Reporting to the senior vice president and provost, the executive director of institutional research and reporting (ED) is responsible for the collection, interpretation and dissemination of data and information that supports information-based decision making for college departments and leadership. This includes the development, implementation, and management of systems that improve the efficiency of the delivery of institutional knowledge and external data to support such areas as institutional operations and planning, enrollment management, resource allocation, regional and specialized accreditation, and academic program assessment. The executive director collaborates with leadership, administration, staff, and other constituents to identify research and information priorities and to recommend and implement solutions for administrative informational needs. The executive director’s duties include guiding and supporting the institutional research (IR) and reporting staff in their research, analysis, and reporting, while managing the department’s competing deadlines and project requests.

The Position


The executive director of IR and reporting will be expected to:

  • Provide insight and expertise to the senior vice president and provost and senior team for the strategic planning, research, and assessment of the college’s activities and operations and contribute to the vision, goals, objectives, policies, procedures, and action plans for overall institutional planning and accountability.
  • Provide consultation to administrators, faculty, staff, committees, and others regarding institutional research and enrollment planning and provide related data, research, projects, reports, and studies.
  • Lead a team of three staff members and provide ongoing growth, performance management, and professional development/training.
  • Develop and manage the institutional research budget and expenditures.
  • Establish and implement departmental goals and operating procedures and systematically monitor and evaluate the operational effectiveness of IR’s operations and products to determine changes required for improvement.
  • Direct the work of the IR staff to promptly and effectively respond to departmental research, analysis, and external reporting requirements including federal and state compliance efforts, while also meeting informational needs of the college administration.
  • Evaluate and improve the functional performance of the data warehouse and business intelligence systems.
  • Oversee the development of data resources and expand the data warehouse by researching and integrating relevant data from internal and external sources.
  • Co-lead the college’s data governance group.
  • Design, evaluate, and refine complex relational databases to build knowledge and integrate into informational sources for the college.
  • Work collaboratively with college units to develop and maintain IR databases and college data sources.
  • Attend, conduct, and participate in meetings and on committees; prepare and deliver oral presentations.
  • Design, direct, and conduct research projects.
  • Present research results in written, graphic, and verbal reports.
  • Publish institutional data in print and on the college’s website.


The former director of IR and reporting, Brian Chamberlin, served in the position for three years prior to his departure in fall 2021. Joseph Wycoff is an external consultant in the area of institutional research and reporting and is currently serving as the interim director. The title of the incumbent will be executive director.



It is essential to identify a competent, innovative, and visionary leader with a comprehensive skill set that can move Columbia College Chicago (CCC) forward. The new executive director must also grow and develop a new team of institutional research (IR)/institutional effectiveness (IE) professionals to effectively perform activities that support the college’s strategic vision and priorities through innovative best practices. In addition, the new ED must work collaboratively with leadership, administration, staff, and other constituents to administer effective research, analysis, reporting, and overall institutional planning and accountability. Within this context, the incumbent should expect the following opportunities and challenges.

