Vote for AIR’s Next Leaders!
The 2024-2025 Nominations & Elections committee has produced a slate of candidates for the following positions:
- Board of Directors Members at Large (4 positions)
- Nominations & Elections Committee Members (2 positions)
Now it’s your turn. Vote for AIR’s next volunteer leaders, who will take office in May 2025.
What Our Leaders Do
The Board of Directors is the governing body of the association. It acts as the membership’s voice by soliciting member input and using it to make important decisions. The NEC not only recruits members to serve as leaders, but also develops the call for nominees and reviews nominations to develop a balanced slate of candidates. This resource answers questions about candidate criteria, time commitments, and AIR’s governance system.
Meet the Candidates
Candidate profiles are provided for the positions on the Board of Directors and Nominations and Elections Committee (NEC).
Review the current Board of Directors and NEC to
see who our newly elected officers will join after taking office during AIR's annual business meeting.
Nominations and Elections Committee
2025 AIR Election
Those elected will take office during AIR's annual business meeting.
VOTE NOW: Member Organizations*
*Voting delegates have been officially designated to vote on behalf of their member organization.
Board of Directors
(8 Candidates / 4 Positions Available)
Adam Caskie
Affiliation: University of South Florida
Sector: Public, 4-year or above
Relevant Experience
- Serving as a Director in the USF Office of Decision Support has helped me broaden my knowledge of Institutional Research (IR) across accreditation, assessment, institutional effectiveness, and traditional institutional research.
- Starting and growing two communities of practice at USF to better serve our university community has helped me link our operations to our strategic vision.
- Serving the AIR community through reviewing proposals and awards and the AIR Forum Program and Strategy Committee has allowed me to keep tabs on upcoming topics important to IR and higher education.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy emphasizes data-driven decision-making, strategic planning, and continuous improvement. I believe that professional development and lifelong learning provide the ability to learn and grow, which is essential to reflecting on my shortcomings and understanding of equity and inclusion. I take a collaborative approach to leadership, focusing on clear communication and coordination while working with diverse teams. I am committed to learning from as many AIR members as possible so that differing viewpoints and strengths come together to build the best outcomes. It is important to look for those whose voices we might be missing, not just maximize who is already present.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
As institutions and government agencies increase their reliance on data, ensuring the privacy and security of this precious resource is more important than ever. The AIR Board must encourage institutions to implement and improve measures to protect against data breaches and misuse. This includes ensuring that “artificial intelligence” in its many forms continues to be used with a human in the loop to prevent the perpetuation of inherent biases as much as possible. The next issue we must face is the current and upcoming shifts in demographic and enrollment patterns across the nation. Institutions will need to work even harder to attract and retain students, emphasizing IR’s role in strategic planning and creative adaptation to focus on the strengths of our institutions and overall student success.
If you could have any superpower to improve higher education, what would it be?
II would choose to have the superpower of “omniscient insight.” This superpower would allow me to instantly understand institutional and student needs, strengths, and potential. It would allow support and resources to be tailored perfectly to enhance success and well-being. Institutions and their employees want to provide the best experience for students and the community. Sharing this gift with the higher education community would improve student and institutional outcomes by pairing resources with needs and maximizing the impact of instutions.
Vincent Castano
Affiliation: Fayetteville Technical Community College
Sector: Public, 2-year
Relevant Experience
- Leadership in Higher Education Data Strategy: Led data-driven decision-making initiatives at my institution, overseeing the integration of institutional research, assessment, and analytics to support strategic planning, accreditation, and institutional effectiveness.
- Experience in Governance and Policy Development: Served on multiple committees and advisory boards, contributing to the development and refinement of institutional policies and best practices in data governance, assessment, and reporting in higher education.
- Commitment to Advancing the Field of Institutional Research: Actively engaged in professional development while also mentoring emerging professionals in the field of higher education.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is rooted in servant leadership, collaboration, and empowerment. I believe in supporting and uplifting others, valuing diverse perspectives, and creating opportunities for growth. By fostering a culture of openness, transparency, and accountability, I ensure that every individual has an equal opportunity to contribute and thrive. My approach creates an environment where people feel respected, heard, and valued.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
IR/IE (Institutional Research and Institutional Effectiveness) must continue to address data privacy and security as increasing amounts of sensitive student and institutional data are collected, as well as ensuring equity in data analysis to avoid reinforcing disparities. Additionally, by aligning assessment strategies with institutional goals and fostering continuous improvement, IR/IE can guide data-driven decisions that support inclusivity, equity, and institutional success in higher education.
If you could have any superpower to improve higher education, what would it be?
I would choose the power to instantly personalize learning for every student. This would tailor content, pace, and methods to each individual’s unique needs, strengths, and learning style. By adapting in real-time, I could remove barriers, enhance engagement, and ensure every student receives the support they need to thrive. This superpower would empower students to reach their full potential, regardless of background or resources.
