Deputy Assessor - Chief Data Officer

Total Page:16

File Type:pdf, Size:1020Kb

Deputy Assessor - Chief Data Officer DEPUTY ASSESSOR - CHIEF DATA OFFICER Department: Data & Modeling Job Code: 7724 Grade: 24 Shakman Status: Exempt FLSA Status: Exempt Job Summary Reporting directly to the Chief Deputy Assessor, the Deputy Assessor - Chief Data Officer (CDO) supervises, directs, plans and is responsible for the Data & Modeling Department. The CDO’s duties include direct oversight of the Department staff’s work performance, including the activities of the Data Scientists and Modelers, addressing and resolving staff concerns and questions, issuing performance evaluations and initiating disciplinary action, and ensuring the Data & Modeling Department provides good customer service. In addition, the CDO is responsible for maximizing the value of enterprise data and ensuring the Cook County Assessor’s Office (CCAO) has the right data in the right format to support its mission. The CDO is responsible for managing all aspects of the CCAO’s data efforts, which include its open data and advanced analytics programs, as well as database administration and business intelligence. Essential Job Duties General • Oversees and directs the management, staffing, supervision, and daily operations of the Data & Modeling Department. • Develop data policies and procedures designed to improve assessment methodologies. • Works with other Cook County offices on data initiatives in support of the property tax cycle. • Conducts performance evaluations of Data & Modeling Department employees. • Consults with the Chief Deputy Assessor, Chief Legal Officer, and other Deputies within the CCAO as required. • Ensures staff productivity and development, promotes good morale, and establishes performance measures of reporting staff. • Assures that activities and results are consistent with CCAO’s mission, goals, and objectives. • Administers CCAO policy and procedures and ensures that staff are adequately trained to perform their essential job duties. • Works to standardize and promote the use of data and analytics in support of property tax assessment. • Works with Assessor and Chief Deputy Assessor to create a culture that manages data as an enterprise asset. • Explores opportunities to gather or create new data valuable to the public. 1 • Works with the Director of Training and Continuous Improvement to conduct training for CCAO staff in relevant data collection techniques (and related topics), including creating and updating training curriculum and materials. Cook County Open Data Portal and Tyler Technologies • Works with the Bureau of Technology (BOT) to publish CCAO data, ensure that data remains up-to-date, and that new data is added to the portal and is accurate, available, and accessible. • Works with BOT and IT vendors to implement contracts for data modernization initiatives. • Works with the Deputy Assessor - Chief Information Officer (CIO) and BOT to develop contract provisions to promote open data policies in technology-related procurements. • Collaborates with and/or advises external parties, including organizations, civic data groups, and residents, around projects that further the CCAO’s data goals or inquiries that promote the advancement of open data use. Data Science • Builds and maintain a complex code base that performs a wide range of production and analytics tasks. • Manages complex engagements and interface with CCAO staff to deliver data science projects that provide improvements to CCAO efficiency, transparency, and fairness, • Manages data collection, data mining, cross-channel data integration, predictive analytics, reporting, dashboards, and data visualization. • Develops strategies to identify and pursue opportunities to use data science within the CCAO and County to improve services provided by the Office. • Collaborates and develops relationships with external parties, such as academic researchers, pro bono consultants, and university students to help develop new projects. Business Intelligence • Leverages data to develop performance indicators for critical internal CCAO processes. • Leverages data to improve CCAO communications with the public, elected officials, and outside stakeholders. Database Administration • Operates across organizational and computing "silos" to drive common approaches and expose information assets and processes across the enterprise. • Works with the CIO, architecture, database administrators, leadership, and County departments to evaluate and select appropriate database technologies and platforms. • Oversees existing databases, including backups. The duties described above are not set forth for purposes of limiting the assignment of work. They are not to be construed as a complete description of the many duties normally to be performed under a job title or those to be performed temporarily outside an employee’s normal line of work. 2 Minimum Qualifications • Graduation from an accredited college or university with a bachelor’s degree or master’s degree in data science, computer science, information science, mathematics, economics, or related field. • Five (5) years of full-time work experience leading data