ZOOM Transcript – 4/13 EDUCAUSE Webinar | Showcase Webinar: Moving from Data Insight to Data Action

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Sophie White | EDUCAUSE: All right. Well, we'll get started as people trickle in. So hello, everyone and welcome to today's Webinar moving from data insight to data action.

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Sophie White | EDUCAUSE: I am Sophie White. I manage the showcase program here at EDUCAUSE, and will be your moderator for today's event.

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Sophie White | EDUCAUSE: as you cause, is pleased to welcome today's speakers, who you'll hear from later in the session Melissa Barnett, Todd Barber, Tasha, Almond, Dan, and Bring and Jared Payne. They'll introduce themselves more in just a moment. But first I will give you all a brief orientation to today's learning environment.

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Sophie White | EDUCAUSE: So we hope that you'll join us in making the session interactive today to open the chat and chat with your colleagues. You can click on the chat icon at the bottom of the zoom presentation window.

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Sophie White | EDUCAUSE: You can use this chat to make comments, share resources, or to pose questions to our presenters, who will answer your questions when they're able to

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Sophie White | EDUCAUSE: make sure that you select everyone from the drop down menu to engage with everyone. It's easy to mess that up. I've done it myself. So just double check when you're using the everyone button.

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Sophie White | EDUCAUSE: We'll hold the Q. A. Until the end of the presentation. We'll have an official period designated for Q. A. But we encourage you to type your questions into the chat throughout the Webinar.

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Sophie White | EDUCAUSE: If you have any technical issues, you can use the panelists chat by directing a private message, will take care of any technical issues that you might be encountering.

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Sophie White | EDUCAUSE: and also keep in mind that closed captioning is available by using the CC button on. Zoom.

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Sophie White | EDUCAUSE: Also, keep in mind that the session recording and the slides will be archived later today on the EDUCAUSE event website where you registered for this event.

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Sophie White | EDUCAUSE: So, as we jump in. I would love for you all to say hello in the chat. Introduce yourselves your title where you're coming from, and add your favorite part of spring.

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Sophie White | EDUCAUSE: I'm located here in Denver, and it is finally feeling pretty springy, although it looks like it might snow tomorrow, as happens in Colorado, so I don't know if others can relate to that, but it has been a whirlwind lately.

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Sophie White | EDUCAUSE: So next, I just wanted to turn your attention to the EDUCAUSE Showcase series which is aligned with this session.

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Sophie White | EDUCAUSE: So the EDUCAUSE Showcase series is a resource that edge a cause created to help you. All as members

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Sophie White | EDUCAUSE: tackle urgent issues in higher education. We collect tools and resources in one place for you to help address these issues, and the most recent one that we released was called moving from data insight to data action.

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Sophie White | EDUCAUSE: If you're familiar with our EDUCAUSE top 10, it issues, You'll also note that this was one of the 2023 top 10. It issues as well.

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Sophie White | EDUCAUSE: so make sure to visit the showcase, which will drop in the chat. It includes some really great resources, including an EDUCAUSE, quick poll on data related institutional functions.

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Sophie White | EDUCAUSE: perspectives from our members for creating a framework for institutional analytics, and the latest in our horizon Report series, the 2023 horizon action plan data, governance

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Sophie White | EDUCAUSE: finally I just wanted to thank our showcase sponsors, Moran technology, consulting, unicorn and elastic. All 3 have given their generous support and contributed compelling thought leadership, resources to the showcase to help you with your data and analytics discussions.

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Sophie White | EDUCAUSE: So we'll drop the link in the chat. But you can visit their resources, including empower all users to leverage catalog data, insights from unicorn. The importance of data strategy from Moran technology, consulting and making this shift to an ultra intelligent institution with data from elastic.

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Sophie White | EDUCAUSE: So now we'll turn to today's session data and analytics converted into action. Plans can power, institutional performance enhance operational efficiency and improve student success

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Sophie White | EDUCAUSE: institutions already implement a variety of analytics. Programs that are foundational to both short and long term decisions, but may be ready for the next step to mature into powerful tools for management and strategy.

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Sophie White | EDUCAUSE: Today we'll hear from experts that can help bring your institution to the next level in your institutional data and analytics journey.

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Sophie White | EDUCAUSE: So to cater our discussion today to the audience that we have. I'm hoping that you all can fill out a poll here, describing your role at your institution

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Sophie White | EDUCAUSE: and do your best to just pick the category that fits your role. If you select other just right in the chat with what your title is, so that we can cater our discussion as much as possible to your needs.

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Sophie White | EDUCAUSE: I'll give everyone just a few minutes to read the responses and answer. This

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Sophie White | EDUCAUSE: looks like a lot of folks are getting some spring weather, too. That's great to hear.

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Sophie White | EDUCAUSE: All right. So it looks like we have a very group. The highest is data and analytics director, or manager with 25 it professional or CIO, with 24

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Sophie White | EDUCAUSE: and then we have 16% data analysts or data scientists, we have some data, governance directors or managers, data architects and institutional research or institutional effectiveness, professionals.

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Sophie White | EDUCAUSE: teaching and learning, cyber, security, industry, and quite a few others too. So thank you all; for

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Sophie White | EDUCAUSE: if you designate other for writing your title in the chat. That's really helpful, as we consider our responses to today's panel.

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Sophie White | EDUCAUSE: and then, Emily, if you can just launch the next poll. We're curious

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Sophie White | EDUCAUSE: where institutions are in terms of their data governance structures. So if you can respond here, do you have a dedicated role for data governance at your institution.

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Sophie White | EDUCAUSE: Yes, no, we're unsure.

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Sophie White | EDUCAUSE: and if you're unsure or feel like your response needs a little bit more elaboration, feel free to add that in the chat as well.

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Sophie White | EDUCAUSE: No one role. But there's a data governance committee, right?

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Sophie White | EDUCAUSE: All right. So we've got 49. No 38, yes, and 14% unsure

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Sophie White | EDUCAUSE: great. All right, that is helpful. Thank you all.