Ivana Fredotovic
Affiliation: Weber State University
Sector: Public, 4-year or above
Relevant Experience
- Extensive Higher Education Experience: As Chief Data Officer at Weber State University, and through previous roles in IR at Miami Dade College and Barry University, I have extensive and diverse experience in building data-informed cultures and leveraging evidence-based decision-making to enhance student success.
- Active Professional Network Engagement: My active participation in service opportunities, including serving as the 2023 President-Elect and Conference Program Chair for FAIR, being a member of the 2024 AIR Forum Advisory Group, and mentoring with the Community Alliance for Women in Technology at Miami Dade College since 2021, demonstrates my commitment to advancing the field of IR/IE and supporting professional development.
- Fostering Data Literacy and Data Governance in Response to Evolving Needs: I lead initiatives to enhance data literacy and strengthen data governance practices on campus, striving to create a data-informed environment and position my institution to remain competitive and responsive to emerging challenges. These efforts highlight my commitment to addressing critical issues and advancing the effectiveness of the IR/IE field and higher education institutions.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is grounded in collaboration and a commitment to excellence. As Chief Data Officer at Weber State University, I lead initiatives to expand access to data and foster a culture that promotes student success and data-informed decision-making. Drawing from my experiences at Miami Dade College and Barry University, I emphasize the value of engaging diverse stakeholders and creating learning environments that support institutional growth. By incorporating varied perspectives and encouraging broad participation, I help shape strategies that address the unique challenges faced by higher education institutions. I lead by example, prioritizing active listening and supporting mentorship programs that empower others. My focus on breaking down silos and fostering collaboration is central to my approach to driving meaningful progress in higher education.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
In the rapidly evolving higher education landscape, IR/IE must address two critical issues to remain effective. First, advancing analytics maturity is essential. This requires assessing readiness levels, fostering data literacy through tailored training, providing user-friendly tools, and cultivating a culture that prioritizes data-informed decision-making. Second, addressing challenges such as declining enrollments, increased competition, demographic shifts, and political pressures necessitates improved data accessibility and robust data governance to ensure data quality and transparency.
Additionally, the emergence of AI presents both opportunities and challenges. IR/IE can leverage AI to improve predictive analytics, streamline operations, and identify trends, but this requires a parallel focus on ethical use, data privacy, and governance.
To maintain value, IR/IE must lead in strengthening data literacy programs, collaborating with IT to centralize data, and guiding institutions in responsibly integrating AI. These steps position IR/IE as essential partners in driving innovation and success in higher education.
If you could have any superpower to improve higher education, what would it be?
Healing Data Gaps: The superpower to identify and close data gaps, ensuring high-quality data and fostering data literacy to build and sustain a robust data-informed culture in higher education.
Mark Green
Affiliation: Holy Family University
Sector: Private not-for-profit, 4-year or above
Relevant Experience
- Advocated for the ethical adoption of new technologies, such as AI, to enhance data-driven decision-making while safeguarding privacy and equity.
- Formed Data Governance and Technology Governance Committees to develop policies that direct campus data and technology's ethical and strategic use.
- Achieved NIST Level 1 Compliance by crafting policies that regulate cybersecurity practices in line with institutional risk management and regulatory requirements.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is based on adaptive and transformational principles, focusing on equity, inclusion, and cultivating a sense of belonging. I believe leadership extends beyond achieving institutional goals—it involves creating an environment where every individual feels valued and empowered to contribute their best work.
This approach aligns with the AIR Board’s responsibility to foster stakeholder engagement and guide strategic priorities that reflect the evolving needs of higher education. My experience building inclusive, data-driven cultures positions me to support AIR in advancing ethical, effective, and transparent data practices. I am committed to contributing to AIR’s policy development and advocating for inclusive strategies that strengthen institutional performance and student success.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
As higher education institutions increasingly explore the use of AI and large language models (LLMs), Institutional Research (IR) and Institutional Effectiveness (IE) offices have the opportunity to lead the conversation around the ethical adoption of these tools.
Data Interpretation and Ethical Usage
With careful oversight, AI and LLMs can transform university data management. IR/IE offices need frameworks to evaluate these technologies for ethical use, address algorithmic bias, protect data privacy, and promote equity.
Advancing Data Literacy and Governance
IR/IE offices must prioritize data literacy and governance for responsible AI use. Using the Association for Institutional Research (AIR) methods, institutions can enhance governance and ethical data use.
AIR has the credibility to develop industry standards and best practices for managing data use in higher education. AIR can equip institutions with the resources needed to implement ethical and effective data strategies by offering training programs, policy templates, and evaluation tools.
If you could have any superpower to improve higher education, what would it be?
If I had a superpower, I could instantly understand and explain any algorithm, exposing hidden biases and clarifying complex systems. However, in higher education, we’re adopting new technologies and AI faster than we can truly understand them, and that’s risky. Decisions are being made with our data; how those decisions impact students or reinforce biases is not always straightforward.
