CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan Methods of enacting and enforcing policy and procedure are not consistent at CDOT (and possibly even ignored.) There is a great deal of data at CDOT. The agency needs to be more efficient in reporting it, more standard/universal methods to report and avoid variations. There are opportunities to reduce the redundancy of data (i.e., both Maintenance and Pavement collecting the same data items.) In some cases, there are several offices collecting the same data. For example, it was recently discovered that several units are all going into the field and collecting the same asset data (culverts and fences.) CDOT needs a repository/library for information to reside in and standard ways to report. There is a disconnect with respect to data, i.e., different branches own different data which makes it difficult to establish performance measures. In summary, CDOT is clearly in need of an improved structure to reduce redundancy in data collection, clarify/standardize terms/definitions used, clarify roles and responsibilities, and identify and prioritize stakeholder needs for data. This improved governance will result in improved sharing of data and information, improved input to the performance reporting process, improved ability to fund/prioritize new data programs, ability to measure the right things at the appropriate level of detail, take advantage of newer technology and tools, facilitate integration of data and ensure quality decisions are made based on informative data. 4.3 RECOMMENDATIONS AND TIMELINE This project provides CDOT with a unique opportunity to recommend specific steps to carry out successful data management through a data governance approach. The timing is ideal, as the information technology management team (ITMT) has been engaged in recent discussion regarding improvements in data including data governance and document management systems. As indicated above, data governance is a method by which successful data management is accomplished – essentially data governance falls under the concepts of data management. For example, techniques such as some of those being discussed by the ITMT (such as document management systems) really fall more into the realm of data management. The recommendations in this section pertain to CDOT data management needs with a focus on data governance. Additional recommendations related to data collection and data assessment are located in Appendix A. 4-14 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan Data Governance The following recommendations are in priority order. A timeline and responsibility chart is included (Figure 4.3) to provide more detail. Priority 1 – Create a Formal Data Governance Structure It is recommended that CDOT create a formal Data Governance Structure that includes: A high level Data Governance Oversight Committee which should be part of or a reconfiguration of the ITMT; and A Data Governance Working Group comprised of data owners from all offices within CDOT. The Committee and Working Group need authority and resources from the top of the organization. A champion/leader for each group needs to be identified. It would be desirable if the leaders of each group were at a middle management level and be given at least 50% time to work on this initiative over the next year. Each leader would also need support staff to assist with meetings and coordination. The Working group should be comprised of one representative from each business area and there should be at least one data owner assigned to each data program (e.g., safety, pavement, mobility, bridge, maintenance etc.) It is recommended that the ITMT take the lead in this task (with authority from the Executive Director of CDOT). The work should be accomplished in close coordination with the Performance and Policy Analysis Unit and other units in the Division of Transportation Development. In order to have data management in place within the next two years, this task could be accomplished in the month 1/month 2 timeframe. Priority 2 – Develop a Data Governance Charter The Committee and Working Group need to work closely to agree on a vision, mission and objectives for data governance within CDOT. These items should be documented in a charter. Key considerations are the needs for data to support asset management and performance reporting. A sample charter from Minnesota is included in Appendix F. An example mission could be: “The Data Governance Oversight Committee shall implement policies, procedures and standards to be used in the management of data within CDOT in order to support the agency mission and goals.” Sample objectives include: To oversee the development and implementation of a Data Business Plan (the Plan would encompass Priorities 3 – 6 described below). Cambridge Systematics, Inc. 4-15
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CDOT Performance Data Business Plan - Cambridge Systematics

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