Leading IT Innovation and Governance

Inez Rodenburg, CIO, City of Danville

Inez Rodenburg, CIO, City of Danville

Inez Rodenburg, GISP, CGCIO, is the CIO for the City of Danville, Virginia, where she leads a team of IT professionals who have won multiple awards for their innovative and effective use of technology in local government. Rodenburg has 27 years of experience in the public sector. She holds a BS from Virginia Tech and a MBA from Averett University. She is also a graduate from LEAD Virginia. She is a former president of VALGITE and SPTC, two organizations that promote the advancement and collaboration of technology in Virginia. She is also an active member of Rotary International and holds several board positions in the community. She enjoys traveling and spending time with her family and dogs.

Inez Rodenburg is a confident and driven IT professional with over two decades of high-level management experience. Her expertise spans strategic planning, project management, IT governance, budgeting and relationship management. Rodenburg has a passion for innovation, optimizing work effectiveness and driving influential change in her role as CIO for the City of Danville.

Walk us through your journey.

I began as an IT director in 2007 and progressed to the role of CIO about four or five years ago. Coming from a non-traditional IT background has given me a distinct perspective. My experience in community development emphasized customer service and support, which I have integrated into my approach to IT. Understanding customer needs, empowering my team and building strong relationships have been central to my leadership philosophy.

My father has been my primary role model, encouraging me to cultivate a strong work ethic and a service-oriented mindset. His dedication to community service, despite working in the private sector, deeply influenced my career path in local government. I have found great fulfillment in tying my work in IT back to serving our community and region effectively.

What are some of the major challenges or pain points that government CIOs are facing today?

Budgeting has been a significant challenge throughout my career, amplified from the onset of COVID-19. During the recession in Danville, we faced the pressure of submitting flat budgets and doing more with less funding. Today, with supply chain disruptions and escalating contract costs, navigating these financial constraints has become even more daunting. We are now seeing a substantial increase of five to ten percent in costs that were once considered abnormal.

“Governance, strategic planning and partnerships are pivotal in steering IT leadership's future direction.”

The most pressing challenge so far is cybersecurity. Over the past two decades, the security landscape has evolved exponentially, impacting every facet of our operations. What started as a peripheral concern is now integral to our daily activities, from supporting applications to user communications and budget allocations. To address this, we prioritize continuous learning and training, forge strategic partnerships at the state level to stay ahead of trends and maintain open communication with our users to emphasize the criticality of cybersecurity.

Could you discuss any emerging trends in cybersecurity that you have observed?

One significant evolution I have noticed is the increasing importance of IT governance. We prioritized this by establishing clear policies and expectations internally and externally with our users. We emphasized studying best practices from other localities and adapting them to fit our specific environment. I believe that defining and implementing effective governance is crucial for ensuring the IT landscape remains secure and efficient.

How has your experience with recent IT projects shaped your approach to project management and user communication?

Over the past three years, we have undertaken several IT projects, including transitioning to Microsoft 365 and replacing our public safety solution. The key lessons learned include clear communication with users, breaking down projects into manageable pieces and fostering a culture of collaboration and transparency. We invested in comprehensive training and provided broad documentation and videos on internal platforms. Our communication approach involving all stakeholders has been crucial in managing change and ensuring project success.

How do you foresee the evolution of the CIO role in the coming years?

The role of IT leadership has evolved significantly from being primarily proficient in technology applications to focusing on strategic planning, governance and building partnerships. Today, partnerships extend beyond local government to state and regional levels and effective vendor management is crucial. CIOs are allotting day-to-day operations to empower their teams and hiring and training skilled professionals. Governance, strategic planning and partnerships are pivotal in steering IT leadership's future direction.

What is your advice to fellow peers and aspiring professionals in the industry?

I recommend a shift in perspective where IT is viewed as a strategic assistant instead of resolving technical issues. This approach empowers us to innovate and improve efficiency beyond traditional IT roles, helping customers achieve their objectives. Building strong connections within your team is vital for enhancing their effectiveness, job satisfaction and retention. I also believe effective communication plays a crucial role in strategic planning, using visuals and graphics to highlight initiatives and successes. Implementing tools like Power BI for metrics and performance reporting effectively demonstrates impact.