As institutions increasingly rely on data models to guide decisions, it’s critical to safeguard against misinterpretation and misuse. On the AIR Board, I would champion efforts to establish clear guidelines and accountability measures that promote responsible data practices around algorithms and AI. This includes developing standards and professional development programs that help institutions navigate data use with integrity.
By bridging the gap between complex data systems and ethical decision-making, I would help AIR lead the charge in ensuring that institutions use information to support student achievement and institutional growth.
Liile Lerato Lekena-Bayaga
Affiliation: Mangosuthu University of Technology, Durban-South Africa
Sector:
Public, 4-year or above
Relevant Experience
- Leadership in Governance and Strategic Direction at the Southern African Association for Institutional Research (SAAIR)
As President of SAAIR (2022–2024), Vice President (2021–2022), and EXCO member (2019–2021), I have gained extensive experience in strategic governance. These roles required me to oversee the association's strategic direction, manage budgets, and collaborate with members to promote institutional research excellence. During my tenure as President, I led initiatives that resulted in SAAIR achieving its highest membership numbers in 2023, driven by a successful campaign celebrating the association's 30th anniversary. My strategic leadership also extended to organizing highly acclaimed conferences and fostering a culture of collaboration across the region. Additionally, my broader professional experience as Acting Senior Director of Institutional Planning and Research has honed my expertise in strategy development, governance, and institutional effectiveness. These roles align with the AIR Board's responsibilities of providing governance, fiscal oversight, and addressing the future of institutional research and higher education, equipping me to contribute meaningfully to its mission. - Expertise in Organizational Growth and Member Engagement
Since joining SAAIR in 2011, I have actively contributed to its growth and development. During my tenure as President, SAAIR achieved its highest membership numbers in 2023. This milestone was the result of a concerted effort to promote the association’s 30th celebration, which I spearheaded through targeted outreach, engagement campaigns, and strategic events. In addition to my contributions to SAAIR, my role as Director of Strategic Planning has further refined my ability to align strategic goals with operational execution. I successfully led the development of institutional strategies, fostering collaboration among diverse stakeholders, and implementing plans that promote institutional effectiveness. These initiatives demonstrate my ability to enhance professional networks, foster member engagement, and promote institutional research, directly supporting AIR’s Ends policies and mission. - Commitment to Advancing Institutional Research Excellence
Through my involvement in SAAIR, I have championed quality reviews, developed policies, and fostered collaboration across regions. My professional journey began as an Institutional Researcher in 2011, where I managed key research offices, developed institutional research policies, and conducted strategic stakeholder surveys. Currently, as Acting Senior Director of Institutional Planning and Research, I oversee the institutional research portfolio at my institution, ensuring alignment with strategic objectives and supporting data-informed decision-making. These experiences reflect my deep commitment to advancing the institutional research profession and align with AIR’s mission of empowering higher education professionals to use data effectively, ethically, and equitably.
These experiences demonstrate my ability to contribute meaningfully to the AIR Board of Directors and advance its mission.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is centred on inclusivity, collaboration, and strategic vision. I believe effective leadership involves creating an environment where diverse voices are valued, contributions are acknowledged, and opportunities for growth are equitably distributed. As President of the Southern African Association for Institutional Research (SAAIR), I championed equity by promoting regional collaboration and fostering professional networks that supported underrepresented members in the field. During SAAIR’s 30th anniversary celebration, I prioritized outreach initiatives that engaged a broader, more diverse membership, resulting in record-breaking participation.
In my current role as Acting Senior Director of Institutional Planning and Research, I oversee initiatives that align institutional goals with equity and inclusivity, ensuring strategic plans reflect diverse stakeholder needs. Whether mentoring early-career professionals, implementing data-driven strategies, or fostering partnerships, I remain committed to advancing equity and inclusion. This philosophy directly aligns with AIR’s mission to empower higher education professionals to use data ethically and equitably.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
Higher education globally faces challenges like funding pressures, shifting demographics, and accountability demands, with regional nuances shaping Institutional Research (IR) and Institutional Effectiveness (IE) priorities.
United States:
Public trust in higher education dropped from 57% in 2015 to 36% in 2023, alongside a loss of 1.23 million undergraduate enrolments since pre-pandemic levels. IR/IE must use AI and analytics to identify trends, predict student needs, and showcase higher education’s value through strategies that enhance student success and accountability.
Southern Africa:
Funding constraints and inequality persist, limiting access. AI-driven tools and data science can guide resource allocation, assess access-improving policies, and monitor interventions to reduce disparities effectively, even with limited resources. Globally, adopting AI, data science, and professional collaboration will be vital for enhancing institutional effectiveness and ensuring higher education’s continued relevance in a rapidly changing world.
If you could have any superpower to improve higher education, what would it be?
