Statewide Data Governance Assessment

Current Data Systems, Governance Structures, and Data Management Protocols Across New Mexico State Government

Abstract

This report was prepared for the Legislative Finance Committee pursuant to the 2024 General Appropriation Act (House Bill 2), which directed the Institute for Complex Additive Systems Analysis (ICASA) to analyze and report on current data systems, data governance structures, and data management protocols across New Mexico state government. The report presents findings, observations, and recommendations intended to support legislative decision-making and strengthen New Mexico’s statewide data governance infrastructure.

Executive Summary

The New Mexico Legislature appropriated funding in 2024 for the Institute for Complex Additive Systems Analysis (ICASA) at the New Mexico Institute of Mining and Technology to analyze New Mexico’s current data systems, data governance structures, and data management protocols. This project responds to the increasing need for secure, coordinated, and effective data governance across state government to improve decision-making, strengthen public services, and protect sensitive information.

To fulfill this legislative directive, ICASA conducted a mixed-methods assessment that included interviews with New Mexico agency leaders, discussions with national Chief Data Officers and subject matter experts, stakeholder engagement sessions, qualitative surveys, and research into existing state statutes, administrative rules, and best practices. The project also supported criminal justice data governance initiatives through collaboration with the New Mexico Sentencing Commission and efforts to reestablish the Justice Information Sharing Council (JISC).

TipAt a Glance

• Evidence of state-wide data governance advances
• Inconsistencies in capacity, staffing, standards, and practices
• Need for direction and state-wide standards/collaboration
• Building trust in and demonstrating value of data governance is essential
• Recommend establishment of Chief Data Office

The assessment found that New Mexico possesses numerous strengths upon which to build a statewide data governance framework. Many agencies have developed sophisticated data systems, formal governance processes, and successful data-sharing initiatives. Significant investments in systems such as SHARE, RiseNM, health information exchanges, criminal justice data platforms, and agency-specific governance models demonstrate that meaningful progress has already occurred across state government.

However, the assessment also identified significant inconsistencies across agencies. Technology capacity, staffing, governance maturity, data standards, interoperability, and formal data-sharing practices vary considerably. Many agencies continue to rely on legacy systems, limited technical resources, or informal governance processes that constrain collaboration and increase operational risk. The absence of enterprise-wide standards, comprehensive system inventories, and consistent governance policies limits New Mexico’s ability to maximize the value of its public data assets.

Interviews with Chief Data Officers from other states consistently emphasized several lessons applicable to New Mexico. Successful statewide governance initiatives are built through collaboration, trust, incremental implementation, and demonstrated value rather than solely through regulatory mandates. States with mature governance programs have established clear executive leadership, defined agency responsibilities, invested in data stewardship, and created sustainable mechanisms for cross-agency coordination.

The criminal justice stakeholder convening reinforced many of these findings. Participants identified trust, common data standards, stronger communication, sustainable governance structures, and continued technical assistance as essential components of successful statewide collaboration. Stakeholders also emphasized that the ultimate objective of data governance is not governance itself, but enabling secure access to reliable information that supports informed policy decisions and improved public outcomes.

Based on these findings, this report recommends the development of a statewide data governance strategy centered on transparency, security, interoperability, accountability, and equitable access to data resources. Key recommendations include establishing an enterprise Chief Data Officer, designating agency-level data stewards, modernizing legacy technology, strengthening statewide governance standards, expanding data literacy and workforce development, increasing cross-agency collaboration, leveraging federal funding opportunities, and institutionalizing regular statewide governance forums.

“Ultimately, data governance is not an end in itself. Its purpose is to enable secure, responsible, and effective use of information that supports better public policy, improves government operations, enhances transparency, protects privacy, and delivers better outcomes for the people of New Mexico.”

New Mexico has an opportunity to build upon existing agency successes and create a coordinated statewide framework that enables secure data sharing, strengthens public trust, improves operational efficiency, and supports evidence-based policymaking. By adopting a phased and collaborative approach informed by national best practices, the State can position itself to meet the growing demands of modern government while protecting the privacy and security of the information entrusted to it.

The Report

Introduction

The Institute for Complex Additive Systems Analysis (ICASA) was created in 2001 through enabling legislation by the State of New Mexico (§21-11- 8.1). A research division of the New Mexico Institute of Mining and Technology, ICASA’s mission is to advance the research, development, and science of critical infrastructure protection. That means training, equipping, and deploying a generation of critical thinkers to help solve the complex problems facing a connected and data-rich world.

Leveraging “state support” is essential for this effort, enabling ICASA to apply knowledge gained through joint projects to discover and develop new analytics for noisy, incomplete data using cross-domain datasets and collaboration.

The U.S. Government and the State of New Mexico sponsored the creation of ICASA at New Mexico Tech in the late 1990s in response to the U.S. Department of Defense (DoD) and the U.S. Intelligence Community’s growing recognition of the need to model, analyze, and manage the growing complexity of infrastructure vulnerability analysis and protection, information assurance, and information warfare.

ICASA has demonstrated numerous proofs of concept for the evolving, complex systems that represent the U.S. Critical Information Infrastructure. ICASA has pioneered new forms of personnel education and training, both internally and at its customer sites, in the interdisciplinary, creative-thinking processes usually neglected in traditional educational programs. As a result, ICASA has enabled its customers to assess the vulnerabilities of virtually any evolving complex infrastructure effectively.

New Mexico Institute of Mining and Technology has been designated by both the National Security Agency and the U.S. Department of Homeland Security as a National Center of Academic Excellence in Information Assurance Education and Assurance Research. Most ICASA professional staff, faculty, and student researchers hold security clearances necessary to meet Federal Government requirements. Since 2001, ICASA has directly supported issues of interest to the U.S. Intelligence Community and other DoD and DoE agencies. More recently (FY18 to present), ICASA has supported several New Mexico Criminal Justice-focused organizations with data aggregation and analysis efforts using data science to address public-interest problems.

Research Methodology

The findings presented in this report are based on a mixed-methods research approach designed to provide a comprehensive assessment of New Mexico’s current data governance environment while identifying opportunities for future statewide coordination.

The research methodology was reviewed and approved by the New Mexico Institute of Mining and Technology Institutional Review Board (IRB) and consisted of the following components.

Legislative Review

• Review of the 2024 legislative appropriation establishing the project
• Review of relevant New Mexico statutes, administrative rules, executive directives, and agency guidance
• Review of applicable federal privacy and security requirements, including HIPAA, FERPA, CJIS, and related federal standards

Agency Research

• Assessment of executive branch agencies, including:
• Data systems and technology platforms
• Governance structures
• Data management protocols
• Staffing and organizational capacity
• Data-sharing practices
• Technology modernization initiatives

Stakeholder Engagement

Project staff conducted individual interviews, small-group discussions, and stakeholder meetings with representatives from: - Executive agencies - Quasi-public organizations - Criminal justice agencies - Education agencies - Health and human services organizations - Information technology leaders

National Comparative Analysis

Interviews were conducted with Chief Data Officers and statewide data governance leaders from multiple states to identify successful governance models, implementation strategies, and lessons learned that may inform New Mexico’s future efforts.