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Sophie White | EDUCAUSE: So this is our panel. Today. We won't. Take time for introductions right now, but we'll jump right into the questions, and let our panelists introduce themselves when they first respond to a question. But we're really grateful to have

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Sophie White | EDUCAUSE: folks from our institutional communities as well as our industry experts represented on today's panel, and i'll also add that Melissa and Todd are leaders of the data Governance Community group at EDUCAUSE. So they're highly involved with a lot of the conversations happening related to data governance.

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Sophie White | EDUCAUSE: So finally, as we're launching into the panel, I just wanted to let you know that we'll share the panel questions on slides throughout the discussion, and then we'll pivot back to gallery mode. So you can see a panelists. Video.

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Sophie White | EDUCAUSE: We also have some insights from our plea pre-planning meetings that are on the question. Slides don't worry too much about those right now, as we'll share the slide deck on the event page after the fact. If you want to revisit them in more detail.

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Sophie White | EDUCAUSE: Great, All right. So we will jump right in from here to all panelists. Please share an example of a time that you use data insights to drive action

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Sophie White | EDUCAUSE: and Tasha, if you can start us off here. That'd be great

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Tasha Dannenbring - Unicon: great. Thank you so much. So she, Sophie, i'm Tasha, i'm a strategic project manager at Unicorn, and prior to working at Unicorn. I served a number of roles in institutional research and effectiveness at the system level. In these roles I was responsible for using data

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Tasha Dannenbring - Unicon: to inform decision making in many areas, right policy and to garner support from constituents around action that would be taken on our data findings. One way that I have used data insights to drive action has been through engagement with coalitions

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Tasha Dannenbring - Unicon: when working in coalitions and groups. One tool I found especially effective is a racy matrix that succinctly defines the roles, responsibilities, and tasks associated with the data initiative as part of the ongoing conversation within the group.

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Tasha Dannenbring - Unicon: This really helps to ensure that there is a shared frame of reference across the group.

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Sophie White | EDUCAUSE: Great, and we'll have a racy met matrix in the appendix to these slides. If you're interested in viewing one later.

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Sophie White | EDUCAUSE: All right, Todd over to you.

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Todd Barber - UTHSC: hey? Thanks, Sophie Todd Barber. I'm. The Executive Director of Enterprise Applications and data services at the University of Tennessee Health Science center and like. So if you said and a listen to our part of this steering committee for the Data Governance Community group and see if you familiar names flying by in the chat. So, hey! To all our friends? But

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Todd Barber - UTHSC: i'm going to take a slightly different perspective to answer the question, and we often hear in webinars and presentations about people that are well ahead in the process, and we oftentimes dream of the amount of work and effort that it took to get to that point and wish that we were at that point.

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Todd Barber - UTHSC: But all of us and all of them started where many of you all are right now. And so what I would suggest is sometimes it's good to use the fact that you cannot

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Todd Barber - UTHSC: derive any insights to drive action, and so you can use that to start to build relationships so slight, spoiler, alert. We're gonna talk a lot about building relationships and and coalitions as Tasha mentioned.

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Todd Barber - UTHSC: And so you may not have that senior leader that that's fighting for data management or data governance, but you can be a champion for that, no matter where you are in the organization. We saw a lot of people in different areas.

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Todd Barber - UTHSC: Just know you're gonna lose your fair share of battles as you begin this process and Don't get discouraged. That's where the relationship building collaboration helps. And then you're able to start to show and provide value to other places around campus, and that causes the tide to turn.

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So if you are at the beginning, and feel like you don't have any insights.

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Todd Barber - UTHSC: Sorry about finding others on your campus that may have a question or a challenge that you feel that data can help with and start there and then begin to build your your data Empire

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Sophie White | EDUCAUSE: data Empire love it.

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Todd Barber - UTHSC: That's a really great point. And as we were discussing some of these questions, we found that it's it's difficult to untangle the relationship and consensus building from any question that we'll talk about today. So thank you, Todd.

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Sophie White | EDUCAUSE: Melissa.

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Melissa Barnett - Georgia State University: share an example of the time that you use data insights to drive action.

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Melissa Barnett - Georgia State University: Yeah. Well, thank you for having me. I'm Melissa Barnett, and I am the inaugural Data governance manager at Georgia State University. Here in the heart of Atlanta, Georgia, and thank you for all of your spring items. I, too, love mulch and tool ups and all of that good stuff. But I saw no one, said Bunnies. So I I would add that as well.

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Melissa Barnett - Georgia State University: So a little bit of background for this, for from my perspective, so data governance, I've been in this role for about 2 and a half years now, but

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but prior to that I was an evaluation researcher at Harvard and Mit, and what this entailed was me working with senior leadership specifically on the academic side, to say answer leadership's, questions about you know what is working in a given in a given program, or what modifications can we make? And what does the data bring to bear? And this was a combination of utilizing institutional data as well as data that I would collect to flesh out that question

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question.

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Melissa Barnett - Georgia State University: And so that information we use to make modifications. We've been used it in courses where students were giving input, to make modifications and and to give suggestions to leadership on on how they could go about making changes to the academic side of the house, and so utilizing the data to the institutions data to make decisions was something that was

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Melissa Barnett - Georgia State University: every day for me, and

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Melissa Barnett - Georgia State University: i'll talk a little bit more about later about how I came to data governance and the importance of that when it comes to those data actions and insights that that are taken within all of your institutions and beyond.

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Melissa Barnett - Georgia State University: and I do find that it's powerful to be able to combine data in a responsible way. I will say thus: the the point for data governance, but in a responsible and ethical manner, to empower institutions, to

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Melissa Barnett - Georgia State University: to answer those pressing questions, and really move from those insight into the action and taking steps forward.

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Sophie White | EDUCAUSE: Great. Thank you. And Jared share an example of a time. Used data insights to drive action.

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Jared Pane | Elastic: Yeah, absolutely. So. Hi. Everybody. Thank you for having me. My name is Jared Payne, and I lead the architectural team here at Elastic. I've been working with the higher education. K. Through 12 volley above. For the better part of 15 plus years.

