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WHAT HIGHER EDUCATION IT LEADERSHIP
NEEDS TO KNOW ABOUT ANALYTICS AND
WHY IT MATTERS SO MUCH
Susan Grajek | May 18, 2012
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WHAT IS ANALYTICS?
It’s Big Data!
It’s Dashboards! It’s Data
Mining!
It’s Institutional
Research!
It’s Business
Intelligence!
It’s data-driven
decision-
making!
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WHAT IS ANALYTICS?
Presentation 1
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The most exciting thing about analytics is that
the possibilities are endless.
When you develop leadership and a culture around using data, then all of a
sudden all kinds of interesting questions begin to emerge: ‘Why do we dothis?”’ and ‘Let's start to model that,’ and ‘Let's look at the data,’ and ‘Let's see
if we can make better decisions around what we do.’
– Michael Rappa
SOME POSSIBILITIES
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INCREASING STUDENT RETENTION
At the American Public
University System, retentionanalysis helps identify whichstudents are likely to drop
within the next five days, thecoefficient of likelihood andpinpoint the reasons they arelikely to unenroll, allowing for
timely interventions.
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MAKING LEARNING MORE AFFORDABLE AND
EFFECTIVE
At Carnegie Mellon University, the Open LearningInitiative collects analytics data from the OLIenvironment and uses those data to drive feedbackloops to help students, instructors, course designers,
and learning science researchers.
© 2012 Ross Strader and Candace Thille CC by-nc-nd
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IMPROVING STUDENT SUCCESS
At Central Piedmont
Community College, the OnlineStudent Profile includes anonline portal that enablesstudents, faculty, and counselors
to access real-time student datathat facilitates enhanced deliveryof instruction and advising andenables timely and effectiveinterventions for at-risk or underperforming students.
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ANALYTICS IN RESEARCH
The Palo Alto Medical
Foundation uses analyticsto identify specificpopulations at a higher riskfor cardiovascular disease
and to design specificintervention or screeningmethods that target thatgroup, as well as designcommunication methods toreach the at-risk population.”
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WHAT IS IT ROI AND WILL WE ACHIEVE IT?
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WE’VE BEEN DOING THIS FOR YEARS.
HOW IS ANYTHING DIFFERENT?
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HOW IS ANALYTICS DIFFERENT FROM
REPORTING?
Courtesy of SAS Institute
How many, how often, where? Where exactly is the problem?
What actions are needed?
Why is this happening? What if these trends continue?
What will happen next? What’s the best that can happen?
Analytics
What happened?
BI
Reporting
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STARTING OUT
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DRIVERS: THE AHA! MOMENT
Why can’t they do what
Amazon does?
We have the data:
Let’s use it
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DRIVERS: ACCOUNTABILTY,
AFFORDABILITY, PERFORMANCE
Prove it: Fundinglinked to outcomes
Increasing pressure to
quantify outcomes andmake decisionsinformed by data
“ A lot of decision
making in higher
education is faith-
based.”- James Hilton
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“Even though the most
strategic data is
probably student data or
enrollment/admissions
type of data, I've
noticed
the places that
are succ essfu l
at i t have
successfu l
f inancial data
because the
inst i tu t ion runs
on money.
Making sure that I canknow what my balances
are, that I can see
where my spends were,
that I can look at
personnel data. That
seems to be a tipping point.”
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Funding
Investment
in the future
Huge
up-front
costs
People
Champion(s)
at the top
Analysttalent
DataGovernance
Biased
towardaccess
No policy,
highlyrestrictive
policy
Culture
Effective
changeleadership
Resistance
Design
Usability
Defining keyoutcomes
Data
Standards
Quality andvolume
ENABLERS AND BARRIERS
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FUNDING
View as a long-terminvestment
Clarify the costs of not
knowing Explore collaborations
Match your model toyour funding
“Agile analytics”: Start
small and adapt toavoid wasting money
Don’t over -design (e.g,permissions)
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PEOPLE
Executive champion
Buy-in from themiddle, who will need
to share andcollaborate
Stakeholders who candefine the questions
Stakeholders may notbe numerate
Talent is scarce…
…and expensive
“How skilled are the
people within the institution
using those kinds of tools?
