The IT Strategic Plan has been assigned to each of the IT Governance bodies as follows:
IT Council Steering Committee

  Identify Campus-Wide SMEs Paths (2.3)
In conjunction with Action Item 2.1, the Division of IT should establish subject matter experts in areas of high value to unit IT support and, via the defined model, make them available to local IT to assist not only in resolving problems, but also in assessing needs for new technologies and developing support for such new technologies.
Service Catalog Paths (2.4)
In conjunction with Action Item 2.1, Division of IT and unit IT support providers should clearly publish service catalogs and articulate offerings so that campus community members can easily determine where to get desired tools and support.

Formalize Career Paths (2.5)
The university must articulate a plan for recruiting and retaining world-class IT staff while developing current resources.  A clearly defined personnel development track for technology staff at the university should be treated with care equal to or greater than the maintenance and operation of the systems they support.

IT Staff Development Paths (2.6)
Those who use IT and those who support its use locally must be adequately trained so as to minimize their demand for broader support and maximize the effectiveness of their use of IT.  Therefore, training and education programs should be continuously enhanced and developed, acquired, and delivered in such a way as to provide the most cost effective solution.

Garden of Architecture Paths (2.7)
The IT environment at UMD should take a flexible approach to the architectures and types of systems deployed so as to take advantage of the widest array of opportunities presented by the marketplace.  UMD should adopt a philosophy of a "garden of architectures" rather than seeking singular and limited technological solutions.

Expanded Presence at Orientation & Online information Paths (2.8)
The new faculty orientation process (for both teaching and research faculty) should include detailed, expansive, and engaging training to aid in faculty members’ familiarization with the technology tools and services deployed in learning and research environments on campus.

Financial/Lifecycle Model Paths (6.1)
Recognizing that legacy university enterprise information systems are based on outdated technologies, the university should accelerate their replacement.  These systems should be made more robust and functional as they are modernized and replaced by newer, more readily supportable technologies.  Representative users from the community should be involved in the selection and specification of such systems, assess their usability and functionality, and take leading roles in their implementation.

Consolidated Charge Strategy Paths (7.1)
Recognizing that information technology is a strategic asset necessary for the institution and will become even more critical to the transformation of the institution, provision of fundamental IT elements must be done holistically and not via ad-hoc or charged elements.  Essentially, charge-back "by the use" are generally viewed as non-productive and detrimental to the strategic provision of IT at UMD.  The Division of IT should engage with governance structures to determine which aspects of IT are better delivered on a pay-per-use model and what the cost and charge mechanisms should be and which aspects are part of the expected intellectual infrastructure.

Effective Centralization Model Paths (7.2)
Funding mechanisms that incentivize balanced long-term cost cutting should be developed to encourage appropriate centralization of services and infrastructure so as to best position the institution to evaluate moves of those services and infrastructure to the cloud.

Develop Campus-Wide IT Replacement Standard Paths (7.3)
In partnership with all colleges and in concert with AI 6.1, a campus-wide best practice based standard for lifecycle replacement of IT elements (particularly personal computing devices) should be established and a review of current funding policies and programs should be made to ensure adequate lifecycle replacement occurs.

Campus-Wide Purchasing Arrangements Paths (7.4)
Across all aspects of IT (equipment, software, tools, training, services, etc.), in conjunction with more distributed governance structures, the university should strive for maximum efficacy and the most fiscal efficiency through the use of broad-based, centralized, holistic decision processes.

Lifecycle Management Framework Paths (7.5)
When new systems or new technology services are deployed, a thorough cost and investment analysis should be done to ensure that adequate funding is allocated to not only provide for the initial implementation but to also ensure that ongoing annual costs are addressed, that any lifecycle refresh of equipment or other infrastructure is accounted for, and that any exit costs are identified.  Entities that propose or mandate enterprise information systems should be required to perform these analyses.  Local entities developing and deploying systems or technology services should perform similar analyses and have control over those processes.

Organizational Effectiveness Review Paths (7.6)
The Division of IT should engage in a self-evaluation and structured introspection of its function and the application of its resources.

University Senate Recommendation for Enhanced IT governance & Creation of new structures to serve as a Decision Making and Guidance Body Paths  (9.1)
The university community must be involved as a full-fledged partner with both authority and responsibility in the development and implementation of IT strategies and service directions taken at UMD.  A long-term role for the task forces that developed this plan should evolve into a formal governance structure for IT grounded in faculty, staff, and student involvement and integrated with other forms of shared governance at UMD.

Activity Based Costing Paths (9.2)
In conjunction with AI 2.4, the Division of IT should initiate and manage by a program of Activity Based Costing related to its service catalog.  This effort should be coupled with a user satisfaction survey so that cost and quality of services can be illustrated and management decisions regarding funding and program enhancements can be informed by detailed tactical metrics.

Faculty Liaison Paths (9.4)
The Vice President of IT should place within his senior staff the role of a faculty liaison designed to help the Division of IT leadership to more effectively communicate and interact with the faculty of the University of Maryland.  Whether this liaison role is filled by a single individual or a small group of complimentary individuals is a matter for the Vice President to determine.