Criminal Justice Convening

ICASA partnered with the New Mexico Sentencing Commission to convene criminal justice stakeholders representing state agencies, local governments, academia, and national experts to discuss opportunities for improving statewide data governance and collaboration.

Open-Source Research

The assessment incorporated publicly available information regarding: - State agency technology systems - National data governance frameworks - Published reports - Academic literature - Government best practices - Existing statewide initiatives

Project Goal

The purpose of this assessment is to provide policymakers with an objective overview of New Mexico’s current data governance landscape while identifying practical opportunities to strengthen statewide collaboration, improve data stewardship, modernize technology infrastructure, and support evidence-based decision-making.

Project Background

The New Mexico State Legislature funded the Statewide Data Governance Project through a 2024 Legislative appropriation in HB 2, specifically: “to analyze and report on current data systems, data governance structures, and data management protocols.” The project provides legislators and key stakeholders with a report on New Mexico’s existing data governance structures, data-sharing mechanisms, and systems across intergovernmental and quasi-public-sector agencies. Secondly, this project engages stakeholders through individual conversations, small-group discussions, and data governance stakeholder meetings. The third component focuses on supporting data governance improvement efforts in the criminal justice system through its work with the New Mexico Sentencing Commission, which includes supporting efforts to re-establish the Justice Information Sharing Council (JISC)

Project Components

Report to the Legislative Finance Committee

The following report is based on findings from a mixed-methods research approach approved by New Mexico Tech’s Institutional Review Board. The methodology includes stakeholder engagement, state-based expert interviews, national data governance expert interviews, qualitative surveys, and open-source research. The report, contents below, include the following: - New Mexico’s Public Sector Data Systems and Structures (software, data entry/sharing/utilization systems, relevant data governance legislation, New Mexico Administrative Code citations, etc.) - Data governance structures - Data management protocols - Data capacity - Data governance policies, rules, and regulations - Data Governance Learnings from Other States - Strengthening New Mexico’s Data Governance Infrastructure: Recommendations

Criminal Justice Stakeholder Engagement

The purpose of convening New Mexico’s criminal justice stakeholders was to create a neutral and trusted environment for data leaders and stakeholders to discuss data-sharing practices and data management protocols, identify shared focus areas, and explore opportunities for collaboration. The convening aimed to support the project’s broader goal of strengthening the state’s data governance infrastructure.

Specific Goals: - Secure stakeholder buy-in for long-term collaboration and data-sharing. - Gather valuable insights into data governance across sectors to inform ICASA’s report to the Legislative Finance Committee. - (Internal goal) Elevate ICASA’s visibility and credibility within the data governance space.

Attendees: a focused group of 20–30 key stakeholders that include

1. middle management and leadership from public and quasi-public sector agencies,

2. external guests (e.g., academic experts, Chief Data Officers (CDOs) from other states), and

3. experts from New Mexico state agencies with relevant domain knowledge. Below is an overview of the stakeholder meeting:

New Mexico Sentencing Commission Collaboration

ICASA’s data governance staff is working with NMSC to reestablish the Justice Information Sharing Council (JISC), an advisory body established by the New Mexico Sentencing Commission (NMSC) to enhance collaboration and data sharing across New Mexico’s criminal justice agencies and systems. The Council will be critical in improving data-driven decision-making within the justice system. ICASA data governance staff provide strategic guidance, administrative support, and technical assistance as needed. It is an opportunity to demonstrate, in a practical setting, the importance of strong data governance and its benefits for a public policy ecosystem.

Context: Comparing State Perspectives on Data Governance

TipCDO Learnings at a Glance

• It is vital to build trust by listening to agencies before formalizing policy or structure
• Building belief in data governance requires ongoing incremental benefits to “business side”
• “Delivery arm” enhances agency capacity and builds positive sentiments about data governance
• Punitive data policies can backfire and reduce agency buy-in
• Matching data governance funding with mandates and small grant opportunities essential for success

To inform the development of New Mexico’s statewide data governance framework, interviews were conducted with Chief Data Officers (CDOs) from Colorado, Connecticut, Montana, Maine, North Dakota, and Wyoming, among others. These discussions provide practical insights into governance design, organizational structure, political authority, implementation sequencing, and change management. While each state operates within a distinct statutory and political context, several consistent themes emerged that are directly relevant to New Mexico’s policy deliberations.

Many interviewees emphasized the importance of sequencing implementation carefully. Montana’s CDO described taking a deliberate “pull” approach, prioritizing listening sessions with agency leadership before formalizing structure or policy. This strategy recognized that data governance can be perceived as process-heavy and restrictive, particularly in state environments that already operate under significant procedural requirements. Building credibility through early collaboration proved essential.

Maine’s experience illustrates a complementary perspective. Although the initiative was supported by executive leadership and equity-focused mandates, the CDO emphasized that formal authority alone does not eliminate resistance. Resource limitations, agency hesitancy, and unclear enforcement mechanisms remain substantial challenges. Maine’s leadership reflected that beginning with narrower, highly achievable initiatives—such as focused data cataloging tied to critical business processes—may have accelerated buy-in.

Multiple states underscored the importance of early, demonstrable wins. Montana concentrated on small, fundable projects capable of producing measurable return on investment, using those successes to build cross-agency momentum. Demonstration through recurring data summits and interagency forums gradually increased enterprise data literacy and normalized governance practices.

Colorado’s CDO emphasized the importance of a “delivery arm.” Producing demonstrable data governance solutions for agencies was key in their state’s ongoing success. A former CDO from North Dakota described it as changing the perception of data governance from “I’m not going to get my data” to a process that enhances the ability of state agencies to operate.

Organizational placement of the CDO role also emerged as a significant factor. Maine’s and Connecticut’s experiences suggest that situating the CDO parallel to, rather than subordinate to, the CIO can reinforce that governance is an enterprise business function rather than solely a technical initiative. Clear statutory authority and defined enforcement mechanisms further strengthen implementation capacity.

Washington’s CDO warned, however, that regulatory “teeth” can backfire. Many agencies may do only enough to be minimally compliant in order to avoid punishment, eschewing more substantial commitments to advance public data governance. Colorado’s former CDO reiterated this point, arguing that trust very often achieves more than punitive policies can, especially when agencies think that the latter could potentially disappear after a change of administration.

Finally, many states highlighted the importance of aligning scope with fiscal reality. Montana structured a small, highly capable central team focused on advisory oversight and best-practice guidance rather than direct operational control. Complementing this model with clearly identified agency-level data owners and stewards supports distributed accountability while maintaining enterprise standards.

