IT Organizational Models and Chief Information Officers at Research Universities

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1 Academic Affairs Forum IT Organizational Models and Chief Officers at Universities Custom Brief eab.com

2 Academic Affairs Forum Jennifer Hall Associate Jon Barnhart Manager LEGAL CAVEAT The Advisory Board Company has made efforts to verify the accuracy of the information it provides to members. This report relies on data obtained from many sources, however, and The Advisory Board Company cannot guarantee the accuracy of the information provided or any analysis based thereon. In addition, The Advisory Board Company is not in the business of giving legal, medical, accounting, or other professional advice, and its reports should not be construed as professional advice. In particular, members should not rely on any legal commentary in this report as a basis for action, or assume that any tactics described herein would be permitted by applicable law or appropriate for a given member s situation. Members are advised to consult with appropriate professionals concerning legal, medical, tax, or accounting issues, before implementing any of these tactics. Neither The Advisory Board Company nor its officers, directors, trustees, employees and agents shall be liable for any claims, liabilities, or expenses relating to (a) any errors or omissions in this report, whether caused by The Advisory Board Company or any of its employees or agents, or sources or other third parties, (b) any recommendation or graded ranking by The Advisory Board Company, or (c) failure of member and its employees and agents to abide by the terms set forth herein. The Advisory Board is a registered trademark of The Advisory Board Company in the United States and other countries. Members are not permitted to use this trademark, or any other Advisory Board trademark, product name, service name, trade name, and logo, without the prior written consent of The Advisory Board Company. All other trademarks, product names, service names, trade names, and logos used within these pages are the property of their respective holders. Use of other company trademarks, product names, service names, trade names and logos or images of the same does not necessarily constitute (a) an endorsement by such company of The Advisory Board Company and its products and services, or (b) an endorsement of the company or its products or services by The Advisory Board Company. The Advisory Board Company is not affiliated with any such company. IMPORTANT: Please read the following. The Advisory Board Company has prepared this report for the exclusive use of its members. Each member acknowledges and agrees that this report and the information contained herein (collectively, the Report ) are confidential and proprietary to The Advisory Board Company. By accepting delivery of this Report, each member agrees to abide by the terms as stated herein, including the following: 1. The Advisory Board Company owns all right, title and interest in and to this Report. Except as stated herein, no right, license, permission or interest of any kind in this Report is intended to be given, transferred to or acquired by a member. Each member is authorized to use this Report only to the extent expressly authorized herein. 2. Each member shall not sell, license, or republish this Report. Each member shall not disseminate or permit the use of, and shall take reasonable precautions to prevent such dissemination or use of, this Report by (a) any of its employees and agents (except as stated below), or (b) any third party. 3. Each member may make this Report available solely to those of its employees and agents who (a) are registered for the workshop or membership program of which this Report is a part, (b) require access to this Report in order to learn from the information described herein, and (c) agree not to disclose this Report to other employees or agents or any third party. Each member shall use, and shall ensure that its employees and agents use, this Report for its internal use only. Each member may make a limited number of copies, solely as adequate for use by its employees and agents in accordance with the terms herein. 4. Each member shall not remove from this Report any confidential markings, copyright notices, and other similar indicia herein. 5. Each member is responsible for any breach of its obligations as stated herein by any of its employees or agents. 6. If a member is unwilling to abide by any of the foregoing obligations, then such member shall promptly return this Report and all copies thereof to The Advisory Board Company The Advisory Board Company 2 eab.com

3 Table of Contents 1) Executive Overview... 4 Key Observations ) Organizational Models... 5 Guiding Principles and Organizational Structure Models... 5 Department and Unit Models ) Leadership Roles and Responsibilities Chief Officers Demographics and Experience Responsibilities ) Assessment Organization and Leadership Evaluation Future Trends ) Methodology Project Challenge Project Sources Parameters Appendix: Profiled Organization Charts The Advisory Board Company 3 eab.com

