Leadership Guide for Strategic Information Management for State Departments of Transportation (2016)

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78 Conclusion This guide began with a discussion of the changing information landscape impacting DOTs. Changes in both the demand for information and the supply of information are requiring DOTs to rethink how they collect, manage, share, and use various types of data and content. A step-by- step process is described that can help DOTs to chart a clear path forward and make the best use of limited staff and budget. Agencies can use this guide and the resources included to begin managing information as a valued agency asset. Like a physical asset, information serves multiple customers. Information has a life cycle that needs to be planned for, and skilled staff members are required to design and maintain information, as well as coordinate across different areas of responsibility. Lack of attention to information management can result in missed opportunities, as well as increased risk exposure due to information loss or misuse. Strategic information management involves changes in mindset, policy, process, organi- zational culture, and technology. It entails integrating consideration of information man- agement services and enabling technologies within agency strategic and business planning, budgeting, organization and workforce development, and technology investment decision- making. Strategic information management can and should be an integral part of an agency’s core business processes. The nine-step process described in this guide is deliberately general to allow for different agencies to tailor it to their specific situation and needs. While every agency seeking to improve management of its information resources should establish a vision and plan informed by a cur- rent state assessment (Charting a Course); set up governance structures, policies, and investment processes (Equipping the Organization); and put in place services and technologies while build- ing workforce capacity and monitoring progress (Implementing and Sustaining Change)—the details and areas of emphasis will vary. As DOTs embark on information improvements, three important principles should be kept in mind: • Taking a unified approach. Recognize that all types of information need to be stored, orga- nized, documented, maintained, and discovered. Unified approaches across different types of information can reduce costs by making efficient use of staff and technology resources for information management and reducing the time and effort needed to track down information when it is needed. C H A P T E R 7

Conclusion 79 • Taking a value-driven approach. Link every investment, policy, and process change back to how it will help the agency to deliver on its core mission. • Being flexible. Anticipate and plan for changes in agency priorities and in the information and technology landscape. To do so will require regular re-examination of assumptions and strategies. A unified approach to information management, driven by business objectives, regularly eval- uated and adjusted to meet changing needs, will position DOTs to achieve efficiency gains and capture greater value from the data and information they collect and create.