A vice chancellor of information technology for twenty-five years looks back to review some of the areas that any central IT organization—and its leader—must address in order to succeed more frequently and become more trusted.
BiographyVitae JAMES CLOTFELTER Emeritus Professor of Political Science (pending) The University of North Carolina at Greensboro email@example.com Jim Clotfelter was a Vice Chancellor at UNCG for 25 years, and a Political Science professor and program administrator at several universities. Throughout his career, he has been a leader in strategic planning, organizational development, organizational change, management of information technology, and accountability/metrics. Education & employment: • reporter for Time magazine, the Atlanta and Durham (NC) newspapers (covering civil rights movement, other) • M.A., University of Wisconsin (Madison) and B.A., Ph.D., University of North Carolina (Chapel Hill); Editor of The Daily Tar Heel at Chapel Hill • between 1969-77, faculty member at Emory University & Texas Tech, post-doctoral fellow at Duke University • at UNCG, Professor of Political Science since 1977 and Vice Chancellor for Information Technology Services from January 1991 to his retirement in July 2016 Political science & public service: • author of three books published by Harper & Row, University of North Carolina Press, and Holt, Rinehart, Winston, and a number of journal articles; consultant (public opinion research); director, Center for Public Service, Texas Tech, funded by nine federal/state grants; head of UNCG Department of Political Science • chairman of North Carolina Child Care Corps (NC’s largest full-time AmeriCorps program during AmeriCorps’ first three years in 1990’s, operating in 15 NC counties) and director of NC Service Project, $2+ million in grants • founding member, NC Commission on Indigent Defense Services, 2000-08, and chairman of its budget committee (annual IDSC budget $110+ million) UNCG Vice Chancellor for Information Technology Services (Chief Information Officer): • headed one of four divisions reporting to the Chancellor – central technology organization, staff of approx. 145 – and served on the Chancellor’s Council Professional accomplishments include: • as teacher, a number of students who’ve made significant contributions to society • as administrator, created a first-class team to develop a client-focused, cost-effective Information Technology Services division through four-fold growth; developed new financial plans and organizational structure; improved student computing (e.g., SuperLab); improved administrative computing (e.g., full implementation of ERP, w/first Web student registration in NC, & effective priority-setting process for projects); improved networking and communication services (e.g., full wired and wireless buildout and refresh, campus-wide VoIP, significant increases in speed/resiliency); negotiation of major software and telephony contracts; significant collaborative initiatives with other universities; outsourcing where cost-effective (e.g., student/faculty/staff email); and took on additional responsibilities for LMS/SLMS/classroom technology/other • responsible for University strategic planning for 15 years; led University Planning Council to move new Science building to top of facilities priority list; initiated UNCG’s data management/quality efforts; introduced detailed divisional metrics • community partnerships, e.g., leadership of community/UNCG efforts for successful 1993 NC higher education bond issue (Music building); and leadership of city/UNCG Spring Garden Street project creating new “front door” for UNCG
If you are a CIO for longer than five to six years, and if you possess the three P standards, you will have the opportunity to reshape the campus culture that grows up around information technology.