If I could have any superpower to improve higher education, it would be the ability to instantly harmonize diverse perspectives into actionable strategies. This superpower would allow me to bridge the gaps between stakeholders—students, faculty, administrators, and policymakers—by synthesizing their needs, challenges, and visions into cohesive plans that foster equity, innovation, and institutional effectiveness.
With this ability, I could ensure that decisions are both data-informed and inclusive, addressing issues like resource constraints, access disparities, and the need for future-ready education. It would also enable me to rapidly align institutional goals with societal needs, making higher education a dynamic driver of global progress. This power would not only enhance collaboration and efficiency but also ensure that higher education remains accessible, impactful, and prepared to address the challenges of tomorrow.
Jillian Morn
Affiliation: University of Washington- Seattle Campus
Sector: Public, 4-year or above
Relevant Experience
- Ability to represent IR and assessment from a wide range of institutional perspectives from 15 years in the field, including private liberal arts colleges, public research universities, women’s colleges, and law schools; direct experience with higher education advocacy groups and coalitions; unique background working with NGOs and congressional offices
- Active and engaged member of AIR for 11 years; service to the organization including member of the Future of AIR Committee and an AIR Forum Proposal Reviewer; featured speaker sessions at the Forum in 2022 and 2024
- Experience with effective committee, senate, and governing roles following parliamentary procedures including roles chairing and serving on Research Faculty councils, assessment working groups, and disability and DEI advisory committees
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is based on humanity, advocacy, and honesty. I recognize that my actions as a leader affect those on the campuses I serve and the organizations I lead, so I strive to treat everyone as whole individuals with diverse backgrounds and experiences. Understanding their perspectives and feelings is crucial for my ability to lead them. I aim to uplift others by highlighting important issues, amplifying their voices, and advocating for their interests and development. I believe in direct communication and honesty, as authenticity and clarity are key to effective leadership. These principles foster equity and inclusion, prioritizing identity and experience over roles or credentials. My advocacy focuses on equity, addressing often overlooked issues in higher education. I aim to recenter access in discussions about the future of IR, both in terms of those demographics historically excluded from higher education decision making and those excluded due to disability.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
Three big issues that continue to challenge IR/IE as a field are increasing data demands, identity negotiation, and promoting access and inclusion. We've championed the value of data so well that requests for data now exceed our capacity and institutional support to meet them. Consequently, we are always searching for new tools for faster delivery, with AI being the latest, despite concerns over security, ethics, and accuracy. This demand highlights a preference for automated solutions over IR/IE expertise. But our strength lies in making meaning of data, not just delivering it. Despite efforts to redefine our roles as partners in decision-making, we struggle to define our campus identity. Finally, IR/IE plays a critical role in promoting DEI and increasing higher education access for all. We must figure out how to engage with and share DEI data within state-specific contexts. Addressing these issues requires building relationships across campus and demonstrating our effective data storytelling.
If you could have any superpower to improve higher education, what would it be?
If I had a superpower to improve higher education, it would be the ability to create a pocket universe with extra days. Each year, I come up with numerous proactive, fun, and exciting higher education research and project management ideas that would improve my office and my university. And every year, I run out of time for these side projects due to the necessary and required work. Having extra days in a pocket universe, free from interruptions like meetings or emails, would be amazing, especially if I could gift these pocket universes to others who just need a little bit more time.
Meghal Parikh
Affiliation: University of Florida
Sector: Public, 4-year or above
Relevant Experience
- Leadership in Data Analytics and Governance: I've accumulated over 14 years of experience leading and enhancing higher education data reporting and analytics efforts. Through these roles, I've developed a strong ability to establish data standards and policies, which is vital for formulating and updating our association's governing policies.
- Experience in Strategic and Results-Oriented Roles: My background highlights a strategic, results-focused approach that has driven me to lead and transform analytics projects in higher education institutions successfully. This hands-on experience equips me with the skills necessary to contribute effectively to the Board.
- Collaborative Data Stewardship: At my institutions, I've cultivated a collaborative environment, breaking down silos and ensuring data accuracy and compliance which are crucial skills for fulfilling the responsibilities and commitments expected of a Board member.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is rooted in the principles of servant leadership and collaborative decision-making. I believe in empowering team members by providing them with the autonomy to innovate and contribute their unique perspectives. This includes active listening, creating open channels for feedback, and ensuring that all voices—especially those from underrepresented groups—are heard and valued. By fostering an inclusive environment that respects diversity of thought and experience, I aim to build a culture of trust and mutual respect, encouraging everyone to bring their full selves to work. This approach not only drives equity but also leads to richer, more innovative outcomes.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
One of the most critical issues IR/IE will face is the increasing demand for real-time data and analytics. As higher education institutions pivot towards analytics-driven decision-making, providing timely, accurate, and actionable insights becomes paramount. Additionally, there is a pressing need to measure student success beyond traditional metrics such as graduation rates and job placements. This involves exploring and quantifying factors like student engagement, well-being, and lifelong learning outcomes to capture a comprehensive picture of student experiences.
