon Employment Department
Performance Reporting Information System Coordinator - Oregon Employment Department
the problem
Oregon is relatively young in its performance management and cross-agency data collaboration efforts. In 2019, Oregon launched the statewide longitudinal data system (SLDS), which produced its first reports in 2021. Oregon’s Longitudinal Data Collaborative (OLDC) utilized SLDS data to produce its 2021-2022 research agenda, which evaluated educational programs, workforce attainment, and attraction and retention of graduates in the workforce.
the APPROACH
By working with the Data Labs program, Oregon developed a research brief to disseminate to state policymakers and impacted parties. In particular, Oregon’s research focused on the healthcare industry, a priority highlighted in Governor Kate Brown’s new $200 million workforce spending plan proposal. The research brief mapped how post-secondary education offerings addressed workforce gaps across the state, and provided recommendations for improving educational pathways to the healthcare industry.
utah
team
State Data Coordinator, Government Operations and Technology Services
the problem
Utah is one of the fastest growing states in the country. As out-of-state tech companies relocate to Utah’s emerging Silicon Slopes, bringing many high-wage, high-skilled jobs, the skills gap for IT jobs continues to widen as emerging technologies rapidly outpace worker skills.
the APPROACH
By working with the Data Labs program, Utah developed a playbook that outlines how to scrape IT job descriptions from major local companies’ websites to identify the most in-demand, real-time software skills needed to best align Utah’s rapidly changing workforce and employer needs.
housing + houselessness
Targeted outreach to increase rental assistance applications to alleviate growing houselessness and evictions
California
team
UX Researcher, California Office of Digital Innovation
Data Strategist, California Office of Digital Innovation
Deputy Director, Communications and Insights, California Office of Digital Innovation
Insights Product Lead, California Office of Digital Innovation
the problem
California has the largest population of people experiencing houselessness in the country, and the COVID-19 pandemic has only exacerbated the crisis. Created in 2018, the California Office of Digital Innovation (ODI) was tasked with utilizing third-party data to capture renters’ and landlords’ experiences and get a better understanding of the housing crisis in the state. In doing so, they identified an opportunity to not simply rely on third-party data but to cultivate a culture of leveraging first-party data generated from internal touchpoints.
the APPROACH
By working with the Data Labs program, California developed a pitch deck to help launch "first-party" data projects with key agencies internally. Ultimately, the team wants to help other agencies leverage the data they have immediate access to through their existing touchpoints to create more responsive services.
colorado
team
Lead Analyst, Department of Housing
Program Performance Analyst, Department of Housing
Director, Department of Housing
Data Analyst, Governor’s Office of Operations
Operations Advisor, Governor’s Office of Operations
CDO, Office of Information Technology
Operations Advisor, Governor’s Office of Operations
Program Analyst, Department of Local Affairs
Director of Data Integration & Analytics, Colorado Evaluation and Action Lab
the problem
The Division of Housing funds rental assistance for nearly 1,200 permanent supportive housing units throughout the state. Despite the effectiveness and permanent nature of this assistance, there is a small but significant number of participants who exit the program. There was little data on why individuals exited the program and what their outcomes were post-exit.
Additionally, there are direct links between the zip code in which an individual lives and their health, life expectancy, and economic mobility. Colorado also aims to understand the economic cost of situating affordable housing projects in zip codes with lower opportunity scores, defined as areas with lower employment, health, and educational outcomes.
the APPROACH
By working with the Data Labs program, Colorado participants developed a presentation document and project scope for their leadership team that outlines a plan for collecting, standardizing, and merging data related to zoning, affordable housing site selection, and supportive housing exit outcomes.
small business support
Enhance support for struggling and/or new small businesses
illinois
team
Data Analyst, Central Management Services
Data Analytics Manager, Central Management Services
Chief of Staff, Central Management Services
Deputy Director of Project Management, Central Management Services
Compliance Manager, Central Management Services
Director of Budgeting for Results, Governor's Office of Management and Budget
the problem
The COVID-19 pandemic has dramatically increased the challenges that small and/or minority-owned businesses face in Illinois. Introduced in 2021, Senate Bill 1608 restructured how the state oversaw minority procurement by creating a new agency and council to oversee the process.