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Jared Pane | Elastic: I love the spring talk. I'm in California, and you probably heard we've had an abundance of snowfall and rain, and this is like the first week I've seen the sun, and I am extremely excited about it. So back to the question.

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Jared Pane | Elastic: I I use data, insights and analytics almost every day. and and and those insights allow me to drive and do like actionable things that I need to do in my daily job as an it manager.

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Jared Pane | Elastic: I need to know

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Jared Pane | Elastic: what my team is working on. where they're working, how they're doing it.

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Jared Pane | Elastic: and each one of those has a specific data point that goes along with it.

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Jared Pane | Elastic: I need to make sure that I need to know that the team is working to the to the best way that they can with the data that they have, how they do it. So what I do is I take this data.

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Jared Pane | Elastic: I take the data, and I and I figure out, do I have enough people working on a certain project?

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Jared Pane | Elastic: Do I have the data to say? Do I have enough employees or people that are actually working towards a common goal and in an incessantly like move people in or projects or just resources

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Jared Pane | Elastic: available software system servers it. Department like, move them into the appropriate area based on data. We collect data every single second of every single day, every minute. And and those data points. Allow me to make an executive decision on how i'm actually doing business, and how i'm supporting not only the education field, but just other people around the globe. And and that's a really important fact, because without data

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Jared Pane | Elastic: I wouldn't be able to make specific decisions that would become successful down the road. I would just be guessing. So on a daily basis. Data super important. And that's how I use it to drive action.

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Sophie White | EDUCAUSE: Great. Thank you.

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Sophie White | EDUCAUSE: All right. Next question I will direct towards Melissa and Todd, based on their work as part of the Data Governance Community group. So, Melissa, we'll start with you. What is the relationship between analytics and data governance whoops?

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Melissa Barnett - Georgia State University: Yeah, absolutely. This is a question I get quite often. Actually it. It's either some combination of data and animal data, governance and analytics or data governance, and it. And so the way I I situate data governance with analytics is, it's the foundation

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Melissa Barnett - Georgia State University: upon which analytics rests. Now, that's not to say that you can't have analytics without data governance, but it is the foundation that also allows an engenders trust in the data and in the decisions. And so, when I think about it in that respect, it's it's kind of

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Melissa Barnett - Georgia State University: again coming back, coming from the Social Science world where methods. Research methods was a big part of of what I did. It's it's that framework. It's the methods. It's, the the structure of the house, and and that foundation upon which which analytics rest. Now

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Melissa Barnett - Georgia State University: a lot of people will, somebody said to me the other day, they didn't like the term governance, because it sounds very bureaucratic and quit. Could we change the term? And and I do get a lot of push back from that, and people think that it's gonna be an incredibly rigid set of rules, and I remind them that right now, in a lot of instances there aren't as many. Let's just call them guard rails or guidelines for people to follow, and it's a much better situation to have that foundation

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Melissa Barnett - Georgia State University: laid out, so that we actually can guide people. What's going on. Now You've probably also heard this. Isn't gonna be new. That higher LED is highly siloized or silo siloed, and there's a siloization, and this is something that is quite frequent, and in governance as well as in other areas you have to overcome.

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Melissa Barnett - Georgia State University: But the fact of the matter is in the 20 first century, we in higher LED we can't afford to be siloized anymore. We need to start bringing those down even more so than we already have, and start collaborating and working together. Because that's the way we're going to move forward. You know there are many challenges as we've seen in the edge of cost. Review articles about about the grand challenges of higher LED and governance is one way in which to lay that foundation

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in order for us to actually have a roadmap

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Melissa Barnett - Georgia State University: in which to

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Melissa Barnett - Georgia State University: engender that trust and begin to, and to to formalize that for the rest of the institution. And I just wanna say here that

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Melissa Barnett - Georgia State University: if if you're wondering what what what is entailed in governance from my perspective, it's looking at what data the institution has where it lives, who has access to it, is it of high quality, and that it starts, be what serves as that foundation to shape things.

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Melissa Barnett - Georgia State University: And the last thing i'll say is that I said a moment ago that you know previously I was a evaluation researcher, and I really needed that roadmap.

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Melissa Barnett - Georgia State University: It would have cut the amount of time down, and and also trying to figure out who to talk to, where to go, what we had, how it was coded who could use it? And I would have given leadership their answers a lot quicker, but it

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Melissa Barnett - Georgia State University: the roadmap wasn't hard and fast there. So for me, that is the connection and the primary connection from my perspective between analytics and governance.

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Sophie White | EDUCAUSE: Hmm.

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Sophie White | EDUCAUSE: Thank you. That ties into this issue came up, as I mentioned in our top 10. It issues, and the theme of that is foundation model. So establishing foundations upon which we can do all of the other work that we're discussing. So thank you for for sharing those insights, Melissa

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Sophie White | EDUCAUSE: and Todd over to you. What is the relationship between analytics and data governments?

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Todd Barber - UTHSC: Yeah, thanks. And and I agree with

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Todd Barber - UTHSC: Melissa 100%. And you know you, You've got a textbook side of things that's very easy to go and and figure out from Google of what you're supposed to have.

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Todd Barber - UTHSC: An and and we have to know that. And and we very quickly realized that

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Todd Barber - UTHSC: data governance is the foundation really, for all of our

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Todd Barber - UTHSC: data initiatives, and they have to stand on that on that foundation. And so that includes analytics that includes the business intelligence and

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and insights that we drive. But

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Todd Barber - UTHSC: reality is a lot more difficult and obviously changes from institution to institution.

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Todd Barber - UTHSC: and and many things affect that relationship between governance and analytics, institutional organizational structures. You know where You're reporting into leadership, personalities, campus, culture, data, culture, ability to change agility, flexibility.

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Todd Barber - UTHSC: resilience. You could probably keep going on and on for different things about each of your institutions, but as data leaders. And because you're on this call you care you're You're a leader in that area. So you're included.

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Todd Barber - UTHSC: We have to start with that textbook, so that we understand what that foundation is, so that we can understand what we're building on top of.