4 1) Executive Overview Key Observations Despite increases in technology demands at high-research universities, institutions maintain top-down IT organizational structures that organize staff into units based on skill sets, rather than projects or responsibilities. Most institutions maintain a traditional reporting structure with five to seven groups of functional units reporting to the CIO directly. However, a growing number of institutions develop a divided responsibility model in which two deputy CIOs or assistant vice presidents each oversee several groups to limit the number of direct reports to the CIO. This model is increasingly popular and successful as it allows the CIO to focus on relationship development and strategic initiatives, rather than daily IT functions (e.g., customer support, system outages). Although other industries develop unique IT organizational structures, very few higher education institutions adapt these practices as the staffing, time, and resource investment exceeds potential benefits. Contacts are not optimistic that trending industry organizational models translate well to higher education, given the shared governance structure and cautious pace of change at most higher education institutions. Most CIOs report to the university president directly; other CIOs report to provosts or chief financial officers. Contacts agree that CIOs report to university presidents at institutions where technology is an institutional priority (e.g., reputation for technology leadership, significant research activity, a nationally recognized science department). Even at institutions where the CIO does not report to the president directly, almost all CIOs maintain dotted reporting lines to the president. Contacts advise that the CIO should attend all presidential cabinet meetings and participate in institutional leadership teams to inform technology decisions on campus. Unit and group organization varies widely across institutions, but the most common units include: enterprise applications, network services, client services, research computing, internet services, business and operations, telecommunications, information security, academic technology, and systems management. Although most institutions maintain these primary IT functions, unit size, importance, grouping, and leadership depend on department priorities and organization. Contacts anticipate that enterprise applications and information security units will need to grow over the next few years to match demand. Contacts predict that IT organizations will retire most legacy systems and adopt new processes for partnering with external vendors and service providers across the next few years, which will require flexible staffing and adaptable organizational models. Contacts report that a trending shift toward application integration, rather than internal development, requires directors to hire additional software developers with integration skills. As information security and data management requirements increase at research institutions, IT departments will need to hire additional information security personnel. Many IT departments now include information security units, which include experts in legal compliance and information. Contacts also predict small staff reductions in client services units as software becomes simpler and campus populations become more comfortable with technology The Advisory Board Company 4 eab.com

5 2) Organizational Models Guiding Principles and Organizational Structure Models Clarify Guiding Principles to Establish Priorities Each institution articulates a unique mission or vision that guides institutional decisions and is influenced by enrollment size; student, staff, and faculty needs; service; and history. technology (IT) departments align priorities with institutional missions. Contacts suggest internally clarifying priorities to establish guiding principles for IT before altering organizational structures. Common Guiding Principles Most Common Guiding Principle Provide Basic IT Support In Practice All profiled institutions consider basic IT support the top priority for departments as IT staff strive to offer foundational services that allow other campus constituents (e.g., faculty, students, staff) to complete their daily responsibilities. As MIT s strategic plan articulates, ideally IT is easy. Contacts explain that IT will not be considered a strategic or innovative campus unit if basic responsibilities are not met by the department. Providing services remains the most significant priority for IT departments and leaders. Support Teaching and Learning Many IT departments prioritize support for institutional teaching and learning missions. Particularly at institutions with large undergraduate populations and a teaching focus, serving students and faculty is a primary goal for IT. Contacts at University A and University C identify this as a top priority for their IT departments. Innovation Most IT departments strive to develop innovative solutions and services, but innovation and creative solutions are not a priority for all institutions. When innovation is a guiding principle for the IT department, the institutional leadership is strategically attempting to increase visibility and reputation as a technical leader. Support Faculty IT departments at large research universities often consider faculty research a top IT priority, including MIT, Rice University, and University D. Save or Reduce University Costs Cost-savings drive some institutional IT departments and guide decision-making. Although most departments prioritize cost-saving, this principle is less common at research institutions. Least Common Improve Administrative Effectiveness Contacts suggest that, although serving administrative units is an important part of IT, the primary function should be to serve the academy, not administrative units. Most IT departments maintain commitments to all of these guiding principles to a degree. However, each IT department and department leadership team weighs priorities individually. Developing and articulating department guiding principles to clients (e.g., students, faculty, staff) and to IT staff improves cohesion, service, and collaboration. Many contacts suggest that IT departments struggle with silos because staff disconnect from department guiding principles The Advisory Board Company 5 eab.com

6 Determine Organizational Models by Desired CIO Involvement in Daily IT and University CIOs at profiled institutions dedicate more time to business and mission alignment, developing and initiating IT infrastructure and projects that advance institutional priorities, than in daily IT operations (e.g., customer support, data queries). Contacts expect that organizational models will increasingly allow the CIO to delegate responsibility to deputy CIOs or directors. Most institutions divide information technology departments by function, with one primary executive leader (e.g., CIO) who oversees five to seven main divisions. Although this remains the most common organizational model, contacts observe several emerging organizational models, such as the Traditional; Divided Responsibility; Design, Build, Run; Slow/Fast Response; and CTO models, profiled in the pages below. Traditional Organizational Model Chief Officer Enterprise Systems and Applications Client Support Infrastructure Business and Benefits and Drawbacks of the Traditional Organizational Model Benefits of Traditional Model Drawbacks of Traditional Model CIO is involved with all aspects of the organization Staff may feel high level of commitment to departments s receive a high level of autonomy CIO is occupied by day-to-day operations and may not be able to engage in strategic planning or development Staff may develop tunnel-vision, according to contacts CIO has many direct reports 2013 The Advisory Board Company 6 eab.com

