Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 59
I-62
that they are both being developed as part of a Data Business governance structure. If a simpler model meets the needs of
Plan. Each agency understands the significance of the contri- the organization and it is just as effective as a more detailed
butions of its data programs in supporting business operations model, then there is no need to overdo the data governance
and is engaging in developing data business plans which will be framework.
used to manage the current and future investments in their
data programs.
PANYNJ Challenges
In the PANYNJ example, the responsibility for data gover-
Alaska and Mn/DOT Challenges
nance basically belongs to the IT department. It is important
Many of the challenges from the Alaska and Mn/DOT exam- that the other line departments continue to work with the IT
ples are shared by other organizations as they begin to develop department in the development and implementation of any
and implement data governance. There is the need to gain new systems or redesign of existing systems. While this arrange-
executive-level support for a data governance program. Some ment works well at PANYNJ, it may pose more of a challenge at
agencies are more successful than others in gaining initial exec- other organizations.
utive support. There also is the need to assess the current state Each of the previous examples illustrates the importance of
of data programs, identify areas where gaps in data and infor- developing and implementing a data governance structure
mation exist, and prioritize those needs as part of short-term that suits the needs and size of the organization. Ultimately,
and long-term investment plans for data programs. Depending since the success of implementation of data governance relies
on the size of the organization and the number of data systems on a strong partnership between the business offices and the
to be assessed, this process can take several months to complete. IT office of the agency, it is advisable to engage the IT profes-
Identifying Communities of Interest, which are basically the sionals as early as possible in developing the data governance
users of the data systems, also is an involved but necessary model for the agency and a corresponding strategy for imple-
process to ensure that any data programs developed actually mentation of the model.
meet user needs.
Ultimately, each DOT will need to design a data gover-
4.4 Data Sharing
nance framework that best meets the business needs of their
organization. One of the key factors in the success of data management
programs is having well-defined procedures, methods, and
tools for sharing data both internally and externally. Sharing
Port Authority of New York/
data provides benefits not only in terms of reducing costs asso-
New Jersey (PANYNJ)
ciated with having multiple offices collect the same data but
The Port Authority of New York/New Jersey (PANYNJ), also in terms of resources dedicated to maintaining duplicate
while acknowledging that there is not an official data gover- data systems. Data sharing can reduce the risks of providing
nance board or council overseeing the management of its data different responses to the same question when a single source
programs, does have a governance process for considering and of data is used for reporting and decision-making in a specific
approving potential enhancements to data systems which business area, such as data that are used for reporting per-
support core business functions. Any requested changes to an formance measures for various programs.
existing system from one line department must be considered In an effort to reduce the cost of data collection, many
for potential impact to the other line departments. Any line organizations utilize formal data sharing agreements with exter-
department wanting an application developed also must coor- nal partners and agencies. An example of this type of arrange-
dinate this effort through the IT department. ment is demonstrated in the exchange of data between a DOT
This example demonstrates the importance of having some and the local police department or division of motor vehicles.
type of governing or coordinating function which oversees the The Maryland Motor Vehicle Administration (MVA), for
development and maintenance of application systems within instance, uses Memorandums of Understanding (MOU) with
an agency, whether or not the function resides with the IT all organizations that it shares data with. Some of the types
department, as it has traditionally in the past, or with the estab- of data that the MVA obtains from external sources include
lishment of an official data governance board or council. the following:
· National Driver Register data;
PANYNJ Advantages
· Social Security data;
The data governance example from PANYNJ demonstrates · Commercial Drivers License data; and
that it is not always necessary to have a complicated data · Insurance data.
OCR for page 60
I-63
The MVA also shares data with the public, including driv- sharing of travel time data with FDOT. FDOT routinely
ing records, vehicle data, and title records. accesses the data and traffic monitoring sites used by OOCEA
Three excellent examples of sharing data in the safety arena as part of its oversight responsibilities for the road network in
come from Alaska. Alaska's Multi-Agency Justice Integration Florida.
