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Institutional Research and Planning

Institutional Research and Planning. Reporting and Data Governance Strategy. Implementing a Holistic and Systemic Data Management Structure. Differentiate the functions of data warehousing (technical) and data reporting (analytical).

jameson-dickerson
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Institutional Research and Planning

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  1. Institutional Research and Planning Reporting and Data Governance Strategy

  2. Implementing a Holistic and Systemic Data Management Structure • Differentiate the functions of data warehousing (technical) and data reporting (analytical). • Establish a Data Governance Council (DGC) as the authoritative oversight and policy board for data governance at the College of Charleston. • Reconstitute existing data committees and create new subcommittees that are coupled to the DGC.

  3. 1. Differentiate the functions of data warehousing (technical) and data reporting (analytical). • This was accomplished on August 1, 2012. • These are two distinct and comprehensive tasks. • Information Services remains within IT to focus specifically on the technical, backend aspects of building and securing the ODS, data warehouse, or data repository. • The administration and management of all reporting resides within IRP. This step included reassigning the current Business Intelligence Analyst to report to the AVP for IRP.

  4. 2. Establish a Data Governance Council (DGC) for the College of Charleston. • “A system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and when, under what circumstances, using what methods.” (Data Governance Institute) • Data Governance should encompass the development, alignment, compliance and enforcement of policy; as well as resolution of issues

  5. Why Establish a Data Governance Council (DGC) for the College? • Data are an invaluable institutional asset that must be managed and protected through systemic, holistic governance structures and policies. • This proposal is an effort to systemically couple the executive, tactical, and operational levels of data management throughout the College of Charleston. • The formation of the DGC and subcommittees is designed to create an authoritative structure for all data policy and management issues impacting the College.

  6. Structure of the Data Governance Council Executive Strategic Level Data Governance Council Tactical Level Sub Committees, Data Owners, Data Stewards Data Definers, Producers, Users Operational Level Adapted from Robert S. Seiner, KIK Consulting and Educational Services

  7. Executive Level of the Data Governance Council (DGC) • The DGC will consist of senior level personnel representing many sectors of the campus environment. • The DGC will have direct authority over: • Campus data management, • Data policy development, • Strategic level approval and decision making, • Oversight of subcommittees, • Compliance audits, and • Promotion of improved data governance practices including collection, storage, compilation, and reporting of data.

  8. Executive Level of the Data Governance Council (DGC) • DGC activities and responsibilities will revolve around: • Risk management, • Compliance, and • Campus-wide department-specific data governance interests. • The DGC will monitor alignment of data collection, storage and reporting with strategic planning goals. • The DGC will generate issues and requests to the subcommittees, as well as receive information and requests from the subcommittees.

  9. Executive Level of the Data Governance Council (DGC) • It is proposed that the DGC be chaired by the Associate Vice President for Institutional Research and Planning. • There should be one standing meeting per quarter. • The DGC Chair will report quarterly on data governance statuses.

  10. Executive Level of the Data Governance Council (DGC) • AVP of Institutional Research and Planning, Chair • Information Technology, CIO • Senior Vice Provost • VP for Fiscal Services • Director or Associate Director for Human Resources • AVP of Budgeting and Payroll Services • Senior Vice President for Legal Affairs • Dean, (TBD) (two-year rotating) • AVP for Enrollment Planning • Registrar • AVP for Student Affairs • Information Technology, designate Proposed representation would include the following:

  11. 3. Reconstitute existing and create new data subcommittees that are coupled to the DGC. • The subcommittees should be charged by the DGC with the subcommittee chairs reporting progress and activities to the DGC. • Existing data and information committees will be recharged as DGC subcommittees as needed to accommodate the proposed systemic structure. • The chairs of the subcommittees will be identified by the DGC and may sit on the DGC as ex-officio members.

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