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Talis Insight Asia-Pacific 2017: Anne Kealley CEO, Caudit

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Talis Insight Asia-Pacific 2017: Anne Kealley CEO, Caudit

  1. 1. 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. 2. 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
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  5. 5. 5 TOP 10 ISSUES 2015 2016 Issue 1 1 Student Success Technologies: Improving student outcomes through an institutional approach strategically leveraging technology 4 2 Emerging Technologies: Facilitating and supporting the application of emerging and existing technologies to improve the 'University experience' for students and staff - 3 Information 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. 6. 6 TOP 10 ISSUES
  7. 7. 7 2016 TOP 10 – RESEARCH SUPPORT
  8. 8. 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
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  11. 11. 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. 12. 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
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  27. 27. 27 2017
  28. 28. 28 2017 Globally: Expanding global market Increasingly individualized learning and student environment Pressure for industry partnerships New workplace competencies
  29. 29. 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. 30. 30 2017 – EDUCAUSE – EDUCAUSE Source: http://er.educause.edu/articles/2017/1/top-10-it-issues-2017-foundations-for-student-success
  31. 31. 31 Business need Technology Student enquiries Machine Learning Learner choice Micro-credentialing Student records Blockchain Early intervention Predictive analytics Open access Informed decision making Data management Collaborative research WHAT ELSE? Source: http://www.itwire.com/strategy/76544-machine-learning-is-the-2017-megatrend.html
  32. 32. 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/
  33. 33. 33 Business need Technology Student identification Biometric security Room access Mainstreaming – platforms Cloud adoption enterprise systems WHAT ELSE? Ref: https://livingstoneadvisory.com/2015/12/iot-cybersecurity/
  34. 34. 34 Increase in ‘threat vectors’ more cybersecurity issues – ransomware
  35. 35. 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? Ref: https://livingstoneadvisory.com/2015/12/iot-cybersecurity/
  36. 36. 36 transformation
  37. 37. 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’?
  38. 38. T +61 2 6222 3521 E anne.kealley@caudit.edu.au https://www.linkedin.com/in/annekealley/ © CAUDIT 2017 CAUDIT https://www.caudit.edu.au/ Top Ten Issues https://www.caudit.edu.au/caudit-top-ten-issues MORE INFORMATION
  39. 39. Anne Kealley, CEO, CAUDIT 02 February 2017 More…
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  44. 44. 45 THE SIX STRATEGIC PILLARS THROUGH WHICH CAUDIT’S ACTIVITIES ARE 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

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