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This case study documents the institutional advances of the Ohio Department of Transportation’s (ODOT’s) data governance program. In 2020, ODOT is in the final year of the agency’s Data Governance Plan established in 2017; ODOT’s latest Data Governance Strategic Roadmap plans activities through 2025. While this effort began as an undertaking by the Division of Planning, the agency has since established an independent Data Governance Office (DGO) that oversees ODOT’s Data Governance Committee and Data Governance Framework. The DGO is headed by the newly created Chief Data Officer (CDO) position, and the CDO is responsible for executing data governance policies, strategic planning, and institutional change management. ODOT uses Prosci’s Awareness, Desire, Knowledge, Ability, and Reinforcement model for organizational change management related to data governance. ODOT has committed to demonstrating the effectiveness and benefits of data governance to the organization by calculating the return on investment that data governance provides to ODOT’s daily business practices. By incorporating people, processes, and technology into its approach, ODOT continues to successfully implement data governance as part of its overall institutional strategy.