By Tim Coley, Ph.D. Ferrilli Associate Vice President, Client Transformation 

Higher education leaders have access to more data than ever before. Enrollment dashboards, financial reports, student success metrics, and operational analytics generate a steady stream of information intended to support decision-making. Yet many institutions continue to struggle with a fundamental challenge: turning data into meaningful action. EDUCAUSE identifies Data Analytics for Operational and Financial Insights as a key issue for 2026, emphasizing the need to leverage analytics to better understand spending patterns, enrollment trends, operational efficiency, and institutional performance 2026 EDUCAUSE Top 10: Making Connections | EDUCAUSE Review.  

In Ferrilli’s work with colleges and universities, the challenge is rarely a lack of data. More often, institutions are navigating disconnected systems, inconsistent definitions, and limited confidence in the information available to leaders. Finance, enrollment, academics, and student affairs frequently maintain separate reporting processes, creating multiple versions of the same story. When stakeholders cannot agree on what the data means, decision-making slows and opportunities for action can be missed. 

A common pattern emerges across many campuses. Leaders spend considerable time reviewing reports but less time discussing implications and next steps. Dashboards become repositories of information rather than tools for strategic decision-making. The result is that institutions accumulate data while struggling to generate insight. 

For example, Ferrilli has consulted with several institutions that have faced recurring challenges with enrollment forecasting and budget planning. Different departments relied on separate spreadsheets and reporting methodologies, creating uncertainty around projections and resource allocation. In its engagements, Ferrilli has advised campus leadership to respond by establishing key performance indicators and common data definitions, integrating key reporting sources, and creating governance processes for institutional metrics. As confidence in the data increased, leaders were able to make more informed decisions regarding enrollment strategy, budgeting, and resource planning. 

Action Steps for Campus Leaders 

  • Establish common definitions for critical institutional metrics. 
  • Integrate data across finance, enrollment, student success, and operational functions. 
  • Create governance structures that promote data quality and accountability. 
  • Focus dashboards on decisions and actions, not simply reporting. 
  • Build data literacy among leaders and decision-makers across the institution. has  

Institutions that derive the greatest value from analytics recognize that technology alone does not create insight. Successful analytics programs combine trusted data, effective governance, and leaders who are equipped to interpret information and act with confidence. When data becomes a foundation for strategic conversations rather than a source of debate, institutions are better positioned to navigate uncertainty and pursue their goals. 

The goal is not to collect more data. The goal is to create the clarity and confidence needed to make better decisions.