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Todd Barber - UTHSC: But then we have to go and work within our institutions to see what they need to build on top of our foundation, so that we can actually know what to help them with. And so conversations with with others like this Webinar, and

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Todd Barber - UTHSC: it's almost plug for the date data Governance Community group having conversations with people in that same space is helpful to clean ideas.

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Todd Barber - UTHSC: Get suggestions to, then go back and see how it can work within your institution and within your reality, because without data, governance all other aspects of data management. They're gonna suffer at best case.

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Todd Barber - UTHSC: At worst Case, they're gonna fail and probably fail miserably. And then you'll have to restart again.

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So data governance is extremely important.

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Sophie White | EDUCAUSE: Great? Thank you. And in this issue we're talking about. You know how you can use data to

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Sophie White | EDUCAUSE: inform your work into the future. So I really love the focus on. Let's make sure we have the foundations established in relationships before we take that next step.

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Sophie White | EDUCAUSE: Great. So

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Sophie White | EDUCAUSE: next step is a question related to to privacy. So institutions require insight, glean from data. We've talked about that at the same time there's been an increasing focus on data privacy. What role can data governance play in mediating these opposing needs?

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Sophie White | EDUCAUSE: And Tasha, do you want to start off with that one?

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Tasha Dannenbring - Unicon: Sure? Yes, thank you so much, Sophie. I'll echo what Melissa and Todd have both mentioned about a roadmap. That's that's really important. When you're building your data governance.

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Tasha Dannenbring - Unicon: Your data, governance framework. And really the creation of that roadmap helps you to uncover gaps and inherently helps you to build relationships among departments in the institution. And I think that that's part of

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Tasha Dannenbring - Unicon: how data governance really plays a part in balancing those priorities of insight and privacy. And I think specifically with a comprehensive data governance process that's reliant on data literacy curriculum. You can address those opposing needs

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Tasha Dannenbring - Unicon: and cultivate a culture of data and form decision making within that framework so depending on the level or the type of use training really helps to mitigate the possibility of the misuse of data or reaches of privacy. And this culture of

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Tasha Dannenbring - Unicon: data, responsibility and respect can be achieved through that regular engagement, regular communication, consistent training and collaboration throughout the organization.

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Sophie White | EDUCAUSE: Great. Thank you. Yeah. Our last showcase that we launched in January was privacy and cyber security, 101, and it had a lot to do with. How can you create awareness for why? Privacy is important across the entire institution, You know it's everyone's job. So the fact that you collaborate with stakeholders in order to

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Sophie White | EDUCAUSE: include privacy for everyone is really important. All right, Melissa. How did you answer that question? What role can data governance play in mediating the needs between using data for insights and considering data privacy.

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Melissa Barnett - Georgia State University: Yeah. So data privacy is something that has come up within the past. I'd say year and a half or so here. Georgia State, the University system of Georgia mandated data governance at all universities, public universities within the system, and they've recently done so when it comes to privacy. So we've had a lot of these discussions.

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Melissa Barnett - Georgia State University: you know. Where does privacy sit? Some universities have privacy, officers. In other instances it resides in legal affairs more times than not. It's with the CEO, and and I see this when I look at various universities where they've situated privacy it relative to governance

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Melissa Barnett - Georgia State University: the role that governance plays, at least for my perspective, is because I have such a reach across the not the United States. Of course, the University bush.

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Melissa Barnett - Georgia State University: I really do work with a a a large swath of people.

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Melissa Barnett - Georgia State University: Excuse me for that. I apologize about that.

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Melissa Barnett - Georgia State University: And

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Melissa Barnett - Georgia State University: because of that I serve as a facilitator, almost a conduit between Cyber D data governance throughout all the various data stewards across the University from Hr Finance, the schools, facilities, etc.

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Now, one of the ways that I do. That is not just in one on one conversations or meetings, but I also have a communication newsletter that goes out to everyone. So I have a small group that I meet with quite regularly that we overlap, and then, if they have information that they want to get out.

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Melissa Barnett - Georgia State University: privacy being one of them. We put that in that newsletter to let everybody know. Now, one of the key things about privacy is what what I see is the pension

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Melissa Barnett - Georgia State University: between, if you will governance.

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Melissa Barnett - Georgia State University: maybe governance, isn't the right word. But the privacy and the increase usage of data in order to make decisions is one group. typically the privacy or the security side really wants the you know. Let let's have a lot of restrictions on that, because, of course, there are challenges and and ramifications with that on the other side. Institutions want to utilize and harness their data to make decisions, and I think that's where governance comes in is

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Melissa Barnett - Georgia State University: providing that perspective of balance Governance is not looking to

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Melissa Barnett - Georgia State University: completely clamp down, but it's also not looking to let everyone utilize the data, you know, across the University in the same way. But to provide those what I said earlier, those guard rails to balance between governance and the usage of data, and at the same time the privacy component which is becoming more and more important as we as we move forward

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Sophie White | EDUCAUSE: Absolutely. Thank you.

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Sophie White | EDUCAUSE: So as we're talking about collaboration being a really important

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Sophie White | EDUCAUSE: theme. In these conversations the question comes up that

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Sophie White | EDUCAUSE: data governance asks institutions to change their current way of operating, which is not always an easy task you may run into resistors sometimes, or someone who Hasn't quite bought into the vision. So do you have examples or insights from how you have handled resistors in the past.

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Sophie White | EDUCAUSE: And, Jared, I'll turn that over to you first to talk about. If you have implementations or examples of when you've worked with institutions and had to work with folks who are more resistant to your vision.

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Jared Pane | Elastic: Yeah, absolutely. So. I have a lot and a lot of experience dealing with resistors and people who just don't really see eye to eye with you. And so

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Jared Pane | Elastic: what you? What I've noticed is that you're gonna kinda kind of have 3 levels of people that are going to resist you or I'm gonna say disagree with how how you think of what you were trying to trying to do or try to accomplish. You're gonna have the like the naysayers. You're also gonna have the the challengers

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Jared Pane | Elastic: in, and then you're gonna have the resistors. And so when you deal with the the naysayers in general, a lot of the the naysayers are just people that just don't want to move. There's nothing that you're going to do period that is going to change these people's, minds, no matter what.