7 Under a divided responsibility model, two associate vice presidents or associate CIOs report to the CIO directly and unit directors report to associate vice presidents or CIOs, rather than to the CIO directly. Each institution divides responsibility between associate CIOs differently, depending on unit titles and responsibilities. Divided Responsibility Model CIO Associate Vice President (or Associate CIO) Associate Vice President (or Associate CIO) In divided responsibility organization models, a of or Chief Officer separately manages information security. Business and Client Support Enterprise Systems and Applications Infrastructure Benefits and Drawbacks of the Divided Responsibility Organizational Model Benefits of Divided Responsibility Model CIO has few direct reports CIO is free to pursue strategic initiatives while Associate CIOs manage day-to-day concerns Reporting lines are clear Department career advancement is easier Drawbacks of Divided Responsibility Model Units may experience difficulty collaborating with units in the other half of the department Cultural differences develop between departments Departments may compete for resources 2013 The Advisory Board Company 7 eab.com

8 Design, Build, Run is an organization strategy that places IT personnel into workgroups focused on segments of the development and implementation process, rather than organizing staff into skill-based groups. Of profiled institutions, only Case Western Reserve University maintains a Design, Build, Run organizational model; contacts were not aware of any other universities with Design, Build, Run organizational models. Design, Build, Run Model CIO Project or Skill- Based Organization Contacts express interest in organizational structures that establish units based on processes or projects, such as the Design, Build, and Run model. However, since most institutions organize staff in skill-based units, contacts believe implementation would be difficult. Business and Design Group Associate CIO Build Group Infrastructure Run Group Digital and Benefits and Drawbacks of the Design, Build, Run Model Academic Benefits of Design, Build, Run Model Process for application development and launch is seamless Projects transition less often; leads to faster project completion time Workflow is project-oriented, not skillorientated Environment promotes collaboration Drawbacks of Design, Build, Run Model IT professionals consider the model outdated Staff may experience difficulty adjusting to a new process model Staff must possess skills in various IT elements and are more expensive and difficult to recruit 2013 The Advisory Board Company 8 eab.com

9 In a Slow/Fast model, CIOs divide units into groups and assign projects based on urgency. Slow teams conduct long-term planning, application or system maintenance, quality management, and development of new, large projects; fast teams are immediate responders who work on urgent IT projects, with deadlines ranging from a few hours to a month. Fast teams complete projects such as image deployment, response to system outages, software consultation, application integration, and server support. Slow response teams complete projects such as consulting and negotiating with software vendors, developing an enterprise system application, and planning for and implementing infrastructure network expansion. Very few institutions maintain Slow/Fast models, although Gartner has popularized this model over the last several years. Contacts at University D explain that they maintain an informal Slow/Fast model that works well for their institution s research and security needs. To use a medical analogy, response teams are the EMTs, while slow-response teams are primary care physicians. -Forum Interview Slow/Fast Response Model CIO Business and Enterprise Systems and Applications Infrastructure Academic Slow Team Fast Team Slow Team Fast Team Benefits and Drawbacks of the Slow/Fast Response Model Benefits of Slow/Fast Response Model Staff can complete rapid responses and long-term strategic planning IT units receive fewer complaints about slow IT response times CIO aligns projects with IT and institutional priorities Drawbacks of Slow/Fast Response Model Institutions struggle to transition and implement Some contacts criticize this as a trend model popularized by nonhigher education industries 2013 The Advisory Board Company 9 eab.com

10 In a chief technology officer (CTO) organizational model, the CIO appoints a separate CTO to oversee several units. This model, although not in place among profiled institutions, is similar to the Divided Responsibility model. However in this structure, the CIO oversees several operational units directly. Contacts explain that this model is less popular than it was several years ago; at many universities, such as University B, CTO responsibilities were distributed to two deputy CIOs or folded into the CIOs profile. Chief Officer Model CIO Networking Chief Officer Enterprise Systems and Applications Infrastructure Emerging Technologies Business Computing Chief Officer Benefits and Drawbacks Benefits of Chief Officer Model CIO maintains fewer direct reports CIO maintains fewer IT-specific dayto-day responsibilities Drawbacks of Chief Officer Model Some units (direct CIO reports) may receive higher priority than others; staff may resent new structure Contacts believe this is unnecessarily complicated 2013 The Advisory Board Company 10 eab.com

