The George Mason University (Mason) offices responsible for institutional reporting and assessment were merged to strengthen and solidify their functions and expertise. The organizational structure creating the Office of Institutional Effectiveness and Planning (OIEP) was intended to engineer a new paradigm where assessment would inform the production of quantitative metrics, and quantitative metrics would inform the process of assessment. New leadership, a global pandemic, and multiple staffing transitions provided additional energy to broaden the purview of assessment conducted by OIEP. Traditionally focused on academic program review and survey administration, OIEP did not participate in co-curricular unit/program assessment or assessment of the core curriculum. These processes were managed external from OIEP, the byproduct of which was a lack of university vision and cohesion for assessment. With those functions brought under the leadership of OIEP, Mason began creating a new understanding of a comprehensive assessment framework. This article examines how the university built the framework and how the development of the assessment councils beyond the academic space has increased awareness of the needs and benefits of this improvement-focused engagement.