Yet, the structure of funding mechanisms appeared to be as important as the amount available within state budgets. Many CDOs expressed frustration with the tendency for funding to go toward periodic, multi-million dollar “boil the ocean” projects, when many agencies instead need more consistent support to modernize their data governance and/or the ability to access funding for shorter-term projects.

At the same time, as Colorado’s former CDO put it, most agencies don’t explicitly go out looking to buy data governance. They want to fund their operations. However, data governance is increasingly essential to delivering value to citizens. Adequately supporting ongoing data governance development may require viewing it as akin to IT, as essential infrastructure undergirding the day-to-day operations of state agencies.

Assessment of New Mexico’s Current Data Governance Infrastructure

TipAt a Glance

• Stark unevenness in technical capacity, personnel, and data governance maturity level
• Agencies struggle with data fragmentation and inconsistent data entry
• State risk profile includes those derived from vendor-provided and internally maintained data systems
• Informal and unreported data sharing agreements very likely exist
• Battling inconsistencies requires state leadership in defining minimum governance controls across agencies

New Mexico’s executive-branch agencies have a non-uniform model of data and technology capacities, systems, and governance practices that vary widely across missions, staffing levels, and vendor dependence. The spreadsheet, shared as supplemental material, provides a cross-agency snapshot of whether agencies report dedicated data and technology personnel, approximate staffing levels, the named lead point of contact (often a CIO or equivalent), the primary data management software/system in use, whether a vendor supports that system, and whether agencies share data externally and have agreements in place. The unevenness of New Mexico’s data governance infrastructure results from notable strengths in certain areas as well as systemic gaps that constrain statewide interoperability, transparency, and consistent risk management.

Agency Attributes Based on Survey Results

The following spider charts characterize three select agencies with regard to their maturity level in multiple dimensions of data governance, such as in resources, the existence of a data governance council, etc.

New Mexico Environment Department

Department of Workforce Solutions

Public Education Department

Most of the 37 listed agencies report having data and technology personnel (31 agencies marked “Yes”), while a smaller subset report no dedicated data and technology personnel (6 agencies marked “No”). Agencies lacking internal technical capacity include the Indian Affairs Department, the Martin Luther King, Jr. State Commission, the New Mexico Medical Board, the Office of African American Affairs, the Office of the Governor, and the Office of the Lieutenant Governor.

These entities are more likely to rely on informal support arrangements, shared services, or ad hoc procurement—conditions that can heighten operational risk, slow service-delivery improvements, and complicate compliance with security and privacy requirements. The distribution of agency staffing is highly uneven. Reported staffing ranges from very small teams (as low as 1) to very large centralized capacity (up to 132). The median level is 12 persons, indicating that typical agency capacity is modest even when a dedicated function exists.

Agencies with enterprise-scale roles or large operational footprints, including the Department of Information Technology (132) and the Department of Health (93); several other large agencies report the largest staffing levels (40-60). This skew suggests that statewide modernization and governance initiatives are likely to rely disproportionately on a small number of higher-capacity agencies unless the state invests in lifting baseline capability across agencies.

The data management software/system field indicates substantial fragmentation. Many entries are unique, multi-system descriptions, while numerous agencies are coded as “Unknown” due to blank entries or insufficient detail. Some entries reflect transition environments or placeholders. This pattern is important for policy: fragmentation and incomplete system inventory impede statewide data governance because effective governance presupposes a known system landscape, consistent metadata, and clear system ownership and stewardship.

Vendor involvement is reported inconsistently. Some agencies explicitly indicate using a vendor for data management, others indicate no vendor, and many are coded as unknown or unclear. Vendors provide stability and specialized support but may also introduce risks related to cost escalation, contract lock-in, data portability, and uneven security accountability. Conversely, internally maintained systems may offer flexibility but are fragile to staffing changes. The dataset suggests New Mexico’s environment likely includes all of these risk profiles simultaneously, increasing the importance of centralized contract standards, shared cybersecurity baselines, and interoperability requirements embedded in procurement.

Seventeen agencies explicitly report sharing data with other state agencies or relevant entities, and in each of those cases, the spreadsheet indicates a data-sharing agreement is in place. The dataset references the HHS MMISR Project multiple times as a purpose for data sharing, indicating that a major modernization or integration effort in health and human services is driving formal data exchange practices across participating agencies.

“In summary, the spreadsheet depicts a state enterprise with meaningful pockets of maturity but significant inconsistencies in capacity, system documentation, and data-flow visibility.”

However, many agencies are coded as unknown for both data sharing and agreements. In a state government setting, it is unlikely that only the identified agencies share data; rather, it is more plausible that sharing is not consistently tracked, that informal exchanges exist outside formal agreement frameworks, or that the survey instrument did not capture the full range of exchanges. From a governance standpoint, the most significant signal is the breadth of uncertainty, which suggests the state cannot currently attest, at enterprise scale, to where sensitive data moves, under what authority, with what safeguards, and with what accountability.

Taken together, the spreadsheet points to a statewide governance opportunity focused on baseline standardization, inventory, and shared capability. Legislative priorities could include establishing an enterprise data and systems inventory requirement; defining minimum governance controls for data sharing; building shared services for low capacity agencies; embedding interoperability and data portability into procurement standards; and strengthening statewide accountability roles.

In summary, the spreadsheet depicts a state enterprise with meaningful pockets of maturity but significant inconsistencies in capacity, system documentation, and data-flow visibility. For legislative decision-making, the strongest policy signal is the need to move from agency-by-agency practices to a statewide governance baseline that ensures reliability, security, interoperability, and transparency

Criminal Justice Convening: High-level Takeaways

Below are key takeaways and learnings from the December 2025 Criminal Justice Stakeholder meeting ICASA co-hosted with the New Mexico Sentencing Commission.

Notable Meeting Themes

• Data governance is not the end goal; the goal is to have access to data so we can make informed decisions with data.
• Accessible data can help answer questions about outcomes for criminal justice, government officials, and much more.
• Data protection can sometimes hurt those whom they are trying to protect.

Changes in Data Governance in the Past Decade

• There is better decision-making being made due to better access to data.
• ICASA helps teams break through restrictions on data and allows the facilitation of data that is already public.

Data Governance Infrastructure: Strengths and Assets

• There is significant data already in the criminal justice realm; dashboards are needed to help communities.
• There is a need for more outside stakeholders to have access to data.
• There is a need for more face-to-face communication among stakeholders.
• There are many opportunities to use data for policy, program, and budget decisions. Accessible data is critical to helping the sector achieve more.
• ICASA can provide technical expertise that agencies do not have and are unable to fund.
• ICASA is neutral and can act as a mediator/facilitator for data interaction when agencies have different goals but require the use and sharing of the data.
• ICASA is successful as they are an outsider to many interpersonal issues. They can bypass these issues and work with relationships that have already been established with ICASA due to the variety of DSPI projects.

