Appendix 3: IT Leadership (CIO) and Coordination

  1. General CIO Responsibilities 

Appendix 3A – General CIO Responsibilities

General CIO Responsibilities

  • Leads high profile technology initiatives that require executive leadership
  • Sustains positive and productive relationships within the State of Nevada, and with regional and national organizations, state and federal agencies that will advance IT in all institutions across academia and research
  • Collaborates with administration, staff, faculty, students and other stakeholders
  • Participates actively as a member of the University’s executive management team
  • Leads centralized and distributed members of the University’s IT Community
  • Communicates to the campus and the University IT community regarding technology services
  • Leads prioritization of IT systems and projects, gathering input and sharing outcomes broadly
  • Develops and manages the annual operating and project budgets for IT
  • Promotes continuous improvement and professional development of IT staff
  • Recruits, motivates and develops a high-performing team of highly qualified IT staff
  • Continuously evaluates opportunities to leverage UNLV’s buying power
  • Plays a role in national organizations and initiatives as appropriate (EDUCAUSE, Internet2, etc.)

Competencies Expected

The CIO will be an IT leader with a deep understanding of present technology and a sophisticated grasp of the future of information technology in higher education. This leader will need to implement the IT Master Plan and to change the culture of IT at UNLV. The CIO needs to possess the following core competencies:

  • Leadership: This CIO will be an outstanding communicator who can build credibility with the senior leadership team, the various constituent groups at the university including students and faculty, and other IT teams throughout the university and from key national organizations
  • Collaborative Spirit: This individual demonstrates the ability to work collaboratively and effectively in a shared governance environment with faculty and staff members from a range of disciplinary backgrounds
  • Integrity: The successful candidate possesses and can demonstrate a consistent record of personal and professional integrity and good professional judgment
  • Proactive: This insightful leader will actively seek new opportunities to advance an institution’s reputation and identify and address issues before they become major problems
  • Relationship and Team Builder: This person values networking and teamwork and has proven ability to develop relationships with multiple constituencies both internal and external to the organization
  • Strong Execution Mindset: The CIO must drive agile execution of day-to-day operations and continuous improvement initiatives, along with management of critical projects and programs
  • Communicator: The CIO must clearly communicate the implications of technological trends to university leadership, faculty and staff

Abilities Needed for a University-wide CIO

A 2011 CIO study performed by the EDUCAUSE Center for Analysis and Research (ECAR) used survey feedback from IT leaders across 900 institutions to identify the qualities that have the greatest impact on CIO success. 

Overview of CIO responses in ranking of these qualities

Percentage of CIOs rating skill high or very high in importance