Have you ever tried to answer a question with the support of data but found yourself baffled and befuddled by where your school stores various pieces of information? Or perhaps you know where to find the data but are frustrated by the inconsistent way in which it was entered (e.g., “Episcopal Academy,” “The Episcopal Academy,” or “EA”). Or maybe you can find and wrangle the data you need, but your school’s culture dictates that “we’re going to stick with the way we have always done this before.”
In the dynamic environment of independent schools, utilizing data effectively is crucial for informed decision-making and fostering a culture of continuous improvement. As the director of institutional research at The Episcopal Academy, I embarked on a journey to create a data strategy team — a group dedicated to transforming how data is collected, stewarded, governed, and leveraged within our institution. Here is the story of how this idea was born, pitched, and brought to life.
Over the past several years as an institutional researcher, I have often been pleasantly surprised to find data that I did not know we had. I have also, on a few occasions, been unpleasantly surprised at the state in which some of our data is kept (siloed and/or unclean). On the heels of co-authoring the Center for Institutional Research in Independent Schools (CIRIS) guidebook with Eric Heilman and a number of IR rock stars, I found myself reading and rereading the section on data governance and strategy and was convinced that this was the next step we needed to take at The Episcopal Academy.
Without a cohesive data strategy, hurdles such as data silos, inconsistent practices, underutilized data, decision-making gaps, and compliance risks exist. A data strategy team can help address these challenges. It aligns data-related activities with the institution’s broader goals, ensures adherence to ethics and privacy standards, and democratizes data access across the institution, empowering all stakeholders to make informed decisions.
Although forming a data strategy team is beneficial, it is not without potential pitfalls such as resource allocation challenges, bureaucracy, and diverse interests. To mitigate these risks, it is crucial to assess the institution’s data culture and readiness to nurture such a team. Using tools like the CIRIS Data Culture Assessment (scan the QR code on the next page to access) can provide insights into the institution’s strengths and the areas needing improvement.
Armed with this newfound vision, I approached our assistant head of school, Chris Torino, and asked for advice on how I might get started. My mantra has always been “no surprises,” so I wanted Chris and our head of school, T.J. Locke, to be the first to know about my idea.
After discussing my proposal with them, they suggested I start by partnering with our director of IT, Chuck McGrane, to gather initial feedback from other department leaders. This initial support and guidance from senior leadership are key indicators of our school’s data readiness. Indeed, data-savvy leaders set the tone for the school’s data culture.
Chuck and I pounded the pavement, meeting with around 10 different department leaders to understand their data pain points and aspirations. Through these conversations, Chuck and I started to see the potential of what a data strategy team could accomplish. Some departments were often operating in silos, unaware of the data available elsewhere in the school. Other departments needed assistance consistently recording and storing data to help make decisions in the future.
We realized that with a more collaborative approach to data stewardship, we could create a shared mission of how and why we wanted to collect, store, share, and analyze data. We were also building relationships and cultivating interest in our idea. I cannot underscore enough how important this step was. In hindsight, it is easy to see the value of winning hearts and minds by being curious, asking questions, and listening to what our colleagues had to say about their hopes and dreams for using data.
As Chuck and I wrapped up our initial information gathering, our chief financial officer and chief operating officer suggested we start to identify the key players of a data strategy team. We needed individuals who regularly interacted with data, understood its interoperability across departments, and were excited about its potential.
The formation process began with laying the groundwork: defining clear objectives, securing buy-in from key stakeholders, and communicating the plan to avoid surprises (as per my aforementioned mantra). It is important to identify key roles and skill sets required for the team, ensuring a balance of technical expertise, strategic planning, creativity, collaboration, ethics, and adaptability.
Consider the team composition at The Episcopal Academy, where representatives from various departments were carefully selected based not just on their title but on the skills and mindsets they would bring to the team. Our strategy involved communicating frequently and transparently with all data stewards at the school. This was crucial to ensure everyone was on board and understood the importance of this initiative.
We ultimately sought representatives from departments across the institution, including academics, advancement, athletics, the business office, college counseling, communications, DEI, enrollment management, human resources, institutional research, IT, and student support. Each team member brings unique perspectives and expertise, critical for a holistic approach to data management.
In our model, we have a subset of the data strategy team who serves as the data strategists, meeting twice a year to set goals on which the broader team will work. Then, the full team is a recommending committee to the ultimate decision-makers, who include our head of school, assistant head of school, CFO, COO, director of communications, and director of IT.
As of June, we have had an initial meeting with the strategists and identified a handful of potential first steps. These include writing a mission statement, assessing our school’s data culture, identifying and mapping key data domains, establishing data quality and handling standards, and developing a data communication and training plan.
As we continue to navigate this journey at The Episcopal Academy, we remain committed to harnessing the power of data to make informed, impactful decisions. Our goal is to ensure every department utilizes its data to its fullest potential, aligning with the broader goals of the school and contributing to the holistic development of our students.
In the end, building a data strategy team is about more than just managing numbers; it’s about creating a culture of collaboration, innovation, and continuous improvement.
As we look to the future, we are excited about the possibilities that lie ahead, confident that our data-driven approach will help us achieve even greater success in our mission of challenging and nurturing our students.