Barriers to Data Collaboration

• There are organizations with a lack of staff/resources, which hinders them to help with data sharing and prioritize data.
• Agencies need disposition codes that are understandable. There is a lack of common definitions across the state. (Coordination)
• Many silos still exist within the criminal justice ecosystem.
• There is a lot of growth internally that needs to be done. (Silos within Silos)
• Agencies have issues with people requesting data that they do not need.
• Safe data can be released to the public so that requests do not clog systems.
• Data governance policy implications are often viewed as policies that will result in a lot of work and no return on investment.
• There are many technical capabilities available. Why not take advantage of them?
• Collecting data in an appropriate manner will allow agencies to keep track of information without being at risk of losing it.

In-State Data Governance Needs

• Looking at data coming in and out to build effective governance (cataloging data).
• The same data can be used from areas such as DOC, Court Records, Jail Records, etc. This will help avoid conflict due to CJIS violations.
• The key north star of data governance is “trust.” Systems need to be put in place so there is trust that the data will be protected when shared.
• Data Governance requires frameworks that need to be built piece by piece for better implementation and to address data quality issues.
• Larger counties have an easier time-sharing data, whereas smaller counties find it more difficult, as they have outdated systems/databases. (Up-to-date technology)
• Smaller counties are dealing with limited budgets and small amounts given by the state. (Systems are not compatible)
• Changes in technology need to be shared so that relevant information continues to be shared between agencies.

Institutionalize Data to Outlive Worker Tenures

• Give clear expectations on what needs to be done with data and how it should be structured. Make a repository that asks users who are sending data to comply with the standard.
• More Data Governance team meetings to discuss issues and build chemistry.
• Data Governance policies cannot be a majority vote; it must be unanimous, with everyone believing in it.
• Make data governance a priority in the different levels of government, public, and individual organizations.

Reasons to Invest in High Quality Systems

• Some agencies DO NOT have the database systems that allow for sharing and engagement (analyses) with the data.
• A common language can be developed for all agencies. Educating the public will require the use of a common language.
• ICASA is a technical wing and could help agencies do their jobs better. (System that supports agencies equally)
• Data could be one of New Mexico’s biggest public assets.
• Some companies that built data systems are controlling conversations about data governance.
• ICASA can put tools in place that limit the access each agency has to it, depending on what is relevant to the respective agency.

What Agencies Can Do Now

• Attack the problems that need to be solved and discussed within the agency. Attend data governance meetings and share challenges.
• Talk to leaders of agencies to get on board in prioritizing how data operations can be improved.
• Understand the data you own in your agency and the restrictions that are put on that data.
• Build relationships by working with other agencies and discussing similar issues involving data sharing

New Mexico’s Data Governance Infrastructure Challenges

Despite the availability of tools, systems, and protocols, New Mexico faces several challenges and opportunities to strengthen its data governance infrastructure.

Interoperability Issues: Some legacy systems in state agencies are not fully interoperable with newer platforms, limiting the efficient data exchange across different agencies.

Privacy Concerns: As the state manages and shares vast amounts of sensitive data, such as health and criminal justice records, there are heightened concerns regarding privacy breaches.

Resource Limitations: Budget constraints often limit agencies’ ability to invest in state-of-the-art data-sharing technologies and staff training, impacting the scalability and efficiency of data-governance initiatives.

“End-User” Development: Many agency staff members welcome the opportunity to collaborate in data governance, rather than feel steered by outside vendors.

More Robust Management Protocols: Limited data management protocols exist for data collaboration, sharing, and utilization, making it challenging for agencies to exchange data.

Data is Siloed by Issue Area: Issue-based data collaboration efforts are siloed within a policy area, making it challenging for agencies and decision-makers across New Mexico’s state government to have a complete picture outside of that policy area.

Recommendations

Develop a Statewide Data Governance Strategy

What is the vision for data governance in New Mexico? New Mexico’s “North Star” for data governance could be to build a state-wide, integrated, and secure data infrastructure that supports efficient and transparent data sharing across all agencies. This infrastructure includes a blueprint of the existing data systems, how they interface, a culture that prioritizes data governance, and the management protocols in place to protect the data and enable sharing, as appropriate. This would provide New Mexico decision-makers with the tools and access to data to make more data-driven decisions, improve public services, and maintain the highest privacy and security standards.

Core Values/Principles:

• Transparency: Public access to non-sensitive data to foster accountability.

• Efficiency: Streamlined, real-time data sharing across agencies to enable timely decision-making.

• Security: Robust safeguards that protect sensitive information and ensure compliance with privacy regulations.

• Equity: Ensuring that all state employees, regardless of agency, have the capacity and tools to manage data effectively.

• Control: Ensuring that all agencies can see who is using their data and have the capacity to identify and address the misuse of data.

Opportunities to help New Mexico realize this vision:

• Technology Modernization: Upgrading legacy systems to more flexible, cloud-based platforms would enhance data-sharing capabilities.

• Enhancing Data Privacy and Security: Ensure all policies and protocols go beyond standard rules and compliance requirements. This is important to mitigate the risk of information breaches or unintended data misuse due to personnel turnover, inexperience, and/or urgency, which can lead to improper handling and sharing of data.

• Cross-Agency and Interstate Collaboration: Encourage greater collaboration among state agencies by establishing regular crossagency data-sharing opportunities and by developing or leveraging existing working groups to identify gaps in current protocols and systems.

  • Encourage cross-agency working groups to regularly assess and improve data-sharing practices.

  • Increase collaboration with other states to adopt best practices and modern frameworks.

• Enhancing Data Literacy: Training and Capacity Building

  • Develop statewide data literacy, management protocols, and training programs to equip employees with the skills needed to manage and secure data.

  • Implement data stewardship roles within each agency to maintain quality control over shared data.

• Leverage Federal Resources: Tap into federal grants and resources to improve state data infrastructure

• Expand Open Data Initiatives: Continue to promote sharing nonsensitive public data through portals, ensuring transparency while safeguarding sensitive information.

• Partnerships with Other States: Partner with states leading on data governance to learn from their successful data governance strategies and share knowledge.

Legislative Opportunities

Based on comparative state experience, the Legislature may wish to consider the following actions to strengthen New Mexico’s data governance framework:

Governance	Capacity	Funding	Implementation
Clear statutory authority	Supports collaborative forums and data summits	Resource allocation matched to mandates	Phased implementation requiring demonstrated returns before expanding
Operation at enterprise level parallel to IT	‘Delivery arm’ functions as public data consultancy	Interagency fund for small grant opportunities	Designation of functionally engaged data owners & stewards

• Establish a position of “Chief Data Officer” that would include the ability for this position to shape policy and a clearly defined reporting structure.

