Benchmarking Learning Analytics in Australia

National project to benchmark LA status, policy and practices for Australian Universities

Shane Dawson

Thanks

◼ University of South Australia❯ Cassandra Colvin, Tim Rogers, Alex Wade

◼ University of Edinburgh❯ Dragan Gasevic

◼ Macquarie University❯ Lori Lockyer

◼ University of Technology Sydney❯ Shirley Alexander, Simon Buckingham Shum, Gabrielle Gardiner

◼ University Melbourne❯ Gregor Kennedy, Linda Corrin

◼ University of the Sunshine Coast❯ Karen Nelson

◼ University of New England❯ Josie Fisher

Introduction

Massive interest and investment in data and analytics

• Academic performance• Student retention• Pastoral care• Academic literacies• Personalised and adaptive learning• Recommender systems

Introduction

Yet in terms of wide-scale institutional adoption there are few examples

Why?

Aims

◼ Understand current LA practice in Australia

◼ Unpack the challenges to institutional adoption

◼ Identify practices to facilitate LA implementations

Approach

2 complementary but separate studies

◼ Study 1 – interviews with senior institutional leaders◼ Study 2 – concept mapping with LA expert panel

Study 1

First studyInterviews with 32 Universities:

◼ Identify and document current practices, methods and approaches

◼ Understand how institutional leaders are defining and conceptualising LA

◼ Identify key drivers for institutions, stage of development, process for implementation, project leads

Study 1

◼ Much interest in LA and a stated priority◼ LA projects in the early phases of implementation◼ Projects were small scale ◼ 2 distinct clusters across variables such as:

implementation, conceptualisation, readiness, leadership, stakeholder engagement❯Strategic capability

Cluster 1 (n=15) – Solutions focusedCluster 2 (n=17) – Process focused

Strategic capability

Strategic capability

1. Solutions focused❯LA to address a pressing need❯Time sensitive

2. Process focused❯Networked and integrated model❯Minimal time pressures❯ Innovation and experimentation

Study 2

What are the ideal dimensions for long term sustainable uptake of LA?

◼ Invite to Australian and international LA experts◼ 28 completed the entire concept mapping phases◼ 3 phases – brainstorming; sorting and ranking

of statements◼ Following the final ranking phase – a 7 cluster

solution emerged.

Bringing it together

◼ Study 1 – 2 clusters ◼ Study 2 – 7 clusters

Essentially – how an organisation approaches its conceptualisation of LA underpins (2 clusters) the method for deployment and adoption (7 clusters)

Systems Model

Systems Model

Systems Model

Bringing it together

Challenges to be addressed:

◼ Leadership awareness and understanding◼ Teams are seldom multi-disciplinary◼ IT driven and system focused◼ Capabilities and skills deficit◼ Over reliance on current research – requires further

validation across different contexts to demonstrate transportability of models

Complexity

Leveraging the outcomes of short term goals for long term gain

◼ How do we merge both models to gain both short and long term impact?

Conclusion

◼ LA requires alternate models for implementation and leadership❯Enabling leadership❯Whole of organisation❯Models that are agile and research informed

◼ Working in complexity creates friction❯Embrace the friction – generates innovation

Conclusion

◼ A solutions based model can drive change – but need to be mindful of responding to changing organisational needs

◼ Process based model can drive innovation and interest – but need to be mindful of how to transition from small impact to institutional scale

Conclusion

◼ Combined model framed in the organisational context❯Small, diffuse pockets of innovation to build

capacity and build interest❯View to scale adoption – demonstration of

impact (technical, pedagogical)❯Distributed enabling leadership (complexity

leadership)❯Organisations leading in LA implementations – are

actively researching LA

Conclusion

Any “successful” adoption of LA will be dependent on an institution’s ability to rapidly recognise and respond to the organisational culture and the concerns of all stakeholders.

Contact details:

◼ shane.dawson@unisa.edu.au◼ Twitter: shaned07◼ http://he-analytics.com/