CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan A demonstration project could be useful for showing the value of data and the possibilities of having more data (e.g., if you had this data, this is what you could do). This would enable the data program to become more of a priority at the top level. Three excellent references for guidance in this area are Target-Setting Methods and Data Management to Support Performance-Based Resource Allocation by Transportation Agencies (NCHRP Report 666), Uses of Risk Management and Data Management to Support Target-Setting for Performance-Based Resource Allocation by Transportation Agencies (NCHRP 706) and Alaska DOT&PF Data Governance White Paper. It is recommended that the Oversight Committee and Working Group assign a group to perform this analysis. Outside assistance in the form of consulting services may be warranted. This task should take place immediately following Priority 3 (Assessment), and could be completed by month 10. Priority 6 – Implement Ongoing Data Management and Governance at CDOT This task includes developing training, manuals and implementing the process throughout CDOT. It is recommended that CDOT work to accomplish the following: Develop a Data Governance (DG) Manual that includes: – Introduction explaining the role of data governance at CDOT, including a defined policy for how data is to be collected, managed, and used at the agency. – Define the goals/objectives pertaining to the collection and use of data at CDOT. – Identify process to address non-compliance with goals of data collection and use. – Communicate with stakeholders to sustain support for various programs. Continue to provide outreach to all communities of interest to ensure that all needs are addressed – Publish any new standards, policies, procedures that will be enacted as a result of the use of data governance at CDOT and in the regions. – Once the governance model is established, review annually the data programs for any needed enhancements, replacements with newer systems, technologies. Use data standards to: – Facilitate establishing targets and measures that meet agency goals. – Reduce the cost of multiple data collection efforts and maintenance of duplicate databases. Strive to collect data once, use it many times. 4-18 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan – Facilitate consistent reporting of information. – Develop a communication plan to market the impact and benefits of data governance to the Department. This may be needed earlier in the process. There are clearly some risks that need to be overcome in the development and implementation of a Data Governance approach. These risks include: This will result in a culture change for CDOT, which there may be resistance to change in the way data is currently managed at CDOT. The potential for ill-defined roles for regions. Need a better way to enact and enforce policy – top down. If the policy is related directly to performance management, it will be more successful. Need to ensure ongoing CDOT/OIT support of SAP’s performance database. The above steps assume that CDOT managers have been convinced of the need for data management/governance. However, some work may still be necessary related to this vital condition. NCHRP 666 contains an entire section related to establishing the need for data management/governance. Following are some relevant excerpts for CDOT to consider: “The need and urgency for data management improvements are not always shared across all levels of an agency. In some cases, a senior manager within the agency identifies the need and in other cases individuals at lower levels recognize the value of improved data management. Nevertheless, a clear case must be established to secure resources and commitment to proceed with a data management improvement strategy.” A key success factors related to establishing the need for data governance is: Demonstrate the Return on Investment (ROI) to the organization regarding the use of data management and data governance in order to gain buy-in from executives and decision-makers. Demonstrate with specific examples how the use of data governance can meet the goals and targets most important to executives. ROI can be determined in many ways and on many levels within an organization. For instance, in a Highway Safety Improvement Program (HSIP): a) from the perspective of the HSIP Statewide Coordinator, an investment in more resources (e.g., people, technology, tools), may lead to the ROI of an improved HSIP strategic plan; b) for traffic and safety engineers, an investment in Global Positioning System (GPS) field inventory projects may lead to the ROI of improved crash locations; and c) for the Highway Safety Planning Agency, an investment in electronic data collection may lead to the ROI of improved quality of crash records. ROI also can be realized across business functional areas within an agency or across agency boundaries. In the highway crash safety example, a) for law enforcement personnel, an investment in electronic crash data collection and submittal may lead to the ROI of reduced time to complete the accident investigation and review; b) for maintenance and operations personnel, an investment in digital imaging capabilities may lead to a ROI of quicker and less costly asset management inventory and reduced cost to Cambridge Systematics, Inc. 4-19
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