11 Department and Unit Models IT Units Perform Similar Functions, despite Diverse Titles and Unit Divisions Most institutions establish similar units within their IT departments but each institution organizes unit working-group titles and responsibilities differently. Below are the most common units across profiled institutions (see the Appendix for further detail). Most Common Units and Responsibilities Name Common Group Responsibilities Alternative Unit Titles Enterprise Applications Support key administrative computing systems (e.g., Banner, enterprise resource planning software, budgeting software, HR/Payroll, ID card services, PeopleSoft) Maintain administrative systems and proactively troubleshoot and address system errors Assist campus units in their adoption of applications, and provide training as necessary Integrate or develop applications that support administrative functions Administrative Systems Enterprise Computing University Applications Enterprise Applications and Solutions Network Design and implement network architecture Monitor the institutional computing network Manage network security Network Administration Networking Network Client Install and repair campus desktops Maintain and support computing labs Provide help-desk services and implement business, learning, and research applications Client Support User User Support and Engagement Customer Advocacy and Adoption Customer Support Computing Support researchers and research projects Maintain research computing labs, select, and implement necessary software packages IT Support Internet Manage website infrastructure Maintain and provides web servers and hosting services Maintain institution content management systems Develop and support web applications Web Support and Web Team Business and Oversee budgeting and finance Manage travel, purchasing, billing, accounts, IT payroll and human resources Business Office Finance and Administration 2013 The Advisory Board Company 11 eab.com

12 Telecommunications Provide telephone, data, and video communication services Engineer systems for major renovations and capital projects Install and maintains telephone equipment Occasionally maintain web conferencing services Telecom Communications Communications Wiring Secure and maintain confidential information and data Develop cyber security strategies, standards, and policies Ensure compliance with state and federal laws governing personal information Implement strategies for computer infections/virus/spyware attacks IT Academic Identify and implement technology that supports the academic experience for students and faculty Develop innovative technology to support academic work on campus Train faculty and students in campus academic technology services Educational Technologies Academic Computing Systems Management Identify and purchase equipment and software Configure hardware and deploy software installation Maintain computer systems and provide updates as necessary Monitor software usage and licensing Servers and Systems Systems Administration Systems Engineering Although all IT departments retain staff responsible for these vital responsibilities, institutions cluster personnel and units in a variety of ways. For example, at some institutions academic technology is a separate reporting unit with a director who reports to the CIO, such as at Case Western University. At other institutions, like Rice University, academic technology is housed within academic and resource computing. At others, such as University D, academic technology is part of client services. CIOs determine unit organization based on strategic priorities, shared resources, staff expertise and talent, cultural similarities, staff size, leadership strengths, and costs. Contacts caution, however, that reorganization is challenging for the entire department, and should be approached with thoughtful transition planning. Contacts suggest that CIOs lead reorganization efforts. For example, the former CIO at University C successfully reorganized the IT department upon his selection, and contacts report the new organization is more cohesive and less disconnected than before. According to contacts, most CIOs will choose to reorganize the IT department when hired The Advisory Board Company 12 eab.com

13 Considerations for Reorganizing IT Department Groups 1 2 What are the strategic priorities of the IT department and the institution? CIOs consider the guiding principles and priorities of their organization to establish the primary units within the department. Client services, infrastructure, applications, and information security are typically the primary units because they represent universal IT priorities. Institutions that prioritize research may establish research computing as a primary group rather than a unit within another group. Are there any obvious relationships between units? Most commonly, CIOs group units that serve similar goals and collaborate often. For example, systems management and network services units are often grouped together within an Infrastructure group. Similarly, units such as finance, marketing, and administration are often grouped together within business and operations. 3 Are there any other relationships between units (e.g., resources, support, interactions)? CIOs may establish units based on similarities that may be less obvious. For example, networking and telecommunications units may be grouped based on their need to collaborate and plan together for upgrades and new facility construction. Prepare for Growth in Enterprise Applications Development and Enterprise applications units will require overall staffing increases, but contacts expect to add multiple applications integration specialists. As administrators grow increasingly tech-savvy, requests for specific applications increase, which requires integration specialists able to work with multiple products and enterprise systems. s can limit this type of request by identifying solutions that integrate easily proactively with administrators. Contacts anticipate adding between one and three applications development and integration positions over the next year. Contacts at public institutions also report difficulty retaining top developer talent, as salary demands are often higher than most salaries in higher education, which may pose difficulty to many institutions in the coming years. security is also expected to grow; many forward-thinking departments already increased information security departments by one to two positions. Some departments already maintain a dedicated staff person to consult on legal compliance issues related to data usage and research (e.g., HIPPA, FERPA), and contacts expect other institutions will do so soon as well. The CIO at University D added four information security staff persons this year, and expects to add more as security needs and threats increase. Contacts report that after a long period of growth, help desk and user services are not expected to increase in staff size. Contacts attribute this to a rise in user-friendly devices, platforms, and applications, and an increasingly tech-savvy population of faculty, students, and staff The Advisory Board Company 13 eab.com

