Data Governance Council 2025-26 Annual Report

August 2026

Overview 

Stony Brook’s data governance system was established in fall 2016 to strengthen Stony Brook’s data  infrastructure and improve communication about data. The Data Governance Council (DGC) oversees the  data governance system and began meeting in spring 2017. This annual report marks the tenth year of  advancing data governance at Stony Brook University.  

During 2025-26, the Council continued to mature the University's data governance program through  expanded collaboration, improved business processes, and increased focus on data literacy and  emerging technologies such as Artificial Intelligence. We continued topics that were prioritized by our  executive sponsors, Dr. Braden Hosch, VP for Educational & Institutional Effectiveness, and Dr. Simeon  Ananou, VP for Information Technology and Chief Information Officer.  

The Council's work focused on three strategic priorities: (1) mitigating risks on sensitive data, (2) process  improvement for university data as we implement a new ERP system for financials, budget and HR, and (3)  promoting and engaging in communication and education around the use and understanding of data. 

The Council is pleased to share the following accomplishments for 2025-26. 

Major Accomplishments 

• Expanded Data Governance Council membership with the addition of the Chief Privacy Office
  
• Advanced process improvements for WolfieONE and PeopleSoft
  
• Initiated efforts to improve data fluency and understanding of institutional data assets
  
• Expanded community engagement and outreach
  
• Developed AI technology assessment survey
  
• Expanded the university’s digital data dictionary repository 

Addition of the Chief Privacy Officer to the Council 

The university established the position of Chief Privacy Officer (CPO), and the role was added as a  standing member to the Data Governance Council. In support of this change, the Data Governance  Framework was amended to reflect the Council’s expanded membership. The Council believes this  addition will enhance collaboration between data governance, cybersecurity, privacy, and risk  management functions. Specific details of the approved membership changes are documented in the  Data Governance Council (DGC) Meeting Minutes dated April 6, 2026.

WolfieONE Process Improvements 

As part of the WolfieONE Human Capital Management (HCM) implementation, it was recognized that a  need to establish business rules and data structures to accurately identify and classify different types of  faculty and maintain faculty-specific tenure information was needed. A cross-functional workgroup  was formed with representatives from areas that maintain, govern, and utilize faculty data to ensure that  institutional requirements were appropriately addressed. 

Through this collaborative effort, the workgroup defined business rules and data structures needed for  WolfieONE to support and maintain key tenure-related information, including tenure status, tenure  department, secondary tenure department, and tenure granted date. These enhancements consistent framework for capturing and managing faculty data. The University will be better positioned  to support institutional reporting, and analytics, facilitate compliance and accreditation activities, and  ensure that faculty-related information is available to meet operational, academic and institutional  needs. 

PeopleSoft Process Improvements  

In PeopleSoft Campus Solutions, the Council approved revising academic plan nomenclature for Area  of Interest (AOI) programs by replacing the prefix "AOI-", which has very limited meaning outside of  Stony Brook University, with “Pre-", a designation that is widely recognized across colleges and  universities. This change is intended to provide greater clarity regarding students' intended majors,  reduce confusion among prospective and current students, and improve understanding. The revision  aligns Stony Brook's academic plan nomenclature with naming conventions commonly used by peer  institutions and improves transparency for students, enhances understanding among international  sponsors, other external organizations, and promotes consistency with higher education naming  conventions. 

In PeopleSoft HCM, a report has been developed to identify faculty appointments and departures,  enabling timely notifications that support appropriate access to research systems, accurate  Department Chair assignments, and compliance activities, including annual Conflict of Interest  disclosure requirements. Timely awareness of these personnel changes is essential to ensure university  systems, access controls, and related business processes remain accurate and up to date. 

As an initial phase, the Office of the Vice President for Research receives a monthly report identifying  incoming and departing faculty members. This report enables timely review of faculty status changes  and supports a prompt response related to system access management. 

Data Fluency 

The Council took important initial steps to strengthen data fluency and promote a better understanding about institutional data assets and their appropriate use. A workgroup was convened to focus on  advancing data fluency to address gaps in training about University Data. The workgroup drafted a data  literacy curriculum framework with seven learning modules, outlined learning objectives, and created a  dedicated training environment in Brightspace. They are evaluating opportunities to integrate the  curriculum with existing University training programs to maximize adoption and effectiveness. The  workgroup drafted an initial baseline survey to establish strengths, gaps to set priorities and  opportunities for targeted offerings.  