To maintain and enhance IR/IE’s value, we must invest in advanced analytics tools, foster a data-literate culture across the institution, and prioritize data ethics. This would empower faculty, staff, and students to make informed decisions based on robust data analytics, driving improved educational outcomes and operational efficiencies. Prioritizing continuous professional development and building strong cross-campus collaborations will also be essential. My experience in developing robust data reporting infrastructures and innovative analytical techniques positions me to effectively contribute to these initiatives
If you could have any superpower to improve higher education, what would it be?
If I could have any superpower to improve higher education, it would be the combination of hyperphantasia and mind-reading abilities. This unique superpower, which I'd call the "Data Mentalist," would allow me to instantly visualize complex data scenarios and understand the exact needs of executive leadership, faculty and staff without the lengthy, awkward back-and-forth usually required. By accurately interpreting their true intentions and questions, I could provide precise, actionable insights on the spot. This would empower everyone to make informed decisions based on robust data analytics, driving improved educational outcomes and operational efficiencies. My superpower would bridge the gap between data availability and actionable insights, fostering a culture of continuous improvement and innovation—one mind-blown decision at a time!
Jess Stahl
Affiliation: National Center for Advanced Academic Technology
Sector: Other Postsecondary Organization
Relevant Experience
- As a senior leader, participated in strategic planning and engaged with the Board of Commissioners, Council of Regional Accrediting Commissions, U.S. Department of Education, and other stakeholders. Directed data policy and developed a Data Strategic Plan to establish a modern data system to support institutional accreditation for 160+ postsecondary institutions across multiple states, including implementing a robust data warehouse and interactive dashboard system.
- Directed and secured significant funding for several major national initiatives with a broad set of organizational partners to facilitate institutional data capacity building (including support for a national cohort of 274 institutions) and provide trustworthy resources for effective AI governance in postsecondary education.
- Engaged early on (several years prior to the release of ChatGPT) with leaders in the postsecondary education ecosystem and tech industry to prepare for and respond effectively to the widespread release of generative AI throughout higher education.
Describe your leadership philosophy and how it fosters equity and inclusion.
My leadership philosophy is rooted in extensive and diverse experience in the fields of education and technology. Uniquely, I have taught students from pre-k through postdoc at all types of institutions (private, public, charter, 2-year, 4-year) using all methods of delivery (in-person, online, hybrid, TV/satellite) in multiple states and regions. Prior to holding senior leadership roles and serving in national positions, I was a graduate teaching assistant, adjunct faculty, full-time faculty, and dean. I have similarly held multiple roles within big tech companies, tech startups, and am currently an Emerging Technology Fellow within the U.S. government. Therefore, my perspective is both broad and deep. As you might imagine, through successfully navigating multiple disciplines, regions, and sectors, I have developed a strong collaborative and inclusive leadership style guided by a philosophy of equitable consideration, thoughtful action, and maintaining a dedicated focus towards achieving organizational mission in both spirit and objective reality.
Please describe a couple of the most imperative issues IR/IE will need to address. How can we continue to maintain and enhance IR/IE’s value to higher education based on those issues?
This is a critical time for IR/IE in higher education with major technological shifts and social imperatives underway that require IR/IE professionals to remain adaptable, but consistent. Regardless of your stance on artificial intelligence (AI), it is a transformative technology that has generated responses ranging from wonder and excitement to skepticism and concern. AI holds the potential to alleviate many time-consuming and mundane tasks. But, there are also concerns about whether such automation might ultimately lead to reduction in the perceived need for IR/IE staffing and/or increased productivity demands on IR/IE offices that may already be overburdened and under-resourced. At the same time, there is a social imperative to objectively demonstrate the value of higher education. Therefore, IR/IE must thoroughly evaluate, based on its collective expertise, the potential of AI solutions to support meaningful evidence that students’ lives are improved and that society benefits from the pursuit of higher education.
If you could have any superpower to improve higher education, what would it be?
If I could have any superpower to improve higher education, it would the power of “creative genius”. There are divergent views, even at the highest level, about the purpose of higher education such as: to graduate students with a degree or certification, to become an “educated person”, to benefit society, to grow as an individual, to prepare for further study, or to get a well-paying job in a specific discipline leading to upward economic mobility. The challenge of serving diverse students across multiple disciplines who enter diverse types of institutions with varying levels of preparation and a variety of personal and professional goals is tough. Therefore, a “superpower” level of creative genius would help higher education design meaningful experiences that generate a sense of “wonder” and “delight” in learning new things. When challenges inevitably arise, creative genius would ensure that a solution is always found that greatly improves any situation.
