Every new role comes with challenges, but in my first few months with the Office of Innovation at the City of Oklahoma City (OKC), the biggest puzzle I have faced has been understanding where the Data Governance program currently stands, and how I can help it continue to make progress. 

OKC’s Data Governance program involves board members, departmental representatives, and data stewards who serve in volunteer roles. Despite varying experience levels and interest, everyone who contributes is essential to making data governance more than policy on paper. We are working toward embedding it into everyday operations across departments. 

As Program Manager for Data Governance, I have learned that progress starts with focusing on people first. This means clarifying expectations, simplifying processes, and helping stakeholders see how governance supports their daily work rather than adding more tasks. One of the most effective approaches has been meeting people where they are. This includes translating governance concepts into practical terms, demonstrating how quality data improves reporting and decision-making, and allowing space for incremental progress instead of perfection. 

Because so much of this work relies on voluntary participation, motivation matters. To encourage engagement and recognize contributions, we introduced gamification using small, symbolic 3D-printed trinkets. Board members receive a plank, and data stewards receive an acorn. Data Champions are employees who may not have an official governance role but actively support initiatives. They receive a squirrel. Departments that complete their portion of the Data Catalog receive an elephant, a reminder that large initiatives are completed one step at a time. 

These gestures have helped spark conversations, reinforce that contributions are valued, and encourage participation across the City of Oklahoma City. My goal is for OKC’s Data Governance Program to be seen as a shared effort with visible progress. Currently, the city holds Bloomberg Philanthropies’ What Works Cities Silver Certification. This represents a strong foundation in using data to track progress and inform decisions. The team’s goal is to achieve Gold certification this year and eventually join the small group of cities that have attained Platinum. 

The data catalog has become a central tool for advancing governance and collaboration. As departments document their datasets, we are uncovering opportunities to improve data quality, reduce duplication, and identify high-value data that can tell meaningful stories about departmental work and city services. 

Looking ahead, my vision is to build on an existing data warehouse to create a centralized, structured data environment shared across departments. The goal is to make high-quality data accessible even to non-technical users, enabling reporting, insights, and storytelling that support data-informed decision-making. 

This work is especially critical as artificial intelligence (AI) becomes more prevalent in both government and industry. AI systems are only as effective and ethical as the data behind them. Data governance involves establishing clear ownership, quality standards, and transparency. Without this in place, organizations risk amplifying bias, misinformation, and inefficiency. Data governance is more important than ever in the public sector where trust and accountability are critical priorities with residents. 

Programs like the NobleReach Scholars Program play a critical role in helping government agencies and mission-driven organizations meet this moment. They bring in talent with fresh perspectives, bridge gaps between technical and non-technical teams, and create space for innovation that might otherwise be difficult amid day-to-day demands. 

My experience as a NobleReach Scholar has reinforced how valuable it is to invest in people who can connect strategy, data, and operations. Fellowships don’t just benefit participants, they strengthen institutions by introducing new talent, encouraging collaboration, and helping public servants prepare for a future increasingly shaped by data and AI. 

Sometimes the most impactful solutions don’t involve new technology at all. They come from bringing the right people to the table, recognizing their contributions, and building processes that make progress sustainable.