Strategic Uses of Information Technology for CAOs and CBOs INTRODUCTION. Topics. Your Goals. Executive Briefs. IT Expenditures by Function

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1 Strategic Uses of Information Technology for CAOs and CBOs INTRODUCTION November 3, 2014 Your Goals What would you like to gain from this session? Topics Online learning (digital learning not just online courses) Student success (advising, decision-making, early alert systems) Administrative systems (finance, HR, etc.) Executive Briefs Foundations provides strategic framework Key Questions uses data to stimulate discussion Four topics Online learning Personal pathways Administrative systems Cybersecurity IT Expenditures by Function Data from 800 institutions Administrative is largest expenditure followed by teaching and learning Research 4% Teaching and Learning 39% Other 4% Administrative 53% 1

2 Central IT Budgets Increasing As the value of IT to the institution grows, so does spending Median Spending $925 is the central IT median spent per institutional FTE (students, faculty, staff) Spending by Institutional Type Central IT as percentage of institutional expenses BA publics: 3.8% BA privates: 4.6% Central IT spending per FTE BA publics: $672 BA privates: $1,201 ONLINE LEARNING Online Learning: Where Digital Living and Education Meet Options Blended courses Flipped classroom Adaptive learning Simulations Remote instruments Game-based environments Student as producer Telepresence Intelligent tutoring systems Growth of Learning Technologies Projections for technology growth Hybrid and fully online courses will increase Mobile apps will significantly increase 2

3 Value of Online Courses Students value online experiences Students believe online experiences are valuable Applies to college and work Online Courses by Carnegie Class Number of courses offered online 68% of institutions say online learning is of major interest to the institution 82% of institutions offer at least several online courses 53% offer a significant number of courses online 2013 ECAR Study on E-Learning, Bichsel ECAR Study on E-Learning, Bichsel. Online Courses vs MOOCs MOOCs just emerging Students are more interested in online learning than MOOCs Institutional leaders are interested, largely because of brand What s Next? Adaptive learning Competency-based education Simulation-based assessment Institutional Context Questions How does your institution define online learning? Does your institution have a strong, common vision for online learning? What are the strengths and weaknesses of the current vision? Will online learning be more important to your institution (or less) in the next 3 years? Questions for Institutional Leaders What strategic role does online learning play at your institution? What should change in the next 1-3 years? What conversations should your executive team have about online learning? Your board? 3

4 Futures Discussion Does your institution have a strategy for your digital presence in a digital world? Does digital learning data feed analytics systems? Are you considering alternative models (e.g., competency based education) as a source of new opportunities? Summary for Online Learning Broaden and clarify the definition of online learning It is more than a digital replica of face-to-face Definitions are often hazy Online does not imply lack of face-to-face Data from online activities feeds analytics systems Institutions need a digital presence in a digital world Personal Pathway Systems Navigating Higher Education: PERSONALIZED PATHWAYS Educational planning Advising/counseling Progress tracking Early alert systems Drivers for Investment in Pathways Success Factors Broad institutional engagement Leaders are interested Creating sources of actionable data Access to actionable data and tools is critical Success Factors for Pathway Systems Interested leaders Growing culture of data-driven decision-making Access to data and tools (critical) 2014 ECAR Study on Integrated Planning and Advising Systems, Yanosky ECAR Study on Integrated Planning and Advising Systems, Yanosky. 4

5 Status of Pathway Systems Analytics are the key to pathway systems Uses institutional data Institutional Context Questions Is using analytics to improve student success a priority for your institution? Which analytics technologies and techniques do you use today to improve student success? Which analytics technologies do you plan to implement in the next 1-2 years? What is the single most important next step for your institution in improving student success? 2014 ECAR Study on Integrated Planning and Advising Systems, Yanosky. What s Next? Questions for Institutional Leaders Workflow systems Learning planning and support hubs Career pathway frameworks How can pathway thinking lead to greater student success and increased completion rates at your campus? What discussion would you want your executive team to have about pathways systems? Futures Discussion Can analytics systems allow your institution to differentiate itself? Personalize learning? Improve resource utilization? What resistance will you encounter in adoption personalized pathway systems? Summary for Personalized Pathways These systems are still maturing; they are dependent on analytics infrastructure Analytics is projected to continue to grow in importance Benefits to students and optimal use of resources are drivers Address privacy and data sharing concerns early 5

6 Enterprise Applications % of institutions reporting use of this application ADMINISTRATIVE SYSTEMS Balancing Cost and Value Student information Financial HR/payroll Learning management (LMS) Hhelp desk trouble ticketing Library Alumni/advancement/development Web content management (CMS) Facilities management Administrative data warehouse/bi Customer relationship management 0% 20% 40% 60% 80% 100% Moving to the Cloud Key trend More applications will move to the cloud in the future Customization Conundrum Customization Customization more common in older systems Desire to move away from customization with newer implementations 2014 Top Ten Strategic IT Technologies, Grajek. EDUCAUSE Core Data Service. Readiness for Re-engineering Business practices Practices most needed for administrative transformation were reported effective in less than 25% of institutions: Continuous improvement Data-driven decision-making Business process optimization 2013 ECAR Study on Assessing Your Fiscal Bandwidth, Dahlstrom. Implementing Analytics Analytics Business intelligence dashboards are being adopted By , half of institutions will have administrative analytics; only 16% do today 2014 Top Ten Strategic IT Technologies, Grajek. 6

7 Institutional Context Questions Has the cost of running the institution been a point of discussion? If yes, has the cost of administrative systems been considered? Is there strategic value to a discussion of administrative systems for your institution? What discussion would you want your executive team to have about administrative systems? Futures Discussion Which strategy is most likely to serve your institution s needs? Business intelligence/analytics Business process redesign Shared services Cloud To what degree is your institution moving beyond costcontainment to delivering greater value through analytics and business intelligence? Administrative Systems Summary Institutions can reach beyond operational efficiency; administrative systems can add value through analytics and business intelligence To improve cost effectiveness, institutions must confront customization Business process reengineering (BPR) can improve cost effectiveness but BPR requires transformational practices that few report are in place Changing administrative systems will require a broad institutional commitment QUESTIONS Executive Briefs 7

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