• Position the CDO to operate at an enterprise level, parallel to major executive functions, to reinforce governance as a cross-agency responsibility rather than a purely technical initiative.

• Require phased implementation focused on measurable early wins, allowing agencies to demonstrate return on investment before expanding scope.

• Mandate designation of agency-level data owners and data stewards with defined responsibilities for implementing enterprise standards.

• Support ongoing interagency forums, such as data councils or annual summits, to institutionalize collaboration, education, and transparency.

• Build up a “delivery arm” linked to the CDO office, composed of organizations able to serve as public data consultancies to agencies.

• Develop a funding model for data governance to ensure that the level of support matches operational demands and new legislation

Taken together, these actions would help ensure that New Mexico’s data governance framework is both authoritative and practical, capable of delivering measurable improvements in transparency, efficiency, equity, and accountability.

Conclusion

New Mexico possesses many of the foundational components necessary to build a modern, enterprise-wide approach to data governance. Across state government, agencies have invested in sophisticated information systems, developed effective governance practices, established successful data-sharing partnerships, and demonstrated a strong commitment to protecting sensitive information while improving public services.

At the same time, the assessment identified considerable variation in governance maturity, technical capacity, interoperability, staffing, and organizational practices across agencies. These differences create barriers to collaboration, increase operational complexity, and limit the State’s ability to fully leverage data as a strategic public asset.

The experiences of peer states demonstrate that successful statewide data governance is achieved through sustained leadership, collaboration, clearly defined roles, incremental implementation, and the establishment of trust among participating organizations. New Mexico is well-positioned to build upon these lessons while leveraging the significant expertise that already exists throughout state government.

The recommendations presented in this report provide a practical framework for strengthening New Mexico’s statewide data governance infrastructure through enterprise leadership, standardized governance practices, technology modernization, workforce development, and expanded collaboration across agencies and jurisdictions.

Ultimately, data governance is not an end in itself. Its purpose is to enable secure, responsible, and effective use of information that supports better public policy, improves government operations, enhances transparency, protects privacy, and delivers better outcomes for the people of New Mexico.

By building upon existing strengths and pursuing a collaborative, phased approach to implementation, New Mexico has an opportunity to establish a statewide data governance framework that serves as a model for effective, secure, and accountable public-sector data stewardship for years to come.

Research and Supplemental Information

New Mexico’s Data Governance Infrastructure Details

Cross-Agency Data Collection and Sharing Tools

New Mexico agencies utilize various tools and systems for data management, protection, sharing, and integrity. In several sectors (e.g., education, criminal justice, and healthcare access), efforts are underway to streamline inter-agency collaboration, ensure the security of data systems, and maintain access to essential information. Key tools and systems include:

New Mexico’s Sunshine Portal. The Sunshine Portal is an online transparency tool that allows the public and government agencies to access important state financial data, such as budgets, contracts, and expenditures. This tool ensures that information related to state financial decisions is readily available, promoting public accountability and transparency. Agencies that frequent the portal include (but are not limited to):

• New Mexico Department of Finance and Administration - Portal administrator

• Governor and Lt. Governor’s Office

• New Mexico General Services Department

• New Mexico Department of Health

• New Mexico Environment Department

• New Mexico Corrections Department

• Legislative Finance Committee

• Legislative Council Service

• Legislative Education Study Committee

The portal pulls much of its financial and personnel data from the state’s SHARE system (Statewide Human Resources, Accounting, and Management Reporting System) described in the subsequent “agency-specific” section.

RiseNM is New Mexico’s Longitudinal Data System (NMLDS) Project and data platform focused on education and workforce development data. The mission of RiseNM is to expand the accessibility and usability of statewide, educational, and workforce cross-agency data. This tool aims to help drive informed decisionmaking that produces positive impacts on the education and workforce outcomes while protecting individual privacy and confidentiality.

Geospatial Data Sharing Systems Tools. Geographic Information System (GIS) platforms manage and share spatial data in New Mexico. These systems allow state agencies to share critical geographic data for environmental monitoring, urban planning, disaster management, and infrastructure development. The New Mexico Resource Geographic Information System (RGIS) is an example.

Data Exchange Platforms. Data exchange platforms, such as RESTful APIs (Application Programming Interfaces) and web services, allow government agencies to securely exchange data in real time. These platforms help automate data transfers between systems, enabling timely information sharing across agencies, such as health, transportation, and emergency services. Details of various sector-specific systems, such as the criminal justice system, follow in the subsequent section.

Snapshot by Agency: Data Systems & Tools

New Mexico’s state government relies on data tools, systems, and management protocols that allow for data collection, analysis, and sharing with stakeholders as legally permissible, and that align with internal agency policies. Most of these systems have individual processes (e.g., eligibility criteria, access levels, etc.) for obtaining access and utilizing the data.

New Mexico Department of Finance and Administration and General Services Department. Statewide Human Resource, Accounting, and Management Reporting (SHARE) System. The SHARE system is an enterprise-wide system that integrates human resources, accounting, and financial data. It allows different state agencies to share key personnel and financial information, reducing duplicate data entry and enhancing financial accountability. SHARE supports standardized data exchange between state entities.

New Mexico General Services Department. In addition to utilizing the SHARE system, GSD leverages additional systems to help track state assets and support human resources and risk management efforts.

• Automated Identity Management: As a centralized helpdesk and automated account management, the system is the sole record for IT user account requests, removing manual, verbal, or email access approvals.

• Risk Management Information System (RMIS): Used by GSD’s Risk Management Division to track exposure data (payroll, FTEs, equipment, properties) and process workers’ comp and property/casualty claims to establish rate premiums.

• Facilities Management Information System: Tracks real time data on state assets, space utilization, and leased facilities for analysis and optimization.

New Mexico Health and Human Services (with the New Mexico Department of Health). Formerly the New Mexico Health Information Exchange (NMHIC), now SYNCRONYS is a secure platform for delivering patient care data to appropriate parties, such as hospitals, health plans, Federally Qualified Health Centers, pharmacies, clinicians, and public health.

Department of Cultural Affairs. New Mexico Cultural Resources Information System (NMCRIS). NMCRIS provides qualified users with access to tabular and geospatial data related to cultural resources investigations, archaeological sites, historic structures, and properties listed on state and national historic registers.

The Archaeological Records Management Section (ARMS), housed within the New Mexico Historic Preservation Division of the Department of Cultural Affairs, is the primary administrator of NMCRIS. ARMS’ mission is to house, maintain, and protect all records of archaeological investigation in the State of New Mexico. ARMS’ role is supported through Data Sharing Agreements with federal and state agencies, as well as user fees generated by Cultural Resource Management contractors working with private industry. In partnership with universities and research institutions, NMCRIS and ARMS archives also support scholarly research by providing access to extensive cultural resource records and historical documentation.

