What profession are you really in?

1. What profession are you really in? A discussion of elements, competencies and challenges of our chosen profession Robyn R. Render

2. Presentation Assumptions • A CIO’s perspective • Audience aspires to lead • We are in this for the long run • Competencies reflect both Information Technology and Higher Education Administration Robyn R. Render

3. PresentationOverview • General elements of the IT profession • Priorities of HE Administration • HE Leadership expectations of IT • Survival Tools • Teaching and Learning expectation of the IT profession • Conclusions and Recommendations Robyn R. Render

4. General elements of the IT profession • High demand for positions • Require increasing educational attainment • Pays well relative to other occupations Robyn R. Render

5. General elements of academic administration • Generally higher quality of work life • Requires higher educational attainment • Does not pay as well as administration in other industries Robyn R. Render

6. Computer & ISSystem Managers 5815 Black CIS Mgrs. had some college 136320 had a Bachelor’s degree Source: US Census Bureau http://www.census.gov/prod/cen2000/doc/sf3chap8.pdf Robyn R. Render

7. OtherIT Positions 663445 programmers 78830 DBA’s Source: US Census Bureau http://www.census.gov/prod/cen2000/doc/sf3chap8.pdf Robyn R. Render

8. IT Administrator vs. HE Administrator • $94,534 = Median Salary for HE Deputy CIO • $88,696 = Median Salary for HE IT manager • $87,443 = Median Salary for Dean of Mathematics • $57,128 = Median Salary for HE Payroll manager • $40,937= Median Salary for Assoc. Registrar Source: 2008 CUPA HR Administrative Compensation Survey Robyn R. Render

9. Pays well, even in Education • The average total salary of all CIOs surveyed is $237,400. • CIOs in the Government and Education/Non-Profit industries top out at $300,000, with an average of less than $175,000. • CIOs in every other industry make an average of at least $260,000.Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT. Robyn R. Render

10. CIO Leader Types • FUNCTION HEAD: activities that face the IT organization and are intended to achieve IT operational excellence • TRANSFORMATIONAL LEADER: creating change for their enterprise through close partnerships with business operations • BUSINESS STRATEGIST: driving strategy for competitive advantage, through activities that face across the enterprise and externally Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT. Robyn R. Render

11. Function HeadPrimary Activities • Managing IT crises • Developing IT talent • Improving IT operations • Improving system performance • Security management • Budget management Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT. Robyn R. Render

12. Transformational LeaderPrimary Activities • Redesigning business processes • Aligning IT initiatives and strategy with business goals/strategy • Cultivating the IT/business partnership • Leading change efforts • Implementing new systems and architecture • Mapping IT strategy to overall enterprise strategy Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT. Robyn R. Render

13. Business StrategistPrimary Activities • Developing/refining business strategy • Understanding market trends • Developing external customer insight • Developing business innovations • Identifying opportunities for competitive differentiation • Reengineering or developing new markets and distribution channels Source: CIO magazine 2008 State of the CIO survey of 558 heads of IT. Robyn R. Render

14. Priorities of HE Administration • Access and affordability • Accountability and Performance • Global competitiveness and economic development • Risk management Robyn R. Render

15. HE Leadership expectations of IT • Alignment with stakeholder needs • Academic • Business • Technical • Accountable and measurable • Operational Effectiveness • Return on Investment • Delivering Value • Contribute to access, affordability, quality and economic vitality • A Public HE Mandate Robyn R. Render

16. Cultural expectations of IT Robyn R. Render

17. Strategy Architect Information for decision making Culture & Change Steward Systems stability and execution Business Ally Credible Activist Competencies IT professionals must demonstrate Implications for IT professionals Organization Capabilities Technology and data Systems & Processes Business Relationships IT Professionalism Source: Dave Ulrich, author of Leadership Brand Robyn R. Render

18. Actions IT professionals can take IT actions that deliver value coach IT professionals architect facilitate deliver and do Robyn R. Render

19. Connect expectations with actions Institution Brand How it wants to be known by stakeholders Leadership Brand Employee Actions Stakeholder Experience CEOs and IT leaders define and deliver leadership brand Source: Dave Ulrich, author of Leadership Brand Robyn R. Render

20. Teaching and Learning expectations of IT “Given that most faculty and administrators are digital immigrants, there will likely Be misunderstandings and disagreements about how and when to use various Devices and technologies in the academic setting. CIOs should provide the bridge of understanding in their vital change agent role. They need to recognize and facilitate the free flow of information and collaboration that the digital natives expect While channeling this appropriately for security, privacy, protection, support for regulations and efficiency.” Source: Gartner 2007 Robyn R. Render

21. SurvivalTools Source: Gartner 2007 Robyn R. Render

22. Conclusions • Focus on the individual is a converging activity within both the IT industry and the HE industry • Environmental or green issues • Alternative delivery and acquisition models • Consumers are changing the way decisions and technology choices are made by IT Source: Gartner 2008 Robyn R. Render

23. Conclusions • Institutions are developing degree programs that span institutional borders • Researchers are working across disciplines, campuses and countries • Students are pursuing their degrees by combining multiple institutions’ online and in-person offerings • All look to IT organizations to facilitate their frictionless movement between institutions and environments Source: ECAR 2007 Robyn R. Render

24. Conclusions • Mounting public pressure about tuition and the cost of higher education will continue • Issues of immigration, access and diversity will challenge efforts to address retention and graduation rates • The race for global competitiveness forces HE to reengineer and redesign strategies for STEM disciplines Robyn R. Render

25. Recommendations for a converged profession • Create listening forums with students, faculty and administrators • Get a first hand gauge of their expectations of IT services and technologies • Build student, faculty and staff profiles • Take opportunities like Software as a Service (SaaS), the green movement and open source seriously • These will likely represent major areas of focus by 2010 • Understand where your institution is • The cost/value of education • Retention and graduation success • 21st Century skills preparation • Economic development Robyn R. Render

26. Additional Information • UNC Tomorrow – A strategy development initiative of the UNC Board of Governors http://www.nctomorrow.org/ • Voluntary System of Accountability http://www.voluntarysystem.org/index.cfm Robyn R. Render

27. Thank You! Robyn R. Render VP for Information Resources University of North Carolina General Administration (919) 962-4908 rrr@northcarolina.edu Robyn R. Render