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Jared Pane | Elastic: And so for the sake of your mental stability, Sometimes it's just better to just ignore these people because you're you're gonna waste a lot of energy fighting and trying to get them to come to your side or try to get them to what you're trying to accomplish.

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Jared Pane | Elastic: and you're just gonna fail. And and then you, you're gonna notice that you're failing way too late.

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Jared Pane | Elastic: And then you're gonna look back, and you're gonna notice you've wasted all this time trying to convince somebody that's just never going to be convinced the next you're gonna have kind of like the the resistors, and these are the people that they're just.

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Jared Pane | Elastic: They're resistant to change, but they but they're willing to right. And so

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Jared Pane | Elastic: What you want to do with these people is, you want to communicate with them consistently, and just have that, I guess, connection with them to make sure that that what you're trying to accomplish is

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Jared Pane | Elastic: somewhat aligned to what they're trying to accomplish right? And so building that relationship is critical across

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Jared Pane | Elastic: any type of resistance that you're gonna get right. And so the these these resistors there they have tons of ideas. They have tons of ideas that their own that they want to implement.

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Jared Pane | Elastic: They're gonna see I to you eventually. But it's it's just keeping that level of communication open with them. And then the kind of like the last group that I see are the challengers. And these are people that Don't necessarily want to resist what you're trying to do, especially from like a data, perspective

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Jared Pane | Elastic: or a data governance perspective. They've been doing things their their own way for so long. They don't necessarily see the reason or or the

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Jared Pane | Elastic: i'm gonna say the reasoning behind data, governance or data analytics. But these challengers are going to question everything you do, Jared. Why are you doing that? Shared? Why do you have to do this? We've been doing it this way for so long, and I, I think these people can be your biggest supporters.

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Jared Pane | Elastic: If you really focus on that relationship and build and and let them know, like you're on the same boat like you're you're You're traveling the same direction. And and Those are the 3 people that I've seen every project that I deal with in education, and and mostly in in any other project that i'm dealing with, too, is that you're gonna have the resistors, the challengers, and then the naysayers across the board. Now

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Jared Pane | Elastic: of Fortunately a lot of people don't have close minds that a lot of them are very open. And so like I said back to that relationship. It's key, keeping that relationship constant communication, and then make sure that you address the that those resistance like right up front

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Jared Pane | Elastic: sometimes. What you're really gonna have to do is prove the value of what you're trying to do, and so I don't. I hate this euphemism, but i'm going to use it anyway. Don't, boil the ocean right, start small, take a small amount of data. Figure out what you're trying to do, and really attach that to your long term goal, or what you're actually trying to accomplish. Get those small wins.

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Jared Pane | Elastic: those small wins equivalent to big wins. And if you can get those small wins, you're not only proving to the resistors you're proving to the challengers

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Jared Pane | Elastic: you're proving to, maybe even the naysayers eventually, that this stuff does work, and I think some of the biggest things that you can do is is convince them to see like what's in it for them. That's what they want to know is like what's in it for them and getting that that data governance level those analytics stuff. It's very important. The last thing

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Jared Pane | Elastic: the last piece of advice is this: persist? You have to keep going, no matter what right you are going to be.

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Jared Pane | Elastic: You're gonna get dirt all over your face. You're gonna You're gonna be told. This is not gonna work. You're gonna be told. This is never going to happen.

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Jared Pane | Elastic: But if you really believe in it, you really believe in your data, governance strategy or your your data analytics that you're trying to do just keep going, because eventually it's going to work, and it's going to happen. And you're going to get wins.

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Jared Pane | Elastic: and and it's really important to keep just not give up. So. In short, like that's that's how I deal with resistors, and and that's kinda how I I I've been able to to circumvent that

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Sophie White | EDUCAUSE: great. Thank you definitely an exercise in persistence and patience. So I really appreciate how you broke that down, and I like the Don't. Boil the ocean visualization. That's helpful.

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Sophie White | EDUCAUSE: Tasha over to you. So again, data governance asks institutions to change their current ways of operating. How have you handled or worked with resistors?

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Tasha Dannenbring - Unicon: Yeah, thanks, Sophie. So you know a lot of what Jared mentioned really resonates with me as well, You know, I I think one of the things that I've I've experienced is

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Tasha Dannenbring - Unicon: just trying to get to know somebody. Everybody wants to feel valued, and when you take the time to listen to a resistor about you know

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Tasha Dannenbring - Unicon: What is their work like? What are pain points for them? What do they love about their work? What motivates them, what empowers them? How are they challenge. When you start to kind of dig in and ask those questions on a personal level, I think it. It adds that humanization to a resistor, and it's hard for them to just kind of

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Tasha Dannenbring - Unicon: like hide behind an email and say, I don't want to do this anymore. You know, when you I think Todd Todd was mentioning this in a conversation we were having prior to our Webinars, you know. Take somebody to lunch or have coffee with them and get to know them, and I think that that it goes a long way, and I mean it. It takes some time because it takes time out of your day, but I think that that time is really well worth it. You know what I mean, so I think some strategies

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Tasha Dannenbring - Unicon: for that, because i'm kind of a person likes to have a concrete type of strategy thinking about. What am I going to talk about? If I, if I meet with this person who is a resistor. How am I going to handle those resistors? I found a Hbr article that talks about how to engage individuals across an organization, and there's 4 sees

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Tasha Dannenbring - Unicon: coordination which is established mechanisms and processes that allow employees to improve their focus on their work. So you want your resistors to be able to improve the focus on what they're working on. And this really comes through that shared frame of reference across units. So when you're building a relationship, you're starting to really share your frame of reference and understand what their frame of reference is.