science, data engineering, technical, or operational teams. Preferred Qualifications • Master’s degree in data science, computer science, information science, mathematics, economics, or related field. • Experience in legal and regulatory areas. Knowledge, Skills, and Abilities • Knowledge of CCAO’s operations, function, procedures, activities and the property tax system, or the ability to quickly gain such knowledge. • Knowledge of and ability to consistently interpret and apply CCAO policies, procedures, practices and guidelines or the ability to gain such knowledge. • Strong knowledge of system analysis, computer programming and computer operations. • Competency in the following foundational concepts: o Programming in R, SQL, Python or other similar procedural languages. o Differentiating data sources o Exploring data visually o Mapping data, particularly using geographic information systems (GIS) o Building a data schema o Linking datasets • Knowledge of current computer and electronic data processing systems and technology solutions to business problems. • Advanced mathematical skills and knowledge of probability and statistics. • Familiarity with federal, state, or local government operations. • Knowledge of strategic technology planning and execution, and policy development and maintenance. • Ability to lead complex, multidisciplinary talent teams in new endeavors and delivering solutions. • Ability to describe business use cases/outcomes, data sources and management concepts, and analytical approaches/options. • Ability to translate among the languages used by executive, business, IT and quant stakeholders. • Excellent oral and written communication skills, including the ability to explain digital concepts and technologies to business leaders, as well as business concepts to technologists. 3 • Excellent business acumen and interpersonal skills; able to work across business lines at senior levels to influence and effect change to achieve common goals. • Outstanding analytical and problem-solving abilities. • Ability to develop and make presentations to a diverse audience. • Ability to resolve specific problems in accordance with management objectives. • Ability to meet CCAO and Departmental deadlines, production goals, and effectively utilize time with limited oversight. • Ability to work with others and excellent interpersonal skills in dealing with elected officials, the public, co-workers, and staff. • Ability to lead and cooperate on specific projects related to the functions of the Department. • Working knowledge of CCAO Employment Plan, Employee Handbook, and any applicable collective bargaining agreement(s). • Must be computer literate, with skill and efficiency in entering and retrieving data, and possess the ability to utilize CCAO systems and databases. Physical Requirements • Visual acuity to review and edit written communications for long periods of time. • Walking between offices and buildings may be required. • Repetitive use of hands to handle and/or operate standard office equipment. • Regular use of a telephone to communicate. COOK COUNTY ASSESSOR’S OFFICE IS AN EQUAL OPPORTUNITY EMPLOYER Last modified: January 15, 2019 4 .
Recommended publications
  • The Evolving Role of the Chief Data Officer in Financial Services
    The evolving role of the chief data officer in financial services: From marshal and steward to business strategist The evolving role of the chief data officer in financial services | From marshal and steward to business strategist The evolving role of the chief data officer in financial services: From marshal and steward to business strategist Over the past few years, financial institutions core businesses, products, customers, and (FIs) have increasingly come to recognize supporting data infrastructure’s capabilities that their data assets represent highly and needs. strategic sources of insight and leverage for a wide array of business functions, More recently, the CDO’s job description–for including risk management, regulatory the most progressive organizations–has compliance, sales and marketing, product evolved from its initial focus on data asset development, and operational performance, gathering, governance, and stewardship among others. To realize this embedded to proactive business enablement, with value, however, organizations need to many institutions even marrying the CDO proactively and effectively manage their and chief analytics officer (CAO) roles into a information assets at the enterprise level. In single senior-level position. This is especially response, they have been appointing chief true for organizations that aggressively data officers (CDOs) to provide required seek to leverage data science and advanced strategic guidance and execution support, analytical modelling to generate new insights and also to assure access to and the into the markets and customers they serve, quality of critical data. In addition, CDOs the products they build and price, the risks will undoubtedly play a strategic role in they assume or pass on, and the means by helping FIs adapt and transform their data which they operate the business to benefit ecosystems in response to rapid technology stakeholders.
