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2017 ANNUAL REPORT FINANCIAL STABILITY OVERSIGHT COUNCIL Financial Stability Oversight Councili i Financial Stability Oversight Council The Financial Stability Oversight Council (Council) was established by the Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank Act) and is charged with three primary purposes: 1. To identify risks to the financial stability of the United States that could arise from the material financial distress or failure, or ongoing activities, of large, interconnected bank holding companies or nonbank financial companies, or that could arise outside the financial services marketplace. 2. To promote market discipline, by eliminating expectations on the part of shareholders, creditors, and counterparties of such companies that the U.S. government will shield them from losses in the event of failure. 3. To respond to emerging threats to the stability of the U.S. financial system. Pursuant to the Dodd-Frank Act, the Council consists of ten voting members and five nonvoting members and brings together the expertise of federal financial regulators, state regulators, and an insurance expert appointed by the President. The voting members are: the Secretary of the Treasury, who serves as the Chairperson of the Council; the Chairman of the Board of Governors of the Federal Reserve System; the Comptroller of the Currency; the Director of the Bureau of Consumer Financial Protection; the Chairman of the Securities and Exchange Commission; the Chairperson of the Federal Deposit Insurance Corporation; the Chairperson of the Commodity Futures Trading Commission; the Director of the Federal Housing Finance Agency; the Chairman of the National Credit Union Administration; and an independent member having insurance expertise who is appointed by the President and confirmed by the Senate for a six-year term. The nonvoting members, who serve in an advisory capacity, are: the Director of the Office of Financial Research; the Director of the Federal Insurance Office; a state insurance commissioner designated by the state insurance commissioners; a state banking supervisor designated by the state banking supervisors; and a state securities commissioner (or officer performing like functions) designated by the state securities commissioners. The state insurance commissioner, state banking supervisor, and state securities commissioner serve two-year terms. 2 0 17 F S O C / Annual Reportii Statutory Requirements for the Annual Report Section 112(a)(2)(N) of the Dodd-Frank Act requires that the annual report address the following: i. the activities of the Council; ii. significant financial market and regulatory developments, including insurance and accounting regulations and standards, along with an assessment of those developments on the stability of the financial system; iii. potential emerging threats to the financial stability of the United States; iv. all determinations made under Section 113 or Title VIII, and the basis for such determinations; v. all recommendations made under Section 119 and the result of such recommendations; and vi. recommendations I. to enhance the integrity, efficiency, competitiveness, and stability of United States financial markets; II. to promote market discipline; and III. to maintain investor confidence. Approval of the Annual Report This annual report was approved unanimously by the voting members of the Council on December 14, 2017. Except as otherwise indicated, data cited in this report are as of October 31, 2017. Abbreviations for Council Member Agencies and Member Agency Offices Department of the Treasury (Treasury) Board of Governors of the Federal Reserve System (Federal Reserve) Office of the Comptroller of the Currency (OCC) Bureau of Consumer Financial Protection (CFPB) Securities and Exchange Commission (SEC) Federal Deposit Insurance Corporation (FDIC) Commodity Futures Trading Commission (CFTC) Federal Housing Finance Agency (FHFA) National Credit Union Administration (NCUA) Office of Financial Research (OFR) Federal Insurance Office (FIO) iiiContents Contents 1 Member Statement .1 2 Executive Summary .3 3 Annual Report Recommendations .7 3.1 Cybersecurity .7 3.2 Asset Management Products and Activities .10 3.3 Capital, Liquidity, and Resolution .10 3.4 Central Counterparties .11 3.5 Wholesale Funding Markets .12 3.6 Reforms Related to Reference Rates .12 3.7 Data Quality, Collection, and Sharing .13 3.8 Housing Finance Reform .15 3.9 Managing Vulnerabilities in an Environment of Low, but Rising, Interest Rates .16 3.10 Changes in Financial Market Structure and Implications for Financial Stability .16 3.11 Financial Innovation .17 3.12 Regulatory Efficiency and Effectiveness .17 4 Financial Developments . 