The University of Texas at San Antonio

A vacant CIO position was an opportunity for the new Provost at the University of Texas at San Antonio (UTSA). Rather than moving immediately to search for an individual to fill the position, the Provost decided to take a step back and define what kind of a leader UTSA needed.

The Provost engaged Phil Goldstein to lead a process to review the institution’s technology priorities and define the CIO role for the future. The University had grown rapidly and was moving in new strategic directions, and the attributes of the next CIO would not necessarily be the same as those of the previous CIO.

A process that engaged faculty, staff and the IT organization not only confirmed the need for a CIO, it brought to light structural IT funding and governance issues that UTSA needs to address in order to maximize the benefits it realizes from technology. Next Generation cofounders Mary Beth Baker and Phil Goldstein conducted a search for a new CIO for UTSA.

The University of California, Berkeley

The CIO of the UC Berkeley identified two themes that he wanted to work on with a University leadership team: building a unified IT department to support the many communities at UC Berkeley and developing a technology-services infrastructure that would allow for the real-world implementation of this support.

To create and implement initiatives that supported the realization of these goals, the CIO initiated a planning process with his leadership team and hired Mary Beth Baker to lead the process.

A yearlong project working with the CIO and the leadership team led to the development of a new organizational structure. As part of this, 200 service and systems units and more than 400 employees had to be successfully transitioned into this new structure. Ongoing analytical support and the creation of communications to describe both the process and the benefits of the reorganization greatly aided in this effort.

Marywood University

Marywood University’s President faced a series of related technology decisions. IT managers were asking for a multimillion dollar investment in technology to replace aging systems. Others at Marywood expressed a concern that the institution lacked a long-term strategy for technology. They questioned whether it was also time to consolidate the University’s three separate technology groups into a single organization. Finally, a corporation had approached Marywood and offered to assume responsibility for managing its technology.

Through a series of engagements, Phil Goldstein evaluated the outsourcing option, examined the organizational question and facilitated cabinet-level discussions regarding Marywood’s near-term and long-term priorities.

As a result of this process, Phil was later asked by Marywood’s incoming President to advise the University during a search for Marywood’s first CIO. That search was completed successfully in the summer of 2008, and a new CIO is now leading a consolidated IT organization.

Nevada System of Higher Education

Eight institutions comprise the Nevada System of Higher Education (NSHE) and represent the breadth and diversity of higher education institutions.  Differences in mission often produce differences in priority and needs for technology.   NSHE institutions also face a scarcity of resources and IT expertise and therefore try to collaborate wherever possible on technology initiatives.  Given this context, NSHE’s Chancellor (formerly Executive Vice Chancellor) asked Next Generation co-founder Phil Goldstein to recommend how the IT leadership role of the system should be structured.  The charge was to consult extensively with institutional stakeholders, create a consensus for the type of IT leadership position that was required and define the attributes of a successful candidate for the role.

The analysis weighed three options, including eliminating the role of a system IT leader, hiring a Director of Technology charged primarily with operating a shared infrastructure or hiring a Chief Information Officer (CIO) to lead system-wide technology strategy, policy development and shared services.  Based on its technology needs and priorities, the conclusion was that NSHE  required a strong, but highly collaborative, CIO.  Subsequent to this engagement, NSHE established the position and promoted an internal candidate to fill the new CIO role.