  • The new ED will need to be a champion and collaborative partner with the chief information officer (CIO) to co-lead CCC’s data governance efforts and must strive to create a strong culture of data integrity by enhancing and elevating the role of strategic data governance within the college.
  • The new ED must be able to connect people to data with an approach that is welcoming, tactful, diplomatic, and confident in order to reinforce the importance and validity of the data, while also making data usable, palatable, and understandable to a variety of audiences.
  • An immediate priority for the new ED will be to rebuild the IR/IE team. Two of the three positions on the team are currently vacant, and two previous positions no longer exist due to restructuring and budget reductions. While it will be important for the new ED to give time and thoughtful consideration to the knowledge, skills, and expertise needed to create a highly effective team, rebuilding the team as efficiently as possible will be important for the college to meet its requirements to remain current on data reporting, compliance, and other priorities. In the short term, the new executive director will need to be a “doer,” as well as a manager/leader.
  • Going forward, the new ED must also assess the capacity of the team to meet the college’s priorities and demands. While the current team has a strong reputation of responsiveness among the college’s stakeholders, it will be important for the new ED to create a system of project management and prioritization to ensure that work is accomplished in a timely manner. As staff vacancies are filled and capacity increases, the ED will need to become an effective delegator and focus on building the knowledge, expertise, and professional development of the team. The new ED must also be able to “tell a better story” about the work of IR/IE and the unit’s contribution to the success of the college.
  • The college’s migration from housing significant amounts of data in Hyperion and moving it to the data warehouse is scheduled to occur during spring 2022. The new ED must be a partner with the CIO to minimize risk/exposure during and after this transition and also co-lead the post-transition efforts to move the college to a singular data infrastructure. The new ED will need to work closely with the college’s data governance group and data stewards regarding new data practices, training, etc.
  • Creating more end user, self-service tools and making data understandable through data visualization tools will also be a priority for the new ED. While the CCC community is very receptive to the use of data in decision making, the new ED must develop methods to broadly educate users regarding the most appropriate data sources and methods to inform the college’s priorities and strategic direction across all colleges and departments.
  • As a member of the provost’s council, the new ED will be a visible leader with a “seat at the table” and an opportunity to influence the future direction of the college. The new ED will need to be proactive in learning and embracing the college’s unique structure and culture to be impactful in the role.


  • The executive director of institutional research and reporting will work with the senior vice president and provost to determine specific measurements of success and related timetables. The search committee offers the following general metrics for this position.
  • The ED is a visible and engaged leader and colleague throughout campus and has established collaborative working relationships with all internal and external stakeholders.
  • The ED has provided strategic vision, leadership, accountability, and ownership of IR and reporting.
  • The IR and reporting team is defined as a high-functioning, well-regarded, cross-functional, and knowledgeable team with a clear understanding of the college’s goals and priorities.
  • The ED has collaborated with the CIO to successfully co-lead the college’s post-migration transition from Hyperion to create a more robust data warehouse.
  • The ED has assessed the use of end user, self-service data tools and has developed innovative and efficient ways to make data more understandable and usable.
  • The ED has formulated a comprehensive set of recommendations that will enable CCC to proactively engage in data-informed methods to inform and refine the college’s goals and priorities.



The required qualifications include a master’s degree in a research-related field including statistics, mathematics, business, or other related discipline. Five to seven years of increasingly progressive experience involving statistical research, review, analysis, and interpretation is strongly preferred.

Columbia College Chicago is particularly interested in candidates who also possess the following.
• Experience in a college or university institutional research or institutional effectiveness office or a similar administrative information support service
• Demonstrated success in the areas of staff development, performance management, project management and client management
• Proven ability to effectively guide/lead a diverse team
• Excellent written and verbal communication skills, including experience presenting research results to administrators and/or other non-specialist audiences
• Advanced knowledge of relational database programs
• Demonstrated success using data resources to compile information that supports administrative planning and decision-making
• Knowledge of qualitative and quantitative research methods, particularly statistical and survey methods
• Success using research methods to develop information that supports administrative planning and decision-making
• Excellent working knowledge of the Microsoft Office Suite and statistical analysis packages (e.g., SPSS)
• Ability to foster and maintain collaborative and effective working relationships with others



In addition, to the stated qualifications for this position, the stakeholders at CCC indicated that the following personal characteristics would be sought.

  • A high level of initiative, organization, and energy
  • The ability to manage, motivate, empower, and retain a diverse staff and to foster a supportive, open, and collaborative work environment
  • The ability to manage multiple priorities and projects
  • High professional standards
  • A forward-thinking, visionary mindset
  • Strong technical competencies
  • Adept at supporting and managing change and the ability to diplomatically improve upon existing operations and practices
  • Excellent goal-setting skills and the ability to establish processes to achieve those goals
  • Ability to appropriately balance staff advocacy with the overall needs of IR and reporting and the needs of the college
  • An effective communicator and collaborator within the college’s network
  • Ability to establish a positive work environment
  • Ability to empower, while also recognizing the value of support

