Supporting Governance through Institutional Research

I recently read WittKieffer’s report, Boards of Trustees in Higher Education: Governing Through Continuous Disruption. It describes the critical role of boards in strategically navigating financial pressures, enrollment uncertainty, public skepticism, and leadership turnover. One finding particularly resonated with me:

“Trustees point to a mismatch between the volume of information provided and its usefulness.”

That observation speaks directly to the evolving role of institutional research.

The best IR offices do more than produce reports. They help leaders ask better questions, understand trade-offs, and make evidence-informed decisions. In doing so, they become strategic partners in institutional governance.

But that role depends on one essential ingredient: trust.

Trust in the data. Trust in the analysis. Trust that findings are objective, even when they’re uncomfortable. Trust that IR serves the institution’s mission rather than any particular agenda.

When trust is present, institutional research becomes a strategic asset that helps presidents, cabinets, and boards lead with clarity and confidence.

To my institutional research colleagues: I encourage you to read WittKieffer’s report and ask yourself, Where can my office add greater value to our board’s work? How can we move beyond reporting data to helping trustees understand the strategic questions, trade-offs, and future risks facing institutions? Building trust isn’t just about producing accurate data. Moreover, it’s about becoming an essential partner in governance.