    [Show full text]
  • The Chief Data Officer in Government a CDO Playbook
    The Chief Data Officer in Government A CDO Playbook A report from the Deloitte Center for Government Insights The Chief Data Officer in Government About the Deloitte Center for Government Insights The Deloitte Center for Government Insights shares inspiring stories of government innovation, looking at what’s behind the adoption of new technologies and management practices. We produce cutting-edge research that guides public officials without burying them in jargon and minutiae, crystalizing essential insights in an easy-to-absorb format. Through research, forums, and immersive workshops, our goal is to provide public officials, policy professionals, and members of the media with fresh insights that advance an understanding of what is possible in government transformation. About the Beeck Center for Social Impact + Innovation The Beeck Center for Social Impact + Innovation at Georgetown University engages global leaders to drive social change at scale. Through our research, education, and convenings, we provide innovative tools that leverage the power of capital, data, technology, and policy to improve lives. We embrace a cross-disciplinary approach to building solutions at scale. Deloitte Consulting LLP’s Technology Consulting practice is dedicated to helping our clients build tomorrow by solving today’s complex business problems involving strategy, procurement, design, delivery, and assurance of technology solutions. Our service areas include analytics and informa- tion management, delivery, cyber risk services, and technical strategy
    [Show full text]
  • 2020 Proxy Statement
    2020 Proxy Statement Dear Fellow Owner: Welcome to Truist! We are inviting you to attend the Annual Meeting of Shareholders of Truist Financial Corporation at 11:00 a.m. (EDT) on Tuesday, April 28, 2020. This year’s meeting will be held at the Belk Theater at the Blumenthal Performing Arts Center, 130 N. Tryon Street, Charlotte, North Carolina 28202. Shareholders as of the record date of February 21, 2020 are invited to attend. Last year, we made banking history by combining two forward-looking and like-minded companies – BB&T and SunTrust – to create Truist, a premier financial institution driven by a strong shared culture to accelerate our relentless pursuit of innovation. Now, we have an incredible opportunity to fulfill the Truist purpose to inspire and build better lives and communities. Our merger of equals created the nation’s sixth largest commercial bank, serving 10 million consumer households and a full range of business clients in many of the nation’s highest growth markets. Truist will chart a new course in our industry as we seamlessly blend a high level of personal touch with cutting-edge technology to build a higher level of trust with our clients. We are truly better together. We wanted to take this opportunity to thank President and Chief Operating Officer William H. Rogers, Jr. (“Bill”) for the extraordinary opportunity he has helped create for our shareholders, teammates and communities. As SunTrust’s CEO, Bill’s vision and leadership was essential to build the foundation for successfully bringing together the two great heritages of BB&T and SunTrust.
    [Show full text]
  • Mobilizing Your C-Suite for Big Data Analytics
    14 Jacopo Rosati Mobilizing your C-suite for big data analytics Leadership-capacity constraints are undermining many companies’ efforts. New management structures, roles, and divisions of labor can all be part of the solution. Brad Brown, Over the past 30 years, most companies entirely new businesses puts new demands David Court, and have added new C-level roles in response on companies—requiring not only new talent Paul Willmott to changing business environments. The and investments in information infrastructure CFO role, which didn’t exist at a majority of but also significant changes in mind-sets and companies in the mid-1980s, rose to promi- frontline training.2 It’s becoming apparent nence as pressures for value management that without extra executive horsepower, and more transparent investor relations stoking the momentum of data analytics gained traction.1 Adding a chief marketing will be difficult for many organizations. officer (CMO) became crucial as new channels and media raised the complexity of brand Because the new horizons available to 1 For more on the rise of the building and customer engagement. Chief companies typically span a wide range of CFO role, see Dirk Zorn, “Here a chief, there a chief: strategy officers (CSOs) joined top teams to functions, including marketing, risk, and The rise of the CFO in the American firm,” American help companies address increasingly complex operations, the C-suite can evolve in a variety Sociological Review, 2004, and fast-changing global markets. of ways. In some cases, the solution will be to Volume 69, Number 3, pp. 345–64. enhance the mandate of the chief information, 2 Dominic Barton and David Today, the power of data and analytics is marketing, strategy, or risk officer.
