university of regina data governance model and … 20 workshop... · university of regina data...

University of Regina Data Governance Model and Reporting Technologies Steering Committee Workshop

August 20, 2014 DRAFT

© Deloitte LLP and affiliated entities

Agenda for today

1 University of Regina | Data Governance Framework and Reporting Technologies

Introductions, background and a brief overview of the deliverables and Data Governance Framework 10 mins

Overview of the 9 dashboard concepts 60 mins

Background and overview (10 minutes)



Deloitte has been engaged by the University of Regina to develop a vision for the future state of the University’s data governance and identify technology needs to support it

• The University of Regina is facing challenges with:

‒ Current operational system (Banner) that has limited managerial reporting capabilities, and

‒ a lack of a formal, enterprise-wide data governance entity.

• The University has asked Deloitte to conduct a two-phased project to help define and develop a reporting governance model and supporting technology tools, as well as identify a limited set of critical standard managerial reports to provide the necessary analytical information to support decision-making.

• The Project has been divided into 2 phases, the first of which focuses on developing a clear understanding of the University’s governance and reporting needs through stakeholder interviews and workshops, and developing a vision for the future state.

University of Regina | Data Governance Framework and Reporting Technologies 3


We have developed recommendations for Data Governance, Reporting and Analytics, and Technology that will address the pain points and challenges of the current state that we discovered through the stakeholder interviews

University of Regina | Data Governance Framework and Reporting Technologies

Before an organizational objectives can be attained, there must be institutionally-recognized data governance standards in place as well as basic supporting technology. Value cannot be created without the support and participation of each stakeholder within the University to build a strong data governance entity and to enable them with the right technologies

4

Value Drivers


Below is our proposed Data Governance operating model, which outlines the relationships of University stakeholders to create an enterprise-wide central data authority for the University and a Data Centre of Excellence

University of Regina | Data Governance Framework and Reporting Technologies

This operating model formalizes the roles and responsibilities, and their interactions, surrounding data governance and centralizes information flow at the enterprise level.

Data Governance Council • Provost • Deans • Directors • Librarian

Stakeholder representatives

Enablers

ORP

IS

Chief Data Officer

Data Centre of Excellence

Policies and Standards

Data Dictionary, Taxonomy, Data

Quality

Processes and Controls

Data processes and controls

Assurance Data Entry

Data Steward Coordinator

“One window” Data needs

Single point of contact

Change and Communication Engage Stakeholders

Build Buy-in Communicate changes

to data standards

Pilot Value Realization

Produce and share reports

Promote self-sufficiency

Data Stewards representing University Stakeholder groups

Faculties Departments Program Managerial Units

5

For example, the following individuals could sit on the

Council

© Deloitte LLP and affiliated entities University of Regina | Data Governance Framework and Reporting Technologies

The model incorporates top reporting priorities from an academic and student perspective, elements that were identified as critical by stakeholders.

*A dashboard is a user interface that organizes and presents information in a way that is easy to read, understand, and use. Users can interact with dashboards to filter and drill down information on a single screen in a view that fits their individual needs. Data is automatically updated, presenting consistent data in real-time.

We are proposing a set of dashboards* that can drive organizational value, derived from this Analytical Model that encompasses both academic and non-academic value streams

6

Dashboards overview (1 hour)


© Deloitte LLP and affiliated entities 8 University of Regina | Data Governance Framework and Reporting Technologies

Academics Research Administration External Relations

To create concepts for dashboards, we divided stakeholders into four groups based on their roles in the organization to better understand their information needs and define what types of managerial questions they need to answer on a daily basis

Deans

Administrators

Student Affairs

UR International

Centre for Continuing Education

Librarian

Registrar

Financial Services

Human Resources

Information Services

Office of Resource Planning

Communications

Donor relations

Alumni relations

VP Research

AVP Academic and

Research

• Where are my students coming from?

• Who are they? • How do I target students

effectively?

• How many alumni do we have?

• What are they doing now?

• How effective are my faculty members?

• How do I keep my faculty competitive?

• How successful are we in receiving grants?

• How are the faculties utilizing their budgets in comparison with one another?

• What will our budget need to look like next year?


Here is a concept of a Prospect dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to analyze existing prospect information, identify current and target student needs and enrollment behaviors, and identify best channels to interact with prospects. As a result, the University’s recruiting efforts will be significantly improved upon.