Nominations and Elections Committee
(5 Candidates / 2 Positions Available)
Michael Bolen
Affiliation: University of South Florida
Sector: Public, 4-year or above
Relevant Experience
- Continuous Learning: My educational background, including a Ph.D. in Higher Education Administration and a graduate certificate in Higher Education Leadership, underscores my commitment to continuous learning and professional development. These qualifications, coupled with my practical experience, position me to contribute effectively to the AIR’s mission. I am dedicated to promoting excellence and innovation in institutional research through inclusive and effective leadership, fostering collaboration, and ensuring data-driven decision-making to support institutional effectiveness.
- Leadership in Institutional Research: I serve as the Director of the Office of Decision Support at the University of South Florida. In this role, I lead a team that supports senior university leadership with strategic planning, policy analysis, and data-driven decision-making. My background in higher education administration, combined with expertise in experimental social psychology and quantitative psychology, gives me a unique perspective on data integrity and evidence-based practices in institutional research.
- Commitment to Institutional Research: I bring extensive experience and a proven leadership track record. My tenure as President of the Florida Association for Institutional Research (FAIR) has honed my skills in strategic planning, policy development, and member engagement. This role provided me with a deep understanding of our field’s challenges and opportunities, enabling me to advocate effectively for our members’ needs.
Describe your professional involvement and how you will leverage those experiences to identify and recruit nominees for AIR.
I am eager to join the Nominations and Elections Committee because I am passionate about fostering leadership and innovation within our field. My extensive experience in institutional research, which includes being the Past President of the Florida Association for Institutional Research and an AIR member since 2011, has equipped me with a deep understanding of the skills and qualities necessary for effective leadership. I am committed to ensuring a fair and transparent election process that identifies and supports diverse and talented candidates. By serving on this committee, I aim to leverage my experiences and network of professionals to contribute to the growth and success of our association, promoting excellence and collaboration among our members.
How would you foster inclusive excellence as you recruit the next leaders for AIR?
In institutional research, a diverse list of candidates is crucial for well-rounded leadership. Diversity in cultural backgrounds, genders, ages, and professional experiences ensures we address multifaceted challenges. For example, members from various cultural backgrounds provide insights into how policies affect different communities, while different age groups balance experience and innovation.
To foster inclusiveness, I would encourage nominations from underrepresented groups through outreach initiatives like webinars and workshops. Mentorship programs pairing experienced members with newcomers from diverse backgrounds would also help. Ensuring inclusive meetings by rotating facilitators and using anonymous surveys for feedback would promote an environment where all members feel valued. These efforts would build a dynamic organization reflecting our field's diversity.
If you could have any superpower to improve higher education, what would it be?
If I had a superpower to improve higher education, I would enhance the empathy of everyone interacting with students. This would help them better understand each student's unique experiences and foster a more compassionate environment for all.
Melanie (Mel) Jenkins-Simpson
Affiliation: The University of Alabama in Huntsville
Sector: Public, 4-year or above
Relevant Experience
- Leadership Insight: Dr. Jenkins-Simpson’s extended service on the AIR Nominations and Elections Committee (NEC) and leadership roles within SAIR (President and Vice President) have provided her with valuable experience in identifying and mentoring leaders aligned with Carver Policy Governance principles
- Diversity Commitment: Their active participation in diversity oversight committees and contributions to articles on diversity, equity, and inclusion reflect their dedication to fostering a diverse nominee pool, a key responsibility of the NEC
- Talent Identification and Mentorship: As an IPEDS Educator and Assistant Provost for Institutional Research, Dr. Jenkins-Simpson demonstrates expertise in identifying candidates with the necessary visionary qualities for leadership roles. Their role in mentoring fellow IR/IE individuals further highlights her commitment to developing leadership potential in institutional research
Describe your professional involvement and how you will leverage those experiences to identify and recruit nominees for AIR.
With more than seventeen years of experience in institutional research and leadership in higher education, I have developed a deep ability in the identification and mentoring of emerging leaders. My service on the AIR Nominations and Elections Committee (2022-2024) and my service as President and Vice President within SAIR have honed my sense in recognizing diverse, qualified individuals who align with the goals of AIR and the tenets of the Carver Policy Governance model.
I also serve as an IPEDS Educator and have been a newcomer’s to IR/IE mentor and instructor in SAIR, so my commitment to professional development and inclusivity speaks volumes. I use a deep understanding of data-informed leadership and a broad network while actively seeking nominees who are an example of strategic vision, collaboration, and commitment to institutional research and effectiveness.
How would you foster inclusive excellence as you recruit the next leaders for AIR?
I will ensure inclusive excellence in the process of recruiting AIR leaders by bringing my extensive experience with diversity initiatives and professional mentorship. To me, involvement in these diversity oversight committees and published articles encouraging diversity equity, and inclusion in institutional research reflect a commitment to just and timely practices within the field of IR/IE and higher education.
Through these successive roles, SAIR President, NEC member, and IPEDS Educator, I am able to develop a diverse, wide network of professional contacts and support those making up underrepresented backgrounds within my sphere. I will leverage this network to identify and encourage diverse nominees, ensuring that candidates represent varied perspectives and experiences. With transparency, fairness, and inclusiveness as top priorities, I will help AIR leadership reflect the diverse membership that it serves.