19 4.1 U.S. Treasuries .19 4.2 Sovereign Debt Markets.21 Box A: European Banking Sector Developments .24 4.3 Corporate Credit .30 4.4 Household Credit .33 4.5 Real Estate Markets .36 Box B: Valuations in Commercial Real Estate Markets . 43 4.6 Foreign Exchange . 45 4.7 Equities .47 4.8 Commodities . 48 2 0 17 F S O C / Annual Reportiv 4.9 Wholesale Funding Markets .49 4.10 Derivatives Markets . 54 4.11 Bank Holding Companies and Depository Institutions . 66 4.12 Nonbank Financial Companies .81 4.13 Investment Funds .87 Box C: Market Response to Money Market Mutual Fund Reforms . 88 4.14 New Financial Products and Services.98 5 Regulatory Developments and Council Activities . 101 5.1 Safety and Soundness .101 5.2 Financial Infrastructure, Markets, and Oversight.108 Box D: Stress Testing of Derivatives Central Counterparties .110 5.3 Mortgages and Consumer Protection .114 5.4 Data Scope, Quality, and Accessibility .115 5.5 Council Activities .120 6 Potential Emerging Threats and Vulnerabilities . 123 6.1 Ongoing Structural Vulnerabilities .123 6.2 Cybersecurity: Vulnerabilities to Attacks on Financial Services .127 6.3 Asset Management Products and Activities .128 6.4 Managing Vulnerabilities in an Environment of Low, but Rising, Interest Rates .128 6.5 Changes to Financial Market Structure and Implications for Financial Stability .129 6.6 Global Economic and Financial Developments .130 Box E: Closing Data Gaps in the U.S. Treasury Market .131 Abbreviations . 135 Glossary . 145 List of Charts . 155 1Member Statement In accordance with Section 112(b)(2) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, for the reasons outlined in the annual report, I believe that additional actions, as described below, should be taken to ensure financial stability and to mitigate systemic risk that would negatively affect the economy: the issues and recommendations set forth in the Councils annual report should be fully addressed; the Council should continue to build its systems and processes for monitoring and responding to emerging threats to the stability of the United States financial system, including those described in the Councils annual report; the Council and its member agencies should continue to implement the laws they administer, including those established by, and amended by, the Dodd-Frank Act, through efficient and effective measures; and the Council and its member agencies should exercise their respective authorities for oversight of financial firms and markets so that the private sector employs sound financial risk management practices to mitigate potential risks to the financial stability of the United States. The Honorable Paul D. Ryan Speaker of the House United States House of Representatives The Honorable Nancy Pelosi Democratic Leader United States House of Representatives The Honorable Michael R. Pence President of the Senate United States Senate The Honorable Mitch McConnell Majority Leader United States Senate The Honorable Charles E. Schumer Democratic Leader United States Senate 1 Member Statement Steven T. Mnuchin Secretary of the Treasury Chairperson, Financial Stability Oversight Council Grace Dailey Senior Deputy Comptroller and Chief National Bank Examiner Office of the Comptroller of the Currency Jay Clayton Chairman Securities and Exchange Commission J. Christopher Giancarlo Chairman Commodity Futures Trading Commission J. Mark McWatters Chairman National Credit Union Administration Janet L. Yellen Chair Board of Governors of the Federal Reserve System J. Michael Mulvaney Acting Director Bureau of Consumer Financial Protection Martin J. Gruenberg Chairman Federal Deposit Insurance Corporation Melvin L. Watt Director Federal Housing Finance Agency S. Roy Woodall, Jr. Independent Member Having Insurance Expertise Financial Stability Oversight Council 3Executive Summary U.S. financial market conditions have generally been stable since the publication of the Councils last annual report. Asset prices generally increased, commodity prices partially recovered after falling in previous years, and commercial real estate (CRE) valuations remained high, according to certain measures. Short-term funding markets experienced significant changes over the past two years as SEC reforms of money market mutual funds (MMFs) went into effect. While low interest rates have supported growth in recent years, interest rates have generally increased across maturities since the Councils last annual report, against the backdrop of continued gradual improvement in economic fundamentals. 