Purpose of the dashboard

The audience of this dashboard needs to answer the following questions in order to accomplish their objectives…

• How do I best target my recruiting/marketing efforts? • How do I screen and admit the highest quality students? • How many students are inquiring, applying, offered positions,

registered, and actually show up? • How many transfer students arrived this year? • How prominent are the barriers to confirmation / registration /

attendance for prospective students?

AVP Student Affairs

Deans

Director CCE

…who would require various degrees of depth

of the presented information

Metrics Data …and they will answer these questions using the following

Director URI

Registrar

The audience of this particular dashboard

would include…

Student acquisition and enrollment

• What are students looking for in a university? What are their personal and academic needs?

• What does the growth look like for our campus? What does the growth look like for our off-campus sites?

• What is my potential student demographic? Where are my students coming from?

• What programs are students interested in that I should be offering?

Strategic planning and growth

• How many students do I have? • What province/country are the students coming from? • What does the student demographic look like? • What is the University’s growth trajectory?

External reporting and demographics

• Enrollment funnel • Year-to-year enrollment growth trends • Percentage growth of enrollment by

country • Percentages of age, gender,

citizenship, geography, language, Aboriginal versus non-Aboriginal

• Percentages of geography, locations for high schools, provinces, countries

• Trends in program interest per faculty/program

• Tests for English proficiency • Map of regions with reach of students,

applications, and acceptances year-to-year

• Ranking of events / visits held, money spent on each event, the number of resulting applicants, number of resulting enrollments

• Results of student surveys • Results of focus groups


Here are some examples of dashboards that look at Prospects


Source: Deloitte work done for Canadian higher-ed institution

Source: Qlikview website


Here is a concept of an Enrolled dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to analyze existing enrollment information, monitor academic progress and identify students who are at risk of discontinuing or leaving the University, gain an understanding of students’ extracurricular activities while in school, and monitor retention and attrition rates. As a result, the University’s overall academic performance should improve and retention rates should increase.


• How are the students performing academically? • How does my program compare to other faculties within the University? • How long does it take students to complete a degree? • How many courses, on average, are students enrolled in? • What students are at risk of discontinuing or dropping out of the program?

Student / program

performance

• How many students do I have in total? How many students are in each year of study? What are their time statuses? How many co-op, mature students, Aboriginal, international? What campus are they attending?

• Is the University growing in terms of enrollment?

Student demographics

Strategic planning and

growth

• How long does it take a student to complete a degree? • How many courses, on average, are students enrolled in? • How many students do I have in total? How many students are in each year

of study? What are their time status? How many co-op, mature students, aboriginal, international? What campus are they attending?

• Is the University growing in terms of enrollment? • How are the students segmented demographically and domestically versus

internationally? • How effective are we at converting prospects to enrolled students? How

does all of this information compare year-to-year? • What is my student demographic? Where are my students coming from?

Administrators

AVP ORP

AVP Student Affairs

AVP Human Resources

Registrar

Deans

Librarian

Director CCE

Director URI

• Average extracurricular activity participation

• Average time to completion • Comparison of GPA,

enrollment growth trends

• Drop-out rates • Fail rate, attrition rate,

retention rate

• Heat map of where the majority of students are coming from

• Demographic numbers • High school average, entering average,

GPA, CGPA, TGPA, UGPA, PGPA • Maclean’s ranking

• Demographics • Geography, locations for high schools,

provinces, countries • Results of program surveys and focus

groups • Usage of University services

Metrics Data


…who would require various degrees of depth of the presented information

…and they will answer these questions using the following


would include…


Here are some examples of dashboards that look at Enrolled students


Source: Deloitte work done for Canadian higher-ed institution

Source: Tableau website


Here is a concept of a Graduate dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to develop an insight to the University’s graduates by analyzing employment rates and sentiment analysis for research and community involvement, understanding their graduation rates, and building awareness of potential career opportunities for existing students. As a result, the University will gain a better insight into post-graduation opportunities for potential and current students which will improve their reputation and recruiting efforts.