If you could have any superpower to improve higher education, what would it be?
If I were given a superpower to improve higher education, it would be called “Instant Insight”, where I have the ability to fully understand and solve the systemic problems facing both institutions and students. This power would allow me to discern with precision, the root causes of problems such as inequitable access, barriers to student success, and inefficiencies at institutions. I could then develop data-driven, fair, and effective solutions catering to the specific context of each institution by diagnosing these problems quickly. It ensures that utilization of resources is efficient, improves student results, and nurtures the culture of inclusive excellence. With “Instant Insight”, I would empower institutions to drive decisions that inspire real and timely improvement and innovation in a very robust environment.
Beenah Moshay
Affiliation: Community College of Allegheny County (CCAC)
Sector: Public, 2-year
Relevant Experience
- Proven track record in institutional research and strategic enrollment management, leveraging data to identify impactful leaders.
- Expertise in fostering collaborative environments, ensuring diverse perspectives are included in leadership pipelines.
- Experience mentoring emerging professionals, equipping them with skills to lead and contribute to AIR’s mission.
Describe your professional involvement and how you will leverage those experiences to identify and recruit nominees for AIR.
My preparation for this role is rooted in over a decade of experience in institutional research, strategic planning, data analysis, evaluation, and assessment within diverse educational environments. At CCAC, I have led initiatives integrating accreditation standards and facilitated cross-campus collaboration to foster leadership growth. I’ve served on multiple committees dedicated to diversity, equity, and inclusion, aligning initiatives with institutional goals. I have been a member of AIR for the past 8 years and attended several conferences. My experience includes mentoring junior staff, equipping them with the skills and confidence to assume leadership roles. Leveraging these experiences, I will work to identify and recruit leaders committed to AIR’s mission, ensuring excellence and inclusivity.
How would you foster inclusive excellence as you recruit the next leaders for AIR?
Fostering inclusive excellence begins with understanding the term ‘inclusive’. Outreach to underrepresented groups of all types, ensure that AIR leadership reflects the diversity of its members. Utilizing data to identify gaps, and fostering partnerships with institutions committed to equity, I would aim to broaden the pool of nominees. My experience examining diversity initiatives at CCAC equips me to identify candidates who understand and appreciate the value of inclusivity as it relates to innovation. I will advocate for transparent recruitment practices and create opportunities for emerging leaders from varied backgrounds to engage with AIR's mission.
If you could have any superpower to improve higher education, what would it be?
My chosen superpower would be the ability to instill instant love, compassion, empathy as well as equity and access in higher education institutions. This power would allow us to ‘see’ each other, have compassion for diverse circumstances, ensuring all students—regardless of background—have equitable opportunities to succeed. By understanding individual circumstances, we would foster environments that celebrate diversity, and this superpower would enable institutions to fully realize their mission of transforming all lives through education.
Christine Pacheco
Affiliation: Southern Arkansas University
Sector: Public, 4-year or above
Relevant Experience
- Strategic leadership: I can effectively engage my fellow committee members and identify candidates who align with AIR’s mission and personify AIR’s strategic priorities of diversity, equity, and inclusion by facilitating collaboration, guiding decision-making processes, and fostering consensus.
- Commitment to advancing institutional effectiveness: My expertise in the use of data to support evidence-based decisions aligns with AIR's commitment to promoting institutional research and effectiveness. I have developed networks with professionals in this field and can identify candidates who have demonstrated strong competencies in these areas and who understand the importance of advancing data literacy and positive data culture across higher education.
- Insight into needs and organizational fit: With a strong background in understanding the needs of institutional research professionals and staying informed on trends within the institutional research community, I can identify leaders who are well-equipped to understand and advocate for AIR’s diverse and evolving needs, ensuring the next generation of AIR leaders will be both capable and responsive.
Describe your professional involvement and how you will leverage those experiences to identify and recruit nominees for AIR.
I have been actively engaged in institutional research as an AIR IPEDS Educator and long-time member of AIR and the Southern Association for Institutional Research (SAIR). My involvement includes serving on SAIR’s Nominations & Elections and Planning Committees, as well as contributing as a conference presenter and proposal reviewer. I have also supported AIR through my role on the Forum Advisory Group and as a forum proposal reviewer. These experiences have allowed me to cultivate strong networks, refine my ability to recognize leadership potential, and understand the challenges and opportunities in institutional research. I am prepared to identify diverse, capable candidates who bring the vision, technical expertise, and commitment needed to advance AIR’s mission. Leveraging these experiences and connections, I will recruit nominees who embody innovation, inclusivity, and a shared dedication to strengthening institutional research.
How would you foster inclusive excellence as you recruit the next leaders for AIR?