To understand minority procurement, data is required from numerous fragmented agencies and extensive manual cleaning is necessary to transform the raw data into a usable form. These issues make it extremely difficult to identify areas for improvement and communicate minority procurement goals to the public and legislature.
the APPROACH
By working with the Data Labs program, Illinois developed a data governance strategy for cleaning and contextualizing datasets, and designed an initial concept of a dashboard that explains the data and invites questions for future analysis.
workforce support
Integrate workforce/social programs data to help job seekers
idaho
team
Executive Director, Idaho Workforce Development Council
Program Manager, Workforce Services Division, Idaho Department of Labor
Executive Director, Workforce Development Council
Deputy Director, Idaho Department of Labor
One-Stop Operator, Idaho Department of Labor
Administrator, Idaho Division of Vocational Rehabilitation
Administrator, Idaho Commission for the Blind and Visually Impaired
Deputy Administrator of Welfare, Idaho Division of Health & Welfare
Director of Program Services, Idaho Division of Career Technical Education
Program Specialist, Idaho Commission on Aging – Senior Community Service Employment Program
Employment + Training Director, Community Council of Idaho
Program Supervisor, Idaho Commission for Libraries
the problem
Idaho has a large geographic footprint and a small population, resulting in limited federal funding to support its workforce system. The cost of delivering services is high due to the rurality and remoteness of the individuals who need the most support.
the APPROACH
By working with the Data Labs program, Idaho developed a presentation to leadership proposing a data system and common application form to seamlessly enable co-enrollment for multiple safety net benefits.
Based on the Mississippi Common Intake Form and Data Hub, this project leverages an integrated data system (IDS) to consolidate case management data and support Idaho’s workforce system. The IDS will not only help agency employees make more comprehensive referrals and connect people to the benefits they need, but it will also help streamline the process for eligible people seeking support, ensuring they have access to the programs and benefits available to them.
ohio
team
Director, Ohio Office of Budget and Management
Assistant Director, Ohio Office of Budgement and Management
Fiscal Research Supervisor, Ohio Office of Budget and Management
Fiscal Research Analyst, Ohio Office of Budget and Management
Deputy Director, InnovateOhio Platform, Office of Information Technology, Ohio Department of Administrative Services
Engagement Lead, Data Analytics, Office of Information Technology, Ohio Department of Administrative Services
Assistant Policy Director, Ohio Governor’s Office
Deputy Director, Ohio Governor’s Office of Workforce Transformation
Director, Project Management, Ohio Governor’s Office of Workforce Transformation
the problem
Ohio’s unemployment rate increased dramatically during the COVID-19 pandemic, rising from 4.5 to 16.4 percent in April 2020. Ohio sought to measure the return on investment (ROI) of its workforce programs in order to diversify the labor force into the agile, resilient workforce of tomorrow by providing in-demand, quality jobs to the state and training workers to meet the needs of employers.
the APPROACH
By working with the Data Labs program, Ohio created a taxonomy for classifying workforce programs and a project plan for developing a comprehensive inventory of workforce programs being offered by the state. This will set the stage for more meaningful analysis on program ROI.
wisconsin
team
Program Performance, Wisconsin Department of Workforce Development
Project Manager and Business Analyst, Wisconsin Department of Workforce Development
Division of Employment and Training Administrator, Executive Sponsor, Wisconsin Department of Workforce Development
Chief Evaluation Officer, Workforce Data Integration System, Wisconsin Department of Workforce Development
Data Integration Governance Manager; Chief/Enterprise Data Steward, Wisconsin Department of Workforce Development
Policy & Communications Manager and Director, Worker Connection Program, Wisconsin Department of Workforce Development
Research Analyst - Advanced, Worker Connection Program, Wisconsin Department of Workforce Development
Principal Investigator, Worker Connection Program
Coordinator, Worker Connection Program , Wisconsin Department of Workforce Development
Career Navigator Supervisor, Worker Connection Program, Wisconsin Department of Workforce Development
Program Specialist, Worker Connection Program, Wisconsin Department of Workforce Development
the problem
In Wisconsin, there are numerous unfilled job vacancies resulting from the COVID-19 pandemic, as well as job seekers struggling to find a good match for employment. In addition to supporting job seekers through the Worker Connection Program, Wisconsin sought to track and measure the progress and success of this program.
the solution
By working with the Data Labs program, Wisconsin developed an evaluation plan to measure the efficacy of the Worker Connection Program, a new statewide initiative which utilizes actionable data products to address unfilled job vacancies in communities and the difficulty in finding good job matches.
About the Beeck Center for Social Impact + Innovation
The Beeck Center for Social Impact + Innovation at Georgetown University brings together students, expert practitioners, and extended networks to work on projects that solve societal challenges using data, design, technology, and policy. Our projects test new ways for public and private institutions to leverage data and analytics, digital technologies, and service design to help more people.
About the national governors association
The National Governors Association is the voice of the leaders of 55 states, territories, and commonwealths and supports governors in their work to develop innovative solutions to today’s problems. Through the NGA Center for Best Practices, governors work with policy teams to identify priority issues and deal with matters of public policy and governance at the state, national, and global levels.