14 3) Leadership Roles and Responsibilities Chief Officers CIO is the Most Common Title for Leaders According to a study conducted by the Center for Higher Education Chief Officer Studies (CHECS), 50 percent of responses report that senior IT leadership at their institution is titled Chief Officer (CIO) or includes CIO in their title. Contacts explain that, even at institutions where the CIO is titled Vice President or Vice Provost, they generally refer to themselves as CIO internally and with colleagues. Chief Officer Titles at Profiled Institutions CIO Reporting 32% Thirty-two percent of CIOs report directly to their institution s president. Institution Title CIO Upward Report Case Western Reserve University Vice President and CIO President Rice University Vice Provost for Provost SUNY-Albany Chief Officer President University A Vice President for and Dean of University Libraries President University B Vice Provost and Chief Officer Provost University C Chief Officer President University D Vice President for President University of North Carolina- Chapel Hill Vice Chancellor for and Chief Officer Provost Massachusetts Institute of Vice President of and Chief Financial Officer University of Colorado-Denver Associate Vice Chancellor for the Office of Chief Financial Officer Guiding Principles Shape CIO Reporting Structure Most CIOs report to the president or CEO of the institution; other common CIO reporting lines include the Provosts or Chief Financial Officers. Contacts recommend that CIOs should assist university leadership in strategic decision making as part of the president s cabinet, 2013 The Advisory Board Company 14 eab.com

15 regardless of the CIO reporting line. Contacts suggest that guiding principles should determine reporting lines for the CIO. Guiding Principles and Common Reporting Lines Guiding Principles Innovation Common Reporting Lines President Reasoning Contacts agree that CIOs should report directly to the president when IT is an institutional strategic priority, and IT focuses on innovation and reputational advancement as a technology leader. This permits the CIO the most autonomy and freedom to innovate. Support Teaching and Learning Support Faculty President Provost Most contacts agree that CIOs should report to either presidents or provosts if the IT department prioritizes the academic mission of the institution. The president and provost are most interested in maintaining and advancing the academic and research mission of the university, and believe this reporting line allows IT to align with and support academic initiatives. Provide Basic IT Support Save or Reduce University Costs Improve Administrative Effectiveness Chief Financial Officer Contacts suggest the CIO should report to the CFO when IT is primarily concerned with basic support and technology or reducing costs. Contacts explain that it is unnecessary to report to the president or provost when the IT department does not focus on strategy or innovation. Some contacts suggest the CIO should report to the CFO if the president is mostly occupied with fundraising and advancement, since the CFO is best positioned to confirm significant financial investments, such as new technologies or vendor partnerships. Demographics and Experience Most CIOs are Men, Age 50 and above, with Advanced Degrees According to the CHECS 2013 survey, 79 percent of responding CIOs were men, with 21 percent women. Although this is a significant increase from 1990 when only seven percent of CIOs were women, female CIO numbers actually declined in recent years; in 2008, 24 percent of CIOs were women. Contacts attribute the decline to expectations that CIOs should hold degrees from technical fields; far fewer women receive technical degrees than men. Many recent news articles claim that a large percentage of CIOs will retire in the next several years. CHECS survey data supports the argument, showing that 65 percent of all respondents were over the age of 51. This percentage has increased over the past four years and is expected to continue to rise; fifty-one percent of CIOs plan to retire within the next 10 years The Advisory Board Company 15 eab.com