New Mexico Department of Health and New Mexico Health Care Authority. These agencies are supported by a combination of specific, state-managed registries and epidemiological tracking systems. Together, these tools help the department manage New Mexico’s public health data, immunizations, and healthcare transparency statewide. Key data systems used include:

• NM-IBIS: The Indicator-Based Information System is New Mexico’s primary public health data resource. It tracks priority health issues, maternal and child health, and is used to guide policy and evaluate health outcomes across subcounty areas.

• NMSIIS: The New Mexico Statewide Immunization Information System is a confidential, statewide registry used to track and record immunizations for both children and adults, and manage vaccine inventory.

• NM APCD: The New Mexico All-Payer Claims Database collects and organizes medical, dental, and pharmaceutical claims data from insurers to promote healthcare cost transparency and inform health policy.

• HIDD: Hospital Inpatient Discharge Data is collected annually by the department to track inpatient hospitalizations.

• Environmental Public Health Tracking System: Monitors air and water quality data while linking it to environmental health outcomes like asthma and reproductive issues.

• Electronic Laboratory Reporting (ELR) & BRFSS: NMDOH utilizes secure HL7-compliant ELR systems to receive reportable lab tests, and partners with the CDC for the Behavioral Risk Factor Surveillance System (BRFSS) to collect statewide behavioral health risk data.

DOH Vendor Support: Envision Technology Partners serves as a vital infrastructure vendor for the New Mexico Department of Health (NMDOH), specifically powering and maintaining the state’s New Mexico Statewide Immunization Information System (NMSIIS). The company collaborates with the agency in several critical capacities:

• Registry Platform Technology: Envision is the software developer behind WebIZ, the underlying enterprise database platform that runs NMSIIS. This system tracks millions of patient records and tens of millions of vaccine doses across New Mexico.

• Public Access Portals: Envision built and manages the consumer-facing VaxView NM Public Portal. This secure portal interfaces directly with WebIZ, allowing New Mexico residents, parents, and guardians to look up, download, and print their official vaccination history without having to call a doctor’s office.

• Interoperability and Data Exchange: Envision’s software facilitates secure, real-time bidirectional data exchange between NMDOH and electronic health record (EHR) networks used by hospitals, private practices, and pharmacies. It also connects New Mexico to national public health data frameworks like the CDC’s IZ Gateway.

• Maintenance and Support: Envision provides ongoing cloud hosting, software updates, data-deduplication patches, and technical system maintenance to ensure NMSIIS remains secure and compliant with HIPAA regulations.

New Mexico Children, Youth, and Families. This agency is undergoing a federally supported modernization effort to move from its legacy system called FACTS (Family Automated Client Tracking System) to the Comprehensive Child Welfare Information System (CCWIS). Details of the effort are included in the attached LFC report from August 2023. Regarding the new system’s benefits, Jessica Hitzman wrote:

“The system will allow for data collection and reporting, analytics, and can act as a case management system. It further enables compliance with new rules and regulations as they change by implementing a modular design, allowing CYFD to alter individual components of the system—or modules—without affecting the entire system. The new CCWIS will provide timely and accurate information to facilitate informed decision-making and promote improved access to information for caseworkers. Additionally, the system will accommodate state and federal reporting requirements. Other key outcomes of this project include:

• Providing a more flexible and mobile workforce using cloudbased technology,

• Promoting improved access to information using mobile, web-based, real-time information resources that allow for increased continuity of care among the families served by the agency

• Providing the ability to share appropriate data across project partners, federal agencies, the courts, and other external stakeholders, including child abuse data, foster care, and adoption data, etc.

• Improving operational policies and procedures, conducting data clean-up, and updating the network and security.

CYFD will track the outcomes of the project using measures, such as time spent in the referral process, time to permanency, the percentage of children eligible for federal assistance, and other qualitative measures such as confidence in program reports, staff productivity, and informed clientele.

By implementing a CCWIS, states can ensure compliance with federal regulations and standards set by the ACF, which includes meeting specific requirements for data collection, reporting, security, privacy, and interoperability, which are essential for receiving federal funding and maintaining program eligibility. A CCWIS can also help improve efficiency at the agency and, ideally, outcomes for children and families. Until New Mexico can implement a fully functional CCWIS system, the agency will continue relying on its legacy system, FACTS, to provide services and do case management.”

Department of Transportation

Core Systems & Platforms:

• Roadway Inventory System (RIS): The core database of record housing NMDOT’s Linear Reference System (LRS). It tracks physical features and measurements along New Mexico’s roadways to satisfy Federal Highway Administration (FHWA) requirements, including the Highway Performance Monitoring System (HPMS) and the All Roads Network Of Linear Referenced Data (ARNOLD).

• ArcGIS & GIS Hub: NMDOT utilizes Esri’s Roads and Highways ArcMap module to manage its spatial infrastructure and provides open data access via its Open Datasets - NMDOT: Planning Division GIS Hub for performance metrics, regional mapping, and project planning.

• Traffic Data Management System (TCDS): Hosted by MS2, this web-based software stores and governs the state’s historical traffic counts (both continuous and short-term), allowing administrators to generate comprehensive traffic reports.

Planning & Governance Frameworks:

• Transportation Asset Management Plan (TAMP): NMDOT implements TAMP to standardize its engineering and economic practices, guiding data-driven decision-making for long-term resource allocation.

• eSTIP Platform: For short-term capital investment governance, NMDOT uses the eSTIP (Statewide Transportation Improvement Program) platform, which integrates interactive mapping to track federally funded and regionally significant transportation projects.

Emerging Data Technologies:

• Rekor Discover: NMDOT expanded its use of Rekor Discover and non-intrusive video-based sensors to capture real-time roadway intelligence via a modern pay-for-data distribution model.

• Geotechnical & Remote Sensing Data: NMDOT uses advanced tools for slope failure monitoring, which integrates drone data, LiDAR, and GIS analytics for proactive maintenance.

New Mexico Taxation and Revenue: The New Mexico Taxation and Revenue Department (NMTRD) governs taxpayer data through a centralized Enterprise Data Warehouse managed by its Information Technology Division (ITD). The department secures and audits this sensitive financial and personal information via specialized case management, processing, and compliance platforms.

The primary systems and divisions governing NMTRD’s data include:

• Case Management & Tracking System (CMTS): Adopted by the department’s Tax Fraud Investigation Division, this system governs and streamlines workflows for auditing records, tracking tax fraud investigations, and detecting evasion schemes.

• Taxpayer Access Point (TAP): The central system for taxpayer self-service, filing, and processing. It handles massive volumes of Gross Receipts, Personal Income, and Wage Withholding data securely, while managing business applications and audits.

• Enterprise Data Warehouse: Managed by the Information Technology Division (ITD), this system oversees data science, analysis, and information warehousing. It allows the Compliance Bureau to cross-reference third-party data with department records to enforce tax compliance and verify identity.

