On October 1, NASCIO and the State Chief Data Officers Network at Georgetown University’s Beeck Center for Social Impact + Innovation released a research study intended to explore the role of enterprise-wide state chief data officers (CDOs) in the states.

As data has become the language of government, the people in CDO roles are increasingly important to the smooth running of a state. As the report explains, “There is a common ingredient for success: their shared interest in data analytics, leading teams and effectively cultivating working relationships with peers and stakeholders.”

Not every state has a chief data officer position. The study’s survey took place in the spring and summer of 2025, with 27 CDOs responding.

According to the report, 44 percent of respondents indicated that their role is established by statute, while 38 percent indicated that they were created from executive orders or directives.

Although the majority or respondents work in states that allow agencies to maintain autonomy over many of their decision, this model is not without challenges, “particularly around ensuring consistent adoption of policies and standards across data analytics, sharing, management, stewardship, literacy and quality.” 

With data management a high priority, the role of the state CDO has become increasingly vital as technology has advanced. According to the report, “centralized structures make it easier for CDOs to see the full picture of the state’s data and manage it effectively across the entire enterprise.”

Funding for Chief Data Officers varies dramatically, typically ranging from $25 million to $325 million. But six reported having no budget whatsoever. The report quoted one CDO as saying “No budget, need to find a lot of my own money.”

Most CDOs indicated that their primary funding comes from general funds and service fees, but it can be a struggle getting the necessary resources to serve as effective guardians of data use. As the report said, “One state CDO told us that the majority of their time was spent making the case for data management and securing the necessary funding, but their time could have been better spent delivering data management capabilities that enable state government value streams.”

While funding was the biggest challenge faced by state CDOs, many have trouble with adequate staffing, organizational resistance and the absence of adequate authority.”

The survey also questioned respondents about the existence of data management programs and found that “when it comes to an established data management program, respondents are evenly divided. One-third have an established data management program; another third are either in the planning stages or the development stages for such a program; and the final third do not have a formalized data management program.”

What about the states that don’t yet have CDOs? The survey offered the following advice: 

• Ensure championship by top leaders, “including the governor’s office, CIOs and government officials.”

• “Learn from existing models, frameworks and statutes in other states, rather than starting from scratch. Cross-state learning reduces the start-up burden and informs decisions on scope and structure.”

• “Define the full scope of the position, so that it encompasses governance, strategy, analytics and technology.”

• Seek “a committed budget, staffing, tools and infrastructure to support the CDO’s mission.”

• Create a “culture that embraces an enterprise-wide view of state government.”

As the report concludes, “upcoming shifts in AI, quantum computing and data management will make the state CDO’s role even more significant. . . The journey of the state CDO is still in its early stages. We are looking forward to growing support and recognition of this critical role in state government.”

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