If they're not skilled at it,
again, forget it..”- Sally Johnstone
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DATA GOVERNANCE
Pre-existing datapolicies
that are not toorestrictive!
Access rights andprivileges
Highly sensitive – and
consequential – data FERPA
Labor contracts
“Can an engineering dean
see what the college of
business spends on
out-of-state travel?” - John Rome
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CULTURE
History of successfulinstitutionalchange (or not)
Resistance Potential to lose
Autonomy
Sinecures
Academic freedom
No up-side
Culture of debate and
consensus
“Campuses have refused to
accept responsibility for whether students are
learning or not. If in fact
you're going to say that the
students are responsible for their own learning, you don't
need any analytics about it.” -Randy Swing
“Within institutions that are really using
data, there is no debate. I mean, the
numbers are the numbers.” – Phil Ice
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DESIGN
Effective design
Help users interpretwhat they’re seeing
Provide numbers andpictures
Integrate into existingprocesses
Defining key outcomes
What is the baselineoutcome for a non-
profit? Meaningful outcomes
that are still measurable
“the things that need to happen for analytics to cement
themselves: Easy to use, part of the natural experience,
personalized, and then having the ability to close the loop -- you
get an aha moment on data -- but then having it be actionable.” - John Rome
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DATA
Standards Across siloes
Across applications
Hard trade-offs to make
Volume
Data quality
Trending when youchange the data
“They'll figure out security. They'll
figure out database. They'll figure
out web access. But all of a
sudden now we're looking at hugelogs of data…. when you start
talking 4.2 million records a day,
how can you aggregate that data
and also not lose the essence?” - John Rome
“Just think of a chancellor
saying, „I'm going to spend
a million dollars just to
clean up data because it's
all a mess, and I'm not even going to get to the
point of having actionable
insights?‟ That's going to
be painful.” - Michael Rappa
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WHAT DOES THIS MEAN FOR IT?CBOs
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IT
• infrastructure• project
management
IR
• talent
• reporting
CBOs
• changemanagement• making the
case
Presidents,
CAOs
leadership
policy
WHAT DOES THIS MEAN FOR IT?C Os
• changemanagement
• making thecase
Presidents,
CAOs
leadership
policy
IR
• talent• reporting
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CHANGE THE VALUE PROPOSITION FOR IT
“Do the CIOs remain the
collectors, and the custodians,and protectors of the data? Or
do they bridge out and say,
'We're all that and more.
We're also the people whohelp use that data to create
and build dashboards.” – Michael Rappa
“How do we get CIOs to
see this vision of their opportunity unlike anyone
else other than finance,
who is un-enabled with
the technology? They canchange the bottom line or
the top line if they
understand the
possibilities with
analytics.” – Keith Collins
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IS HIGHER EDUCATION READY?
Common strategic questions, common data,
common models Are we working across institutions to define strategic
questions and models and data to address them?
Do we have policies and practices around strategicdata?
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IS YOUR IT ORGANIZATION READY?
Data and Tools: Do you already have a BI suite you can leverage? All the major players are
investing (Oracle, IBM, SAS, etc)
Data repository
Do you know where the data is and how good it is?
Skills: Do you have BA talent in your shop to understand the reporting and analysis
requirements, to design a positive user experience?
Do you have analyst talent in your shop? What is your relationship with IR like?
Can your BAs and DBAs acquire the new skills they will need?
Are you already using data for continuous improvement?
Major initiative leadership What is IT’s track record making the case, getting funding for major initiatives,
engaging stakeholders, leading successful change initiatives
LEARN MORE AND CONTRIBUTE YOUR
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LEARN MORE…AND CONTRIBUTE YOUR
DATA
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THANK YOU