• Document Management System (DMS): Supported by the Revenue Processing Division (RPD), this system utilizes high-speed IBML scanners to decode barcodes, capture double-sided imaging, and safely store large volumes of tax and motor vehicle documents.

Oversight and Administration:

• Audit & Compliance: Internal data governance and taxpayer monitoring are overseen by the Audit and Compliance Division, which ensures enforcement practices are grounded in statutory state tax laws.

• Security: The Revenue Processing Division and ITD work together to ensure all platforms comply with state and federal security standards for both internal users and external Taxpayer Access Point (TAP) customers.

New Mexico Public Education Department

The Public Education Department (PED) has established a mature internal data governance environment supported by a formal governance committee, documented policies, and established data-sharing agreements. Agency leadership described a strong culture of data validation and regulatory compliance, particularly regarding student information protected under FERPA.

While PED has made significant progress in strengthening internal governance, interviewees identified persistent challenges, including staffing shortages, inconsistent data quality at the local school district level, and limited technical capacity outside the agency. A major opportunity identified is the continued development of New Mexico’s statewide longitudinal data system, which is expected to strengthen data integration across education and workforce agencies while improving longitudinal analysis and policy decision-making. Key observations include:

• A formal data governance committee, including the Chief Information Officer and other leadership, oversees governance activities using guidance from the Department of Information Technology and the Office of Cybersecurity.

• The department maintains detailed data governance protocols and conducts extensive validation and certification processes to improve the quality of data submitted by local school districts.

• Data quality challenges often originate at the district level due to limited staffing, insufficient technical capacity, and inconsistent access to data management tools.

• PED identified the statewide longitudinal data system, developed in partnership with the Higher Education Department and Department of Workforce Solutions, as one of the state’s most significant opportunities for improving cross-agency data sharing through common identifiers.

• Interviewees cited chronic shortages of technology staff and lengthy hiring processes as significant barriers to maintaining and expanding data governance capacity.

• Internal data sharing is highly effective, while external collaboration continues to rely more on established relationships than standardized statewide processes.

• Federal reporting requirements, including No Child Left Behind, served as an important catalyst for strengthening education data governance and improving statewide data collection practices.

New Mexico Workers’ Compensation Administration: The New Mexico Workers’ Compensation Administration (WCA) uses the Electronic Data Interchange (EDI) system, adhering to standards set by the International Association of Industrial Accident Boards and Commissions (IAIABC). The agency governs this infrastructure through its Information Technology Bureau. The data governance systems and standards the WCA relies on include:

• IAIABC Standard Schemas: The agency utilizes the IAIABC 148 (First Report of Injury - FROI) and A49 (Subsequent Report of Injury - SROI) record formats for all claims and accident data transmission.

• ASCII File Formatting: Transmissions of data, such as Froi and SROI records, must be formatted in ASCII and are received through approved vendor systems or secure FTP portals.

• Central Editing and Validation Program: The WCA’s Information Technology Bureau processes all incoming files through its internal editing program, which executes logical and field-level data checks to ensure information accuracy before processing into the master WCA database.

• Inpatient Hospital Data: Payers must submit inpatient hospital services data based on the UB-04 form. This is governed and submitted through WCA Online E-Services.

New Mexico Environment Department: The New Mexico Environment Department (NMED) utilizes modernized, API-driven data governance frameworks. NMED enforces data standards through unified databases, GIS mapping platforms, and the statewide Water Data Initiative. NMED operates several distinct data management and governance systems:

• Universal APIs and Open Data: NMED utilizes modern Application Programming Interfaces (APIs) funded by EPA Exchange Network Grants to break data out of legacy silos, making environmental data reusable and publicly accessible.

• Geographic Information Systems (GIS): The NMED GIS Section creates strict spatial data standards, manages GIS licensing, and publishes public-facing maps and mobile apps across air, soil, and water programs.

• Water Data Initiative: Mandated by the 2019 Water Data Act, NMED collaborates with state geological, engineering, and resource agencies to standardize and integrate water data streams across the state.

• Quality Assurance Project Plans (QAPP): Surface and drinking water quality data must adhere to strict EPA approved guidelines, ensuring the data used for environmental decisions is collected, managed, and assessed uniformly.

• Emerging Contaminants/PFAS Platforms: NMED features specialized, interactive web databases to track PFAS sampling across hundreds of public water systems statewide.

• Air Quality Bureau Compliance Systems: Facilities submit excess emissions and routine compliance reports electronically via standardized applications (AQBCR), linking facility metrics directly with state enforcement data.

• DOE Oversight Bureau Platforms: Environmental monitoring data for DOE facilities like LANL and WIPP is housed in the publicly accessible Intellus New Mexico database.

New Mexico Department of Game and Fish: The New Mexico Department of Game and Fish (NMDGF) utilizes specific environmental, licensing, and biological data systems to manage wildlife and fisheries. These data systems and public portals include:

• BISON-M (Biota Information System of New Mexico): Developed alongside conservation partners, this foundational database acts as the primary repository for vertebrate and invertebrate wildlife species in the state, including data on sensitive, threatened, and endangered species.

• Environmental Review Tool (ERT): An interactive system comanaged with Natural Heritage New Mexico and NatureServe. It draws upon wildlife databases and protected lands data to allow users to review potential project impacts on special-status species.

• Licensing & Draw System: A randomized, sequence number- based computer program that governs public hunting and fishing license distribution. It integrates with a separate specialized systems—like the Pronghorn Private Lands Use System (EPLUS)—which manages private land and unit-wide elk hunting authorizations.

• Fisheries Data Dashboard: A public-facing governance and monitoring platform that tracks fish surveys, catch rates, and species length distributions.

The state legislature regularly assesses and audits how the department captures and categorizes this biological data to ensure compliance with the state’s Accountability in Government Act. The NMDGF Digital Tools page is a resource and is available here.

Department of Workforce Solutions (DWS): The Department of Workforce Solutions (DWS) has developed a strong governance structure supported by an active Data Governance Committee, dedicated data stewards, and significant technical capacity within its information technology division.

Interviewees noted that the agency has sufficient funding to support governance initiatives; however, organizational culture, lengthy hiring processes, and inconsistent ownership of data responsibilities continue to present implementation challenges. DWS has also played a leading role in statewide cross-agency data integration efforts through the development of common unique identifiers and longitudinal workforce reporting initiatives, providing a strong foundation for future statewide data governance efforts. Key observations include:

• The agency maintains a formal Data Governance Committee supported by approximately 12–15 designated data stewards representing program areas throughout the department.

• Technical capacity within the IT organization is strong, although interviewees identified an ongoing need to strengthen collaboration between technical staff and program staff responsible for business operations.

• Organizational culture remains one of the greatest challenges, as many employees continue to view data governance as an IT responsibility rather than a shared organizational function.