    [Show full text]
  • Top 50 Data and Analytics Professionals – Usa and Canada
    TOP 50 DATA AND ANALYTICS PROFESSIONALS – USA AND CANADA coriniumintelligence.com INTRODUCTION Corinium Global Intelligence is proud to unveil their first compilation of the 50 leaders in data and analytics across the USA and Canada, which aims to showcase the movers and shakers in the industry who are driving innovation and commerciality for data and analytics in these two countries. This prestigious list of those within the data and analytics industry in the USA and Canada celebrates data and analytics leadership, excellence and showcases some of the insightful and exciting ways that data and analytics is being been utilized by these professionals in organisations across the globe. All aspects of data and analytics have been recognised from the leaders who make the most of up to the minute technology, to the end-users who deploy it and the consultants who plan and implement ground breaking projects that deliver real results. Our Top 50 Data and Analytics Professionals appear in no particular order and are not ranked in order of achievement. Corinium Global Intelligence 2 Top 50 Data and Analytics Professionals TOP DATA AND ANALYTICS 50 PROFESSIONALS Inderpal Bhandari Global Chief Data Officer, IBM www.ibm.com @valuefromdata 571 connections Published Articles: (click to read full article) PR Newswire KD Nuggets Bloomberg Infoworld Information Management nderpal Bhandari recently rejoined IBM as Global the company’s data and its readiness to respond Chief Data Officer. In this newly created role, he to emerging market trends. Prior to that, he Iwill leverage his extensive experience to lead the founded Virtual Gold, growing the company into development of IBM’s data strategy.
    [Show full text]
  • MSPB Data Governance Body Charter
    U.S. Merit System Protection Board Data Governance Body Charter April 21, 2020 Mission: The Merit Systems Protection Board’s (MSPB) Data Governance Body (DGB) provides executive leadership and oversight for the development and implementation of the policies and processes which govern the collection or creation, management, use, and disclosure of MSPB data. Authority: MSPB’s DGB fulfills the requirements of the Federal Data Strategy, and the Foundations of Evidenced-based Policymaking Act.1 Guiding Principle: MSPB’s DGB will ensure intra-agency data transparency to promote the efficient and appropriate use of, and investment in, agency data resources, which includes adjudication, studies, finances, information technology, etc. Data transparency includes: . Openness: Promoting and facilitating the open sharing of knowledge about MSPB data, including an understanding how and where agency data are collected or created, stored, managed, and made available for analysis. Communication: Promoting partnerships across the MSPB enterprise to eliminate duplication of effort, stove-piping, and one-off solution designs, in favor of data definitions, clear processes and procedures regarding data, and consistency of use internally and externally. Accountability: Ensuring agency-wide and individual compliance with approved data management principles, policies, and procedures. Understanding the objectives of current and future strategic or programmatic initiatives and how they impact, and are affected by, existing data management principles and policies as well as current privacy and security protocols. Core Responsibilities: . Oversight and Decision-making The DGB provides a forum for executive oversight and approval of MSPB’s data management strategies and practices. Data management principles and policies endorsed by the DGB apply to all phases of the data lifecycle (including its collection or creation, integration, storage, validation and verification, analysis, dissemination, and destruction) and to all MSPB offices.
    [Show full text]
  • NASA Data Governance Board Charter
    NASA Data Governance Board Charter 3/26/2020 Revision 1.1 i NASA Data Governance Board Charter Approval Authority Concurrence: ____________________________________ _________________ Ronald Thompson Date Chief Data Officer Associate Chief Information Officer ____________________________________ _________________ Jeffrey M. Seaton Date Deputy Chief Information Officer Approval: _____________________________________ _________________ Renee P. Wynn Date Chief Information Officer Effective: 14 January 2020 Revision #: 1.0 Revision History Revision # Status Date Description Author/Editor 0.1 Draft 10/01/2019 First Draft Ron Thompson/John Sprague 0.2 Draft 10/07/2019 Initial Edits from APMO Stephanie Stilson 0.3 Draft 10/18/2019 Further Edits John Sprague ii 0.4/0.5 Draft 11/07/2019 Edits due to stakeholder John 11/29/2019 review Sprague/Prentice Washington 1.0 Final 1/14/2020 Minor changes, approved John Sprague by CIO Leadership Team 1.1 Draft 3/26/20 Membership Changes Ron Thompson/Benjamin Reist TABLE OF CONTENTS PURPOSE ....................................................................................................................... 1 APPLICABILITY/SCOPE ................................................................................................ 1 AUTHORITY ................................................................................................................... 1 GOVERNING COUNCIL AFFILIATION .......................................................................... 2 FUNCTIONS ..................................................................................................................
