©2011 EDUCAUSE. CC by-nc-nd THE HIGHER EDUCATION CIO: PORTRAIT OF TODAY, LANDSCAPE OF TOMORROW Pam Arroway September 2011

©2011 EDUCAUSE. CC by-nc-nd2 The Higher Education CIO: Portrait of Today, Landscape of Tomorrow Contents  Data Sources  Evolution of CIO Role  Demographics: Today’s CIOs  The Next Generation of CIOs: Aspirants and Non- Aspirants  Getting Ready: Identifying and Preparing the Next Generation of CIOs Source: Arroway, Pam, Jerrold M. Grochow, Judith A. Pirani, and Carrie E. Regenstein. The Higher Education CIO: Portrait of Today, Landscape of Tomorrow (Research Report). Boulder, CO: EDUCAUSE Center for Applied Research, October 2011, available from

DATA SOURCES ©2011 EDUCAUSE. CC by-nc-nd3

2011 ECAR SURVEY OF IT LEADERSHIP AND WORKFORCE IN HIGHER EDUCATION  30,000 EDUCAUSE members were invited to respond.  Responses were received from 3,400 people from more than 1,000 institutions.  368 senior IT leaders (whom we refer to as CIOs)  545 CIO “aspirants”  2,487 other IT staff ©2011 EDUCAUSE. CC by-nc-nd 4

2011 ECAR LEADERSHIP AND WORKFORCE SURVEY, RESPONDENT DEMOGRAPHICS CIO Non- AspirantAspirant Don’t know*Total Gender Male ,069 Female ,252 Did not provide Total 3681, ,400 Ethnicity American Indian/Alaska Native Asian American/Asian/Pacific Islander African American/Black Hispanic/Latino White/Caucasian 3381, ,929 Other Did not provide Total 3681, ,400 Carnegie Class DR 731, ,666 MA BA AA Other US Outside US Total 3681, ,400 ©2011 EDUCAUSE. CC by-nc-nd 5 *Respondents who selected “Don’t know” or did not give a response about their aspirations.

CORE DATA SERVICE (CDS) POPULATION  Since 2002, the CDS has tracked data on higher education central IT organizations and IT leaders.  Over 2,500 institutions are invited to participate each year (members and non-members).  More than 900 institutions complete the survey each year.  Participants have access to data from peer institutions. ©2011 EDUCAUSE. CC by-nc-nd 6

CORE DATA SERVICE (CDS) RESPONDENT CHARACTERISTICS Carnegie Class AA BA GEN BA LA MA I MA II DR INT DR EXT Other US Outside US Total ©2011 EDUCAUSE. CC by-nc-nd 7

CURRENT ISSUES SURVEY POPULATION AND RESPONDENTS  Administered by the EDUCAUSE Current Issues Committee, the electronic survey was conducted in December  Of the 1,917 EDUCAUSE primary member representatives who received an invitation to complete the survey, 320 (17%) responded.  Survey participants—typically CIOs—were asked to select the five most-important IT issues. ©2011 EDUCAUSE. CC by-nc-nd 8

EVOLUTION OF CIO ROLE ©2011 EDUCAUSE. CC by-nc-nd9

HIGHER EDUCATION CIOs ARE DOING MORE  Standard functions reporting to the CIO include user support, administrative information systems, network infrastructure, data center operations, IT security and policy and telephony.  From 2005 to 2009, half of institutions reported adding more official functions to the central IT organization.  IT planning and budgeting activities have significantly increased in central IT. ©2011 EDUCAUSE. CC by-nc-nd 10

FUNCTIONS REPORTING TO THE CIO VARY SIGNIFICANTLY BY CARNEGIE CLASS Function DR EXTDR INTMA IMA IIBA LABA GENAA Identity management 99%98%93%92%97%81%85% IT planning and budgeting 84%93%94%88%91%85%90% Student computing 86%84%90%92%96%92%84% Academic computing 100%84%89%92%94%87%77% Web support services 93%87%86%77%88%75%76% Instructional technology 79%75%82%73%89%77%64% Multimedia services 69% 79%77%81%67%61% Student computing 65%51%63%58%70%54%53% Research computing 68%58%35%19%46%25%11% Print/copier services 19%24% 58%40%56%40% Distance education 12%31%37%38%20%37%35% Library 5%18% 12%30%8%12% Computer store 31%15%10%4%21%10%4% Mailroom 2%5%3%12%10%12%8% Number of responding Institutions (n) ©2011 EDUCAUSE. CC by-nc-nd 11