Deans

AVP Student Affairs

External Relations

• Employment rates

• Number of job offers based on specialty

• Number of summer and co-op term employment

• Number of students/graduates

involved in community activities • Number of students receiving

awards for community contributions

Metrics Data

• How well are we positioning our students for careers and lives post-graduation?

• How many students are graduating from the institution, faculty, program? • What is the University’s average graduate employment rate? How does my

faculty’s employment rate compare?

Graduate student

performance

• How well are we positioning our students for careers and lives post-graduation?

• How many graduates gain employment within six months? One year? Beyond?

• How many students are graduating from the institution, faculty, program? • What is the University’s graduate rate? • What activities does a student need to undertake as part of their university

experience so they are positioned for an impact on society when they graduate?

University reputation

management






would include…


Here are some examples of dashboards that look at University Graduates


Source: Deloitte work done for provincial ministry

Source: Santa Clara University


Here is a concept of an Alumni dashboard that could be built, the questions it answers and the necessary components to build it


The dashboard will allow the users to analyze the impact on society the University is making through its graduates, understand the fields of work alumni are in that will promote marketing and recruitment activities, and enable communications with alumni for University initiatives, events, mentorships, and possible donations.


Deans

AVP External Relations

Maintaining the public image of

the faculty

Alumni relations and events

• Who are my alumni? • Where are alumni located? • What is their impact to society?

• Who are the alumni? • Where are alumni located? • What careers are they in? • What is their impact to society? • How best do I target alumni for events and relationship building?

• List number of alumni by industry, career-level, and community involvement

• Segment alumni by profession, geography, and faculty they graduated from

• TBD

Metrics Data






would include…


Here is an example of a dashboard that looks at Alumni


Source: LinkedIn website


Here is a concept of a Donor dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to understand the amount of donations coming into the University, where they are coming from, and where the money is being spent. The dashboard will enable users to better target potential alumni for donations with various engagement methods and to build better working relationships with the University’s alumni.


Deans

AVP ORP


Strategic planning and

reputation management

Budgeting

Donor relations

• How much funding comes to the University through gifts, donations, sponsorships and research grants?

• Where are the donated funds going? • Who are the top donors/highest-priority relationships?

• How much funding comes to the University through gifts, donations, sponsorships, and research grants?

• How am I utilizing my budget in comparison with other faculties/departments?

• Where are donated funds going?


• Where are donated funds going? • Who are the University's top donors/highest-priority

relationships?

• Year-to-year trends • Comparison/trends of budget

spend for specific unit and for each faculty/University as a whole

• Dollar values segmented by gifts, sponsorships, research, etc.

• Key donors/organizations • Heat map with numbers per region • Ranking by dollar values

Metrics Data






would include…


Here are some examples of dashboards that look at Donors


Source: Bloomerang Software




Here is a concept of a Faculty/Department Planning dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to understand their faculty’s teaching load compared with other faculties within the University that will help to define a balanced teaching load and enable decision makers to make more efficient sessional/part-time hires. It will also give an insight to faculty/staff performance in terms of student satisfaction, peer and manager reviews, and University involvement. As a result, faculty productivity will improve and student satisfaction with quality of teaching is able to be recorded and improved upon.


Administrators

Deans

Librarian

AVP Human Resources

Staff scheduling

and management

• How many faculty/staff do I need to support enrollment for the next year? • How are my faculty balancing teaching and research? • How well are my faculty/staff being utilized? • What is my ratio of full-time faculty to sessional instructors? • What is the student to faculty ratio? • What is the composition of my staff?

Performance management

• How effective are my faculty/staff compared to those in other programs? Is each instructor teaching enough hours?

• Are we, as a faculty, receiving comparable funding for research? • How are my faculty balancing teaching and research? • Are students getting the right levels of attention and knowledge transfer

necessary to be successful in their courses? • Do my staff teach their course materials effectively?

Program accreditation

• Do I have enough field educating supervisors available throughout internships who actually have a social degree in their respective fields?

• What is my ration of full-time faculty to sessional instructors? • What is the student-to-faculty ratio?