    [Show full text]
  • 8D Randy Bean Presentation
    MIT Chief Data Officer and Information Quality Summit 2016 Perspectives on Evolution of the Chief Data Officer Role: Panel Discussion July 14 | Cambridge, MA www.newvantage.com Boston | New York | San Francisco | Austin | Charlotte Perspectives on Evolution of the CDO Role Chair Randy Bean Founder and CEO | NewVantage Partners | Contributing Columnist | Forbes | Wall Street Journal Panelists John Bottega Senior Advisor – Chief Data Officer Forum | Former Chief Data Officer | Bank of America | CitiGroup Gene Leganza Vice President | Research Director | Forrester Research Mark Ramsey Chief Data Officer | GlaxoSmithKline Richard Wendell President | International Society of Chief Data Officers Boston | New York | San Francisco | Austin | Charlotte 2 2016 Big Data Executive Survey | Participating Companies Financial Services | Insurance AIG Freddie Mac Regions Bank AllState GE Capital Standard & Poors American Express The Hartford State Street Bank of America JP Morgan Chase TD Ameritrade Capital One Lincoln Financial Travelers Charles Schwab MasterCard UBS Cigna MetLife US Bank CitiGroup Moody’s Wells Fargo Citizens Bank Morgan Stanley Fidelity Investments Nationwide Health Care | Life Sciences Alkermes GlaxoSmithKline Johnson & Johnson Astellas Harvard Medical School Unites Healthcare CVS Health Executive Participation Breakdown by Role Industry Representation C-Ex ecutiv es 35.9% Chief Data Officer 50.0% Financial services 73.2% Head of Big Data 28.6% President | CEO 20.0% Life sciences 17.9% Head of A naly tic s 12.5% Chief Information
    [Show full text]
  • Big Data Everywhere, and No SQL in Sight Editorial: from SIGKDD Chairman Usama M
    Big Data Everywhere, and No SQL in Sight Editorial: from SIGKDD Chairman Usama M. Fayyad Chairman, SIGKDD Executive Committee Executive Chairman, Oasis500 – www.oasis500.com Chairman & CTO, Blue Kangaroo (ChoozOn Corp) [email protected] ABSTRACT traditional data storage and management state-of-the-art. Usually these limits are tested on 3 major fronts: the 3-V’s: Volume, As founding editor-in-chief of this publication, I used to Velocity, and Variety. I like to talk about the 4-V’s of data systematically address our readers via regular editorials. In mining, where the 4th V stands for Value: delivering insights and discussions with the current Editor-in-Chief, Bart Goethals, we business value from the data. More on this topic in a future decided that it may be a good idea to restore the regular editorial Editorial. For now, I would like to focus on some of the section from me as SIGKDD Chairman/director. So this is a first opportunities and threats arising from this developing situation. in what hopefully will be a regularly occurring event. This Editorial contribution discusses the issues facing the fields of data 2. BREAKDOWN IN THE RELATIONAL mining and knowledge discovery, including challenges, threats DATABASE WORLD and opportunities. In this Editorial we focus on the emerging area While most relational database researchers and practitioners are of BigData and the concerns that we are not contributing at the still living in denial about what is going on, what I am witnessing level we should to this important field. We believe we have a is nothing short of a major breakdown.