PARTICIPATION IN INSTITUTIONAL DECISION MAKING IS NOT UNIVERSAL  Membership in the senior council (president’s cabinet) has ranged from 46% to 49% over the past five years.  Cabinet membership often goes along with a title of vice president (VP), but not so for CIOs who are directors.  Far more CIOs participate in institutional decision making (up to 73%) than are in the president’s cabinet. ©2011 EDUCAUSE. CC by-nc-nd 12

CIO PARTICIPATION IN INSTITUTIONAL DECISION MAKING VARIES SIGNIFICANTLY BY CABINET MEMBERSHIP Almost Always or Often Participates in Decisions on: Cabinet Representation* IT Implications Administrative Directions Academic Directions Participant in president’s cabinet 89%85%43% Non-participant in president’s cabinet 56%62%18% Overall 72%73%30% ©2011 EDUCAUSE. CC by-nc-nd 13 *n = 368

CABINET MEMBERSHIP VARIES SIGNIFICANTLY BY CIO’S TITLE Title Participation in Institution’s Senior Council (Cabinet) Change** Percentage*NumberPercentage*Number CIO 53%19250%244-3% Director 17%26121%2054% VP 91%17692%1721% Associate VP 31%6141%5110% Executive director 26%3525%36-1% CTO 38%2442%314% Vice provost 39%2852%2113% Assistant VP 16%2519%163% Associate provost 36%2240%154% Vice chancellor 100%20100%150% Dean 55%1269%1314% CITO 67%1527%11-40% ©2011 EDUCAUSE. CC by-nc-nd 14 *Percentage of all schools reporting senior council membership. **Changes are not statistically significant from 2005 to 2009 for any CIO title.

CIO, VP, AND DIRECTOR ARE THE MOST COMMONLY USED TITLES ©2011 EDUCAUSE. CC by-nc-nd 15 Note: Percentages add up to more than 100% due to individuals with compound titles, such as CIO and VP.

REPORTING RELATIONSHIPS HAVE NOT CHANGED SIGNIFICANTLY SINCE 2005  CIO most often reports to the  highest-ranking administrative/business officer (34%)  president or chancellor (30%)  highest-ranking academic officer (26%)  87% of institutions reported no change in the reporting line from 2005 to  10% of institutions reported a change from reporting to the president or chief academic officer to the chief administrative or financial officer. ©2011 EDUCAUSE. CC by-nc-nd 16

THE CIO IS NO LONGER IN THE “IT BOX”  The CIO position is more strategically oriented.  Half of CIOs selected IT funding as one of the top- five issues they spend time on.  CIOs cited the importance of being able to communicate, think strategically, influence, negotiate, and manage relationships.  CIOs must know how to introduce a new technology as well as which ones to introduce. ©2011 EDUCAUSE. CC by-nc-nd 17

IT FUNDING IS AMONG THE TOP 10 ISSUES THAT CONSUME CIO TIME Issue Percentage* Funding IT 49% Administrative/ERP/information systems 39% Strategic planning 34% Governance, portfolio/project management 30% Policy development and compliance 26% Security 23% Infrastructure/cyberinfrastructure 22% Collaboration/partnerships/building relationships 21% Staffing/HR management/training 21% Service and support (formerly service delivery models) 20% ©2011 EDUCAUSE. CC by-nc-nd 18 *n = 320

CIOs’ PERCEPTIONS OF THE SKILLS NEEDED TO BE A SUCCESSFUL CIO ©2011 EDUCAUSE. CC by-nc-nd 19

DEMOGRAPHICS: TODAY’S CIOs ©2011 EDUCAUSE. CC by-nc-nd20

WHO ARE TODAY’S CIOs?  74% are baby boomers  80% have an advanced degree  75% had a previous position in higher education  50% have been in their current position for more than five years  23% are female  8% are non-White/Caucasian ©2011 EDUCAUSE. CC by-nc-nd 21