• Credit-hours taught per semester

• Research hours per semester

• Practicum/co-op hours per semester

• Full-time-to-sessional ratio • Course averages • Failure rates • Student-to-faculty ratio

• Gap between projected student-teach ratio and desired student-teacher ratio

• Course enrollment • Number of full-time, part-time, and

seasonal lecturers • Staff salaries/pay • Staff demographics

• Union membership • Number of tenured professors • Number of disability, grievances,

resignations, etc. • Absenteeism • Peer reviews • Student reviews

Metrics Data






would include…

© Deloitte LLP and affiliated entities 20 University of Regina | Data Governance Framework and Reporting Technologies

Here are some examples of dashboards that look at Faculty/Department Planning

Source: University of Minnesota

Source: Quantrix website



Here is a concept of a Research Grants dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to manage grants more effectively by keeping track of deliverables and expiry dates, understand the volume of research grants being received by the University and what topics of research are receiving funding, the University’s success rates for grant applications and approvals, and provide a basis for identifying potential leads and research opportunities. With this dashboard, the University’s grants pursuits have the potential to be more successful and increase funding to the institution.

• How best do I promote the research being done within the University of Regina?


• How successful are we in applying and receiving research grants? • What are the University's most valuable ongoing research projects? • What percentage of our research dollars are allocated to overhead costs? • What research topics are receiving the most interest (both within University's

research and in general)? • Which faculties/professors are publishing the most research/receiving the most

funding? • Which researchers are publishing the most/least research and publications?

What topics are trending?


VP Research

Deans

Research spend and

institutional reputation

• Rank mediums/formats of research “hits”

• Application, consideration, and success funnel with numbers and percentages

• Ranking by dollar values • Ratios of overhead to total

funding

• Ranking of top topics per year/period per faculty

• Rank by dollar amounts and publications numbers

• Ranking of research publications by both number published and number of “hits”

• Dollar values segmented by gifts, sponsorships, research, etc.

• Key donor organizations

Metrics Data






would include…


Here are some examples of dashboards that look at Research Grants


Hot Research Topics

Source: www.ecivis.com/take-a-tour


Here is a concept of a Contracts dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to manage contracts more effectively by keeping track of key items, values, and expiry dates and assigning responsibilities for key action items and deliverables. Items/deliverables with upcoming deadlines will be identified on-time and promote increased contract compliance and improve contract relationships.

• How can we manage contracts more effectively? How can we ensure that we are delivering according to commitments?

• Which contracts are approaching expiry and require attention?


AVP Information Services

VP Research

AVP Academic and Research

Vendor and Contract

Management

• Ranking of contracts by overruns • Ranking of contracts that have the

most potential for extensions • Contracts by granting organization

• Contracts with potential for cross-departmental collaboration

• Track milestone/deliverables and list showing “complete” or “incomplete”

• List of contracts with expiry dates within [x] days/weeks

Metrics Data






would include…


Here is an example of a dashboard that looks at Contracts


Source: Sage CRM Community


Here is a concept of a Budget Management dashboard that could be built, the questions it answers, and the necessary components to build it


The dashboard will allow the users to analyze existing budgeting information, understand where their budgets are being spent, how their spending is comparing against the budget as well as against other faculties in terms of where their spending is going, etc. Improved operating efficiency and spending accountability should be the result of this dashboard.


Administrators

Deans

• Comparison/trends of budget spend for specific unit, for each faculty, and for the University as a whole

• Difference between budget vs actual

• Trends in prospect students

• Trends/comparative figures for salaries, wages, materials, expenses, utilities, etc.

• Year-on-year trends of figures for salaries, wages, materials, expenses, utilities, etc.

• Dollar figures for salaries, wages, materials, travel expenses, utilities, building, etc.

• Dollar values, comparison of budget to actual, composition of budget

• Student enrollment numbers • Requested operating spend

• Current number of FTEs across University

• Current/potential workload of faculty members

• Current conditions of buildings • Lease agreements of buildings

Data

AVP Financial Services

AVP ORP


Budgeting, financial

planning and reporting

• How best do I allocate our resource (funding, buildings, assets) for use by faculties?

• How do my expenses compare to previous years? • How do the faculties’/University’s expenses compare with the

budgets? • How do we compare actual costs against planned budget? • How much money will I need to fund the program next year? • How am I utilizing my budget in comparison with other

faculties/departments? • What are my costs per student? • What are my current operating expenses/costs? • What will by fixed and operating budget look like for the next

period?

Metrics






would include…


Here is an example of a dashboard that looks at Budget Management


Source: UX Magazine


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