PUBLIC SECTOR DATA LITERACY FOR ALL

A few weeks ago, we wrote a special feature titled “Using Data to Lead More Effectively.” The focus moved swiftly from data experts to the employees who work with data across government and increasingly use it to make real-time decisions.

That point was clearly made by Elena Boyd, Managing Director in Accenture’s Public Service Practice, who said. “Historically government data use was retrospective and siloed. There was a lag between when things were happening and when they could collect the data and then analyze it. Today, government leaders have access to such a wide range of data in near real time, which allows them to identify trends earlier, prioritize faster, intervene proactively and course correct as they go.”

But the story doesn’t just stop there. It’s critical that states and localities make certain that most of their employees are comfortable with data. One way or another, it’s going to intersect with their lives, and if it’s a foreign language, then they’re not going to be able to effectively carry out their jobs.

As we wrote in this space in May 2025, “it’s critical for staff at many levels to understand the data and its significance, even if they’re not using it to make decisions. That’s because many employees collect and input data. Multiple cities have found that data quality improves when their workforce understands the use to which the data is put, its importance to the taxpayers they serve, and its connection to the success of their departments.”

Back in 2023, Deloitte issued a report titled Bringing Data Fluency to Life, which argued that “It can be important to bring in data literacy at every level and function of public sector organizations. Senior leaders, junior analysts, managers in the field, contracting officers, civilian and military or law enforcement, full-time and seasonal roles all should make data-informed decisions in the course of their duties. And so, they may need to be fluent with the data types and tools that are being used. Each of these roles use data differently every day.

“Therefore, organizations should know what knowledge, skills, and abilities are required for each role to enhance data fluency, how they can create opportunities for the workforce to learn from and use data, and what they can do to reinforce and incentivize the use of data.”

Fortunately, some entities are making a concerted effort to make the bulk of their workforce truly data literate.

Maryland is making giant steps in that direction with its Maryland Data Academy, which is expected to launch later this year. As Natalie Evans Harris, Chief Data Officer of Maryland, told us “We’re recognizing that everyone's relationship with data and AI and technology is different. So, instead of trying to create one size fits all training programs, we're forming partnerships to create opportunities for training, engaging and sharing resources.

“We’re creating micro-courses for Maryland specific information, five-to-nine-minute courses to easily pick up on key components for data-driven decision making, including the key questions to ask of data. What we strive for, with our Academy and with our workforce strategy, is building confidence and curiosity about how data advances your work.”

Maryland isn’t the only place that’s taking this path. Connecticut, for example, has established a state data plan, which has one goal that “will focus on building agency capacity by identifying the needed training and resources for different stakeholders in state agencies. A needs assessment will begin the process by focusing on agency priorities for training and capacity building, from agency data officers, analysts, managers and agency leadership to develop a concentrated program for agency staff. The assessment will review resource requirements, onboarding processes and the preferred frequency and modality for training.”

Following, based on our research into this topic, over the course of years, are five additional thoughts:

·        Not all employees are going to be willing students, as the time they spend achieving data literacy can add to an already overwhelming work week.

·        Like all other government efforts, promoting data literacy isn’t free. As a result, it’s important for elected and appointed leaders to have sufficient buy-in to this process for them to make the necessary resources available. 

·        Evaluation of the results of data literacy training can be a very important element in the process.

·        The ways that cities and states are achieving better staff data literacy come not only from live or online classes and, study-at-your-own pace materials, but also from established communities of interest that encourage employees to meet and learn from each other.      

·        Meeting the needs of employees at all levels can be aided through the regular use of surveys to find out what they feel they most need to know to grow professionally and make better use of data.

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