talis insight asia-pacific 2017: anne kealley ceo, caudit

Anne Kealley, CEO, CAUDIT

02 February 2017

Moving through a digital age: trends in higher education technology issues in Australia and New Zealand through the eyes of the CIO

2

CAUDIT MEMBERS

• Auckland University of Technology

• Australian Catholic University

• Australian Institute of Marine Science

• Bond University

• Central Queensland University

• Charles Darwin University

• Charles Sturt University

• CSIRO

• Curtin University

• Deakin University

• DSTG

• Divine Word University, PNG

• Edith Cowan University

• Federation University Australia

• Flinders University

• Griffith University

• James Cook University

• La Trobe University

• Lincoln University

• Macquarie University

• Massey University

• Monash University

• Murdoch University

• Open Universities Australia

• PNG University of Technology

• Queensland University of Technology

• Royal Melbourne Institute of Technology

• Southern Cross University

• Swinburne University of Technology

• The Australian National University

• The University of Adelaide

• The University of Auckland

• The University of Melbourne

• The University of NSW @ ADFA

• The University of Western Australia

• University of Canberra

• University of Canterbury

• University of New England

• University of Newcastle

• University of Notre Dame Australia

• University of Otago

• University of Papua New Guinea

• University of Queensland

• University of South Australia

• University of Southern Queensland

• University of Sydney

• University of Tasmania

• University of Timor-Leste

• University of Technology, Sydney

• University of the South Pacific

• University of the Sunshine Coast

• University of Waikato

• University of Western Sydney

• University of Wollongong

• University of New South Wales

• Victoria University

• Victoria University of Wellington

5

TOP 10 ISSUES2015 2016 Issue

1 1 Student Success Technologies: Improving student outcomes through an institutional approach strategically leveraging technology

4 2Emerging Technologies: Facilitating and supporting the application of emerging and existing technologies to improve the 'University experience' for students and staff

- 3Information Security: Developing a holistic, agile approach to information security to create a secure network, develop security policies, and reduce institutional exposure to information security threats

- 4 Educational Technology: Supporting the use of innovative technology in teaching and learning

2 5 Digital Strategy: Developing a fit-for-purpose digital strategy for the institution's future

12 6 Workforce Evolution: Reshaping the workforce to position IT as an agile enabler and strategic business partner

14 7 Business Transformation: Positioning IT as a catalyst to transform the business functions of the institution

17 8 Learning Analytics: Supporting improved student progress through establishing & utilising learning analytics

3 9 Research Support: Developing a sustainable research support model servicing the needs of all researchers

10 10 Identity & Access Management: Effective and efficient Identity and Access Management to provision appropriate e-Services to students and staff

6

TOP 10 ISSUES

7

2016 TOP 10 – RESEARCH SUPPORT

8

2016 TOP 10 – RESEARCH SUPPORT

#9. Sustainable research support model

#3. Cybersecurity

#6. Reshaping the IT workforce

#10. Identity and Access Management

#12. IT Agility

#13. Institutional Partnerships

#14. Access Anywhere Anytime

#15. Cloud Services

11

2016 TOP ISSUE – BY UNIVERSITY GROUP

NZ: Research support

ATN: Addressing student expectations

Go8: Information security

IRU: Emerging technologies

Post 87: Information security

RUN:Digital strategy

Ungrouped: Learning analytics

Dual Sector: Student success technologies

12

1. Student Success Technologies

2. Optimising Educational Technology

3. Emerging Technologies

6. Workforce Evolution

7. Business Transformation

9. Research Support

27. Digital Literacy

2016 TOP 10

27

2017

28

2017

Globally:

Expanding global market

Increasingly individualized learning and student environment

Pressure for industry partnerships

New workplace competencies

29

2017

Locally

How universities are funded

How eResearch is supported

Demand for innovation

Treating digital infrastructure as a strategic asset

Cybersecurity

Source: The Presidents’ Conversation, BHERT/Deloitte

30

2017 – EDUCAUSE

– EDUCAUSE

Source: http://er.educause.edu/articles/2017/1/top-10-it-issues-2017-foundations-for-student-success

http://er.educause.edu/articles/2017/1/top-10-it-issues-2017-foundations-for-student-success

31

Business need TechnologyStudent enquiries Machine LearningLearner choice Micro-credentialingStudent records BlockchainEarly intervention Predictive analytics

Open accessInformed decision making Data managementCollaborative research

WHAT ELSE?

Source: http://www.itwire.com/strategy/76544-machine-learning-is-the-2017-megatrend.html

http://www.itwire.com/strategy/76544-machine-learning-is-the-2017-megatrend.html

32

Business need Technology‘Intelligent buildings’ and the ‘intelligent campus’, IoT / Sensors building environment controls

Proximity notifications Connected devices

Student movement on campus Self-drive vehicles

Wayfinding on campus Indoor GPS navigation

WHAT ELSE?

Ref: https://livingstoneadvisory.com/2015/12/iot-cybersecurity/

https://livingstoneadvisory.com/2015/12/iot-cybersecurity/

33

Business need TechnologyStudent identification Biometric securityRoom access

Mainstreaming – platforms Cloud adoption enterprise systems

WHAT ELSE?



34

Increase in ‘threat vectors’ more cybersecurity issues– ransomware

35

WHAT MIGHT DISAPPEAR?

• Current learning management system• Non-interactive projectors and whiteboards• Document cameras/overhead projectors• Traditional presentation software • CDs, DVDs and their players• Landlines

How do all of these elements play out on campus? and off?



36

Digital disruption

transformation

37

What does this mean for technology at your institution?

What does it mean for the people at your institution?

Is IT a cost? i.e. is the aim to reduce expenditure on IT?

Or is IT something the institution must invest in in order to compete and stay ‘safe’?

T +61 2 6222 3521E [email protected]://www.linkedin.com/in/annekealley/ © CAUDIT 2017

CAUDIThttps://www.caudit.edu.au/

Top Ten Issueshttps://www.caudit.edu.au/caudit-top-ten-issues

MORE INFORMATION

mailto:[email protected]

https://www.linkedin.com/in/annekealley/

https://www.caudit.edu.au/

https://www.caudit.edu.au/caudit-top-ten-issues

Anne Kealley, CEO, CAUDIT

02 February 2017

More…

45

THE SIX STRATEGIC PILLARS THROUGH WHICH CAUDIT’S ACTIVITIESARE CURRENTLY REVIEWED, PRIORITISED AND DRIVEN

Transforming Teaching, Learning and Research

Providing Thought Leadership Delivering Strategic Procurement

Continuing Professional Development

Enabling Collaboration & Knowledge Sharing

Promoting Evidence Based Practice