©2011 educause. cc by-nc-nd the higher education cio: portrait of today, landscape of tomorrow pam...
TRANSCRIPT
©2011 EDUCAUSE. CC by-nc-nd
THE HIGHER EDUCATION CIO: PORTRAIT OF TODAY,
LANDSCAPE OF TOMORROWPam Arroway
September 2011
©2011 EDUCAUSE. CC by-nc-nd 2
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: EDUCAUSECenter for Applied Research, October 2011, available from http://www.educause.edu/ecar.
DATA SOURCES
©2011 EDUCAUSE. CC by-nc-nd 3
4
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
©2011 EDUCAUSE. CC by-nc-nd 5
2011 ECAR LEADERSHIP AND WORKFORCE SURVEY, RESPONDENT DEMOGRAPHICS
CIO
Non-Aspirant Aspirant
Don’t know* Total
Gender
Male 282 985 410 392 2,069Female 82 822 128 220 1,252Did not provide 4 52 7 16 79Total 368 1,859 545 628 3,400
Ethnicity
American Indian/Alaska Native 1 9 2 2 14Asian American/Asian/Pacific Islander 9 43 24 20 96African American/Black 3 24 11 18 56Hispanic/Latino 2 43 22 26 93White/Caucasian 338 1,624 455 512 2,929Other 6 27 11 14 58Did not provide 9 89 20 36 154Total 368 1,859 545 628 3,400
Carnegie Class
DR 73 1,023 263 307 1,666MA 101 322 110 131 664BA 69 171 65 77 382AA 51 100 33 38 222Other US 72 240 72 73 457Outside US 2 3 2 2 9Total 368 1,859 545 628 3,400
*Respondents who selected “Don’t know” or did not give a response about their aspirations.
©2011 EDUCAUSE. CC by-nc-nd 6
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 7
CORE DATA SERVICE (CDS)RESPONDENT CHARACTERISTICS
Carnegie Class 2009 2008 2007 2006 2005
AA 149 147 178 163 166
BA GEN 84 73 89 76 82
BA LA 115 118 115 109 106
MA I 209 218 247 233 237
MA II 36 34 34 30 34
DR INT 62 61 68 62 64
DR EXT 114 114 115 121 122
Other US 58 55 66 63 48
Outside US 92 136 113 105 100
Total 919 956 1025 962 959
©2011 EDUCAUSE. CC by-nc-nd 8
CURRENT ISSUES SURVEYPOPULATION AND RESPONDENTS Administered by the EDUCAUSE Current Issues
Committee, the electronic survey was conducted in December 2010.
Of the 1,917 EDUCAUSE primary member representatives who received an e-mail invitation to complete the survey, 320 (17%) responded.
Survey participants—typically CIOs—were asked to select the five most-important IT issues.
EVOLUTION OF CIO ROLE
©2011 EDUCAUSE. CC by-nc-nd 9
10
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
©2011 EDUCAUSE. CC by-nc-nd 11
FUNCTIONS REPORTING TO THE CIO VARY SIGNIFICANTLY BY CARNEGIE CLASS
Function DR EXT DR INT MA I MA II BA LA BA GEN AAIdentity 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% 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% 24% 58% 40% 56% 40%
Distance education 12% 31% 37% 38% 20% 37% 35%
Library 5% 18% 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)
108 57 200 36 113 73 144
©2011 EDUCAUSE. CC by-nc-nd 12
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 13
CIO PARTICIPATION IN INSTITUTIONAL DECISION MAKING VARIES SIGNIFICANTLY BY CABINET MEMBERSHIP
Almost Always or Often Participates in Decisions on:
Cabinet Representation* IT ImplicationsAdministrative
DirectionsAcademic Directions
Participant in president’s cabinet 89% 85% 43%
Non-participant in president’s cabinet
56% 62% 18%
Overall 72% 73% 30%
*n = 368
©2011 EDUCAUSE. CC by-nc-nd 14
CABINET MEMBERSHIP VARIES SIGNIFICANTLY BY CIO’S TITLE
Title
Participation in Institution’s Senior Council (Cabinet)
Change**
2005 2009
Percentage* Number Percentage* NumberCIO 53% 192 50% 244 -3%Director 17% 261 21% 205 4%VP 91% 176 92% 172 1%Associate VP 31% 61 41% 51 10%Executive director 26% 35 25% 36 -1%CTO 38% 24 42% 31 4%Vice provost 39% 28 52% 21 13%Assistant VP 16% 25 19% 16 3%Associate provost 36% 22 40% 15 4%Vice chancellor 100% 20 100% 15 0%Dean 55% 12 69% 13 14%CITO 67% 15 27% 11 -40%
*Percentage of all schools reporting senior council membership.**Changes are not statistically significant from 2005 to 2009 for any CIO title.
©2011 EDUCAUSE. CC by-nc-nd 15
CIO, VP, AND DIRECTOR ARE THE MOST COMMONLY USED TITLES
Total
Non-US
OTHER US
AA
BA GEN
BA LA
MA II
MA I
DR INT
DR EXT
0% 20% 40% 60% 80% 100%120%140%160%
CIO
VP, Assoc. or Asst. VP
Director
Vice or Assoc. provost
Executive director
CTO
CITO
Vice chancellor
Percentage of CIOs (n = 880)
Note: Percentages add up to more than 100% due to individuals with compound titles, such as CIO and VP.