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Tasha Dannenbring - Unicon: Cooperation. Encourage people in all parts of the institution through cultural means, incentives allocation of power to work together. So

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Tasha Dannenbring - Unicon: just kind of really thinking about, You know something we'll talk about in a little bit. Is that organizational structure is what you know. What can they be responsible for? What is empowering to them? Capability, development ensure that your team has the skills to deliver and execute the new task at hand. So a lot of times somebody who's a resistor. They might be a resistor because they're nervous about doing something new, and they don't know how to do it. So you know, kind of back to that training model is if you train. If you have

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Tasha Dannenbring - Unicon: adequate training at a adequate time for training. The resistors will feel comfortable learning a new skill in a safe environment, and they'll be more more apt and more empowered to, you know. Make that change. And finally connections. This is kind of something that we've talked about a couple of times is developing relationships with partners across areas to increase the value of work being done because everybody wants to feel valued, and it's really important. And when you have a relationship with somebody, you feel like you're being heard.

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Tasha Dannenbring - Unicon: and it it helps everybody that way. To have more voices in the room is always better than fewer voices across the silo. So thank you.

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Sophie White | EDUCAUSE: Great thanks. So much.

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Sophie White | EDUCAUSE: So today. When we did our poll at the beginning of the the session, we saw a lot of folks who are specific to data and analytics operations, and we also saw a lot of folks from the it side.

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Sophie White | EDUCAUSE: So the next question is related to how you collaborate with it as a stakeholder and a strategic decision maker in creating action from data.

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Sophie White | EDUCAUSE: And i'll also add that you know, for the data and it folks on the call today. I would love to hear your insights in the chat as well. If you have some responses to this question.

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Sophie White | EDUCAUSE: so Todd, we'll start with you. How do you collaborate with it as a stakeholder?

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Todd Barber - UTHSC: Yeah. So this kind of goes back to the reality and and question 2 of of various organizational structures. And so i'm actually in it. So I i'll give you that that that perspective of

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Todd Barber - UTHSC: in my mind how it should work. And as we've said, successful collaboration often begins with your existing relationships because they're already there. And so, as a as a senior, it leader, I I look for others around campus to begin relationships.

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Todd Barber - UTHSC: And I do this by listening within my current relationships, various meetings that I go to one on ones that I go to and hear about others that may have data needs and then reach out to them and try to start a relationship.

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Todd Barber - UTHSC: But this concept, you know, doesn't have to be reserved for

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Todd Barber - UTHSC: senior level. You know data employees it employees. It can happen and should be happening throughout the organization.

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Todd Barber - UTHSC: whatever that looks like. And so, wherever you sit in your organization. Strive to be seen as a collaborator, because that'll start to open doors that weren't necessarily open before

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Todd Barber - UTHSC: then, once those relationships are set. When one of your partners needs something. They've got a resource. They know your name. You've helped them before. As Jared said, you've provided value to them already, so they'll come back to you.

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Todd Barber - UTHSC: So for me and it, the agendas are pretty simple. Tasha mentioned some of them as well. So just listen to what my partners are doing?

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Todd Barber - UTHSC: What are their goals? What are their objectives? Where your struggles? What does success look like, and just go through some of those questions, and and to you. Know. David asked a question about some of the operations.

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Todd Barber - UTHSC: I try, You know, a plug for the non-invasive data governments. It.

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I I try to do that the best I can, because, as I'm listening.

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Todd Barber - UTHSC: I find I can find ways to introduce data governance with without changing operations as much as possible, which is ideal, the noise work that way, but that that's one way to do it.

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Todd Barber - UTHSC: And as i'm in those meetings and with those relationships, then I go back to my team and it, and we start to

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Todd Barber - UTHSC: come up with solutions. What can we do to help? What? And and so that's how in my organization I try to provide value.

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Todd Barber - UTHSC: and so then I can be seen as a stakeholder. I can be seen as a collaborator, a strategic decision maker, but on the flip side I've been in higher LED Talk to enough people to know that sometimes

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Todd Barber - UTHSC: it maybe isn't always seen as the best partner on your campus, and so I I I I can understand that.

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Todd Barber - UTHSC: And so for that I can. I can only offer some advice, and and that would be.

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Todd Barber - UTHSC: find somebody in it that is willing. You know the the leader of it, or the leader of this group, and it may not be willing. But

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Todd Barber - UTHSC: surely somebody in the it organization is. And so you have to kind of find maybe somebody that is a and that's the way to again.

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Todd Barber - UTHSC: Campus, connections, strategic relationships. That's the easiest way to start. If you can't find an easy way in there, then you play the 6 degrees game, and you start looking on, leaked in and do various connections. And oh, this person knows

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Todd Barber - UTHSC: Jared the nose, Melissa the knows Tasha. Then it was Sophie, and so now I can maybe talk to Sophie about something through these various introductions. And and

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Todd Barber - UTHSC: you know, the the last thing I would say is that oftentimes an an organization may not necessarily be against collaboration.

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Todd Barber - UTHSC: but they aren't actively, seeking collaboration opportunities. And so it may up. They may appear to be closed off. They may appear to give that that they don't want to collaborate. And so it's always okay to start by just asking and and maybe they're just waiting on the invitation

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Todd Barber - UTHSC: it for for somebody to kind of start and look that way. And and again. ideally, people would be out looking for ways to collaborate outside of it into it that that would be the healthiest way to do it. But

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Todd Barber - UTHSC: again, sometimes I I

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Todd Barber - UTHSC: I've I've heard the horror stories. It's not always that way.

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Sophie White | EDUCAUSE: Oh, that's great, and I know, in in one of our previous conversations you talked about the goal being to find, you know, a champion that you can work with, and sometimes, if there's not one that you have to be the champion, but

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Sophie White | EDUCAUSE: that's sometimes the last resort, if you can partner with other folks first.

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Sophie White | EDUCAUSE: and Jared would love to hear your insights on this question. How have you seen partnerships between

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Sophie White | EDUCAUSE: data folks and it in terms of strategic collaboration?

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Jared Pane | Elastic: Yeah, I think Todd says something that was really important, and I want to stress that it's it's listening.

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Jared Pane | Elastic: and that's that's a that's a big deal, because

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Jared Pane | Elastic: when you're when you are siloed in each

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Jared Pane | Elastic: section has its own amount of of of things that you that you're going to be a stakeholder, for I think a lot of people forget to listen.