• Existing legal agreements and memoranda of understanding facilitate effective data sharing; however, negotiating new agreements can be time-consuming, suggesting an opportunity for standardized statewide templates and guidance.

• DWS has been instrumental in developing Common Unique Identifier (CUID) initiatives and broader statewide longitudinal data projects supporting workforce, education, and human services reporting.

• Interviewees emphasized the importance of clearly demonstrating the operational value of data governance to frontline employees and program managers, not solely as a compliance or reporting requirement.

• Leadership stability within the agency’s technology organization was identified as an organizational strength that has supported continuity and long-term implementation of data governance initiatives.

Public Safety Agencies. Criminal Justice Information System (CJIS) and New Mexico Data Xchange (NMDX). New Mexico uses CJIS and NMDX to securely share criminal justice data among law enforcement agencies, courts, and corrections institutions. The system enhances public safety by enabling timely data exchange on criminal records, warrants, and offender management.

	Criminal Justice Information System (CJIS)	New Mexico Data Xchange (NMDX)
Primary Purpose	Enforcing security standards and providing access to highly sensitive, restricted criminal histories and warrants.	Streamlining the sharing of day-to-day, unclassified case data (e.g., incident reports, court dockets) between different government entities.
Nature of the System	A comprehensive regulatory framework and federal database managed by the FBI.	A cloud-based software-as-aservice (SaaS) platform built by Tyler Technologies.
Data Types	Fingerprints, RAP sheets, Interstate Identification Index (III), and National Crime Information Center (NCIC) data.	Incident reports, bookings, pretrial investigations, and court statuses.
Security/ Access	Strictly limited to sworn law enforcement and authorized justice agencies; strictly governed by the rigorous FBI CJIS Security Policy.	Allows flexible viewing and customizable data sharing with other government partners without granting direct access to internal agency networks.

New Mexico’s Data Management Protocols. Policies, Rules, and Regulations

Effective data sharing requires robust management protocols to ensure security, privacy, and regulatory compliance. New Mexico’s state government follows specific protocols for data collection and sharing. The following is an overview of these protocols.

State Agency Protocols: Some state agencies have data governance and management protocols that outline roles, responsibilities, and processes for managing the collection, sharing, and use of state data.

These agency-level frameworks help ensure that data sharing is consistent, secure, and aligned with legal and ethical standards. The framework typically includes data stewardship policies, quality management procedures, and access control mechanisms to protect sensitive data. This is not standardized across all state governmental entities.

Inter-Agency Data Sharing Agreements (DSAs): Data Sharing Agreements (DSAs) are formal agreements between New Mexico state agencies that govern the terms of data sharing. These agreements ensure that all parties understand their responsibilities regarding the security, privacy, and intended use of shared data. DSAs help mitigate data breach risks and ensure compliance with privacy laws.

Compliance with Federal and State Regulations: New Mexico must comply with various data privacy regulations, such as the Health Insurance Portability and Accountability Act (HIPAA) for healthcare data and the Family Educational Rights and Privacy Act (FERPA) for education data. New Mexico has developed protocols to ensure that any shared data complies with these federal standards. In addition, New Mexico’s Inspection of Public Records Act (IPRA) ensures public access to government records while safeguarding personal privacy.

Data Security Protocols: To protect data during sharing, some New Mexico agencies employ encryption standards, multi-factor authentication (MFA), and secure data transfer methods such as Secure File Transfer Protocol (SFTP). These protocols are critical in protecting sensitive data and preventing unauthorized access, especially when data is shared across agencies or with third-party service providers.

Open Data Initiatives: Various state government agencies promote open data practices through agency level transparency initiatives which encourage sharing non-sensitive data with the public. Examples of this follow. Note that each open data initiative is governed by protocols that aim to ensure data accuracy and ethical use. REFERENCE: New Mexico Sunshine Transparency Act

• New Mexico Environment Department Open Data Portal — provides public environmental datasets and APIs for things like water quality, air quality, petroleum storage tanks, and environmental monitoring.

• New Mexico Office of the State Engineer GIS/Open Data Site — provides maps and geospatial data related to water rights, underground basins, adjudications, and water resource management.

• New Mexico Department of Health Environmental Public Health Tracking Portal — offers public health and environmental datasets, indicator reports, and queryable data.

• New Mexico Resource Geographic Information System (NM RGIS) — a statewide geospatial clearinghouse hosted through UNM that aggregates GIS datasets from many agencies.

Note: most of these portals use:

• ArcGIS Open Data

• RESTful APIs

• CSV/Excel downloads

• GIS shapefiles

• Metadata catalogs

• Interactive dashboards and maps

New Mexico Children, Youth, and Families: During the 2025 Legislative Session, Senate Bill 42 passed, which requires the agency to maintain a public-facing data dashboard. Details of the statute are in the appendices. Information on children in state custody, removals, adoptions, calls to the Statewide Central Intake (SCI), cases transferred to tribal jurisdictions, and fatalities and near fatalities are all accessible, with personal identifying information and geography removed. See announcement here

References

1. New Mexico Health and Human Services: Interagency Data Quality Plan 2022

2. RISE NM: New Mexico’s Longitudinal Data System Project Summary

3. Resource Graphic Information System: The New Mexico Legislature created the RGIS Program in 1988. In 2013, the 51st New Mexico Legislature designated the NM RGIS Program as the state digital geospatial data clearinghouse (HB493, signed by the governor on March 15, 2013). This designation recognizes the key role that geospatial data play in the continued development of the state’s agencies, economy, and educational and research capacity.

   The statutory designation clarifies where the nexus exists for geospatial data activities within New Mexico, while recognizing that there are many participants and stakeholders in the development, management, and use of geospatial data. This legislation further defines responsibilities that enhance our (EDAC and RGIS) abilities to achieve our mandate; the designation, contained responsibilities, and capabilities reflect the longstanding RG.

4. NM Department of Health - New Mexico Statewide Immunization Information System Data Quality Improvement Plan

5. NM Children, Youth and Families - Modernization project progress report by LFC

6. NM Children, Youth and Families - 2025 Legislative Session, SB 42 32A-4-33.2. Creation and maintenance of a dashboard on the department website; annual report.

   1. The department shall create and maintain a public, easily accessible, and searchable dashboard on the department’s website. The confidentiality of personal identifier information shall be safeguarded consistent with federal and state law. The dashboard shall be updated at least quarterly and shall include the data to be reported to the governor and the legislature.

   2. By February 1 of each year, the department shall submit a report to the governor and the legislature that includes data for the prior twelve months ending on December 31.

   3. Data shall be disaggregated by age, race, ethnicity, gender, disability status, and geographic location.

7. Legislative Education Study Committee; Data Gov Recommendations

8. NM Workers’ Compensation Administration:

   1. Electronic Case Filing

   2. NM Administrative Code governing rule

   3. NMWA Inpatient Data Collection Guide

   4. Electronic Data Interchange Guide