©2011 EDUCAUSE. CC by-nc-nd 16
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 2009.
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 17
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 18
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%
*n = 320
©2011 EDUCAUSE. CC by-nc-nd 19
CIOs’ PERCEPTIONS OF THE SKILLS NEEDED TO BE A SUCCESSFUL CIO
Technical proficiency
Manage relationships outside institution
Manage my boss
Manage projects
Manage budgets
Business knowledge
Manage relationships within institution
Ability to negotiate
Ability to influence
Ability to think strategically
Ability to communicate
0% 20% 40% 60% 80% 100%
31%
49%
57%
81%
83%
86%
92%
93%
93%
96%
100%
Percentage of CIOs Rating Skill as High or Very High in Importance (n = 368)
DEMOGRAPHICS: TODAY’S CIOs
©2011 EDUCAUSE. CC by-nc-nd 20
©2011 EDUCAUSE. CC by-nc-nd 21
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 22
74% OF CIOs ARE BABY BOOMERS
45 and under; 21%
46–49 (young boomers); 16%
50–64 (older boomers); 58%
65 and over; 5%
n = 308
80% OF CIOs HAVE ADVANCED DEGREES, WITH PhD CIOs MORE COMMON AT DOCTORAL INSTITUTIONS
DR(n = 73)
MA(n = 101)
BA(n = 69)
AA(n = 51)
Other(n = 72)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Other terminal degreeDoctorate (PhD)Master's degreeBachelor's degreeAssociate's degree
Carnegie Classification
Pe
rce
nta
ge
of
CIO
De
gre
es
©2011 EDUCAUSE. CC by-nc-nd23
©2011 EDUCAUSE. CC by-nc-nd 24
75% OF CIOs HAVE COME FROM WITHIN HIGHER EDUCATION, AND ONE-THIRD HAVE HELD A PREVIOUS CIO POSITION
DR(n = 73)
MA(n = 101)
BA(n = 69)
AA(n = 51)
Other(n = 72)
All classes
0%
10%
20%
30%
40%
50%
60%
CIO at another institution
Second-in-command at this or another institution
Senior leader in central IT at this or another institution
Other
Carnegie Class of CIO’s Current Institution
Pe
rce
nta
ge
of
CIO
s
25
IN THE NEXT SIX YEARS, 31% OF CIOs PLAN TO RETIRE OR LEAVE HIGHER EDUCATION
Plan to stay in higher education
42%
Did not know or did not give enough information
28%
Plan to retire in next six years22%
Plan to leave higher education in next six years
9%
©2011 EDUCAUSE. CC by-nc-nd
n = 368
©2011 EDUCAUSE. CC by-nc-nd 26
THE PERCENTAGE OF CIOs PLANNING TO RETIRE BY AGE 65 HAS DECREASED BY 12% SINCE 2008
By 60 By 65 By 70 By 750%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9%
58%
88%
93%
8%
46%
83%86%
2008 (n = 232)
2011 (n = 182)
Planned Retirement Age
Pe
rce
nta
ge
of
CIO
s O
ve
r 5
0
12% drop
THE NEXT GENERATION OF CIOs:ASPIRANTS AND NON-ASPIRANTS
©2011 EDUCAUSE. CC by-nc-nd 27
©2011 EDUCAUSE. CC by-nc-nd 28
ASPIRANTS ARE CONFIDENT AND OPTIMISTIC
©2011 EDUCAUSE. CC by-nc-nd 29
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 30
THE PERCENTAGE OF IT STAFF WHO DO NOT ASPIRE TO THE CIO ROLE HAS INCREASED
Do Not Aspire to CIO Role
Do Aspire to CIO Role Don't know0%
10%
20%
30%
40%
50%
60%
70%
51%
19%
30%
56%
23%20%
61%
18%21%
2004 (n = 1,587)
2008 (n = 2,539)
2011 (n = 3,032)
Pe
rce
nta
ge
of
No
n-C
IO R
e-
sp
on
de
nts
©2011 EDUCAUSE. CC by-nc-nd 31
POLITICS AND STRESS ARE COMMONLY CITED AS REASONS FOR NOT ASPIRING TO BE A CIO
Reason
Executive ITNon-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 32
RESULTS SUGGEST A SUFFICIENT SUPPLY OF ASPIRANTS IN COMING YEARS
Aspirants Expected Vacancies0
50
100
150
200
250
300
350
400
450
186
234
113
Currently at non-executive levelCurrently atexecutive levelColumn2
Nu
mb
er
of
Re
sp
on
de
nts
GETTING READY: IDENTIFYING AND PREPARING THE NEXT GENERATION OF CIOs
©2011 EDUCAUSE. CC by-nc-nd 33
34
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
©2011 EDUCAUSE. CC by-nc-nd 35
ASPIRANTS WHO ARE BEING GROOMED ARE MORE OPTIMISTIC THAN THOSE WHO ARE NOT
I will need to leave my current institution to become a CIO.
I believe there will be a sufficient number of CIO job openings.
I have sufficient opportunities to develop CIO skills.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
56%
36%
40%
36%
56%
80%
Being groomed by manager as future CIO
Not being groomed
Percentage of Aspirants Who Agree or Strongly Agree (n = 545)
©2011 EDUCAUSE. CC by-nc-nd 36
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 37
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.