Skip to main content


The report catalog provides authoritative data to support the Factbook and annual Impact Reports.  The reports found in this catalog ensure data consistency, integrity, transparency and the ability to perform ad-hoc analysis through the use of the Tableau data visualization tool.  These data are refreshed regularly and are managed by the Office of Organizational Effectiveness, Planning and Assessment as part of the “Operation Clarity” initiative that launched in the Spring of 2021.  Reports are permission based.  To access a report click on the View Report link in the Report Access column and follow the instructions.

as of Sept. 6, 2022

Report NameStatus*Years of DataReport Access
Teaching Effort Guidelines9 - Diagnostic ReviewSpring 2021 to PresentView Report
Course Evaluations9 - Diagnostic Review2018 to PresentView Report
Course Delivery Efficiency9 - Diagnostic ReviewSpring 2021 to PresentView Report
Assessment Calendar (PharmD)9 - Diagnostic Review2018 to PresentView Report
Faculty Activity Planned Effort9 - Diagnostic Review2018 to PresentView Report
Curriculum Topic Mapping (PharmD)7 - Stakeholder Review2018 to PresentExpected Q4 of 2023
Survey Calendar3 - Exploration2021 to PresentExpected Q1 of 2024

as of Sept. 6, 2022

Report NameStatus*Years of DataReport Access
Externally Funded Proposals and Awards9 - Diagnostic Review2016 to PresentView Report
Faculty Salary Offset9 - Diagnostic Review2017 to PresentView Report
Publications and Citations9 - Diagnostic Review2018 to PresentView Report
Instructional Assignments and Effort9 - Diagnostic Review2021 to PresentView Report
Educator Evaluations9 - Diagnostic Review2018 to PresentView Report
Graduating Student Placement (PharmD)9 - Diagnostic Review2019 to PresentView Report
CBMC FY23 Budget vs. Actual Report9 - Diagnostic ReviewJuly to PresentView Report
DPET FY23 Budget vs. Actual Report9 - Diagnostic ReviewJuly to PresentView Report
DPMP FY23 Budget vs. Actual Report9 - Diagnostic ReviewJuly to PresentView Report
DPOP FY23 Budget vs. Actual Report9 - Diagnostic ReviewJuly to PresentView Report
PACE FY23 Budget vs. Actual Report9 - Diagnostic ReviewJuly to PresentView Report
Translation and Commercialization6 - Initial Visualization2015 to PresentExpected Q4 of 2023
Internally Funded Proposals and Awards6 - Initial Visualization2018 to PresentExpected Q4 of 2023
PharmD Assessment Load7 - Stakeholder Review2019 to PresentExpected Q4 of 2023
Graduation Rate Report3 - Exploration2019 to PresentExpected Q4 of 2023

as of Sept. 6, 2022

Report NameStatus*Years of DataReport Access
Incoming Student Headcount9 - Diagnostic Review2019 to PresentView Report
Enrolled Student Headcount9 - Diagnostic Review2019 to PresentView Report
Degrees Conferred9 - Diagnostic Review2019 to PresentView Report
Employee Professional Development9 - Diagnostic Review2018 to PresentView Report
Internal Service Assignments9 - Diagnostic Review2020 to PresentView Report
Workforce Headcount Report9 - Diagnostic Review2017 to PresentView Report
Faculty Salary Equity9 - Diagnostic Review2018 to PresentView Report
Faculty Salary OSR Offset9 - Diagnostic Review2017 to PresentView Report
Well-Being Baseline Assessment9 - Diagnostic Review2021View Report
PharmD Admissions Cycle9 - Diagnostic Review2015 to PresentView Report
PharmD Student Grade Performance6 - Initial Visualization2021 to PresentExpected Q4 of 2023

as of Sept. 6, 2022

Report NameStatus*Years of DataReport Access
Admissions/Recruitment FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Asheville FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
CAO - Office of the Dean FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
CIPhER FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Eastern NC FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Facilities FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Finance FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Global Engagement FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
HR FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Marcom FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
ODI FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
OE FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Office of the Dean FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
OSA FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Professional Education FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Research FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Experiential Programs FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
MS HSPA FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Operations FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
PSM FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
Curricular Affairs FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
TAs (R0174) FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
IET FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report
IET (RXET1) FY23 Budget vs. Actual Report7 – Stakeholder ReviewFY 23View Report


as of Sept. 6, 2022

Data Readiness StatusExplanation
1 - Needs AssessmentKey stakeholders are consulted regarding data needs and authoritative data locations
2 - SME RequestData Subject Mater Experts (SMEs) are identified and meetings are conducted to discuss data access and data models
3 - ExplorationData is explored for completeness and usability
4 - ValidationData is validated to answer key questions and desired visualizations
5 - PrototypeData is prototyped into Tableau reports to establish dimensions and filters
6 - Initial VisualizationReport requirements are transformed into initial reporting views
7 - Stakeholder ReviewTableau report is reviewed for specific stakeholder feedback
8 - DST ReviewReport is sent to the Data Strategy Team (DST) for directional feedback
9 - Diagnostic ReviewSummary “Metrics that Matter” are explored as part of data diagnostics to assess data gaps and help establish final use cases
10 - PublishedReport demonstration is finalized, stakeholder groups are identified, notified and trained. Report permissions are finalized