Institution & Location


Columbia’s purpose is:

  • To educate students for creative occupations in diverse fields of the arts and media and to encourage awareness of their aesthetic relationship and the opportunity of professional choice among them.
  • To extend educational opportunity by admitting unreservedly (at the undergraduate level) a student population with creative ability in, or inclination to, the subjects of Columbia’s interest.
  • To provide a college climate that offers students an opportunity to try themselves out, to explore, and to discover what they can and want to do.
  • To give educational emphasis to the work of a subject by providing a practical setting, professional facilities, and the example and guidance of an inventive faculty who work professionally at the subjects they teach.
  • To teach students to do expertly the work they like, to master the crafts of their intended occupations, and to discover alternative opportunities to employ their talents in settings other than customary marketplaces.
  • To help students to find out who they are and to discover their own voices, respect their own individuality, and improve their self-esteem and self-confidence.
  • To offer specialized graduate programs which combine a strong conceptual emphasis with practical professional education, preparing students with mature interests to be both competent artists and successful professionals.

Strategic Plan

Columbia College Chicago will embark on plans for a new strategic plan in spring 2022.

Institutional Overview

Located in the heart of downtown Chicago’s Cultural Mile, Columbia College Chicago is a private, nonprofit college offering a distinctive curriculum that blends creative and media arts, liberal arts, and business for nearly 7,000 students in more than 60 undergraduate and graduate degree programs. Dedicated to academic excellence and long-term career success, Columbia College Chicago creates a dynamic, challenging, and collaborative space for students who see the world through a creative lens. Columbia is an urban institution whose students reflect the economic, racial, cultural, and educational diversity of contemporary America. Columbia conducts education in close relationship to a vital urban reality and serves an important civic purpose by active engagement in the life and culture of the city of Chicago.

Institutional Effectiveness

Institutional Effectiveness sustains the mission of the college through continuous evaluation of the effectiveness of institutional programs through analysis of institutional and external data to support decisions regarding admissions, enrollment, student success, financial aid, institutional planning, budgeting, student learning, and process improvement.

IE also manages the college data warehouse which serves as the institutional database of record, prepares and coordinates internal and external statistical reporting, and conducts institution-wide studies on satisfaction, engagement, and student success.

Institutional Learning


  • CCC believes a solid foundation in the liberal arts and sciences is essential to any creative career. That is why every undergraduate must complete the requirements of the Liberal Arts and Sciences Core.
  • Emphasis on the body of work: Students can develop professional-grade portfolios over their course of study.
  • Average class size is fewer than 18.


School of Fine and Performing Arts

  • Art and Art History
  • Business and Entrepreneurship
  • Dance
  • Design
  • Fashion Studies
  • Music
  • Photography
  • Theatre

School of Liberal Arts and Sciences

  • American Sign Language
  • English and Creative Writing
  • Humanities, History, and Social Sciences
  • Science and Mathematics

School of Media Arts

  • Audio Arts and Acoustics
  • Cinema and Television Arts
  • Communication
  • Interactive Arts and Media

School of Graduate Studies

Columbia College Chicago offers master’s degree and graduate certificate programs in the arts, media, and the business of the arts.

For more information:

Student Life

  • Columbia students are creatively charged, seeing the world through a creative lens. They are driven to pursue their passions and are willing to put in the hard work to get there.
  • The city is CCC’s campus and a major part of student life at Columbia. Chicago is its laboratory and playground, and students explore and sink their teeth into the vast cultural and professional opportunities that abound in this world-class city.
  • Nearly 2,500 students live in CCC’s residence centers, all located just steps from the main campus.
  • More than 85 student organizations–from the Student Dance Organization to Japanese Anime and Manga–express the diversity, interests, and energy of CCC’s students.
  • CCC is one of the largest presenters of cultural events in the city, with hundreds of events crowding its calendar each year–including student performances and gallery showings, faculty and guest lectures, readings, and performances.