Consortium (MAJIC) is an active group whose members The City of Coral Springs, FL, also participates in cooper-
include twenty key agencies including the Department of Law atives to share comparative and competitive data with others
and Criminal Division, Association of Police Chiefs, Division in municipal government. They exchange data with a group
of Motor Vehicles, Health and Social Services, Department of of 100 cities nationally to benchmark their performance com-
Transportation, and Department of Public Safety. Each agency pared to other cities of similar size. Through this data sharing
signed a Memorandum of Agreement. The mission is "to help agreement, they can design ways to improve performance
agencies more efficiently share complete, accurate, timely and services provided by the City.
information in order to enhance the performance of the crim- Internal access to data and data sharing is just as critical as
inal justice system as a whole." They have established measures having external data sharing arrangements. Internal data are
of data completeness, accuracy, and timeliness. The system often shared using a data warehouse by using data marts to
used in Alaska for sharing electronic citation and collision provide data query, analysis and reporting capabilities. The
data is called Traffic and Criminal Software System (TraCS). sharing of metadata to describe the purpose and use of the data
TraCS is an automated data collection system that includes also helps to ensure that the correct data are used for making
electronic ticket and collision forms, DWI forms, arrest and strategic decisions affecting the organization.
incident forms, commercial vehicle inspection forms, and the Some organizations also support data sharing internally
use of GPS devices and GIS maps. TraCS increases safety by with a Knowledge Management (KM) system, which is an
significantly decreasing the amount of time it takes an officer electronic repository of all types of information such as the
to write a traffic ticket or collect collision report information; following:
greatly improving the accuracy of collision and ticket data that
police collect; reducing the time officers spend on paper work, · Data standards, policies and definitions for all business
thus increasing their availability for patrol; and reducing dupli- application data, including metadata;
cate data entry by police, DMV, and the courts, which saves · Work processes used to support a business program using
time and minimizes errors. The third example of successful
a specific data system;
sharing of safety data is the Alaska Traffic Records Coordinat- · Lessons learned regarding use of IT tools, or other similar
ing Committee (ATRCC) which was created to bring people
data systems;
together who are interested in reducing traffic injuries and
· Agency or department policy and standards regarding the
deaths by improving the timeliness, accuracy and consistency
use of data;
of traffic crash data. The ATRCC meets at least once each
· Reports which monitor the performance of a given data
month to discuss ongoing and upcoming safety data sharing
program; and
projects. PANYNJ also has formal data sharing agreements
· Data models for critical data systems.
with local police, Federal, and other state government agen-
cies. The Aviation Department of PANYNJ uses data from
the FAA databases to integrate with their internal Aviation The use of a KM system allows an organization to do the
division applications. following:
Due to the need to have data on extent, performance, and
condition of off-state system or local roads to meet Federal · Leverage the expertise of people across the organization;
reporting requirements, several agencies use data available · Manage business environments and allow employees to
from MPOs or cities and counties to integrate into the state obtain relevant insights and ideas appropriate to their work;
road network. In the case of the MTC of the Bay Area in Cal- · Facilitate and manage innovation and organizational
ifornia, there is a requirement that local jurisdictions provide learning;
updated pavement condition data to the MTC, or they will · Make available increased knowledge content in the devel-
not be eligible to receive Federal grant funding. Likewise, each opment and provision of products and services;
state DOT must submit their annual public road mileage cer- · Achieve shorter new product development cycles;
tification to FHWA, as well as the Highway Performance · Increase network connectivity between internal and exter-
Monitoring System (HPMS) report, or they too risk losing nal individuals; and
Federal highway funds. · Manage intellectual capital and intellectual assets in the
An excellent example of data sharing between a state DOT workforce (such as the expertise and know-how possessed
and external entity comes from the OOCEA regarding the by key individuals).
