book of data governance: what it means to be a virginia slds member stats-dc 2011 data conference...
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Book of Data Governance:What It Means to Be a Virginia SLDS Member
STATS-DC 2011 Data Conference
July 11, 2012
Bethann Canada
Virginia Department of Education
Director, Educational Information Management
Director, Virginia SLDS Project
Henry Paik
Center for Innovative Technology
Project Manager, Virginia SLDS Data Governance
Jeff Sellers
SLDS State Support Team
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Background
• SLDS Project Awarded in 2010• Primary objective is creating portal
and securely accessing data
merged across agencies• SLDS grant proposal was itself a multi-agency
“project,” under direction from the Governor’s office• “Data Governance” is unique outcome within the
proposal• CIT was contracted to project manage the Data
Governance
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Federated Model
• Driven by Virginia’s Privacy Act– Consolidated Data Warehouse not Possible– Received Attorney General Approval
• Respects agencies’ need to maintain their own data• No party can match the linked records back to
identifiable data
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VLDS Overview
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Initial Partners
Virginia Department of Education
State Council on Higher Education for Virginia
Virginia Employment Commission
Virginia Community College System (Workforce Office)
Virginia Information Technologies Agency
with support from
&
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Purpose
• To define and describe the authority, policies, and procedures for the oversight and governance of the VLDS and its participating agencies
• To keep the VLDS stable throughout changes in leadership and membership
• To act as a reference guide for Virginia stakeholders, including agencies interested in joining the VLDS
• To address sustainability of the VLDS
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Standard Data Governance Stack
Process Controls
Business Process
HardwareSoftwareData Structure
Data Content
Agency Policy
Data Governance Agreement
Service Level Agreements
Process Controls
Business Process
HardwareSoftwareData Structure
Data Content
Agency Policy
Data Governance Agreement
Service Level Agreements
Process Controls
Business Process
HardwareSoftwareData Structure
Data Content
Agency Policy
Data Governance Agreement
Service Level AgreementsProcess Controls
Business Process
HardwareSoftwareData Structure
Data Content
Agency Policy
Data Governance Agreement
Service Level AgreementsProcess Controls
Business Process
HardwareSoftwareData Structure
Data Content
Agency Policy
Data Governance Agreement
Service Level Agreements
Complexity!!
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The Process
Defining the Scope• Six half-day, off-site facilitated workshops• Created the “Book of Data Governance” table of
contents
Building Blocks/Critical Path Items• Established DG Committee• Drafted the By-laws• Identified the Burning Questions• Developed an Executive Order
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Data Governance Plan
Design
Build
Run
Phase 1: Design – Conduct six workshops to define the exact scope of DG for the
VLDS and outline how it will be executed.
Phase 2: Build – Once the DG scope and the priorities have been identified it will
take a six-month period to complete the build-out of Virginia Longitudinal Data
System (VLDS) Data Governance implementation.
Phase 3: Run – Upon completion of the DG processes and procedures build-out,
there will be ongoing operation and execution required.
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• Initially held Data Governance Committee on a bi-weekly (3 months)
• Moved to monthly meetings (4 months)
• Starting 2012, DG Committee and Subcommittee moved to alternating bi-monthly meetings
DG Committee Meetings
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Book of DG Components
• Introduction • Data Governance Model• Committees (Who we are) • Policies (What gets done) • Procedures (How it gets done) • New Members (How to join)
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Data Governance Model
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“Who We Are” and “How It Gets Done”
• One representative and vote for each partner agency
• Develop governing documents– Scope of Authority– Membership– Member Expectations– Decision-making Process
• Develop an escalation path for issue resolution
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Sub-committees
• Established to supplement DG Council meetings, DG Council established topic-specific working committees
• Tasked to complete work on action-items outside of DG Council meetings
• Subcommittees meet on as-needed basis but typically hold bi-monthly meetings
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System Governance
Role:• Reviews topics/issues from the development
teams (CRM, Portal, Lexicon, Shaker, etc.)
Outcome:• Agrees upon a recommended proposal to
address topics that will be presented to the DG Council for voting
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Data Standards
Role:• To research data standards that may be relevant
to the success of the VLDS
Outcome:• Identify and recommend data standards and
policies to the DG Council• Implementation of CEDS and other data
standards to increase the functionality and interoperability of the VLDS system.
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Legislation and Sustainability
Role:• To identify and draft legislation that supports the
VLDS mission • To help identify ongoing sources of funding in
order to sustain the VLDS after the end of the grant
Outcome:• Draft legislation and gain stakeholder support• Draft sustainability plan
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How to Join
VLDS Designed to be extensible as new partners join.
Benefits:• Increases the data and subsequent data merges• Creates sustainability opportunity
Challenges: • Increases complexity of VLDS architecture• Increases Committee members
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New Member Requirements/Expectations
• Agree to and sign the VLDS Data Sharing Policy Agreement
• Agree to and sign the Book of Data Governance• Assign representatives to each of the VLDS Committees• Comply with the technical requirements and procedures
– Submit data dictionaries and metadata– Create an exposure database to hold the data to be used
by VLDS– Install the Data Adapter tool on the exposure database
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Executive Order
Purpose: To create a means by which the VLDS can become and entity and operate towards the VLDS mission
Why We Need It:
1. Virginia does not have any legislation creating an SLDS or mandating agencies’ participation in an SLDS
2. The VLDS needs the authority under which it can operate
3. To aid in the long-term sustainability of the VLDS post-grant
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Critical Success Factors
• Data governance is about people as much as policies
• Members must find shared turf and politics• Members must have a shared vision for
the federated system• Member must make significant time
commitments to execute the work• There is ongoing communication and
participation of the technical development teams
Data Governance is a living idea, continually changing, growing, and evolving
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Little Details, Big Difference
• Utilizing 3rd party facilitator (CIT)• External validator (SST)• Operating on a consensus, not
majority, model• Delegating to subcommittees and
workgroups increases efficiency
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Questions?
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Contact Information
Bethann Canada
804.225.2951
Henry Paik
703.689.3054
Jeff Sellers
www.vlds.org
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Backup Slides
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Bylaws – Topics
Sample language:
In order to maintain a continued Data Governance effort and to address VLDS issues in a timely manner, the Data Governance Committee shall meet no less than quarterly to consider and resolve issues of the VLDS brought by the Data Steward Workgroup. The meeting process will adhere to the following:
a. Meetings can be attended by voting members, alternates, and other invitees. Official business can be conducted if a member or alternate is present from each member organization
b. If more than one-half of the voters present are alternates, then a quorum does not exist and no official business can be conducted.
c. Representatives should be notified of meetings by the facilitator at least one calendar week in advance of the meeting; however, attendance at a meeting by a representative shall waive any defect in the notice provided. If not feasible to provide one week’s notice, then the Council may meet on an emergency basis.
d. Attendance at meeting may be in person or by telephonic or other electronic means.
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Burning Questions
• Identify the Committee’s priorities for research and reporting
• Identify key questions for each priority• Identify available data elements to answer key
questions• Identify data elements agencies are willing to
expose
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Burning Questions
• How can Virginia improve high school graduation rates while increasing students’ preparation for college and careers?
• How can Virginia improve the preparation, recruitment, and retention of Virginia’s educational personnel, including their meaningful and ongoing professional development, especially in teacher shortage areas and in hard-to-staff schools?
• How can Virginia improve performance of the public workforce system?
• By what means can Virginia’s public workforce development system meet the needs of job seekers/workers and employers?