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Jared Pane | Elastic: and and I think a lot of people forget to hear the other stakeholders and what they need, and how they're gonna and what they what they need to do. And so like from a data governance perspective.

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Jared Pane | Elastic: I mean data governance, right? I mean, the whole definition is like people process technology great in in, in and people is where it's really coming down to. So

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Jared Pane | Elastic: collaboration really starts with listening. And not only that, but if you are trying to make a decision.

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Jared Pane | Elastic: and you're trying to get everybody else to collaborate on that decision. But you don't have a strategy, or you are not agreeing on that long term goal.

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Jared Pane | Elastic: You're never going to come to a decision. It's just it's always going to fail. And so and what's going to happen is you can have infighting all all at in every section or every conversation that you're having. So then it comes down to long term goals

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Jared Pane | Elastic: listening. And then we've said this, I know, but relationships

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Jared Pane | Elastic: the and that's the people section of the people process technology, right? And so there was one time I was actually working on a on a project, and I I really really really needed the it section to come in. But they didn't believe in the vision that me and my team were doing. And then the the analytics team and the data governance seems that they weren't believing in what the it wanted to actually give them the resources that was on that side.

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Jared Pane | Elastic: So we had to come together. And so what we ended up doing is, I ended up getting the group into what was called it was a. It was a decision Maker committee.

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Jared Pane | Elastic: and we ended up getting in a room

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Jared Pane | Elastic: once a month, and we went over all of the decisions that we needed to make, and all the things that we needed to collaborate on, and we just hashed it out into a room.

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Jared Pane | Elastic: But before we did that we had to make a promise to each other that we were going to listen.

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Jared Pane | Elastic: that we were going to resolve, and we were going to actually try to fix problems and in agree on a long term goal.

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Jared Pane | Elastic: And what's that happened? And once we started actually collaborating and trusting each other.

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Jared Pane | Elastic: That's when things actually got done. And so the decision Maker Committee really was something that that really started to move things along, and some of the projects that I was working on in my past. So yeah, those are just a few of the things that I've been doing, or that I have done, and i'm sure as technology it departments

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Jared Pane | Elastic: data evolves. I think I mean, you gotta be able to pivot and and make sure that you collaborate properly across all silos, no matter who you are. So

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Sophie White | EDUCAUSE: right. Thanks. Jared: yeah, I love the decision Maker Committee. That's great. So in the interest of time. We'll turn it over now to audience questions so feel free to add your questions in the chat, and we will answer as many as we can in the time that we have left

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Sophie White | EDUCAUSE: I would love to start with one that Zack contributed a few minutes ago. So to the panelists you can probably see it in the chat. But the question is, how do you ensure that data Governance increases the roi of analyses and the speed with which we can actionize data

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Sophie White | EDUCAUSE: rather than slowing down the process and creating roadblocks for processes which worked well before governance initiatives with a note that it's easy to talk about governance as a positive always, but sometimes initiatives can merit the resistance that they face.

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Sophie White | EDUCAUSE: Anyone want to jump in and answer that one Melissa go for it.

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Melissa Barnett - Georgia State University: I can take that when I was actually reading that and thinking about what one of the other questions we had. And so, so, first and foremost.

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Melissa Barnett - Georgia State University: Zack, you're absolutely correct data. Governance is not a fast process. It takes patience.

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Melissa Barnett - Georgia State University: One of the approaches, and this was in preparation for some of the questions that the panel had put to us that I had worked through. When it comes to a strategy you can have, and that can be whether you're building a a data strategy or data governance.

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Melissa Barnett - Georgia State University: You have to know your culture and know what those quick wins are going to be, what's going to serve as whatever Roi looks like on your campus what the most important items are. Of course they might be saying Hr. Or finance, or most most likely in in the student in data.

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Melissa Barnett - Georgia State University: At the same time you have to communicate those expectations to people. It's not going to happen fast, so you kind of have to have

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Melissa Barnett - Georgia State University: from my perspective a communication plan. You cannot drop the ball. That's most, not you in particular, but us as as a whole and higher. LED cannot drop the ball in communication, because once you do, things start falling through the cracks, and people want to know, and it it's harder than ever now from working from home, and and also hybrid and going in.

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I think that the combination of letting people know what's coming.

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Melissa Barnett - Georgia State University: what it can do.

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Melissa Barnett - Georgia State University: finding some quick wins also making sure your process overall is effective and efficient, it at the same time continually communicating and showing some of those quick wins, and letting people know that it's going to take time, and

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Melissa Barnett - Georgia State University: that is the best that we can do. It's very difficult, because it's abstract it's it's it it creeps into every if you will, every unit on campus, and the best you can do is again manage those expectations communicate, and then also show wins

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Sophie White | EDUCAUSE: great thanks. So much

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Sophie White | EDUCAUSE: anyone else want to add to that question.

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Sophie White | EDUCAUSE: Okay.

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Sophie White | EDUCAUSE: I like this question from Brett. How can data governance be used to dispel general skepticism and the results or analysis being presented. So sometimes if someone gets news that is not so great, it's easier to attack the data than admit a problem exists.

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Todd Barber - UTHSC: Yeah, I I can kind of jump in, and and it kind of goes back to

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Todd Barber - UTHSC: but that

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Todd Barber - UTHSC: Melissa and and Jared tosh it. if data governance is that foundation of where you're building. Trust in

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the data.

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Todd Barber - UTHSC: Then. if data governance is there that

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Todd Barber - UTHSC: begins to eliminate all the skepticism that the

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Todd Barber - UTHSC: data is wrong, or that the you know you pulled the wrong data, or you know whatever excuse it may be. But ultimately it also does go back to campus culture, because sometimes it is easier to attack

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Todd Barber - UTHSC: another group. A person, you know, that's not the right data. That's not what I asked for. You know. Whatever the excuse is, it is easier to attack that than it is

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Todd Barber - UTHSC: that

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Todd Barber - UTHSC: you have some work to do. But then again. combine the the data governance, and as you maturing your data governance, you get more trust. You get better results.

