IT Strategic Plan Refresh for 2008 (pdf)
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2004 Information Technology Strategic Plan
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Part 1 Establish a high-level information technology governance structure that is collaborative, advisory, and consultative; that clarifies central and distributed roles and represents the interests of both; and that promotes communications between central and distributed areas.

Part 2 Establish a high-level information technology funding structure that coordinates decision-making and resource allocation to address inequities, under-funded needs, and a lack of regular and sustainable funding for mission critical systems, services, and technology classrooms; and that addresses market forces that require the university to streamline and accelerate assessment, funding, and implementation of new technologies.

Seek more engagement at the executive leadership level.

Determine whether the CIO stakeholder group and the Information Technology Partnership Council (ITPC) should be merged. If separate groups, define the purpose and role of each.

Continue the revitalization of the University Senate Council on Libraries and IT and encourage faculty participation through deans.

Standardize as much as possible a university-wide IT organizational structure through a detailed 3-5 year IT infrastructure development plan that aligns the IT initiatives of central with those of colleges and departments.

Develop collaborative software tools for communication between central and college / departmental IT staff.

Develop an IT directory and establish an online community of IT professionals.

Develop policies and procedures for sharing and consolidating software and equipment between central and college / departmental IT staff.

Approach IT funding holistically and in-depth.

Apply the “common good” concept of services, adopted by some universities, which defines specific, sustainable funding and local IT support structures.

Consider technology infrastructure as essential as electricity, plumbing, HVAC, etc., and apply the concept of POM (Plant Operation Maintenance), or create a separate “technology POM.”

Concentrate more on strategic procurement, leveraging the purchasing power of the organization.

Continue to seek campus purchases and volume and educational discounts.

Develop a proposal for the Office of Academic Affairs (OAA) and the Board of Trustees that the next tuition increase earmark specific student contributions for sustainable classroom funding.

Establish an IT-targeted, university-wide tuition fee that does not lower existing fees.

Explore IT collaborations and cost sharing between central and colleges / departments.

Engage the Provost’s Budget Process Review Committee to include sustainable IT funding.

Identify sustainable funding as part of the classroom feasibility study.

Work through the Office of Development to secure funding by offering naming rights for technology classrooms and the Digital Union.