16 Most CIOs Enter the Position from within Higher Education Although higher education perception indicates a large increase in CIOs entering higher education from industry, the CHECS survey data does not support this claim. Seventy-four percent of respondents entered their role as CIO from within higher education, and 18 percent from the commercial sector. Forty-five percent of CIOs were promoted internally from their own institution. Most CIOs possess at least 15 years working in higher education IT. According to contacts, very few CIOs come from outside high education; most Higher Education Experience We are looking for a CIO with higher education experience. Most people coming from industry don t understand higher education; they don t understand shared governance, or faculty, or the educational mission. -Forum Interview are promoted from within their institution from an Associate or Deputy CIO role or level position. Deputies and directors are hired from industry or promoted from within IT units. Responsibilities CIOs Are Primarily Responsible for Sixty-six percent of CHECS survey respondents report that the CIO at their institution is only responsible for the information technology department. Again, this contradicts popular beliefs about the CIO s expanding role in the university. When the CIO is responsible for other university operations beyond information technology it is generally either library or research. Twelve percent of CHECS CIO respondents are responsible for the library and eight percent for research. Reasons for CIO Responsibility Beyond IT CIO has previous experience in that area Strategic attempt to increase profile as a technology leader Leadership vacuum in another area At University A, the CIO is also dean of libraries. Contacts at University A report this was a difficult transition due to combining the two distinct work cultures. The organization is now successful, but contacts attribute this in large part to the personality and skills of the current CIO. CIOs Maintain Responsibility for Both and Strategy All contacts express that the CIO role is increasingly strategy-oriented. The CIO must be able to think long-term about university needs and priorities. Contacts explain that the ideal CIO communicates effectively with technical, business, and academic-oriented colleagues. University C is seeking a new CIO with higher education experience and strategic vision. Desired CIO Qualifications Strong communication skills Leadership ability Higher education knowledge Commitment to innovation and change Focus on the institutional mission Ability to partner with senior institutional leadership Charisma and public speaking skills 2013 The Advisory Board Company 16 eab.com

17 Contacts explain that they are identifying candidates with innovative ideas and a commitment to IT as an investment, not a utility. Examples of Service and Strategy by the CIO Service Strategy Establish IT vision, guiding principles, and priorities Evaluate purchasing and budget proposals Identify areas in need of technological improvement at the institution Ensure that systems, networks, labs, and communications are operational Attend presidential cabinet meetings and inform leadership of IT news Mentor staff and develop IT leadership Identify and apply for federal grants to support new technology projects Develop partnerships with science departments to support new, cuttingedge research projects Secure institutional funding for a new position in an area where growth is anticipated Improve relationships with administrative leaders and brainstorm new ways that IT can serve campus units Attend alumni and fundraising events to promote the institution as a technological innovator 4) Assessment Organization and Leadership Evaluation Assess Organizational Structure Based on Surveys of Staff and Clients Contacts explain that assessing an organizational model is difficult because personality and opinion may complicate feedback on organizational structure. For example, some staff may fail to separate frustration with a manager or colleague from larger questions of organization and function. Regardless of these barriers, contacts suggest surveying IT staff, clients (e.g., non-it staff, faculty, students), and group directors to determine efficiency and success of the department s organization. However, the CIO should retain full control of the department organization and leverage feedback to guide structural decisions. Non-IT staff, students, and faculty may not be aware of IT functions, which requires survey questions to emphasize specific areas that impact clients. For ease of completion, surveys to staff and clients should include multiple-choice or Likert scale, with options for free-response. Questions to clients should include colloquial terms when referring to specific functions, to avoid confusing respondents The Advisory Board Company 17 eab.com

18 Survey Questions for Staff and Clients to Assess Organization Questions for IT Staff Questions for Clients Efficiency of unit Efficiency of group Efficiency of department Efficiency of organizational model Efficiency of reporting structure and communication lines Awareness of IT unit, group, and department goals and vision Collaboration within unit, group, and department Suggestions for organizational improvement Overall satisfaction with IT services Speed of service delivery Staff helpfulness and attitude Ease of process Awareness of IT offerings Satisfaction with relevant offerings and support (e.g., research computing, systems services, networking, academic technology) Simplicity of processes (e.g., requesting, support) Evaluate CIOs on Initiative Completion, Cost Reductions, and Relationships with Other Senior Administrators Upward reports (e.g., presidents, provosts) assess CIOs on their success or failure in both thought leadership and practice. Successful CIOs develop strong relationships with academic and business partners, launch new and innovative initiatives that advance the institutional mission, and limit expenses while providing excellent service to the institution. Factors in CIO Assessment Criteria Relationships Questions for Assessment Does the CIO build and maintain relationships with institution partners (e.g., president, provost, CFO, vice presidents) successfully? Does the CIO develop working partnerships that encourage collaboration between IT and administrative and academic units? Does the CIO build strong working relationships with and mentor his direct reports? Does the CIO provide thought leadership and guidance to the IT staff? Initiatives Does the CIO lead initiatives that advance the IT department and the institution? Does the CIO pursue long-term goals that support the institution s mission? Does the CIO support staff development and increases in areas of strategic, predicted growth? Does the CIO pursue external partnerships and funding sources? Cost and Budget Does the CIO maintain a balanced budget? Does the CIO pursue cost-reducing solutions for the institution? Does the CIO invest resources carefully in areas of priority? Does the CIO evaluate new technologies with financial impact and long-term costs in mind? 2013 The Advisory Board Company 18 eab.com

