March 27, 2026
Inside CDT’s Workforce Development Strategy to Build the Future of Government
Why it Matters: A strong learning workforce that continues to learn and improve is key to keeping up with rapidly evolving technology to deliver the digital services residents have come to expect. By pushing the boundaries on training and leadership, CDT is helping teams work more effectively, rely less on outside contractors, and deliver even more for Californians.
SACRAMENTO, Calif. – Government technology is evolving at a blistering pace. Residents expect their government’s digital services to evolve just as fast.
The question is whether the government technology workforce can move as fast or faster.
At the California Department of Technology (CDT), that’s not a theoretical discussion. It’s something CDT works on continuously through its Office of Professional Development (OPD). OPD leads the state’s technology workforce training and leadership efforts.
At the state’s scale, that’s no small task. California’s statewide IT workforce is comprised of over 14,000 state employees—a large, diverse community of professionals who are being asked to adapt, upskill, and lead through constant change.
Now imagine something different.
A workforce that’s always learning, staying ahead instead of falling behind. Leaders who are developed intentionally, not accidentally, and teams that do more than adopt new technology—they help shape how government can use it.
That’s the vision behind CDT’s Workforce Development strategy: a comprehensive approach to building capability across the entire state enterprise.
To get there, CDT has built out a robust learning ecosystem, giving employees access to:
- Instructor-led courses
- Self-paced learning through online Premier Advantage California eLearning (PACe)
- Leadership academies and boot camps
- Specialized training for both technical and non-technical roles
CDT’s goal is simple—meet people where they are. Whether someone is new to IT or already leading major tech programs, there are ways to build skills in multiple areas.
Not all that long ago, training opportunities were not always consistent or easy to access across departments. Today, thousands of employees can access learning on demand, participate in live and hybrid training, and immediately apply new skills in their day-to-day work.
It doesn’t stop there. CDT also provides tools and frameworks so departments can build their own training strategies—helping scale this work across the state to find the right fit for any state entity.
Technology doesn’t transform anything—people do. That’s why leadership development is such a big part of this effort.
“Technology is moving fast—but what’s most exciting is how fast the state workforce is embracing new technologies,” said State CIO and CDT Director Liana Bailey-Crimmins. “We’re giving our workforce the support and skills to grow and apply what they learn right away. That’s where the real impact is. That’s when you know it’s working.”
CDT’s leadership academies are a cornerstone of this effort. They include the Project Management Leadership Academy (PMLA), the Information Security Leadership Academy (ISLA), and the Information Technology Leadership Academy (ITLA)—CDT’s flagship academy, which has been developing public sector leaders for more than 30 years.
For those unable to commit to longer programs, shorter options like the Emerging IT Leaders Boot Camp and Cybersecurity Boot Camp deliver focused, high-impact training. This fall, CDT will also launch its first Generative AI Boot Camp, to prepare technologists for what’s coming next.
This is where things really start to scale. In Fiscal Year 2024–25, CDT’s Office of Professional Development delivered 16 Generative AI trainings—11 in-person, and 338 e-subscription and virtual offerings.
Those efforts reached over 100 state departments and local governments, totaling 1,105 participants. That level of participation shows a workforce actively leaning into change.
The training goes beyond the basics. It covers five key areas:
- Security
- Data
- Engineering and development
- Project management
- Design
Employees gain technical skills, and an understanding of risk, governance, and ethical considerations tied to AI.
One of the biggest strengths of this approach is accessibility.
Through PACe, employees can learn on their own time, at a low cost, and at their own pace.ww That flexibility makes it easier for people across the state to keep building skills without stepping away from their day jobs.
CDT is also focused on strengthening the workforce pipeline.
In partnership with other departments during the FY 2024-25, it supported six recruitment and job fairs, attracting more than 5,000 participants—a strong signal of interest in public service technology careers.
All of this ties back to something bigger: Envision 2026.
CDT’s Workforce Development aligns closely with Envision 2026, the state’s broader technology strategy. A strong workforce isn’t just a nice-to-have—it’s fundamental.
By investing in training and leadership development, CDT will reduce reliance on external contractors, improve project outcomes, as well as the overall efficiency of government operations. Workforce development is not treated as a standalone function, but as a component of digital transformation and service delivery.
Few states are operating at this scale, especially with this level of coordination across departments. This work sits at the core of how California is modernizing government services.
The next step is embedding these capabilities even deeper into everyday work. That will make learning inseparable from the job, so it becomes part of how government operates.
With continued investment in training, leadership, and emerging technologies, the state is building a workforce ready to meet today’s challenges. Even better, it’s a workforce that will be even more prepared to lead California into the future.