As I reflect on my first year as Chief Data Officer, I have had the opportunity to dive deep into the critical aspects of our data infrastructure, operations, and governance. When I first started, I was told it would take me a year to learn the structure of all our data. I laughed at the time, but now I find myself nodding in agreement. In the words of Skipper, “Smile and wave, boys. Smile and wave.” This role has provided me with a unique perspective on the challenges and opportunities we face when data is not properly defined, cataloged, or easily accessible, and when reporting is not up to date.
One of my top strategic priorities for the next year will be transitioning all scripts from SAS to SQL—a challenging but necessary shift aimed at improving data processing efficiency and enhancing our data visualization capabilities with Power BI. This is just one of many initiatives that have shaped our current operations and continue to lay the groundwork for a more data-driven and efficient future.
In this blog post, I want to share some insights into these key initiatives, as well as highlight significant achievements and ongoing challenges from my first year in the role. From enhancing data infrastructure and governance to promoting data literacy and fostering stakeholder engagement, these efforts reflect my commitment to advancing Marshall’s strategic goals through data excellence.
Strengthening Data Validation Scripts
Data accuracy is the backbone of effective decision-making. We have been continuously adding to our data validation scripts to ensure that the information we rely on is both current and accurate. This process is essential for maintaining the integrity of our data, which underpins everything from daily operations to strategic planning. At the same time, we will be transitioning all scripts from SAS to SQL as some of our data issues are because of stagnant lookups that exist in our environment. The start of our transition has not been without its challenges but the positive outcomes will be worth the effort. By moving to SQL, we will improve data processing efficiency and enhanced our data visualization capabilities with Power BI as well as contribute to Marshall’s Save-to-Serve initiative. These improvements are critical for supporting the our evolving data needs.
Auditing and Inventorying Power BI Apps/Reports
In our recent audit of Power BI apps and reports, we uncovered that some data sources had stopped updating, yet users continued to rely on outdated information. By identifying these issues, we are taking steps to ensure that all reports are up-to-date and reliable and any reports that are no longer relevant are retired, preventing the risk of decisions being made based on stale data.
Restructuring PBIX and SQL Script Storage
Historically, our PBIX and SQL scripts were stored on individual machines, making collaboration and access difficult to impossible especially with staff turnover. We have stepped up the restructuring of how these files are stored, moving towards a centralized system that allows the entire team to access and manage these resources. This change enhances collaboration and ensures that critical files are not siloed on individual devices.
Creating Datasets for Cost of Program Delivery
Understanding the financial aspects of program delivery is crucial for sustainable operations. We’ve been working on creating datasets that compare instructional costs (such as salaries) to tuition intake. These insights will enable us to make informed decisions about resource allocation and program development, ensuring that we remain financially responsible while delivering high-quality education.
Leadership Role on the Presidential Task Force
I’ve had the honor of playing a key role on the Presidential AI Task Force, focusing on institutional operations and efficiency. This role has allowed me to contribute directly to initiatives that improve how Marshall functions on a day-to-day basis, ensuring that we are operating as efficiently and effectively as possible.
Advancing Data Governance
While data governance has been a challenge, particularly in keeping up with the fast-paced demands of our institution, we have started to make progress by setting up meetings with key offices. These conversations are the first step towards building a collaborative approach to data needs and literacy, which will ultimately lead to better data management and utilization across the board. Reconvening the data governance council and implementing a framework that defines data ownership, data definitions, standards, and quality metrics will be a major focus this year. While progress has been slower than anticipated, establishing clear data standards and policies remains crucial. The implementation of this framework will ensure that our data is consistently reliable and accessible, ultimately enabling better decision-making across campus. Strong relationships with key stakeholders, including the Cabinet, IT, faculty, staff, and administrative units, is critical for understanding their data needs and challenges. Building strong collaborative relationships helps us align our data initiatives with Marshall’s strategic goals and ensures that we are addressing the unique needs of various departments.
Promotion of Data Literacy and Culture
Building on the success of our spring session, I continue to advocate for a data-informed culture across campus. This involves the creation of resources to increase data literacy and regularly communicating the importance of data-informed decision-making and its impact. Promoting data literacy and fostering a data-driven culture will empower faculty and staff to make informed decisions, enhancing their ability to interpret and utilize data effectively.
Year One Accomplishments
Despite the learning curve and the unique challenges this year has presented, I am proud of the progress made and the positive direction the U is heading. Here are some of the key highlights:
- IR FactBook: Developed and launched the IR FactBook with 100+ KPIs and metrics, accessible to stakeholders. This resource is utilized daily for decision-making and has significantly improved transparency and accessibility of institutional data, fostering a culture of data-driven decision-making.
- Data Validation Scripts: Implemented 25+ data validation scripts, resulting in a reduction in data errors and inconsistencies. These scripts run daily, ensuring continuous data quality improvement. This proactive approach has bolstered trust in our data among university leadership and stakeholders.
- Data Literacy Session: Conducted the first data literacy session, attended by more than 75 faculty and staff. The session sparked greater interest in data literacy across the university, leading to increased engagement.
- Teams Organization for Projects: Reorganized our Institutional Research MS Teams space to enhance collaboration and efficiency. Tracking of projects across the office is beginning to happen, improving communication and teamwork.
- Learning the Lay of the Land: Invested significant time in understanding our data landscape. This in-depth knowledge has enabled me to provide more targeted and effective data solutions.
- Advancing my SQL Query Optimization Skills: Leveraged AI tools like ChatGPT to advance my SQL skills, leading to the optimization of numerous queries to accelerate data retrieval and reporting processes. This collaboration with AI has contributed to the overall efficiency and accuracy of data operations.
Conclusion
This first year as Chief Data Officer has been a journey of learning, growth, and laying the foundation for a stronger data infrastructure at Marshall University. While there have been challenges, the progress made in enhancing our data operations, promoting a data-informed culture, and building stronger collaborative relationships sets us on the right path. Moving forward, I am committed to addressing the areas where we fell short and continuing to drive initiatives that empower Marshall University to make data-driven decisions with confidence.
I look forward to sharing more updates as these initiatives progress and invite you to join the conversation about how we can continue to enhance our Marshall’s data culture.
Let’s continue to shape Marshall University’s future with data!
Brian M. Morgan
Chief Data Officer, Marshall University