The Role Is Changing—And It Should

When I first started in IT, the CIO’s job was clear: keep the systems running. You managed your infrastructure, made sure the network stayed up, and kept support tickets moving. In the world of utilities, that meant ensuring operational continuity, managing risk, and delivering internal service.

But over the years—especially in public utilities—I’ve seen the job transform into something far more expansive. Today, the CIO is no longer just a tech lead—we’re civic architects. We’re designing systems that do more than function. We’re building digital infrastructure that aligns with community values, supports public policy, and helps cities respond to real-world challenges like climate resilience, digital equity, and sustainability.

Technology as a Civic Tool

Technology in the public sector isn’t about chasing the latest trends—it’s about serving people. That’s a mindset shift, and one that CIOs in critical infrastructure must fully embrace.

Every time we implement a new system—whether it’s a smart grid solution, a customer-facing water portal, or a cybersecurity upgrade—we’re not just solving a technical problem. We’re influencing how people interact with their city. We’re shaping how resources are distributed. And we’re setting the tone for transparency, trust, and accountability.

I’ve always believed that if we only ask, “Does this work?” we’re asking the wrong question. We need to ask, “Who does this serve? Who might it leave out? And how can it bring people closer to the services they rely on every day?”

That’s what a civic architect does—balances functionality with responsibility.

Building Systems That Reflect Policy, Not Just Process

In utilities, we sit at a powerful intersection between data, operations, and policy. We gather enormous amounts of information about how people use water and electricity, how infrastructure performs, and where vulnerabilities lie. But if we’re only using that data to optimize internal systems, we’re missing the bigger opportunity.

Take something like rate design. While it might seem like a purely financial decision, the technology behind how we collect, process, and present usage data shapes the entire conversation. If customers can’t access their usage in real time—or if the system doesn’t flag high-use anomalies for vulnerable households—then we’ve missed a chance to help both the city and its residents.

CIOs must work closely with policymakers to ensure that technology supports—not hinders—long-term goals like conservation, affordability, and transparency. That means thinking not just like engineers, but like citizens.

Accessibility and Equity in Infrastructure

Digital transformation can improve access to services—but it can also widen gaps if we’re not intentional. As more utilities move services online, CIOs must lead the charge in making sure those services are accessible to everyone.

That includes:

• Designing mobile-friendly platforms for customers without desktops.
  
• Supporting multilingual interfaces in diverse communities.
  
• Ensuring compliance with accessibility standards for people with disabilities.
  
• Making sure digital tools don’t unintentionally favor certain income levels or geographic areas.
  

During my time at Austin Water, we launched a digital portal to help customers better understand their water use. But before we rolled it out, we tested it across different user groups—from seniors to low-income households—to make sure it was clear, helpful, and inclusive. Because if technology leaves someone behind, it’s not truly serving the public.

Long-Term Vision in a Real-Time World

One of the hardest parts of being a CIO in public infrastructure is balancing short-term performance with long-term planning. Everyone wants results—fewer outages, better service, faster apps. But a civic architect has to think 10, 20, even 30 years ahead.

How will today’s system integrate with tomorrow’s smart city strategy? What kind of data privacy risks might emerge as AI becomes more embedded? How will climate change affect the technology infrastructure needed to manage water or power demand?

These are not just IT questions. They’re leadership questions. And the CIO must help the entire organization think in timeframes that extend beyond the next upgrade cycle.

That’s why I always advocate for CIOs to be at the executive strategy table—not just reporting on KPIs, but helping define what success looks like for the community, now and into the future.

Trust Is the True Infrastructure

At the heart of public utilities is a relationship: between the city and the people it serves. That relationship depends on trust. And increasingly, that trust is mediated through technology.

People trust that their water bill is accurate, their outage information is current, and their personal data is protected. They expect systems to be secure, stable, and transparent. And when those expectations aren’t met—whether due to a cyber breach or a poor user experience—it reflects not just on the tech, but on the city itself.

As CIOs, we are stewards of that trust. We must lead with integrity, communicate with clarity, and advocate for systems that serve not only efficiently—but ethically.

Leading With Purpose

Being a CIO in a public utility today is about more than keeping the servers running. It’s about building infrastructure that strengthens communities, not just systems.

We are not just technologists—we are civic designers. We are not just problem-solvers—we are strategic partners in the public mission. And the choices we make—about what to build, how to build it, and who it serves—will shape our cities for decades to come.

Let’s choose wisely.