3 ways IR leaders are rethinking their data strategy
Higher education leaders are under growing pressure to make better decisions with limited time, staff, and resources. As a result, many colleges and universities are rethinking not just the technology they use, but how they govern data, communicate with colleagues, and act on data across campus.
Earlier this summer, I attended AIR Forum, the Association for Institutional Research’s annual conference, where those themes were front and center. Here are three things I learned about how Institutional Research and Effectiveness leaders are reshaping their data strategy to build trust in technology, improve decision-making, and navigate the changing higher ed landscape.
1. Technology is only part of the equation—team members make initiatives successful
Successful analytics initiatives are driven by people and processes just as much as technology. One AIR session presented by longtime EAB partner Arapahoe Community College (ACC) highlighted the importance of governance committees, stakeholder engagement, and cross-functional collaboration throughout the technology implementation process. Institutions that treat analytics as an institutional initiative rather than a project reserved for IT team members are positioned to build trust in their data and encourage adoption across campus. This mindset also captures the real purpose of data governance—it gives campus leaders the confidence they need to make decisions based on shared, trusted data.
Data literacy also plays an important role in ensuring that technology implementations and initiatives are successful. Many institutions we work with describe the familiar challenges of inconsistent definitions and varying levels of confidence in using data across campus. When data literacy becomes widespread across campus, it creates a culture where people understand what the data means, trust it, and know how to use it in their daily work. It also creates stronger alignment between people, data, institutional priorities, and decision-making.
2. Compliance is becoming a catalyst for stronger data infrastructure
Reporting requirements are expanding rapidly. Rather than treating reporting as a series of annual deadlines, institutions are thinking more strategically about the infrastructure needed to support an increasingly complex compliance landscape. Sessions discussing the new Workforce Pell, STATS replacing FVT/GE reporting, updates to distance education reporting, and evolving IPEDS requirements indicated that compliance now requires more ongoing work—and more flexibility—than ever before.
Matthew Soldner, Acting Director of the Institute of Education Sciences and Acting Commissioner at the National Center for Education Statistics, acknowledged this shift during the AIR Forum’s closing session. Looking ahead, he emphasized the importance of rebuilding partnerships between federal agencies and campuses and giving IR teams more time to focus on work that directly supports institutional improvement.
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Investing in Data Management
In this environment, manual reporting is increasingly unsustainable. Data teams are exploring integrated data environments that make compliance reporting more sustainable. When data is centralized and trusted, teams can spend less time assembling reports and more time acting on what the data reveals.
A data management platform like Edify can support that work by gathering all essential data in one place, but lasting impact comes from pairing a strong data foundation with a shared commitment to using data strategically.
3. Data storytelling helps leaders turn insight into action
The art of data storytelling is becoming increasingly relevant for institutional researchers responsible for translating data into narratives that resonate with different audiences, from leadership and trustees to faculty and prospective students. Effective communicators start with the “why” behind the data. They tailor messages to what each audience values, and they connect statistics to real institutional impact.
The value of analytics isn’t measured by the number of dashboards an institution builds, but by the decisions they help stakeholders make and, ultimately, the impact they have for students and faculty.
The role of IR is expanding quickly
IR offices will always play a critical role in reporting and accountability, but expectations are expanding: institutional researchers are also being asked to serve as strategic advisors, storytellers, collaborators, and advocates who help their institutions navigate rapid change. When institutions reduce the burden of ad hoc reporting, they give IR teams more time to focus on work that directly supports institutional improvement and sustainability.
As higher education continues to face increasing accountability alongside limited staff capacity, the institutions that succeed will be the ones that pair trusted data with strong governance, clear communication, and a shared commitment to turning insights into action.
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