Open Data Plan

The U.S. Department of Transportation (DOT) is committed to building a brighter, more connected future with data as the foundation of our digital infrastructure. This commitment is aimed at significantly improving safety and sparking innovations and efficiencies in the transportation ecosystem.

DOT views data governance not as a restriction but as a dynamic force for progress in data excellence. Much like traffic signs and signals guide us safely and efficiently, robust data governance ensures that the right data is always accessible, trustworthy, and used with integrity. Embracing this perspective transforms data governance into a powerful tool for empowerment, unlocking new possibilities rather than imposing limitations.

The Chief Data Officer (CDO) [1], along with representatives from each Operating Administration (OA) [2], constitute the Data Governance Working Group (DGWG). This group leads efforts to ensure simple, seamless, and secure data management for the Department through iterative learning and peer exchange. In addition, collaboration with experts across DOT OAs as well as teams specializing in privacy, records management [3], legal, information technology, and cybersecurity guarantees data excellence throughout the data lifecycle [4]. These efforts strictly adhere to federal laws and guidelines concerning privacy, confidentiality, cybersecurity, and intellectual property [5–13].

Goal 1: Enhance Public Access and Discoverability

To maximize the impact and utility of our data [14,15], we are dedicated to making it Findable, Accessible, Interoperable, Reusable, and Delightful [16,17,18,19,20,21] (FAIR-D). This approach paves the way for a more efficient and effective transportation ecosystem. By making government data secure [22], trustworthy [23,24], and open by default [25] through standardized procedures, we are not only increasing public access but also fostering new ideas and economic growth. This commitment to open data also makes government operations more efficient and accountable to the public we serve. 

DOT remains focused on making available [26] all data (including but not limited to intramural and extramural research, statistical, and geospatial [27,28,29]) in the comprehensive data inventory [30,31,32,33,34] or through the Freedom of Information Act [35].  The data inventory can be accessed at https://data.transportation.gov. Our data inventory comes with information (e.g., metadata, data dictionaries, and/or read me files), including context on how the data was collected, any disclaimers about completeness and limitations. This information empowers customers to confidently understand and maximize the data’s value. Our goal is not just to release data, but to make it usable, meaningful, and delightful for customers including policymakers, developers, and everyday citizens. 

It takes all of us to make data excellent. We welcome and value input from researchers, businesses, advocacy groups, local, state, and/or tribal governments, and members of the public [36] to improve the timeliness, completeness, consistency, accuracy, usefulness, and availability of data by emailing opendata@dot.gov, following the procedures in the information quality guidelines [37], and/or by participating in other public forums. We regularly engage with customers to ensure feedback is considered and incorporated when appropriate.

In addition to providing customer feedback, data usage statistics are available at https://datahub.transportation.gov/stories/s/Site-Analytics/qi7d-992b/.

Goal 2: Drive Innovation and Economic Value

To foster greater innovation and stimulate economic growth, we need to move beyond basic data reporting and embrace more sophisticated analytical approaches. This involves understanding what happened (descriptive analytics), delving into why it happened (diagnostic analytics), anticipating what might happen next (predictive analytics), and determining what should be done about it (prescriptive analytics). By improving how we handle data, we are changing the way we work, becoming better at solving transportation challenges with a more complete and forward-looking approach.

Having good, useful data is what powers advanced analytics and artificial intelligence (AI) [38,39]. AI needs purpose-driven data [40] to learn and work well. Plus, good data management helps the DOT reduce risks—whether it's preventing bridge collapses, easing traffic jams, or improving safety. Ultimately, using data effectively means better experiences for everyone [41], because services can be customized and improved based on what's happening right now and what we expect to happen.

Using data strategically can change the transportation sector from reacting to challenges to proactively getting ahead of them. Instead of guessing or fixing issues after they pop up, leaders can use accurate, evidence-based plans. This change brings clear benefits in important areas like safety, where data can pinpoint dangerous spots, and efficiency, where insights can optimize how resources are used. This purpose driven approach creates a stronger, transportation system that supports lasting economic growth.