Kwang‑Wu Kim, DMA, has been the president and chief executive officer of Columbia College Chicago since July 1, 2013. A native Chicagoan with over thirty years of experience as a performer, teacher, and administrator, he is an outspoken advocate of the value of creative practice as a mode of learning, understanding, and creating new knowledge. During his tenure as president, he has, among other initiatives, overseen a comprehensive revision of the college’s curriculum; an expansion of the college’s student advising, counseling, and career development services; and the construction of a new $55 million student center.

A prime focus of Dr. Kim’s presidency to date has been the development and implementation of a five-year strategic plan for the college that the Board of Trustees approved in May 2015. Achieving Our Greatness: A Strategic Action Plan for Columbia College Chicago, 2015-2020 sets out a shared vision for how the college can achieve its full potential as an educational innovator, an incubator of new creative practice, and a generator of real-world success for aspiring creatives. Dr. Kim has discussed different elements of this vision, and the key institutional priorities and action items that flow from it, in his speeches, writings, and interviews with media outlets.

Dr. Kim came to Columbia from Arizona State University (ASU), where he served as dean and director of the Herberger Institute for Design and the Arts, which is comprised of the schools of Art; Arts, Media, and Engineering; Dance; Design; Music; and Theatre and Film, as well as the ASU Art Museum. As dean and director, he led a faculty and staff of 500, serving over 5,000 students, and held a tenured professorship in the School of Music. While at ASU, he led the development and creation of a new cross‑disciplinary BA in Digital Culture, securing $20 million in private support to fund the initiative.

Prior to his work at Arizona State University, Dr. Kim served as president of the Longy School of Music in Cambridge, Massachusetts, and as artistic and administrative director of El Paso Pro‑Musica and co‑founder of the El Paso Chamber Music Festival in El Paso, Texas. In addition to his professorship at Arizona State University, he has held teaching positions at the Longy School of Music, the University of Texas at El Paso, the Peabody Institute of the Johns Hopkins University, and Dickinson College.

President Kim holds a doctorate of musical arts and an artist diploma from the Peabody Institute of the Johns Hopkins University, where he studied with legendary pianist and conductor Leon Fleisher and served as Fleisher’s teaching associate. He received his bachelor’s degree in philosophy, magna cum laude, from Yale University. As a pianist, Dr. Kim gave his first solo recitals at New York City’s Metropolitan Museum of Art and at Washington, D.C.’s Phillips Collection. He made his orchestral debut with the Milwaukee Symphony Orchestra and was presented at the Marlboro Festival by then artistic director Rudolf Serkin.

In addition to his presidential appointment, Dr. Kim is a faculty member in the Columbia College Chicago Department of Music.

Kwang‑Wu Kim, President

Leadership of the Division

Marcella David is senior vice president and provost and professor in the Business and Entrepreneurship Department. In her role as senior vice president and provost, David serves as the college’s chief academic officer and provides leadership for all academic planning and review; program development at the undergraduate and graduate levels; allocation of financial resources in accordance with academic priorities; academic diversity, equity, and inclusion initiatives; advancement of faculty scholarship, research, and creative work; global education; online learning; and student retention and persistence initiatives.

Before joining Columbia College Chicago in 2019, David was a visiting professor of Law at Florida State University and previously served as the provost and vice president of academic affairs at Florida Agricultural and Mechanical University (FAMU), one of the nation’s top historically black colleges and universities with almost 10,000 students across a broad range of disciplines.

Prior to FAMU, David held administrative leadership roles at the University of Iowa, including associate dean of the College of Law and special assistant to the president for equal opportunity and diversity. She also has been a visiting professor at the University of Pennsylvania Law School, a visiting assistant professor at the University of Chicago Law School, and a Ford Foundation Fellow in Public International Law at Harvard Law School. Her research interests include the use of economic and other sanctions, international criminal law, and questions related to international organizations.

David received her BS in Computer Science and Systems Engineering from Rensselaer Polytechnic Institute in New York and her JD magna cum laude from the University of Michigan Law School.

