Most states now have a CIO position and, in a majority of them the CIO reports directly to the governor. As a consequence, state CIOs are increasingly the bridge between the governors and technology, elevating the status, authority and influence of the CIO across the state enterprise. This trend, which strongly parallels what is happening in the private sector, is expected to accelerate in the years ahead.
There is, however, a downside to close ties to the top. After the first of the year, two dozen new governors will be sworn in. Many will be serving in state government for the first time and will face two big IT issues right off the bat: Who should the CIO be and how should the CIO-governor relationship be structured. Although their decisions are still ahead of them, it's safe to assume that there will be many new CIO faces in the next few months.
The coming national exodus of experienced state government CIOs will create a precarious situation in state government, coming as it does on top of a steady stream of CIO departures that occurred in the states in 2002. (In anticipation of this exodus, the National Association of State Chief Information Officers has published a timely CIO transition handbook to help new state CIOs navigate their first year in office.)
The relationship of the CIOs to their governors may arguably be the single most important factor affecting the management of IT in state government in general, and the success of the CIO more specifically. It will also determine the type of person who is attracted to the CIO job and is likely to be successful at it.
Due to their increasingly close relationships with their governors, CIOs are now in a much better position to exercise influence on overall state IT direction. They are in positions of power and can influence the direction of policy, planning, budgeting and spending. This influence is especially evident on statewide issues, such as managing the state IT infrastructure. The CIOs have been instrumental in leading the efforts to consolidate the state IT infrastructure, making sure that state government is getting the most for its investments.
State CIOs are also looked to for statewide leadership of IT issues such as enterprise architectures. Now more than ever, the states need blueprints to guide investments that will enable information sharing and dissemination. Many state CIOs have been heading up efforts to develop such plans.
And as the states begin to assume even greater responsibility for homeland security, state CIOs are in the vanguard of state leaders taking the steps necessary to make certain that critical infrastructure is protected. Now that states routinely rely on technology for service delivery, CIOs play an essential role in ensuring continuity of services.
This increased influence and visibility does not come without a price. The tenure of the CIO in state government is growing shorter by the day. In the past couple of years, it has not been unusual to see a CIO stay in the job for only one or two years. This mirrors the increasingly shorter life expectancy of a CIO in the private sector but leaves CIOs little time to make deep and lasting changes.
Another downside to the forthcoming transition is the lack of experience many new CIOs are likely to have in state government. While they may have had previous responsibility and accountability for managing and operating far-flung IT enterprises, they are usually unprepared for living in a fishbowl at the top of state government, dealing with a partisan legislature or an inquiring press.
The challenge of being a CIO in state government today should not be underestimated. Just look at the recent difficulties states such as Florida, California, Maryland and Arkansas have experienced in recruiting and retaining top-caliber CIOs. California, whose IT budget is in excess of $1 billion annually, has turned to one of the most highly regarded think tank organizations in the country to help them through their CIO difficulties.
Then there's the issue of compensation, which all too often is out of alignment both with the responsibilities of the job and with the salary levels of a CIO's peers. Top-caliber CIOs at the federal and local levels of government often will not seriously consider a CIO position in state government because they cannot afford to take a cut in pay to make the leap to the state capitol. Where the CIO's compensation has been adjusted to match the realities of the marketplace, such as in Kentucky, states have been able to successfully recruit CIOs who have served their governments admirably.
Meanwhile, with the new class of governors taking office in another month, we'll soon see whether they are prepared to help their new CIOs be successful.