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INFORMATION TECHNOLOGY IN HIGHER EDUCATION 2017 SURVEY OF CHIEF INFORMATION OFFICERS EXECUTIV SUMMARY E PETER GRECO Saint Marys College of California NAVEED HUSAIN Teachers College, Columbia University VINCE KELLEN University of California at San Diego DON MIHULKA University of Nebraska BRIGITTE MUDUKUTI Texas Wesleyan University DON STINSON Northern Kentucky University REID CHRISTENBERRY Tennessee Tech University BRIAN CORNELL Elmira College PAUL CZARAPATA Kentucky Community and Technical College System LEONARD DE BOTTON Berkeley College JAN FOX Marshall University DOYLE FRISKNEY University of Kentucky Sponsored by TINA STUCHELL University of Mount Union WALT WEIR University of Nebraska BEN ZASTROCKY LBCIO MICHAEL ZASTROCKY LBCIO Trusted Enterprise Document Management for Higher Education 2016 Laserfiche. Laserfiche, Run Smarter, and Compulink are registered trademarks of Compulink Management Center, Inc. All rights reserved. Automate critical, paper-intensive business processes Secure institutional records in compliance with state and federal regulations Support business continuity planning Reduce administrative costs campus-wide Get your copy of Quicker Better Safer: Higher Education complete with 10 back-office projects that make IT the campus leader in operational efficiency. Visit for a complimentary copy. TABLE OF CONTENTS Introduction05 Institutional and CIO Characteristics06 Financial and Budget Planning10 IT Organization and Governance16 Consumerization of IT22 Administrative Computing24 Academic Computing29 Infrastructure34 Cloud Computing43 Big Data52 What Keeps CIOs Awake At Night?55 Summary56 The entire content in this report, including but not limited to text, design, graphics, and the selection and arrangements thereof, is copyrighted as a collective work under the United States and other copyright laws, and is the property of the Leadership Board for CIOs. Copyright 2017. ALL RIGHTS RESERVED. 1271 Cedar Street Broomfield, CO 80020. Telephone: (303) 807-9408. You may electronically copy, download, and print hard copy portions of the report solely for your own, noncommercial use. You may not modify, copy, distribute, transmit, display, reproduce, publish, license, create derivative works from, transfer, or sell any information obtained from this report without the express, written authorization of the LBCIO. ABOUT THE LBCIO The Leadership Board for CIOs in Higher Education (LBCIO) Survey is a project of the LBCIO, led independently by Dr. Michael Zastrocky. When first fielded in 2010, the survey was a joint effort by Dr. Zastrocky and The Chronicle of Higher Education, Inc. Dr. Zastrocky publishes this global survey to provide CIOs with key metrics to help them do the work of managing and planning IT for their institutions. 2017 SURVEY OF CHIEF INFORMATION OFFICERS 5 This report, the eighth annual global LBCIO survey of Chief Information Officers (CIOs) in higher education, provides us with a few new insights and changes in how we look at the evolving role of the CIO in higher education. We made a few changes in the survey based on feedback from LBCIO members and respondents to previous surveys: The issue of consumerization is so embedded in higher-education culture today that we kept only a few questions and dropped the section on MOOCs due to prior results that indicate low interest in the questions but this time around, we added a few questions on video surveillance. While budget concerns remain a key issue for CIOs, according to the EDUCAUSE 2017 Top 10 IT Issues, information security is the number one concern again this year. We added a few questions to look at malware and ransomware, and the results show CIOs are very concerned and are putting more resources into security issues. However, as one LBCIO board member said at a meeting, “It seems that the bad guys are getting smarter faster than we are!” The LBCIO survey provides key metrics to help CIOs manage and plan IT for their institutions. Results from the survey are shared only in the aggregate, and all CIOs who complete the survey receive a copy of the annual report. Survey results are not meant to provide market research or a detailed plan to follow, but simply to tell the story of what CIOs currently are doing and their thoughts about the future. The questions are asked in such a way to make it easy for CIOs to fill out the survey. For example, the survey doesnt ask for specific budget numbers but asks about budgets in general, with questions such as “Is your IT budget increasing, decreasing, or staying the same?” The responses provide important information for CIOs and other higher-education executives without getting into the actual budget numbers, which are often difficult to provide. To get a picture of whats happening with IT on campuses today, LBCIO surveyed a broad range of colleges and universities in April and May of 