Marcella David – Senior Vice President and Provost

About Chicago, Illinois

Chicago, officially the City of Chicago, is the most populous city in the U.S. state of Illinois, and the third-most populous city in the United States, following New York City and Los Angeles. With a population of 2,746,388 in the 2020 census, it is also the most populous city in the Midwestern United States and the fifth most populous city in North America. Chicago is the county seat of Cook County, the second most populous county in the U.S., while a small portion of the city’s O’Hare Airport also extends into DuPage County. Chicago is the principal city of the Chicago metropolitan area, defined as either the U.S. Census Bureau’s metropolitan statistical area (9.6 million people) or the combined statistical area (almost 10 million residents), often called Chicagoland. It is one of the 40 largest urban areas in the world.

Located on the shores of freshwater Lake Michigan, Chicago was incorporated as a city in 1837 near a portage between the Great Lakes and the Mississippi River watershed. It grew rapidly in the mid-19th century; by 1860, Chicago was the youngest U.S. city to exceed a population of 100,000. Even after the Great Chicago Fire of 1871 destroyed several square miles and left more than 100,000 homeless, Chicago’s population grew to 503,000 by 1880 — and then doubled to more than a million within the decade. The construction boom accelerated population growth throughout the following decades, and by 1900, less than 30 years after the great fire, Chicago was the fifth-largest city in the world. Chicago made noted contributions to urban planning and zoning standards, including new construction styles (including the Chicago School of architecture), the development of the City Beautiful Movement, and the steel-framed skyscraper.

Chicago is an international hub for finance, culture, commerce, industry, education, technology, telecommunications, and transportation. It is the site of the creation of the first standardized futures contracts, issued by the Chicago Board of Trade, which today is part of the largest and most diverse derivatives market in the world, generating 20 percent of all volume in commodities and financial futures alone. O’Hare International Airport is routinely ranked among the world’s top six busiest airports according to tracked data by the Airports Council International. The region also has the largest number of federal highways and is the nation’s railroad hub. The Chicago area has one of the highest gross domestic products (GDP) in the world, generating $689 billion in 2018. The economy of Chicago is diverse, with no single industry employing more than 14 percent of the workforce. It is home to several Fortune 500 companies, including Abbott Laboratories, AbbVie, Allstate, Archer Daniels Midland, Boeing, Caterpillar, Conagra Brands, Exelon, JLL, Kraft Heinz, McDonald’s, Mondelez International, Motorola Solutions, Sears, United Airlines Holdings, US Foods, and Walgreens.

Chicago’s 58 million tourist visitors in 2018 set a new record, and Chicago has been voted the best large city in the U.S. for four years in a row by Condé Nast Traveler. The city was ranked first in the 2018 Time Out City Life Index, a global urban quality of life survey of 15,000 people in 32 cities and was rated second-most beautiful city in the world (after Prague) in 2021. Landmarks in the city include Millennium Park, Navy Pier, the Magnificent Mile, the Art Institute of Chicago, Museum Campus, the Willis (Sears) Tower, Grant Park, the Museum of Science and Industry, and Lincoln Park Zoo. Chicago will also be home to the Barack Obama Presidential Center being built in Hyde Park on the city’s South Side. Chicago’s culture includes the visual arts, literature, film, theatre, comedy (especially improvisational comedy), food, and music, particularly jazz, blues, soul, hip-hop, gospel, and electronic dance music including house music. Of the area’s many colleges and universities, the University of Chicago, Northwestern University, and the University of Illinois at Chicago are classified as “highest research” doctoral universities. Chicago has professional sports teams in each of the major professional leagues, including two Major League Baseball teams.


Application & Nomination

Application and Nomination
Review of applications will begin immediately, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Lynette M. Lindsey at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email

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Columbia College Chicago complies with all local, state, and federal laws and regulation concerning civil rights. Admission and practices of the college are free of any discrimination based on age, race, color, creed, sex, religion, handicap, disability, sexual orientation, national or ethnic origin, veteran status, genetic information, or any other basis prohibited by law.