74% OF CIOs ARE BABY BOOMERS ©2011 EDUCAUSE. CC by-nc-nd 22 n = 308

80% OF CIOs HAVE ADVANCED DEGREES, WITH PhD CIOs MORE COMMON AT DOCTORAL INSTITUTIONS ©2011 EDUCAUSE. CC by-nc-nd 23

75% OF CIOs HAVE COME FROM WITHIN HIGHER EDUCATION, AND ONE-THIRD HAVE HELD A PREVIOUS CIO POSITION ©2011 EDUCAUSE. CC by-nc-nd 24

IN THE NEXT SIX YEARS, 31% OF CIOs PLAN TO RETIRE OR LEAVE HIGHER EDUCATION ©2011 EDUCAUSE. CC by-nc-nd 25 n = 368

THE PERCENTAGE OF CIOs PLANNING TO RETIRE BY AGE 65 HAS DECREASED BY 12% SINCE 2008 ©2011 EDUCAUSE. CC by-nc-nd 26 12% drop

THE NEXT GENERATION OF CIOs: ASPIRANTS AND NON-ASPIRANTS ©2011 EDUCAUSE. CC by-nc-nd27

©2011 EDUCAUSE. CC by-nc-nd 28 ASPIRANTS ARE CONFIDENT AND OPTIMISTIC

EXECUTIVE IT STAFF UNDER 40 ARE MOST LIKELY TO ASPIRE TO THE CIO POSITION  32% of executive IT respondents aspire to be a CIO.  Among executive IT respondents under 40, 56% aspire to become CIOs.  By their mid-50s, only 25–30% of executive IT respondents still aspire to become CIOs.  Non-executive IT respondents are about half as likely to be aspirants as those in executive IT. ©2011 EDUCAUSE. CC by-nc-nd 29

THE PERCENTAGE OF IT STAFF WHO DO NOT ASPIRE TO THE CIO ROLE HAS INCREASED ©2011 EDUCAUSE. CC by-nc-nd 30

POLITICS AND STRESS ARE COMMONLY CITED AS REASONS FOR NOT ASPIRING TO BE A CIO Reason Executive IT Non-Aspirants (n = 242) All Other Non-Aspirants (n = 1617) Political demands are too great 50%48% Stress is too great 28%33% Lack PhD or other terminal degree 27%29% Prefer to remain in technical position 12%26% Don’t have technical skills CIOs require 11%16% Don’t have management skills CIOs require 10%15% Hours are too long 12%14% Don’t have leadership skills CIOs require 8%13% Wish to pursue a career outside IT 8%10% ©2011 EDUCAUSE. CC by-nc-nd 31

RESULTS SUGGEST A SUFFICIENT SUPPLY OF ASPIRANTS IN COMING YEARS ©2011 EDUCAUSE. CC by-nc-nd 32

GETTING READY: IDENTIFYING AND PREPARING THE NEXT GENERATION OF CIOs ©2011 EDUCAUSE. CC by-nc-nd33

A CULTURE OF SUCCESSION PLANNING IS NEEDED WITHIN HIGHER EDUCATION  74% of CIOs come from within higher education. Roughly half of those from within the institution.  Only 31% of CIOs indicated that they are held responsible for identifying a successor.  However, 64% of CIOs have identified a successor.  Aspirants who are being groomed for the CIO position are more optimistic about job opportunities.  However, less than one-third of staff selected mentoring as a top factor in their professional growth. ©2011 EDUCAUSE. CC by-nc-nd 34

ASPIRANTS WHO ARE BEING GROOMED ARE MORE OPTIMISTIC THAN THOSE WHO ARE NOT ©2011 EDUCAUSE. CC by-nc-nd 35

MENTORING AND LEADERSHIP TRAINING SHOULD BE HIGH-PRIORITY ACTIVITIES  Provide potential leaders with developmental opportunities to gain the necessary background and skills in technical disciplines and particularly management disciplines.  Ensure that potential leaders learn about all IT areas.  Help potential leaders develop the understanding of institutional functions and priorities senior leaders need. ©2011 EDUCAUSE. CC by-nc-nd 36

MENTORING AND LEADERSHIP TRAINING SHOULD BE HIGH-PRIORITY ACTIVITIES.  Encourage potential leaders to access the professional network and leadership development opportunities offered by organizations such as EDUCAUSE.  Act as mentors and encourage qualified aspirants to pursue the CIO role. ©2011 EDUCAUSE. CC by-nc-nd 37