2017, collecting strategic and tactical information on major issues higher-education CIOs are facing. The survey included questions on topics including: Characteristics of CIOs in higher education Financial and budget information for IT Organization and governance Personnel and staffing Consumerization Administrative computing plans Academic technologies and innovation Infrastructure and networking Security Plans for cloud computing and big data Dr. Michael Zastrocky, Executive Director of LBCIO, was assisted by the following LBCIO members in the analysis of this years survey results: Reid Christenberry, CIO Emeri- tus, Tennessee Technological University; Brian Cornell, CIO, Elmira College; Maureen Coughlin, Director of Client Services, Teachers College, Columbia University; Dr. Paul Czarapata, Vice President and CIO, Kentucky Community and Technical College System; Leonard De Botton, CIO and Vice President, Information Systems, Berkeley College; Dr. Jan Fox, CIO Emer- itus, Marshall University; Dr. Doyle Friskney, CTO, University of Kentucky; Peter Greco, CTO, Saint Marys College of California; Scott Howder, Assistant CIO, Cedarville University; Naveed Husain, CIO, Teachers College, Columbia University; Dr. Vince Kellen, CIO, University of California at San Diego; Don Mihul- ka, Associate CIO, University of Nebraska; Brigitte Mudukuti, Associate CIO and Director of IT, Texas Wesleyan Universi- ty; Don Stinson, Director of Enterprise Systems, Northern Kentucky University; Dr. Tina Stuchell, Executive Director of IT, University of Mount Union; and Ben Zastrocky, Senior Advisor to LBCIO. INTRODUCTION 2017 SURVEY OF CHIEF INFORMATION OFFICERS 6 2017 Survey Respondent Demographics The 2017 survey was sent to almost 1,000 CIOs globally, and the response rate was greater than 20 percent. The survey was conducted for a period of three weeks during April and May 2017. As in prior years, CIOs from public institutions were the majority of the respondents (61 percent up from 54 percent in 2016) versus private, nonprofit institutions (38 percent down from 45 percent in 2016) and for-profit institutions (1 percent). This year the breakout by classification of institu- tions was as follows: The size of the responding institutions varied, with 19 percent having enrollment of 3,000 students or less, 14 percent with 3,001- 5,000 students, 17 percent between 5,001 and 10,000, 29 percent with enrollment of 10,001- 25,000 students, and 21 percent at more than 25,000 students. The global breakout is as follows: North America, 89 percent; Europe, 5 percent; Australasia, 5 percent; South America, 1 percent and Africa, 1 percent. CIO Responsibilities Over the past five years, CIOs consistently reported their management scope included traditional core responsibilities for supporting administrative and academic applications, programming applications, helpdesk, networking, and tele- communications. This years survey has shown a decline in library management responsibilities for the second year in a row. The percentage of CIOs responsible for research computing has stayed the same from last year while institu- tional research responsibilities increased from last year. As security continues to be high priority, it is not surprising that 99 percent of CIOs reported that IT security and disaster recovery is included in their scope of management. CIO responsibility for media services, including support of video services, rose this year with 75 percent reporting this in their scope of responsibilities, up from 67% last year. INSTITUTIONAL AND CIO CHARACTERISTICS CIO Characteristics CIOs in higher education tend to be mature in age, and are getting older; overall, we saw a 4 percent increase over last year (48 percent) in the 55-and-older category. Thirty-six percent of CIOs are between the age of 45 and 55 years of age, while only 13 percent were between 36 and 45 years of age and just three percent were younger than 35 years old. Men continue to dominate the field, as the 2017 survey marks the lowest percentage (19 percent) of female CIOs since 2012 and a 5 percent reduction from last years survey. CIOs with a terminal degree continue to decrease. Twenty- nine percent of CIOs in 2014 possessed a terminal degree, but that number has declined to 22 percent in 2017. The reverse is true on the longevity as CIO. Since 2012, CIOs with 15 years or greater experience increased from 23 percent in 2012 to 31 percent over the last two years. CIOs reporting to the CEO (37 percent) continue to be the norm; changes over last years survey include a 7 percent increase (27 percent) reporting to the Chief Financial Officer and a 2 percent reduction (16 percent) of CIOs reporting to the Chief Academic Officer. 