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7/29/2019 The Top-Ten Issues in Higher Education IT for 2013 (166270762)
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Today’s Speakers
Diane Dagefoerde, CIO, Arts and Sciences, TheOhio State University
Butch Juelg, Associate Vice Chancellor,
Technology Services, Lone Star College System
Joseph Vaughan, CIO and Vice President for
Computing and Information Services, Harvey
Mudd College
Susan Grajek, Vice President of Data, Researchand Analytics, EDUCAUSE
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Use analytics to support
critical institutional outcomes
Strategic questions to ask: Do you have a culture of data-driven
decision-making?
Does your institution view analytics as
a strategic investment or as a newcost?
Do current data flows, definitions, and
architectures need to be restructured
and redefined to support institution-
wide analytics?
Have you inventoried the skills and
resources that could support analytics?
“ The strength of d ata
and analyt ics helps us
understand our past
and our cur rent state
and prov ides a g l impse
of scenarios of the
future based on that
past and cu rrent state.„If you don‟t know where
you‟re going, how will
you know w hen you get
there ?”
-- CIO and Vice President
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Analytics: What we know
Analytics Maturity Index
Your Results
Interpreting your score:
6
5
4
3
2
5
4
3
2
1
DATA/
REPORTING/
TOOLS
PROCESS
CULTUREEXPERTISE
INVESTMENT
GOVERNANCE/
INFRASTRUCTURE
COMPOSITE
3.6
Develop practices that eliminate, phase out, or update data and reports that are no longer valuable.
Governance/Infrastructure
Develop security policies and practices that safeguard data for analytics.
Develop policies regarding access to institutional and individual data, including IRB policies.
Develop and maintain the capacity to store, manage, and analyze large volumes of data. Plan for future expansion.
Create policies that decrease or eliminate data protection or siloing by pockets of individuals.
Build on the number of IT professionals at your institution who have the right training to support analytics.
Investment
Demonstrate through examples that require few resources that analytics should be viewed as an investment, rather than an expense.
Invest in staffing and training before products and tools.
Make analytics duties a priority for those already trained in analytics.
Expertise
Build on the number of analysts currently available, and further the training of analysts already on staff.
Consider building the number of business professionals who have expertise in applied analytics.
Ensure analytics training includes the ability to present findings to the community that are understandable and that demonstrate value.
Culture
Demonstrate to senior leaders, administration, and faculty the value of analytics through examples that address strategic questions.
Regularly take the pulse of the institutional community's willingness to use data to make decisions. Identify pockets of individuals who are
unconvinced (e.g., faculty, administrators) and target examples to questions or problems that directly affect them.
Process
Build rapport and communication between IT and IR by holding regular meetings regarding questions and problems that can be addressed
by analytics through cooperative efforts.
Involve senior IR professionals in strategic decision--making from the top down.
Develop a process for identifying the data needed to address k ey institutional outcomes.Make the use of data part of the institution's strategic plan.
Develop processes for moving f rom what the data say t o making changes and decisions.
Demonstrate with a series of high--profile "wins" that analytics can lead to improved decision--making.
4
4
3
4
4
Getting to the next step:
Note the scores for each of the analytics factors. Which ones are relatively weaker? Want to advance analytics at your institution? Take the
following steps.
Data/Reporting/Tools
Work on collecting the right data to answer strategic questions.
Improve data cleanliness, accessibility, and quality.
Work on standardizing data to support comparisons inter--and intra--institutionally.
Develop a course of action for obtaining and maintaining the right analytics tools for your institutional needs.
Ensure reports are in the right format to inform decisions.
Develop practices that make data collection and reporting repeatable.
3
Source: ECAR Analytics Maturity Index, 2012
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Transforming the institution's business with
information technology
Strategic questions to ask:
How can innovation be encouraged
in both the institution and the IT
organization?
Is the organization willing to change
business process or practice to
garner effective and efficient use of its
information technology?
Does the institutional funding model
incentivize or undermine achieving the
full benefits of business transformation?
“ Higher educat ion
IT wil l need to
change i ts mindset ;
it can‟t provide
everyth ing in-hou se
any m ore. We need
to mov e from
'serv ice provider ' to
'solut ions archi tect .'
It‟s an opportunity
and a key
challenge.”
— CIO
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Transforming the institution's business with
information technology: What we know
Need to develop
stronger capabilities to
support transformation
Financial capabilitiesare strongest; process
transformation the
weakest
Source: Assessing Your Fiscal Bandwidth: Current Practices for Measuring IT Costs in Higher Education, ECAR, May 2013
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CIO Reflections
Butch Juelg
Associate Vice Chancellor,
Technology ServicesLone Star College System
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CIO Reflections
Diane Dagefoerde
CIO, Arts and Sciences
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CIO Reflections
Diane Dagefoerde
CIO, Arts and Sciences
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Facilitating a better understanding of
information security and finding appropriate
balance between infrastructure openness and
security
Strategic questions to ask:
Do you have a formal risk
management process to identify
and prioritize risks?
Do you have a dedicated ISO?
How to create a community of well-informed, vigilant users?
“ The now -pervasive
nature of technology th e
use of soc ia l media
comp ounds secur i ty
issues. Mainta in ing the
balance as perceived by
those who are
respons ib le for protect ing
inst i tut ional d ata and
resources and those who
use them often dif fers a
great deal .”
— CIO
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Information security: What we know
Access
ControlLists
Data Loss
Prevention
Network
AccessControl
Intrusion
ProtectionSystems
Firewalls
Source: 2012 EDUCAUSE Core Data Survey
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Information security: What we know
Only 27% of institutions have
a dedicated ISO
Percent FTE of Information Security Officer
Source: 2012 EDUCAUSE Core Data Survey
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Information security: What we know
Source: ECAR Risk Management Research Bulletin, Paul Jeffries and Nadine Sterns, forthcoming 2013
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CIO Reflections
Joseph Vaughan
CIO
Vice President for Computing and Information
Services
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CIO Reflections
Joseph VaughanCIO
Vice President for Computing and Information
Services
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Improving student outcomes through an
approach that leverages technology
Strategic questions to ask:
Do you use tools embedded in
the LMS to track student
learning?
Do faculty reward systems
encourage or impede their use of
instructional technology?
Does you provide adequate and
timely instructional design
assistance and services for
students and faculty?
“It‟s not enough to
ident i fy students at r isk.
To be su ccessful , we
need to ensure fol low-
throug h, so that students are provided
the suppo rt they need in
order to remediate
prob lems and connect
with the resourc es they
need to succeed.”
— President
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Using technology to improve student outcomes:
What we know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Document management tools
Hybrid
Collaboration tools
Blogs
Clickers
Dist: local instructor. remote students
E-learning (wholly online)
Wikis
Interactive Learning
Lecture capture
Learning objects
Mobile apps
E-portfolios
E-books
E-textbooks
Dist: local students, remote instructor
Simulations
Info Literacy Requirement
Open contentGaming
Deployed broadly
Deployed sparsely
Experimenting
In planning
Considered, not pursued
No discussion
Source: 2012 EDUCAUSE Core Data Survey
Most progressin past year with
E-textbooks
Mobile apps
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Online learning: What we know
Source: The State of E-Learning in Higher Education: An Eye Toward Growth and Increased Access, ECAR, June 2013
E-Learning Maturity Index
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CIO Reflections
Butch Juelg
Associate Vice Chancellor,
Technology ServicesLone Star College System
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Poll Question
How do you plan to make useof this report?