Annual Performance Report 2014
Print- Strategic Theme 2: Data Governance
- Strategic Theme 3: Facilities Infrastructure
- Strategic Theme 4: Maximizing the Value of Human Capital
Strategic Theme 2: Data Governance
- Objective 2.1: Improve data governance by establishing a new office of the chief data officer (CDO) and ensuring that there are clear roles and responsibilities among the CDO, the Board Data Council (BDC), and data users.
- Objective 2.2: Ensure that all enterprise data are handled, processed, stored, and disseminated by professional data management groups.
- Objective 2.3: Strengthen the Board's data environment by establishing an infrastructure to share data and improve opportunities for data integration that supports the Board's research and analytical capabilities.
Redesign data governance and management processes to enhance the Board's data environment.
Objective 2.1: Improve data governance by establishing a new office of the chief data officer (CDO) and ensuring that there are clear roles and responsibilities among the CDO, the Board Data Council (BDC), and data users.
In this Section:
The OCDO must strengthen and improve the building blocks of the Board's data governance and management operations to support the Board's scale and capacity needs. Because of the numerous programs that will be undertaken by the OCDO, the office must have deliberate and professional tracking and management of these programs to ensure maximum success. Being able to track and report on both new and existing projects, while also performing the day-to-day responsibilities of the OCDO function, is key in 2014.
Accomplishments
- Improve the OCDO foundation to strengthen and improve the building blocks of the Board's data governance and management operations to support the Board's scale and capacity needs.
- Including offers accepted, staffed the OCDO with 13 of the 20 positions approved in the strategic framework.
- Developed an engagement model in support of clear articulation of roles and responsibilities between OCDO, Board divisions, and IT.
- Initiated data stewardship activities to enhance data accountability.
Operate the BDC.
- Developed the enterprise data governance framework and implemented the associated roadmap.
- Completed the 2015 BDC roadmap and established associated workgroups.
- Initiated the development of an enterprise data strategy that will align with the Board's strategic plan for 2016-19.
- Execute a program management office that will develop and implement a program that allows the OCDO to track and manage programs within the OCDO.
- Two project managers were hired to implement a project management program.
Objective 2.2: Ensure that all enterprise data are handled, processed, stored, and disseminated by professional data management groups.
In this Section:
Data governance is a core part of the OCDO's mission. Data governance supplies the discipline to deal with both the predictable and the unpredictable nature of new data acquisition and data distribution across the organization. In 2014, the OCDO will work with the BDC to ensure data governance policies, processes, and standards are developed; a roadmap of high-priority activities is approved; and an engagement model with other System data governance activities is executed.
Accomplishments
- Develop a data governance program that facilitates and coordinates the strategic enterprise data governance activities for the Board.
- Continued work on the Information Collection Clearance Automation project. The goal of this project is to mitigate the risk of failing to comply with Office of Management and Budget and Paperwork Reduction Act mandates, allow for more efficient use of Board resources, and improve business performance by supporting modernization and innovation in technology and processes.
- Completed the discovery and analysis phases of the Information Management Services re-architecture project. The purpose of this project is to automate and modernize the OCDO's environment for the intake, management, and dissemination of data to permit future growth and scalability. The Board continues to increase the data required to perform its mission, which necessitates a robust data management environment.
- Began a number of data policy efforts through the BDC.
Objective 2.3: Strengthen the Board's data environment by establishing an infrastructure to share data and improve opportunities for data integration that supports the Board's research and analytical capabilities.
In this Section:
The data maintained within the Board and across the System are critical to the Board's vision for improved data optimization. Knowledge around the existence of data and an understanding of the relationship of that data to the mission functions, services, and processes are key to that vision. Policies and processes need to be developed and implemented to capture and provide a comprehensive catalog of Board data assets. The development of an information architecture program is necessary to provide stakeholders the ability to integrate and optimize data across the organization around the integration control and access of data assets.
Accomplishments
- Discover data assets and architecture to ensure data assets are captured and a comprehensive catalog of Board data assets is compiled. The OCDO team will develop the processes and policies for a clearly defined program that allows for the leveraging of architecture content across business and technology groups invested in Board-owned enterprise data.
- Began work on the Enterprise Data Inventory project, which is focused on improving discoverability of data assets of two major types of Board data: economic data and financial institution data.
- Completed the first phase of cataloging key data assets for two Board divisions and will continue to work with other divisions to document key data assets.
- Initiated an enhancement to a Boardwide taxonomy in support of search and discoverability efforts in collaboration with the Board's Research Library.