26%Research universities 19%Doctoral-granting institutions 31%Four-year institutions with masters degree 8%Four-year institutions without masters degree 16%Two-year institutions Changes in CIO Characteristics by Gender 20132014201520162017 23% 24% 19% 21% 22% Female 75% 76% 81% 77% 77% Male 2017 SURVEY OF CHIEF INFORMATION OFFICERS 7 27% 29% 25% 23% 22% Terminal degree (Ph.D., Ed.D., M.D., J.D., etc.) 53% 56% 56% 64% 55% Masters degree 17% 14% 19% 14% 21% Bachelors degree Highest Degree Attainment of CIO CIO Characteristics by Gender and Institutional Classification Research university Doctoral-granting institution Four-year with masters degree program Four-year institution only Two-year institution only 22% 20% 32% 8% 16% Female 78% 80% 68% 92% 84% Male Various combinations of education, experience in the role, and knowledge influence CIO professional advancement opportunities. Seventy-seven percent of CIOs earned a masters or higher degree, while 3 percent of CIOs who responded do not hold a degree at all and 21 percent hold a bachelors degree. The size of the institution seems to be important regarding the CIOs degrees. At institutions with more than 25,000 students, 36 percent of CIOs had a terminal degree compared with only 15 percent at institutions with 3,001- 5,000 students. At institutions having more than 10,000 students, 66 percent had terminal degrees. In small institutions with 3,000 students or less, 21 percent of the CIOs had only a bachelors degree, 64 percent had masters degree, and only 15 percent had terminal degrees. The type of institution is also important with respect to degrees. Ninety-one percent of CIOs at research institutions hold a masters degree or above compared with four-year institutions, where only 75 percent hold masters degrees or higher. 20132014201520162017 2017 SURVEY OF CHIEF INFORMATION OFFICERS 8 This years survey asked for the second year what types of activities are important for a CIOs professional growth and to increase his or her knowledge. Peer relationships and professional associations remain the most important activities for most CIOs. In the other responses, one per- son mentioned mentoring others, another doing consult- ing outside the institution in order to gain insights and different perspectives, and one person mentioned “hiring knowledgeable staff and listening to them.” What Activities are Important for a CIO for Professional Development 4% 8% Other (please specify) 73% Interactions with vendors and/or business partners 77% 78% Visits to other institutions/organizations 93% 92% Peer relationships 75% 76% Personal research 43% 41% Webinars 87% 86% Professional associations 20162017 Total Years in Current Position Greater than 15 years 25% 31% 31% 29% 29% Greater than 10 but less than 15 years 25% 18% 22% 23% 24% Greater than 5 but less than 10 years 28% 28% 24% 25% 24% Less than 5 years 22% 24% 23% 24% 23% Higher-Education CIO Succession Planning CIOs believe succession planning is important, and 86 percent of CIOs have an interest in developing a CIO suc- cession plan. While administrators believe this is import- ant (51 percent rate it high or moderate priority for senior executives), even more CIOs (86 percent) rate it as a high or moderate priority, while only 11 percent consider it a low priority. Seventy-four percent of CIOs have already identified one or more individuals in their organization they would or are mentoring as part of their succession plan. Change in IT leadership continues to hit many institutions as 47 percent of CIOs have been in their role less than 10 years, and 23 percent have been in their current role 5 years or less. On the other hand, 31 percent of CIOs have been in their current role for 15 years or more. In the coming years, we should continue to see job opportunity in the CIO position as the number of retirements continues to occur. 20132014201520162017 2017 SURVEY OF CHIEF INFORMATION OFFICERS 9 Opinions on How the CIO Would be Replaced Promote from within, knowing that a succession plan is in place 10% 10% 11% 12% 11% Promote from within, with no succession plan in place 4% 2% 5% 3% 5% Recruit from the ouside, whether or not a succession plan was in place 40% 39% 34% 42% 39% It could go either way, depending on circumstances and/or executive leadership at the time 46% 49% 50% 43% 45% Interest in Developing a CIO Succession Plan High interest 38% 41% 40% 35% 37% Moderate interest 48% 48% 46% 50% 49% Low interest 13% 10% 11% 14% 12% Building strong alliances and succession planning are important to CIOs and the institutions they represent, and a mentoring system can help CIOs navigate political and technical hurdles they experience as they advance profes- sionally. 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