19 Future Trends Evaluate Potential to Scale and Maintain IT Trends from Other Industries Most contacts do not believe that higher education organizational models should depend on outside industries for examples in organizational structure. Instead, they suggest evaluating internal synergies, cultures, and goals to assess best organizational models for the institution. Industry trends change much more rapidly than higher education, and even the most technologically-advanced organizations do not maintain structures similar to those in higher education. Adopt a Flexible Organizational Model to Address Future Challenges Contacts believe that in 10 to 15 years CIOs will primarily direct strategic and long-term planning, while deputy or associate CIOs oversee various units and their functions. Contacts also predict that departments will increasingly adopt vendor solutions, which include cloud storage providers and applications, rather than develop in-house applications and systems; this will require staff with integration, purchasing, and negotiation skills. Data management, information security, and mobile technology are also expected to grow in importance. CIOs anticipate that rapid technology advancement will require their organizations to adapt quickly to new trends and developments. Flexible organizational structure that encourages collaboration and cross-unit support will be vital in the next 10 to 15 years, and CIOs should prepare now by encouraging partnerships and support across disciplines The Advisory Board Company 19 eab.com

20 5) Methodology Project Challenge Leadership at a member institution approached the Forum with the following questions: How do institutions organize information technology functions and units? What units operate within information technology? What are the titles of information technology executive leadership (e.g., CIO, CTO, CAO)? What responsibilities do information technology executives maintain? What are the direct and indirect reporting lines for information technology staff? What are the benefits and drawbacks of various information technology organizational structures? What trends do contacts forecast related to information technology organizational structure in the next five to 10 years? Project Sources The Forum consulted the following sources for this report: Education Advisory Board s internal and online research libraries (eab.com) National Center for Education Statistics (NCES) ( Center for Higher Education Chief Officer Studies, Inc. ( Case Western Reserve IT Organizational Chart ( Massachusetts Institute of and Organizational Chart ( Massachusetts Institute of and Strategic Plan ( n%20fy2011-fy2013.pdf) Rice University Organizational Chart ( Rice University 2012 Annual Report ( State University of New York-Albany Organizational Chart ( State University of New York-Albany Strategic Plan ( University of Colorado-Denver Organizational Chart ( University of North Carolina-Chapel Hill Organizational Chart ( The Advisory Board Company 20 eab.com

21 Parameters The Forum interviewed CIOs, Associate CIOs, and s at research institutions. A Guide to Institutions and Organizations Profiled in this Brief Institution Type Location Approximate Institutional Enrollment (Undergraduate/Total) Classification Case Western Reserve University* Private Midwest (City: Large) 4,000/9,000 Universities (very high research activity) Massachusetts Institute of * Private Northeast (City: Midsize) 4,500/11,000 Universities (very high research activity) Rice University* Private South (City: Large) 4,000/6,000 Universities (very high research activity) SUNY-Albany* Public Northeast (City: Small) 13,000/14,000 Universities (very high research activity) University A Private South (City: Midsize) 13,000/15,000 Universities (high research activity) University B Private Mid-Atlantic (City: Large) 6,000/11,000 Universities (very high research activity) University C Public Mountain West (Town: Remote) 10,000/11,000 Universities (very high research activity) University D Public South (City: Midsize) 11,000/18,000 Universities (very high research activity) University of Colorado- Denver* Public Mountain West (City: Large) 10,000/20,000 Universities (high research activity) University of North Carolina- Chapel Hill* Public South (City: Small) 18,500/30,000 Universities (very high research activity) *This information collected through publically available sources 2013 The Advisory Board Company 21 eab.com

22 Appendix: Profiled Organization Charts Case Western Reserve University Vice President and CIO Asst. Vice President for Finance/Admi nistration/ Strategic Planning Alignment Associate Vice President and COO Chief IT Architect Chief Officer Sr. Academic Officer, Customer Advocacy and Adoption Senior Senior Senior Digital Design Group Build Group Run Group Digital and 2013 The Advisory Board Company 22 eab.com

