Institutional Research & Effectiveness (Data) Implementation Plan Impact

Institutional Research & Effectiveness (Data) Implementation Plan

(January 2026 - December 2028)

Mission Alignment

This plan advances the university's mission by ensuring that decisions about academic programs, student success initiatives, resource allocation, and other key institutional drivers are grounded in accurate, reliable, and timely data. Institutional Research and Effectiveness supports opportunity, growth, and achievement by identifying trends, barriers, and opportunities through data analysis and assessment—informing the development of policies and initiatives that enhance student and institutional success. This plan also supports transformational impact through a strong commitment to accountability and excellence, providing transparent data reporting and ensuring compliance with all federal, state, and accreditation standards to maintain trust among the public and external partners.

Lead Unit:

Institutional Research & Effectiveness

Collaborating Units:

  • Academic Affairs
  • Athletics
  • Enrollment Management
  • Finance & Administration
  • Information Technology
  • Student Affairs
  • The President’s Office

Objective 1

Implement 75% of the components of an industry-standard data governance framework by November 2028.*

Key Results:  

KR1.1 Increase the number of data domains with assigned stewards and defined ownership roles 90% by August 2026.

KR1.2 Strengthen the number of automated data workflows 50% by August 2026.

KR1.3 Implement standardized data definitions and documents for 70% all major data domains by December 2026.

KR1.4 Enhance campus-wide awareness of data governance policies and best practices (measured via survey) by 30% by August 2027.

KR1.5 Document enterprise systems schemas and integrations 80% by August 2026.

* There are currently no established baselines for objectives or key results. Baselines will be established in Spring 2026.

Objective 2

Enhance the accuracy and timeliness of data processes 75% by November 2028.

Key Results:  

KR2.1 Reduce data errors identified during internal audits 30% by May 2027.

KR2.2 Achieve 95% on-time submission of all state, federal, and accreditation reports by May 2027.

KR2.3 Increase stakeholder satisfaction with data accuracy and accessibility 25% by August 2027.

KR2.4 Reduce the incidences of data discrepancies between institutional systems (e.g., SIS, Navigate, Slate, LMS, etc.) by 25% by August 2027.

Objective 3

Enhance key stakeholders’ access to institutional data by 70% by November 2028.

Key Results:  

KR3.1 Expand the number of data dashboards, reports, and self-service tools available to stakeholders by 50% by August 2027.

KR3.2 Increase stakeholder satisfaction with data access, usability, and understanding by 30% by August 2027.

KR3.3 Increase the use of institutional data in decision-making processes across academic and administrative units by 30% by August 2027.

KR3.4 Enhance faculty and staff confidence in accessing, interpreting, and using institutional data 30% by August 2027.

Objective 4

Increase the use of data to drive continuous improvement by 75% by November 2028.

Key Results:  

KR4.1 Increase the number of executed administrative and academic assessment plans 75% by August 2027.

KR4.2 Ensure annual submission and review of assessment reports for academic departments and administrative units 75% by August 2027.

KR4.3 Boost the percentage of administrative units and academic departments that implement process improvements based on assessment findings (“close the loop”) 75% by August 2027.

Objective 5

Engage 50% of faculty, staff, and students in regular, collaborative data reviews by November 2028.

Priorities Supported: 

P2.5 Positive Organizational Culture

Key Results:  

KR5.1 Implement one new technology-enabled solution (ETL Extracting, Transforming, and Loading Tool) to enhance workflow automation or user experience by 50% by August 2027.

KR5.2 Increase the number of cross-functional process improvement teams by 25% by August 2027.

KR5.3 Decrease workflow gaps 30% by August 2027.

KR5.4 Increase stakeholder satisfaction with workflow inefficiencies 30% by August 2027

Budget Summary:

Strategic Investments  

(One-time expenses approved by the Board) 

Years Items Total Supported Objectives
2025-28* N/A $0 N/A

*Strategic Investments approved at the June 15, 2025 Board of Governors meeting. 

Incremental Operational Funding – Preliminary

(Additional budget to cover recurring expenses) 

Years Items Total Supported Objectives
2025-26 Assistant Director of IR & 2 Summer Interns* (partial fiscal year) $66,034 Objectives 1, 2, 3, 4, & 5
2026-27 Student Employees/Summer Interns + Assistant Director of IR + Assistant Director of IE $230,670 Objectives 1, 2, 3, 4, & 5
2027-28 Student Employees/Summer Interns + Assistant Director of IR + Assistant Director of IE FY 2027 Objectives 1, 2, 3, 4, & 5
2028-29 Student Employees/Summer Interns + Assistant Director of IR + Assistant Director of IE (partial fiscal year) FY 2027 + 2 Additional Student Employees Objectives 1, 2, 3, 4, & 5

* Staffing requirements will be determined in alignment with the implementation of the ETL tool and the adoption of artificial intelligence solutions.
†Estimate of additional operating funds to be requested.
‡ Estimate of additional operating funds to be requested.