1. Southeast EDUCAUSE “The CIO: From 1979 to the 21 st Century” James Penrod Vice President & CIO The University of Memphis June 28, 2001

2. Outline Jim Penrod’s CIO Background What is a CIO? Has the position changed over time? Critical Success Factors for a CIO When should an institution create a CIO position? What are the rewards & headaches? It can be a great job!

3. JP’s CIO Experience One of the first dozen CIOs in higher education Served four institutions as CIO Midsized, Private University Midsized, Private University Midsized, Public Medical Campus Midsized, Public Medical Campus Large, Comprehensive Public University Large, Comprehensive Public University Large, Extensive Research, Public University Large, Extensive Research, Public University Active in IT professional organizations Coauthor of an early CIO survey in higher education Consultant for ~30 Colleges and Universities over past 15 years

4. Carole Barone in Carole Barone in EDUCAUSE Review, May/June 2001 A new style of leadership is necessary in a campus environment that is characterized by a growing number of students who expect to actively participate in the creation of knowledge in a distributed learning environment, by an even faster growing number of faculty who want to change their teaching methods both to accommodate their students’ new learning styles, and also to create active learning situations for their students, and by unprecedented growth in external competition. This new style of higher education leadership must accept responsibility for linking infrastructure to academic strategy within the unique value system, culture and world view of a given institution.

5. What is a CIO? There are different versions via title and rank Assistant or Associate VPs, VC and/or CIO Assistant or Associate VPs, VC and/or CIO Depends upon size and type of institution Senior level IT position Some, perhaps major IT policy responsibility VPs, VC and/or CIO VPs, VC and/or CIO Likely a cabinet level position May be an executive officer of the institution The policy officer for IT May have units beyond computing, network, & telecom A few “wild card” models, Assistant to President & CIO, etc. A few “wild card” models, Assistant to President & CIO, etc. These tend to fit a position to a person or to a particular management style

6. What is a CIO ? There are different versions via intended purpose The position to manage IT problems The position to manage IT problems Created so executive officers don’t have to worry about IT Usually not in the top decision-making circle of the institution An information technology leader for the campus An information technology leader for the campus Involved in IT policy decisions, leads IT planning Manages central IT organization, coordinates IT activities across campus An executive officer of the institution An executive officer of the institution Involved in most institutional policy decisions Insures other executive officers are involved in IT decisions Is an information technology leader for the campus

7. A CIO is…. …a senior executive of the organization responsible for information policy, management, control, and standards. Five primary functions are associated with the position, including participation in corporate or institutional strategic planning, responsibility for information systems planning, leading the development of institutional information policy, management of the institution’s information resources, and development of new systems capabilities. These functions contrast with more traditional IS roles which have more of a short-term, project-oriented focus, and an emphasis on day-to-day management responsibility. The most sought after traits in a CIO are leadership and management skills, a visionary capacity, the ability to marshal technology as a strategic resource, and the ability to bring computing and telecommunications under control. Synnott & Gruber, Information Resources Management, 1981

8. Has the CIO Position Changed Over the Last Decade? Changed Many more of us! Now seen as a “typical” higher education position Now seen as a “typical” higher education position Fewer are executive officers of the institution A smaller proportion have doctorates Bigger staff Budgets are larger No longer seen as a computer “czar” Remained the Same Primarily filled by males Primarily Caucasians Most have IT plans Majority from research universities They come from a variety of academic disciplines Many have a combination of technical, academic, & administrative backgrounds

9. The 1990 CIO Profile in Higher Education The 1990 CIO Profile in Higher Education The Chief Information Officer in Higher Education, CAUSE Professional Paper Series, #4 A 46-year-old Caucasian male, reporting to the president, with a title of vice president, who has been in the position for 3.6 years, and annually earns a mean salary of $87,895. He works at a public, research institution with a $240 million budget enrolling 15,000 students. He heads a unit with a $9.6 million yearly budget, employing 135 staff.

10. The 2000 CIO Profile in Higher Education The 2000 CIO Profile in Higher Education Dewitt Latimer’s 2000 EDUCAUSE Survey A 53-year-old Caucasian male, reporting to the Provost, with a title of Vice Provost, who has been in the position for 4.5 years, and annually earns a mean salary of $115,161. He works in a public research institution enrolling ~20,000 students with a $343 million budget. He heads a unit with 159 staff and an annual budget of ~$10.1 million.

11. Critical Success Factors for a CIO Ability to generate a shared IT vision Ability to secure IT resources Understanding of higher education & its issues Being a good listener Ability to plan and implement on time Ability to sustain a viable governance structure Respect for colleagues Ability to facilitate institutional change Being trustworthy Ability to build & retain a talented staff Maintaining a breadth of technical understanding Balancing leadership & management Having institutional commitment Knowing yourself

12. Don’t Appoint a CIO if… The Executive Officers want to have someone to “handle” all IT issues If the institution is looking for someone to significantly reduce expenses via IT If the institution is not ready to make the CIO a senior policy level position If the institution is not ready to allocate competitive ongoing operational & capital resources for IT

13. Right Time Characteristics for a CIO The senior administration recognizes a serious need for the position The administration understands that IT is a strategic resource for the institution The institution is ready to define IT roles and resource allocations for centralized and distributed IT units The senior administration is ready to define an appropriate governance structure for IT

14. Intrinsic Rewards for a CIO Knowledge that your institutional involvement really matters Acknowledgment from those you serve when you do a good job The reward of mentoring others to follow The never ending excitement of change The opportunity to apply theory in practice The necessity of being a continuous learner

15. What are some of the real headaches of being a CIO? The biggest challenges will always be people The IT buck stops here Much of the time you do not get to focus on the things you really like to do Many times you can not make the “best” decision You must utilize divisional resources for the good of the institution even when peers do not You never have the resources to meet the defined need

16. What are some of the perks of the position? Lots of people know who you are! Financial benefits An internally competitive compensation plan An internally competitive compensation plan An automobile or an allowance for one An automobile or an allowance for one Tickets and/or good seats at sports, entertainment and social events Tickets and/or good seats at sports, entertainment and social events Foundation account Foundation account Professional development opportunities Opportunities in the community Institutional travel opportunities

17. Some Career Benefits Hearing and meeting leaders in the field Hearing and meeting leaders in education, government and other arenas Continuous exposure to new ideas The ability to explore new paths of interest An opportunity to remain active in the classroom A variety of community opportunities

18. The CIO can be a Great Job! High profile, good benefits, & rewarding Offers many “extra” opportunities within and outside the institution It is a demanding position Demands that you continually assess yourself and change with the times Demands that you continually assess yourself and change with the times Demands that you deliver increasingly improving services Demands that you deliver increasingly improving services Demands that you keep “in touch” with your clients & constituents Demands that you keep “in touch” with your clients & constituents

19. The Higher Education CIO in the 21 st Century The Higher Education CIO in the 21 st Century EDUCAUSE Quarterly, #1, 2000—Zastrocky & Schlier To be accepted as a member of the executive team, the CIO must be a full- spectrum contributor to the development and management of business strategies and directions rather than a niche player in the limited band of IT. He or she must participate in, and sometimes lead, discussion on general issues facing the college or university.