Goal 3: Improve Government Efficiency and Accountability

To ensure the DOT effectively and efficiently achieves its Mission, we are committed to improving the customer experience by modernizing IT management, empowering our workforce, and strengthening oversight. First, we're putting clear procedures in place for acquiring, updating, and even reusing IT systems and software [42]. This prevents us from buying unnecessary new tools and ensures we're getting the most out of what we already have. It's about being smart with our technology investments, making sure they support our mission and provide the best value. Second, we're committed to regular, hands-on training for all employees on our IT systems and best practices. This isn't just a one-time thing; it's an ongoing learning journey to keep everyone up to date with the latest tools and security measures. We're also making sure we have the right number of skilled staff in place to implement and maintain our IT strategy. This includes bringing in experts where needed and developing our current workforce so they can effectively use and manage our technology. Finally, we're updating our procurement standards to make sure we're acquiring IT solutions (and by default, data solutions) efficiently, transparently, and with accountability built in from the start. This means clearer guidelines for buying software, hardware, and services, emphasizing competition and value. Together, these focused efforts ensure the DOT's IT operations are effective and accountable. For more information, refer to the IT Strategy.

Conclusion

DOT's Open Data Plan is charting a course to leverage data's vast potential. By embracing open and FAIR-D data principles, we build a foundation of transparency and accessibility, empowering customers, fostering innovation, and strengthening government accountability. This transforms raw information into a powerful resource, enabling stakeholders to gain insights, collaborate on solutions, and contribute to a safer, more efficient, and more effective transportation system.

Our plan ensures data is not merely available but truly usable. Through robust data governance, "open by default" standards, and continuous collaboration, we make complex data digestible and delightful. Furthermore, engaging external partners and integrating public feedback ensures our data initiatives remain responsive, serving the communities reliant on our transportation infrastructure.

Ultimately, this Open Data Plan is a commitment to a data-driven future. By focusing on advanced analytics, leveraging emerging technologies like AI, and applying insights to boost safety and efficiency, the DOT shifts from reactive to proactive. This data-driven transformation in IT management, workforce empowerment, and oversight will lead to better decision-making, improved service delivery, and a more trustworthy and effective government.

References

1. 44 U.S.C. § 3520. Coordination of Federal Information Policy: Chief Data Officers. https://uscode.house.gov/view.xhtml?req=granuleid:USC-prelim-title44-section3520&num=0&edition=prelim
2. U.S. Department of Transportation. (2021). U.S. Department of Transportation Administrations. U.S. Department of Transportation. https://www.transportation.gov/administrations
3. U.S. Department of Transportation. (2010). Records Management Policy. U.S. Department of Transportation. https://staffnet.fhwa.dot.gov/records/docs/2016/Policy%20-%20RM%20(1351%2028)%20-%20Policy%20-%20Final_signed.pdf
4. Defense Information Systems Agency. (2025). Data Lifecycle Management Guidebook. https://www.disa.mil/-/media/Files/DISA/About/Publication/DISA-Data-Lifecycle-Management-Guidebook-FINAL.pdf
5. Privacy Act of 1974, 5 U.S.C. § 552a. https://www.dodig.mil/Portals/48/Documents/Programs/Privacy%20Program/pa1974.pdf
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26. U.S. Department of Transportation. (2015). Plan to Increase Public Access to the Results of Federally-Funded Scientific Research Results. U.S. Department of Transportation https://www.transportation.gov/sites/dot.gov/files/docs/Official%20DOT%20Public%20Access%20Plan%20ver%201.1.pdf
27. 5 CFR Part 1321. Fundamental Responsibilities of Recognized Statistical Agencies and Units. https://www.govinfo.gov/content/pkg/FR-2024-10-11/pdf/2024-23536.pdf
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