23 Massachusetts Institute of and Vice President of and Administrative Systems Education Systems Data Management Systems Engineering Customer Support and Infrastructure Administrative / Human Resources Project management Architecture and design Finance, sourcing, facilities HR/Payroll Enterprise architect Tech services SAP administration Learning management applications and services Student systems Business systems analysis Software dev. and operations Technical architect and framework manager Project management Project manager Task force and energy initiatives Data admin and warehousing Roles and authorizations Database administration Business intelligence Project manager Quality assurance Dept. cons and analysis development Web publishing Web development Training Mobile platform Kerberos and authentication Software release management Helpdesk Contact center Infrastructure support Repair and software services Accessibility and usability Faculty and student experience CS project manager Flexible staffing and training Admin and project support Finance Communications Enterprise systems support Site team Program Management / HPCC Systems and Server and System Administratio n Network Distributed IT Resources Network Installation and Projects Enterprise application admin. Enterprise storage and backup Data center operations Windows infrastructure services On-site support services Managed It support services IT deployment and maintenance 2013 The Advisory Board Company 23 eab.com

24 Rice University Vice Provost for IT Academic and Computing Enterprise Applications Networking, Telecommuni cations, and Systems Architecture, Infrastructure and Cloud Initiatives IT Business and Planning Officer Academic and Computing Enterprise Applications Networking, Telecommuni cations, and Systems Architecture, Infrastructure and Cloud Initiatives IT Business and Planning IT Office computing group Client services Science and engineering Administration, architecture, humanities, music, social sciences Educational Technologies Database architecture Communicati ons and marketing Applications and database services Web services management team Networking Data center Telecommuni cations Systems management Middleware Development and Integration Admin and finance Facilities, planning and project management 2013 The Advisory Board Company 24 eab.com

25 State University of New York Albany Assistant CIO for Policy and Communications Chief Officer Officer Client Support IT Systems Management and Telecommuni cations University Applications Client Support IT Systems Management and Telecommuni cations University Applications computing group Client services Science and engineering Administration, architecture, humanities, music, social sciences Database architecture Communicati ons and marketing Applications and database services Web services management team Networking Data center Telecommuni cations Systems management Middleware Development and Integration Admin and finance Facilities, planning and project management Educational Technologies 2013 The Advisory Board Company 25 eab.com

26 University A Vice President for and Dean of Libraries Associate Vice President for IT/Deputy CIO Associate Vice President for IT Infrastructure of Business Asst. Vice President Client Asst. Vice President Systems and Asst. Vice President Internet Asst. Vice President and Systems Business Client Support Systems and Internet 2013 The Advisory Board Company 26 eab.com

27 University B Computing Vice Provost and Chief Officer Senior, Infrastructure Head IT Architect, Senior Global IT Academic Strategy Global IT Systems Networking Education Client Administrative Computing Office Resource Planning and Management 2013 The Advisory Board Company 27 eab.com

28 University C Center Chief Officer Associate CIO of Enterprise IT Governance Associate CIO Chief Officer, User Group, Planning and Programs Computing Group Admin. Systems of Infrastructure and User Group Telephone and Faculty Infrastructure and Service desk System administration Service engineering Audio visual technology Student labs IT Business Office Program Management Communicati on wiring Network administration management Finance and accounting HR and administration 2013 The Advisory Board Company 28 eab.com

29 University D Chief Officer Enterprise Infrastructure Enterprise Applications and Solutions Enterprise Academic and Relationship Management Process and Quality Management Business and Resource Management Systems and server support Telecom. services User services Network services Desktop support services computing Applications support HR/FN support Student/adva ncement support support Application and consulting services operations planning and consulting Disaster recovery Instructional technology Classroom technology Help desk Business relationship management Vendor relationships Projects Portfolios Change management Strategic architecture Human resources Communicati ons and marketing IT business and financial services IT business data services Planning and project Wireless services 2013 The Advisory Board Company 29 eab.com

30 University of Colorado-Denver Assistant Vice Chancellor, IT of Finance and Administration of Manager Manager, Systems Development and Planning Manager of Enterprise Computing Manager, Network Manager, Telecom. Manager, Customer Care Systems Development and Planning Enterprise Computing Network Telecom. and CSR Customer Care ITS Finance and Administration 2013 The Advisory Board Company 30 eab.com

31 University of North Carolina-Chapel Hill Chief Officer Assistant Vice Chancellor IT IT Manager Applications Analyst Assistant Vice Chancellor Assistant Vice Chancellor for User Support and Engagement Assistant Vice Chancellor and CTO Assistance Vice Chancellor for Enterprise Applications Executive for Finance and Administration 2013 The Advisory Board Company 31 eab.com