    [Show full text]
  • Data Strategy of the Secretary-General for Action by Everyone, Everywhere with Insight, Impact and Integrity
    EXTERNAL VERSION 9.1 (MAY 2020) Data Strategy of the Secretary-General for Action by Everyone, Everywhere with Insight, Impact and Integrity 2020-22 DECADE OF ACTION DATA STRATEGY Contents SUMMARY ........................................................................................................ 2 PURSUING A ROADMAP .................................................................................. 40 ● Secretary-General’s foreword ............................................................................................................. 3 Accelerate to 2030 and take immediate steps ......................................................... 41 ● Summary of strategy and key recommendations ............................................................................... 4 ● Roadmap to 2030 ............................................................................................................................. .. 42 ● Scope ............................................................................................................................. ..................... 6 ● High priority immediate next steps .................................................................................................... 43 ● References and acknowledgements ................................................................................................. 7 Partner with us ....................................................................................................... 44 INTRODUCTION: Why data matters, challenges and opportunities ..........................
    [Show full text]
  • Chief Data Officer Perspectives
    Accelerating Digital Transformation While Balancing Risks and Rewards Master of Ceremonies - Paul Childerhose – Board Member, Canadian RegTech Association (CRTA) Keynote: John Bottega – President, EDM Council John was promoted to President of the Enterprise Data Management (EDM) Council in 2020, after having served as Executive Director of the EDM Council since 2017 and Chairman from 2007 to 2014. John is a senior strategy- and data-management executive with more than 30 years of experience in the industry. Over his career, John has served as Chief Data Officer in both the private and public sectors, serving as CDO for Citi and Bank of America, as well as for the Federal Reserve Bank of New York Donna Bales – Co-founder, Canadian RegTech Association (CRTA) Donna is seasoned practitioner with 20+ years capital-markets experience in market structure, regulation and product management, gained from time working in Canada, the US, Europe and Asia. She has been at the forefront of market-structure change and innovation in financial services, having led transformation initiatives in electronic trading, market data and regulatory reporting at TD Securities and IHS Markit. She founded Balmoral Advisory in 2011 where she works with financial institutions and regulatory bodies on a range of strategic-, regulatory-, business-impact- and transformation initiatives. Not one to stay still, she co-founded the Canadian Regulatory Technology Association in 2019 because she believes in the transformation potential of emerging technology and the opportunities it brings to the Canadian financial services ecosystem. The Evolution of Data Management and Analytics – Chief Data Officer Perspectives Moderator: Edward Wong, Executive Director, Mapador To follow Amar Bawagi, Chief Data Officer & Analytics Officer, BMO Financial Group To follow Rebecca Ehrlich – Chief Data Officer (CDO), Canadian Banking, Global Wealth Management and Tangerine, Scotiabank Rebecca is the CDO for Canadian Banking, Global Wealth Management and Tangerine at Scotiabank.
    [Show full text]
  • Roles, Position and IT Governance of the Departmental CIO at the Dutch Central Government (Rijksoverheid) and Its Maturity Potential
    Universiteit Leiden M.Sc. ICT in Business and the Public Sector Thesis Roles, position and IT governance of the departmental CIO at the Dutch central government (Rijksoverheid) and its maturity potential. Name: Jeroen Neve Date: 10/04/2019 1st supervisor: Drs. P.M. van Veen 2nd supervisor: T.D. Offerman, Msc M.Sc. Thesis Leiden University (LIACS) Niels Bohrweg 1 2333 CA Leiden The Netherlands Abstract The position of departmental CIO was initiated (in 2008) in order to control & supervise IT projects on strategic ministerial level and make crucial steps in the organization and coordination of information management within the ministry. As ministries differ in scale and vitality of the IT activity, the CIO function differs per ministry. In this study, we have examined the leading roles, position, IT governance and maturity potential of the departmental CIO. In the literature section, we have defined seven main themes in order to clarify the CIO environment and made the distinction between the general interpretation of the CIO, public sector CIO interpretation and what is already known in Dutch central government context. As the definition of Chief Information Officer (CIO) firstly emerged during the '80s as a senior executive responsible for establishing corporate information policy standards and takes management control over all information resources. The CIO in Public sector context emerged during the ‘90s were the environment of the Public sector CIO is known to be less flexible and more risk-averse in contrast with their private sector counterparts. In terms of responsibilities, we have seen the Rijksoverheid CIO holds mainly responsibility in the domains of IT strategy, information portfolio management and raises advice- and prioritize IT among ministry board members.
    [Show full text]