The National Academies Press

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Pages 35-52

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From page 35... ... 35 Equipping the Organization Step 4. Establish Leadership and Governance Structures Information governance is the mechanism by which an agency is able to improve information integration, quality, and usability, and adapt to new requirements in a coordinated and efficient manner. Read the entire page →
From page 36... ... 36 Leadership Guide for Strategic Information Management for State Departments of Transportation for information investments, integrated data of acceptable quality, and organizational capability for change to meet new demands and a tolerable level of risk. Identifying roles and responsibilities for individuals and groups within the agency with respect to information governance establishes the accountability that is needed to ensure progress. Read the entire page →
From page 37... ... Equipping the Organization 37 lead the effort to build an organizational capability that can energize and sustain the entire organization and extended enterprise. Read the entire page →
From page 38... ... 38 Leadership Guide for Strategic Information Management for State Departments of Transportation information governance functions. To be effective, the governance group should include representation from • Core central office business units (planning and programming, design, project delivery, maintenance, and operations) Read the entire page →
From page 39... ... Equipping the Organization 39 approach and advocate for improvements leading to more consistent and coordinated practices. Additional staff support is also helpful for activities including meeting logistics, background research, benchmarking with other agencies, technical review, and agency outreach/ communications. Read the entire page →
From page 40... ... 40 Leadership Guide for Strategic Information Management for State Departments of Transportation If the agency is not prepared to implement and enforce the policies and expectations that are created, then setting the policies and expectations can lead to negative consequences, such as the following: • Reducing agency performance in other areas by requiring the transfer of limited resources (e.g., employee time and financial resources) toward implementing the new policies and/or meeting new expectations. Read the entire page →
From page 41... ... Equipping the Organization 41 of data are master data for the agency, 15% to 25% are shared, and the remainder (at least 70%) of the data are department specific, operational, or with limited impact on the enterprise information management vision. Read the entire page →
From page 42... ... 42 Leadership Guide for Strategic Information Management for State Departments of Transportation mandates. The money and funding facet would be used for content related to management of financial resources and transactions, including funding and programming. Read the entire page →
From page 43... ... Equipping the Organization 43 sensitive. Information management can differ based on information sensitivity, and this is important to consider when creating policies and expectations and communicating those policies and expectations to employees. Read the entire page →
From page 44... ... 44 Leadership Guide for Strategic Information Management for State Departments of Transportation •Low Risk -- not protected from disclosure, made available to the public 1-Published •Sensitive -- may be protected from public disclosure; may jeopardize the privacy or security of agency employees, clients, or partners (e.g., published internal audit reports) 2-Limited •High Risk -- may be exempt from public disclosure, internal use requires authorization, external access requires conﬁdentiality agreement (e.g., personally identifying information) Read the entire page →
From page 45... ... Equipping the Organization 45 available and describes the intended uses for each one. The text box titled "Virginia DOT Governance of Corporate Documents in Transition to SharePoint 2010" illustrates how information classification (in Step 5.1) Read the entire page →
From page 46... ... 46 Leadership Guide for Strategic Information Management for State Departments of Transportation between records management functions that are compliance-oriented and other functions that emphasize information delivery. The easiest course of action from the perspective of an individual information user is to keep everything indefinitely "just in case." However, retaining all information results in higher storage fees and can increase agency risk exposure. Read the entire page →
From page 47... ... Equipping the Organization 47 • Share/find/use. Information is shared, published, or disseminated via appropriate channels. Read the entire page →
From page 48... ... 48 Leadership Guide for Strategic Information Management for State Departments of Transportation records requests, legal staff who handle project-related litigation, as well as field and central office staff who need to retrieve project-related information in different forms for different purposes. Step 5.4: Establish Information Standardization and Integration Policies Step 5.4 establishes policy concerning standardization and integration. Read the entire page →
From page 49... ... Equipping the Organization 49 Geospatial Data Management Policies Multiple state DOTs have enacted policies specific to geospatial data management. Two examples are provided below. Read the entire page →
From page 50... ... 50 Leadership Guide for Strategic Information Management for State Departments of Transportation Step 6. Establish a Process for Evaluating and Prioritizing New Information Initiatives Step 3 discussed developing a coordinated agency plan for information management, which includes identifying and prioritizing initiatives to move the agency toward its vision. Read the entire page →
From page 51... ... Equipping the Organization 51 Meet to establish priorities Review and discuss each project. Determine priorities using the scores and comments as guidance. Read the entire page →
From page 52... ... 52 Leadership Guide for Strategic Information Management for State Departments of Transportation Utah DOT Information Technology Project Evaluation and Prioritization Utah DOT piloted an information technology project prioritization framework modeled after the approach the agency uses to prioritize capital transportation projects. While the agency is continuing to refine this framework, it provides a useful example of how to structure an approach for prioritizing investments to improve information management and access. Read the entire page →

From page 35...

... 35 Equipping the Organization Step 4. Establish Leadership and Governance Structures Information governance is the mechanism by which an agency is able to improve information integration, quality, and usability, and adapt to new requirements in a coordinated and efficient manner.