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DESCRIPTION:Click for Latest Location Information: http://dgiq2024west.data
 versity.net/sessionPop.cfm?confid=160&proposalid=15253\nStudies show that t
 he average organization fails at least twice in its efforts to form an effe
 ctive data governance program. But the changing landscape of regulation has
  put organizations in a position where compliance dictates that failure is 
 not an option.\n\nLike many organizations, when faced with the mandate to c
 reate an effective data governance program, Oregon Child Welfare had to sor
 t through the myriad of existing, siloed data efforts to clearly define rol
 es and responsibilities between technical and business collaborators and de
 monstrate near-immediate business value to an executive class who, although
  supportive, had other things to think about.\n\nIn order to accomplish the
 se objectives, we determined that it was necessary to create a highly adapt
 able framework of data governance, which could grow and evolve over time.\n
 \nThe key initial features of our program included:\n\n
 Clearly defined roles and responsibilities – in an organization where
  tech had long been the de facto data governance entity, it's nece
 ssary to create a clear delineation between architecture, data quality effo
 rts, and data governance, and what roles were needed for each;\n
 Development of a self-directed, bottom-up data governance structure –
  like many organizations, executive churn threatens the survivability of ag
 ency-wide initiatives at ODHS. Our data governance structure needed to be r
 esponsive to executive needs while simultaneously functioning in a quasi-in
 dependent capacity;\n
 Implementation of a Communications Plan and clear branding that targets edu
 cation and communication to specific areas of the organization, and leverag
 es end-user engagement to identify formal and informal data stewards;\n
 Showing business value as soon as possible – we selected key data ele
 ments that have been known issues and began the process of data governance 
 there. We developed and reported the metrics around these elements, includi
 ng actionable fixes/changes that support higher data quality, and monetized
  the difference between maintaining the status quo and investing in system 
 development to produce higher data quality.   \n\n
DTSTART:20240605T144500
SUMMARY:Take Your Protein Pill and Put Your Helmet On - Launching Data Gove
 rnance Into the Empty Vacuums of an Organization
DTEND:20240605T152959
LOCATION: See Description
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