State Departments of Transportation (DOTs) are increasingly recognizing the importance of establishing robust data management and governance practices to support expanding datasets, breakdown silos, improve decision-making, and mitigate risk.  However, many DOTs continue to face challenges in operationalizing these practices due to institutional constraints, rapidly evolving technologies, and limited resources.  Additionally, since the publication of NCHRP Synthesis 508, data governance and management practices have evolved, and new practices, such as an increased focus on digital project delivery and data integration, are emerging, requiring a reassessment of the state of practice.  Therefore, there’s a need to capture and share the current state of practice to enable transportation agencies and DOTs to adapt and better address their organizational needs around data management and governance practices.  Moreover, while sound data management depends on clear ownership, standards, and oversight, effective data governance provides the structure and leadership needed to transform fragmented data into a trusted, agency-wide asset.

To support progress in this area, NCHRP Project 20-44(48) focused on data governance as a critical and enabling framework for effective data management.  The project conducted a multi-phase initiative to document and promote effective data management and governance practices.  A national survey, a series of peer exchanges, and follow-up outreach activities were conducted to engage DOT leaders at various stages of data governance maturity.

Key findings from all activities can be briefly described below:

• Most DOTs have initiated data governance programs, but few have fully institutionalized them.  While over 80% reported having a governance structure, less than half have dedicated staff.
• Operational and technical staff play key leadership roles, though only one-third of agencies report having a Chief Data Officer (CDO) or formal governance council.
• Most governance policies currently emphasize technical concerns, such as data security, quality, and warehousing.  In contrast, people-centric elements like data literacy, change management, and sustainability are critical to data governance success, but are often missing or lagging behind.
• Agencies are prioritizing the development of clear data ownership structures, as well as efforts to improve data accuracy and staff capacity through training and literacy initiatives.
• Peer exchanges provided valuable opportunities for candid discussion among agencies with diverse governance experiences.  These sessions revealed recurring challenges, including data silos, integration issues, limited executive buy-in, and cultural resistance to governance initiatives.

DELIVERABLES

• NCHRP 20-44(48) Final Report 
• NCHRP 20-44(48) Project Brief
• NCHRP 20-44(48) Survey Results