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Todd Barber - UTHSC: Combine that with the other side that we've been talking about a lot and those strategic relationships. Now, as you're able to start to build relationships with various levels of the organization

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Todd Barber - UTHSC: from people doing coding all the way up to Chancellor President, you know, whatever it may be.

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Todd Barber - UTHSC: as you build those relationships.

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Todd Barber - UTHSC: Now, maybe you're not attacking the people. You can actually attack the issue and really work to provide an improvement that the data shows, instead of attacking a person or a group.

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Sophie White | EDUCAUSE: Great. Thank you. Anyone else want to add to that question.

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Jared Pane | Elastic: Yeah. Oh, I I so I think it's always easy to attack others. And or you know the data. Then, if the problem I mean it's the easy route, right? And I've I've noticed that this happens a lot across tons of Edu that I work with, and

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Jared Pane | Elastic: I I think

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Jared Pane | Elastic: what's gonna happen is that you have to understand going into this, that there's always going to be something where somebody is going to have a problem with somebody right? It's it's, or whether it's the data, whether it's the data that they're giving. But

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Jared Pane | Elastic: what I think kinda mitigates a lot of the the finger pointing or the disagreements is

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Jared Pane | Elastic: is. And I said this a little earlier? Is it on on like a long term plan getting everybody bought into like what you're trying to actually accomplish here.

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and

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Jared Pane | Elastic: just have a sense of cooperatability moving forward. And and I always say this: that a a, a, the best projects, start with a policy. So if you have a long term plan, and you're building on a policy for your data governance of what you're trying to see what you're trying to map to

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Jared Pane | Elastic: the data doesn't lie. And so, as you're trying to point fingers like the data is the data, and whether you're mapping it properly, whether you're not giving the appropriate data that you're needing. The whole idea is that you're going to be able to map it back to a policy. It can be able to map it back to a long term goal.

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Jared Pane | Elastic: and you're going to hopefully, you know not not. Take offense and and just work towards those

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Jared Pane | Elastic: those agreements that you started. As that project is starting and moving forward. So yeah, it is easier. It. It's way easier to attack. But I think if you you set common ground

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Jared Pane | Elastic: and you start from the bottom. It makes those disagreements and finger pointing a lot easier to get through and actually accomplish a lot more things down the road.

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Sophie White | EDUCAUSE: Great. Thank you.

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Sophie White | EDUCAUSE: And then, lastly, there are a couple of questions that I think are related, so we can ask them. These are related to documentation and specific tasks that data governance can work on. But i'll also add that if anyone wants to share in the chat a link to

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Sophie White | EDUCAUSE: documents that you've produced or used at your institution. That could help answer this question too. So from Greg, Where and how is governance documented and shared? What documentation is the outcome of governance.

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Sophie White | EDUCAUSE: And then Sam's question, what is the first or most important effort task or project? A data governance team should work on. So definitions, policies, stewardship, etc.

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Sophie White | EDUCAUSE: Do you all have anything for folks who are maybe newer to establishing data governance teams at their institutions? What are the first deliverables that you should start working on. And what are those look like?

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Melissa Barnett - Georgia State University: Well, I'm going to give a very unsatisfactory answer and say it depends. And the reason for that is.

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Melissa Barnett - Georgia State University: I mentioned earlier that at Georgia State data governance was mandated throughout the system. So our deliverables were very different than if, in fact, our purpose for governance which I've heard from a lot of other institutions who start.

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Melissa Barnett - Georgia State University: They they start on this journey is the no, not the notion, but the but the desire for data, integrity, and data quality. When you start there it's very different. So again, it goes to what the need of your university is, or your college

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Melissa Barnett - Georgia State University: that will You'll still come into it, and and and I find myself now where you know. The university system gave us a long checklist, and we checked everything off. But now what does the University want to

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Melissa Barnett - Georgia State University: continue flushing out? And that's what we're working on now, and we've had various pockets of what we're looking at at this specific point in time, but it's some other university. Those might have been the the starting points for them. You'll hear others say. You must begin with a charter. You must.

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Melissa Barnett - Georgia State University: Then you'll hear other people say you don't need a charter, so I think that ultimately it begins with what is most important. What is the the thing, or what is it

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Melissa Barnett - Georgia State University: that is most important on your campus? To begin with, you are going to end up having definitions, you will end up having a data dictionary. You will be looking at quality, but the ordering of it, unfortunately, that still depends on culture and the demands that you have in a given moment

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Sophie White | EDUCAUSE: great thanks so much, Melissa.

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Sophie White | EDUCAUSE: and seems like Todd. They started with the framework. So something to consider in your journey

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Sophie White | EDUCAUSE: all right, so we'll wrap up here. Thank you all so much for attending the session today, and on behalf of our speakers. Thank you so much for the engaging conversation today. We really appreciate your time.

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Sophie White | EDUCAUSE: We'll be dropping. Here's a poll. So

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Sophie White | EDUCAUSE: we're curious if you're interested in a follow up discussion on this topic with the community. This would be more of a peer. Lead, quick talk where you all could get together in kind of an open zoom room to talk about this.

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Sophie White | EDUCAUSE: So if you can vote on this question, please do here. And if you are especially excited about this topic, and interested in maybe being a volunteer co-leader of that quick talk session. Please write your name in the chat as a volunteer. Now, and we'll reach out to you about coordinating that

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Sophie White | EDUCAUSE: great, and then, Emily, you can close the poll now.

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Sophie White | EDUCAUSE: I'm seeing a couple of volunteers. So thank you very much. And finally we will add a session evaluation link in the chat. We really appreciate it. If you could evaluate today's session, let us know what we're doing Well, what we can work on for future Webinars to make sure that we are supporting you all as much as possible as our members.

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Sophie White | EDUCAUSE: and finally, i'll drop a link in the chat again to the moving from data insight to data action showcase that can provide more resources and tools for you to read about this issue on your own.

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Sophie White | EDUCAUSE: Thank you again. Thank you to our panelists and have a wonderful day, everyone.

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Jared Pane | Elastic: Thank you. Everybody.