Natalie Evans Harris, State CDO of Maryland, speaks with Leigh Sheldon, Partner, CEI Data and Analytics Lead at Guidehouse, in a video interview about balancing existing and emerging technology, the three E framework for data literacy, AI goals for the state of Maryland, and shifting the modernization focus from technology to data culture.

Maryland’s approach to balancing existing technology versus emerging technology

Describing the state’s ongoing journey with technology, Harris states, “We’re always looking to find the solutions that help us deliver for our constituents in the best and most innovative ways possible.”

This would require building an environment that allows leveraging data securely and responsibly while also supporting experimentation. With a growing focus on AI and emerging technologies, Harris and her peers are recognizing the need to take an enterprise approach to examining and deciding on the right use cases.

Core to this process remains understanding the right environments and what the state is trying to accomplish with the technologies. Addressing this, Harris says, “It’s not how we bring in the latest technology, but how we understand what the needs are and then balance that with the latest technologies.”

Harris on data literacy: The three ‘E’ framework

When asked how Maryland is enabling transparency in accessing data, Harris sheds light on data literacy. For her, advancing literacy is a public-facing requirement and a priority for the state.

At the core of this initiative is what Harris calls the “three E” framework — Education, Enablement, and Engagement — an approach designed to empower not only government staff but also local communities and stakeholders.

• Education: This pillar focuses on structured learning, starting with tailored cohort courses for state Chief Data Officers (CDOs). Harris notes that the plan is to expand this offering to local, county, and municipal CDOs as well, ensuring broad access to foundational data skills.

• Enablement: As tools and resources play a critical role in reducing the complexity of working with data, the efforts are aimed at minimizing time spent on manual tasks and making data more usable.

• Engagement: For Harris, this is the most exciting part. “The thing I love most in my career with data is when we get to talk and when we get to play with the data,” she shares. Within this pillar, she mentions allowing Maryland’s data platform as a space that supports hackathons, community meetings, and real-time exploration of local issues through accessible data.

Additionally, Harris emphasizes the importance of user experience in data accessibility. “It is also making sure that our open data platform… allows you to do so in ways that are natural to you,” she says, pointing to user-driven design, natural language search, and intuitive interfaces as critical priorities.

Ultimately, Harris envisions a future where everyone can engage with data meaningfully. “We want to make sure that it’s not only the state agencies and the employees of the state that become data-driven but that the constituents, the communities, and the businesses all have access to the information and the data they need to know where they can drive impact and know where they can ask questions and challenge the system where necessary.”

AI goals for the State of Maryland

Speaking of specific AI goals, Harris states that in the public sector, innovation must go hand-in-hand with the responsible use of data. “We’re taking a very intentional and thoughtful approach to how AI is integrated into our work. We’re recognizing that AI can improve our processes,” she adds.

In continuation, Harris says, AI can uncover insights far more efficiently than current manual methods. In collaboration with a senior advisor who was brought in to focus on the state’s approach to AI, agencies are identifying the most appropriate and high-impact AI use cases.

“When it comes to data, we are looking at AI as the place to answer some of the questions pretty quickly,” says Harris. She states that it takes a lot to understand data readiness, map the state’s overall data landscape, and support constituents in finding the information they need through Maryland’s platforms.

Importantly, Harris double-clicks on the trustworthiness of AI and suggests, “using AI to not answer the questions for us, but uncover the areas that we need to explore as we seek to support our agency and our constituents in using our data.”

Challenges and shifting modernization focus from technology to data culture

Highlighting the challenges, Harris states that after joining as the state CDO, she assumed modernization would primarily involve upgrading legacy technologies.

“I thought modernization would look like solving tech debt,” she reflects. “Getting the latest tools in place and making it easier for agencies to function.” But then she discovered that the real opportunity lies in shaping culture.

Furthermore, Harris states that her role was about embedding data into the fabric of how the state operates. The focus has shifted toward building a strategic data culture, one that not only ensures secure, responsible data use but also connects that data to decision-making at all levels.

She affirms that the work is not just about making data professionals more skilled, but it is about making everyone more data literate. And that starts with fostering collaboration and shared purpose across state agencies. “It’s not just about the databases or dashboards. It’s about helping the entire state define what it means to be data-driven.”

Given today’s uncertainty, Harris sees her role as one that looks both inward and outward, asking how Maryland can enrich and share its data in ways that are measurable, impactful, and aligned with the needs of its people. She sees potential in using data to save time, reduce costs, and drive better outcomes.

The ultimate goal, she says, is to build a lasting data ecosystem — a connected structure where everyone knows their role and contributes to a shared vision. “If I walk away from this role and there’s an ecosystem built around our data organization — where everyone understands their role — I’ve won,” she shares.

Challenges remain, says Harris, particularly around funding. Acknowledging limited resources, she says, “There is never enough money to do all the things we want to do.” But that limitation prompts creative thinking.

In conclusion, Harris states that it is essential for CDOs to look beyond traditional procurement models and toward partnerships with academia, other sectors, and community organizations. It’s about building coalitions around a common goal of becoming a truly data-driven state.

CDO Magazine appreciates Natalie Evans Harris for sharing her insights with our global community.

Democratizing Data Isn’t Enough, We Must Democratize How It’s Used — Maryland CDO