as of Feb. 03, 2022

PrincipleEssential Guidance
1. Data Evolution / Not Revolution• The Tableau dashboards are a work-in-progress and provide access to more data than we have ever had at our fingertips.
• Dig in, utilize the filters, and explore how the data can be useful to you. Having access to this much data is new for the School and can be overwhelming.
• Please view this as a journey towards increased use of data to inform the work we all do. This is an iterative process and refinements will continue to be made over time. Your input is important and essential to creating usefulness for each group of stakeholders.
2. Data Exploration – Seeking Usefulness• At any time, please reach out to the Office of OE with any questions or discrepancies you note.
• Time can be set aside to help stakeholders to navigate the data, better understand its utility, and identify opportunities for refinement and improvement.
• Providing insight and feedback into additional data needs, raising questions, and identifying creative approaches to use of the data are encouraged and valued.
3. Building a Data Culture• Use the data in context with all sources of information, including important qualitative input. Rich insights typically are found at the intersection of the quantitative and qualitative.
• Importantly, it is key to understand what the data are showing, how it can be used in the context of other data points, and where it may fall short in answering specific questions.
• Questioning data and prioritizing answers and needs should be a collegial and transparent activity. Providing data is about aligning to our WE CARE values to help ensure continued excellence, commitment, accountability, and respect, while maintaining an equitable workplace.

as of Apr. 19, 2023

Creating a data-driven culture is the result of thoughtful and consistent planning by leaders who understand where they want to be in the future and then effectively use data (quantitative and qualitative) in order to make the case for change.  At the Eshelman School of Pharmacy, our data strategy consists of 6 concurrent phases and is guided by the following philosophy and core principles:

Core PrinciplesPrinciples in Action
“Impact Matters”The numbers in the ESOP Annual Impact Report are the starting point.
“Relationships Matter”Actively participate in all UNC ITS data security and governance policies.
“Experience Matters”Seek to learn from and gain guidance from internal UNC resources deployed for similar projects.
“Transparency Matters”Create transparency around “data deserts” and “data silos” to create a complete understanding of the situation and evaluate pros and cons of change.
“Awareness Matters”Streamline data collection in important educational areas for longitudinal study and bring visibility and awareness to data collection efforts.
“Champions Matter”Develop data champions who own the data and use it to inform decision making and continuous quality improvement.

The data strategy has the following concurrent phases, key actions and outcomes.

PhaseKey ActionsSchool Value and Impact
Inventory• Catalog data systems, models, maturity, and governance structures.
• Identify subject matter experts
• Prioritize targets for deeper analysis.
Prioritization of data to support effective and consistent reporting for the annual ESOP Impact Report, Factbook and Accreditation.
Infrastructure• Leverage existing UNC data systems, visualization tools and support structures.
• Understand and comply with all data governance policies and standards.
Partnership with UNC Office of Institutional Research and Assessment (OIRA), ITS Datamart and UNC Systems Office / HelioCampus for Insight Data in the core areas of Human Resources Datamart (HRDM), Finance Datamart (FDM) and Student Datamart (SDM).
Illumination• Worked collaboratively with key data Subject Matter Experts and key stakeholder to visualize data and key trends.
• Utilized UNC Tableau infrastructure to create dozens of dashboards reports.
• Established base permission model for data access and data refresh cycles.
Development, launch and maintain the School’s Report Catalog.
Insights• Partner with accountable units and committees to develop deeper understanding of “where we have been” in order to develop key driver insights.Summary insights reports are presented to the Dean’s Council quarterly after a thorough “closed-loop” process to ensure all stakeholders can weigh-in on the data and potential continuous improvement initiatives.
Indicators• Partner with accountable units and committees to establish and track key indices.
• Discuss and establish targets (needs improvement, target range, worthy of recognition) for future index performance that is aligned to the School and unit’s strategic goals and culture.
An example of a useful index would be the PharmD Application Yield.

The key question is – What % of our students accept admission to the School (Yield) and how is this trending over time? What are the most important drivers of Yield and how are those drivers influenced to achieve the Yield % outcomes we desire?
Improvement• Partner with accountable units and committees to develop and track CQI initiatives to help “move the needle” towards their desired target index.Ensure that all improvement initiatives and targets are properly aligned to the Core Values of the School.

as of Apr. 19, 2023

Phase and ActivityResponsible TeamTypical Duration
Phase I - Statement of Work Phase
Identify project scope, goals, project contacts, types of analyses, deliverables, and opportunities to collaborate
• OE – Lead Consultant~1 week
Phase II – Discovery Phase
Identify and validate specific data to be analyzed and identify reliable data sources
• OE – Lead Consultant
• Senior Data Analyst
~1 week
Phase III – Prototype Phase
Construct initial visualization strategy “wireframes” in consultation with domain experts
• OE – Lead Consultant
• Senior Data Analyst
• Data Subject Matter Expert(s)
~1 week
Phase IV – Data Transformation Phase
Retrieve and prepare data
• OE – Lead Consultant
• Senior Data Analyst
~1 – 2 weeks
Phase V – Visualization Phase
Run analyses; produce visualizations; validate visualizations
• OE – Lead Consultant
• Senior Data Analyst
~1 week
Phase VI – Findings Review and Refine Phase
Share initial analyses with data SME for input / gain approvals
• OE – Lead Consultant
• Senior Data Analyst
~2 days
Phase VII – Report Production Phase
Establish permission model, publish final report to Tableau site and create data refresh procedures
• OE – Lead Consultant
• Senior Data Analyst
~1 week