Fostering inclusive excellence requires deliberate action and a commitment to equity. Recognizing the importance of diverse perspectives, I would focus on outreach to professionals from underrepresented backgrounds to identify leaders who bring unique insights and lived experiences. I intend to actively seek out individuals who reflect the breadth of AIR’s membership, including those from a variety of institution types, geographic regions, and career stages. I would advocate for transparent recruitment processes to ensure all nominees feel welcomed and valued. My goal is to assemble a leadership slate that reflects the diversity of institutions and communities AIR serves. By prioritizing inclusivity and ensuring a fair and open selection process, we can create an environment where innovation thrives through collaboration and mutual respect to drive the advancement of institutional research.
If you could have any superpower to improve higher education, what would it be?
If I could have any superpower to improve higher education, it would be the ability to instantly access any relevant information and immediately apply it with unlimited creativity to find innovative solutions. This superpower would enable me to think outside the box to resourcefully solve complex challenges and make data-informed decisions in real time. It would empower me to quickly navigate institutional obstacles, using both knowledge and imagination to drive transformation and continuous improvement. By blending quick, informed decision-making with creative solutions, this power would not only enhance efficiency but also promote equity, inclusivity, and diversity in institutional practices. It would ensure that I can lead with agility, adaptability, and forward-thinking to always prioritize student success, inclusive growth, and institutional innovation.
Linli Zhou
Affiliation: Lasell University
Sector: Private not-for-profit, 4-year or above
Relevant Experience
- Extensive cross-regional leadership engagement demonstrated through active roles in multiple AIR affiliates (OCAIR networking coordinator, NEAIR conference planning volunteer, TAIR/CAIR conference participant) and development of innovative programs (leadership readiness program, workplace wellness check-ins). This multi-dimensional involvement enables identification of emerging leaders who demonstrate proactive engagement and innovative thinking across different institutional contexts.
- Deep understanding of non-traditional leadership pathways, recognizing that true leaders emerge through their passionate contributions, innovative thinking, and proactive problem-solving rather than formal positions. This perspective is particularly valuable in identifying analysts and professionals who demonstrate leadership through their daily work, research contributions, and collaborative initiatives.
- Forward-thinking expertise in emerging trends and challenges (AI applications for IR, enrollment decline, financial stability). This hands-on research, combined with regular presentations and discussions on innovative methodologies, enables me to identify leaders who can drive AIR's future through practical expertise with technological advancement, and visionary thinking in an evolving educational landscape.
Describe your professional involvement and how you will leverage those experiences to identify and recruit nominees for AIR.
My professional roles as OCAIR networking coordinator and NEAIR conference planning volunteer have built extensive connections across regional affiliates (TAIR, CAIR, NEAIR, OCAIR). Through these networks, I've systematically documented senior IR leaders' insights and shared them via leadership training workshops, creating valuable knowledge bridges between generations. My initiatives in leadership readiness programs and mental wellness check-ins demonstrate my commitment to nurturing emerging leaders.
I frequently present at conferences and lead cross-institutional collaborations, sharing expertise in emerging AI applications and research on critical challenges like enrollment decline and financial stability. I will leverage these diverse experiences and networks to recruit visionary leaders who combine technical expertise with a commitment to advancing institutional research through proactive engagement and innovation. My unique perspective bridges traditional leadership wisdom with emerging trends, enabling me to identify candidates who can drive AIR's mission forward.
How would you foster inclusive excellence as you recruit the next leaders for AIR?
My vision of leadership emphasizes identifying and nurturing professionals who show leadership potential through their passionate engagement with the field, their willingness to tackle emerging challenges, and their commitment to advancing IR through active participation and knowledge sharing. This approach helps ensure we're building a diverse, forward-thinking leadership pipeline that truly represents the future of IR.
I would foster inclusive excellence by:
- Emphasizing contribution-based leadership over title-based qualifications
- Creating opportunities for analysts and ground-level professionals to showcase their innovative work
- Identifying and supporting professionals who demonstrate leadership through their proactive approach to institutional challenges
- Recognizing and promoting those who consistently contribute to the field through presentations, collaborations, and knowledge sharing
- Building pathways for emerging professionals to develop their leadership capabilities through active contribution and engagement
- Encouraging professionals at all levels to share their unique perspectives and innovative solutions through presentations and collaborative projects
If you could have any superpower to improve higher education, what would it be?
“Leadership Vision X-Ray" - the ability to instantly reveal and connect the "hidden leaders" - those passionate professionals at every level who have transformative ideas but might not have traditional platforms to share them. By democratizing leadership contributions, this superpower would amplify the voices and insights of frontline staff, ensuring great ideas can emerge from any level of the organization. It would transform higher education by empowering those who are passionate about making a difference, regardless of their position.
This power would create instant knowledge-sharing networks where innovative solutions and ideas could flow freely across institutions, breaking down silos and fostering collaboration beyond traditional boundaries. It would help create a more inclusive, innovative, and effective educational environment where good ideas can flourish and be implemented quickly, leading to better outcomes for students and institutions alike.