Why Next Frontier?
All areas within Boise State have manual inefficient ways to pull and summarize data in order to utilize the data to make decisions.
The early stages of the Next Frontier initiative focused on a needs and effectiveness assessment, meetings with other higher education institutions, and developing a vision for the future state of analytics at Boise State. What began as a project has now become the Next Frontier Program with six identified objectives:
- Structure: Ensure the viability, visibility, and success of the Next Frontier program.
- People and Organization: Ensure organizational and human resources to facilitate progress toward the Next Frontier, establish governance, and ensure accountability.
- Improve Processes: Implement a strategic approach to projects and processes that has a cross-functional view aligned to the overall analytics vision and includes end-user input/involvement for functional requirements and systems decision-making.
- Data Governance: Strengthen existing data governance and management activities.
- Data Structure and Tools: Ensure a modern, scalable, and sustainable data warehouse and architecture and the tools needed for reporting, operational data, and advanced analytics.
- Culture and End User Experience: Revitalize and improve the end-user experience through training and resources, making data more easily accessible, and cultivating a culture of data literacy.
The project is aligned to the University’s Blueprint for Success strategy to “create a transparent, centralized business operations model that responsibly uses university resources, supports collaboration, and promotes consistency across individual campus units.” With widespread engagement and cross-divisional collaboration, the Next Frontier will attend to operational and analytical data needs, data integration, the data ecosystem, and the data consumer experience so that Boise State can support efforts in student success and research, facilitate effective academic decision-making, and accelerate progress toward the Blueprint for Success.
Structure
- Establish Next Frontier as a program with defined leadership, governance, and accountability.
- Establish guiding principles, objectives, and expected results.
- Identify executive-level champions for the Next Frontier program.
- Identify the preferred structure (e.g., decentralized, centralized, or federated) and define the campus-wide approach to support the Next Frontier vision and plan.
- Establish formal and regular communication channels and engagement with various stakeholders, including end users.
- Continue to evaluate and implement appropriate technical infrastructure to support the Next Frontier Program.
People and Organization
- Address focused and broad-scale analytical and technical human resources needs, considering specific consultant recommendations: We have added two new positions to support this work — a Data Warehouse Architect and a Next Frontier Program Director.
- Revitalize and cultivate the analyst support group and other analytical resource people as data and analytics ambassadors.
- Establish clear lines of data analytics engagement with and accountability to all cabinet-level and executive-level leadership.
- Leverage and strengthen the collaboration between analytical data units across campus and better define roles.
- Re-envision the role and responsibility of (ITPC) Decision Support working group.
Improve Processes
- Implement a strategic approach to projects and processes that has a cross-functional view aligned to the overall analytics vision and includes end user input/involvement for functional requirements and systems decision making.
- Establish formal processes to prioritize, plan, and assess analytics projects, including standards for new project initiation.
- Enhance current processes to prioritize and plan for analytics needs during enterprise information system projects.
- Ensure the use of inclusive practices for gathering and incorporating campus and end user requirements for projects.
Data Governance
- Strengthen existing data governance and management activities.
- Develop a coordinated approach to data quality issues, including but not limited to, data steward ownership for quality. Define / clarify data stewards and other relevant roles.
- Maximize the use of the Data Cookbook functionality, including documentation standards.
- Establish governance structure for public-facing reports or those visible to the entire institution.
- Simplify the data security access rules for the data warehouse.
Data Structure and Tools
- Ensure a modern, scalable, and sustainable data warehouse and architecture and the tools needed for reporting, operational data, and advanced analytics.
- Establish a cloud data warehouse. Conduct a side-by-side assessment of public-cloud based subscription services. Reevaluate Oracle analytics option and other important considerations for a cloud data warehouse. Evaluate Activity Hub model vs. other cloud warehouses.
- Adopt a singular and comprehensive visualization tool that addresses campus-wide requirements. Gather campus requirements to develop a more fulsome understanding of specific features and capabilities needed from a visualization tool. Ensure that the visualization tool addresses end user needs and requirements gathered, including ad hoc, predictive reporting, and operational needs. Develop enterprise visualization platform standards.
- Conduct a review of shadow systems to understand capabilities and reasons for them to inform overall design and development of data structures and/or to explore scalable best practice approaches.
Culture and End User Experience
- Revitalize and improve the end user experience through training and resources, making data more easily accessible, and cultivating a culture of data literacy.
- Identify interim Next Frontier deliverables that can be delivered to and add value for campus while longer-term objectives are in-progress.
- PI Dashboard: actively pursue top 3 needs from the PI Dashboard Requirements Survey (i.e., BvA with salary and fringe benefits encumbrances for sponsored projects, BvA with salary and fringe benefits encumbrances for local/appropriated accounts, and monthly expenditures for sponsored projects with the ability to certify accuracy online and address effort reporting/payroll verification requirements).
- Develop training curriculum and offer training opportunities to address and support identified end user needs
- Develop resources and training to promote a culture focused on data literacy (contextual scenarios, glossary and guided usage materials, searchable report/visualization catalog).