To further advance learning, collaboration, and knowledge sharing, the Council explored the creation of  Communities of Practice focused on student data systems, and data stewardship. The Council drafted  initial recommendations for establishing these communities as forums where individuals with common  systems, data domains, and operational responsibilities can connect, share experiences, discuss  

challenges, exchange best practices, and develop a shared understanding of institutional data. These  communities are envisioned to complement support, foster collaboration across departments, and  help to build institutional expertise in data management, reporting, analytics, and governance.  Together, the Data Literacy Program and Communities of Practice represent important steps toward  strengthening the University's data culture and empowering employees to use data more effectively,  confidently, and responsibly.

Events  

The Data Governance Council (DGC) hosted a Data Steward Meet and Greet luncheon to strengthen  connections between Council members and the University's data stewards and to gain a deeper  understanding of their experiences, challenges, and perspectives. The event provided an opportunity for  meaningful dialogue about the critical role data stewards play in managing, safeguarding, and improving  institutional data assets. 

The program included a networking lunch, presentations on the University's data governance program,  data stewardship responsibilities, and ongoing efforts to improve data asset management across West  Campus. Attendees also participated in an open discussion, where data stewards were encouraged to  ask questions, share feedback, recognize successes, and discuss challenges and opportunities related  

to data management and governance. 

The Council gained valuable insights into the needs of the data steward community and identified  opportunities to provide additional support, resources, and collaboration. Overall, the Data Steward  Meet and Greet served as a valuable forum for engagement and relationship building, helping to  strengthen the University's data governance community and support a shared commitment to improving  the quality, understanding, and stewardship of institutional data across West Campus 

Love Data Week hosted by the Office of Educational Effectiveness, is a global celebration of data that  closely aligns with the mission and goals of the DGC by promoting awareness, understanding and  effective data practices. Members of the Data Governance Council presented two sessions at the event,  one which focused on understanding data risk and a second session showcasing the Data Cookbook,  the University data dictionary. 

Through participation in Love Data Week, the Council helped raise awareness of data governance  initiatives, promote data literacy, and encourage the effective use of institutional data resources. These  presentations provided an opportunity to engage the University community in discussions about data  quality, risk management, and shared data understanding, further advancing the Council's mission of  fostering a data-informed culture across the institution. 

Data Cookbook Progress 

The Data Cookbook continues to serve as the University’s centralized digital repository for managing the  institutional data dictionary, report and dashboard profiles and functional and technical definitions.  Currently, it includes data definitions for academic, human resources, budget and financial data  elements. Over the past year we have added approximately 220 new data definitions, bringing the total  to 870. 

To enhance accessibility and usability, these definitions have begun to be integrated into Tableau and  Power BI, allowing users to interact and reference within reporting and analytics environments. Integration efforts have also begun within Tableau and Power BI environments, improving user access to  trusted definitions directly within reporting and analytics workflows.

Data Asset Inventory  

The DGC continued to maintain the West Campus Data Asset Inventory and related data management  procedures. The inventory currently includes 134 data assets overseen by 12 Data Trustees. In addition,  approximately 15 additional data assets are under evaluation for inclusion in the inventory. 

This year, the DGC did not conduct an annual survey for updated asset information from data stewards.  Instead, the Council developed a set of AI technology questions with input from the Chief Privacy Officer  (CPO) to better understand where AI capabilities exist, how they are being utilized, and the extent to  which they interact with institutional data.  

The draft survey questions were shared with the University's “AI Resiliency Team” for review and ensure  the assessment is comprehensive and effective to evaluate potential governance, security, privacy and  risk from within the University's data assets. 

Following this review, the DGC plans to incorporate the AI-focused questions into the 2027 Data Asset  Survey distributed to West Campus data stewards. The assessment is intended to provide insight into  emerging AI-related opportunities and risks while supporting responsible governance of university data  assets. 

Looking Ahead: 2026-27

During 2026-27, the Data Governance Council will continue to focus on:

• Support activities associated with the rollout of WolfieONE
• Establish Communities of Practice focused on shared data domains and business processes
• Establish data fluency, stewardship and governance training opportunities
• Strengthen engagement with data stewards, data custodians and data users
• Continue to enhance and maintain data management procedures, the data asset inventory and
  institutional data definitions

Through these initiatives, the Council will continue to promote responsible data management and foster
a culture of data-informed decision-making across the University.

Data Governance Council members who served in 2025-26 

Data Governance Council Members