![]() ![]() Our need for data governance had never been greater. How could I tell our new president that application data was coming from five different business processes, landing in multiple data systems, and using inconsistent data definitions and that IR did not even have access to all of the data? How was the president supposed to make data-informed decisions when we were incapable of providing her such basic information? Significant enrollment growth had resulted in a highly decentralized institution with many data silos and a lack of communication. Less than five years ago, this is what happened at our institution, Northern Arizona University.Īt that time, I was the associate vice president for Institutional Research (IR), and as such, the issue was mine to resolve. The president begins to review them and quickly becomes frustrated by the inconsistencies and disparities. At your meeting the following week, half a dozen employees present half a dozen different reports on admissions applications. Your president asks the group for a report of admissions application trends for the past five years, and you all nervously look down as you write yourselves notes to work on that report. Imagine you and a dozen other employees are seated around a conference table and the new president of your institution is at the helm. Credit: petrov-k / © 2020 From the Chief Data Officer's Perspective Developing an effective, efficient data governance process can be a long, strenuous task, but the result is well worth the struggle it requires, particularly when a pandemic shows up. ![]()
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