Session 3

The session will delve into the following sub-components: 

Leadership

Is there a clear structure of leadership for Data Governance and Data Strategy, with responsibilities clearly assigned and understood at all levels including whole-of-governance and for individual institutions.

Do institutions have Chief Data Officers in place? Data Coordinators? Are there active Data Governance Councils? Data Governance Boards? Data Stewards? Is there a national body tasked to coordinate data governance across public sector, and beyond?

Vision

Is there a clearly developed and stated vision of what good Data Governance would look like and how it would contribute to economic and social development including ensuring Value and Trust in data?

Linkages to other national and government strategies

To what extent is Data Governance linked and contributing to wider national strategies and programs such as a broader national digital transformation strategy or a broader national development strategy?

Data Policy

To what extent is there an overall, holistic, data policy that draws together detailed policies in individual components of Value, Trust and Foundation and ensures completeness and alignment and that is agreed as a whole by senior stakeholders? To what extent is there a central staff that are responsible for the overall policy and work with component experts to ensure that detailed policies are aligned and in place? To what extent does the data policy apply to municipalities and to other parts of the public sector beyond central government? How are their interests brought into consideration and how is the policy made effective on them? Do data policies include internal and external data sharing, regulatory compliance, data storage requirements, data quality, etc.? Are the following principles in place?  

Management practices at the institutional level/and across the Government for data governance

Looking into the extent to which institutions required to govern data are able fill the following functions:

-        strategic planning;

-        developing rules and standards;

-        compliance and enforcement; and

-        generating the learning and evidence needed to gain insights and address emerging challenges.

Stakeholder Engagement

What evidence is there of a multistakeholder, purpose-driven approach to data management and governance which is instrumental in helping institutions keep pace with change while enhancing their legitimacy, transparency, and accountability? To what extent are the formulation of data policies and/or strategies conducted through open and participatory processes? Are the key stakeholders identified and engaged on a continuing basis?  How are the inputs of actors from within and outside the public sector integrated into improve the quality and impact of data policies and implementation strategies and plans?

Communication and Collaboration

Is there a communications plan for communicating the actions and accomplishments around data governance? Does the Communications around Data Governance help foster enthusiastic support and widespread adoption of a data governance framework?  Evidence of cooperation among departments, Ministries, but also municipalities and rural regions with regard to data, as well as digitalized solutions (one can measure the intensity of such cooperation). Evidence about a regular exchange on the current state of the art, best practices and project ideas take place.

KPIs and MEL (Monitoring, Evaluation and Learning)

Are there KPIs to measure impact of data and data governance framework?  Are such KPIs measurable and consistently tracked over time to provide stakeholders with an accurate return on investment? Are MEL frameworks used to measure progress and capitalize learnings about impact?

Accountability

How are institutions and individual leaders held accountable for the development and implementation of elements of data governance relevant to their responsibilities? To what extent does this drive the implementation of agreed policies and standards? To what extent does this drive timely and effective corrective action for non-conformance?