In so doing, they’re helping foster trust and ensure equitable outcomes for residents, experts said during a FedInsider webinar.
CREATING A SHARED LANGUAGE
“At the end of the day, data is valuable when you can put it into action, and you can put it into action when people can understand it,” Harris said. “Whether internally across the state or externally with our open data users, data modeling has allowed us to effectively communicate what data we have available, where it is, and how it’s being used.”
Maryland had already been utilizing data modeling in GIS through its iMAP platform, which integrates geolocation data with other data sets. Since stepping into her role, Harris has expanded data modeling efforts to support the state’s enterprisewide data literacy initiatives.
“As a federated state, each agency is empowered to manage their infrastructure their way. Data modeling helps us create a unified language, enabling discoverability and master data management across sectors like housing and labor,” she said.
This focus on cultivating a “shared language” allows Maryland to standardize data while maintaining flexibility. “Our goal is to create a schema that's robust enough for everybody to be able to plug and play into,” the CDO said.
BUILDING TRUST THROUGH DATA GOVERNANCE
Virginia’s data journey has centered on establishing trust and ensuring quality through standardized governance. Data modeling and collaborative agreements have been key to breaking down data silos, according to Deputy Chief Data Officer Marcus Thornton. A key step, he said, was a common memorandum of understanding that agencies sign to join the Data Trust.
“This single agreement helped overcome many of the hesitations agencies had about data sharing, streamlining the process significantly,” Thornton said.
His agency, Virginia’s Office of Data Governance and Analytics, provides a structured approach to data intake and works to distinguish which data can be beneficial or detrimental.
"We always say ‘garbage in, garbage out.’ If the data isn't clean and well-managed, it won’t provide valuable insights," Thornton said. The state also guides agencies in their data maturity journeys, helping them identify roles such as data stewards and custodians.
“It’s our job to inform them,” he said. “There should be someone in every organization who’s responsible for every single data set, who understands how it’s used, who manages access, and ensures proper governance.”
EQUITY IN DATA OUTCOMES
San Jose is taking an equity-focused approach to data management as part of its data model, aligning it with performance management and citywide goals. Arti Tangri, San Jose equity data lead, discussed the city’s collaboration with Bloomberg Philanthropies City Data Alliance to enhance data capacity and accessibility. Its strategy, she said, is structured around three main objectives.
“The first one is establishing data as a service,” she said, “the second one is fostering communities of practice, standardizing best practices, evangelizing data success stories, and facilitating data sharing; the third is focused on measuring impact, so data tells us how things are functioning.”
Departmental silos have been a thorn in the side of the agency in the past, but it now has a renewed focus on increasing collaboration through data consolidation.
“Everyone’s been working in silos, and we’re creating a central location to see everything in one place. It’s an eye-opening experience,” Tangri said.
To empower staff, the city has launched a data upskilling program that provides hands-on training with real-world projects. It trains participants on different technologies and guides them through project implementation to ensure long-term sustainability, according to Tangri.
BUILDING SUSTAINABLE DATA PRACTICES
As these governments advance their data initiatives, sustainability and long-term impact remain top priorities. Harris spoke to Maryland’s focus on continuous engagement, education, and enablement to build a data-driven culture — indicating the state is standing up a literacy program grounded in those very values.
Virginia, meanwhile, is helping agencies build their capabilities gradually through maturity assessments and tailored recommendations because, as Thornton said, “You’re not going to be great at data in a year. It’s going to take years to get to that point.”
San Jose recently underwent a performance management modernization and, Tangri said, aligning data governance with performance management provides information that influences major monetary decisions and public reporting.
“We’re redefining all of our performance metrics,” Tangri said. “These metrics inform budget decisions and are included in public budget documents, ensuring transparency and accountability.”
Strategies like data modeling, Maryland’s CDO said, can be the gateway to emerging technology.
“Having a strong data model as your foundation opens the door to turning data into an actionable resource — whether through innovations like AI or through better storytelling with data,” Harris said.
