An IT council is the highest governing body in the ITG framework and is ultimately accountable for IT principles, investment, and strategy. An IT council is defined as a group of executive-level University stakeholders who convene on a periodic basis to make decisions, receive input, consult other governance bodies, or deliberate on an IT topic of interest within a given domain on a continual basis.

An IT committee is a deliberative assembly that serves various functions around a University IT service, topic, outcome, or stakeholder group on a continual basis. Committees may report to an ITG committee, but are not required to do so in order to maintain existence unless expressly defined by the ITG framework. An IT committee recognized by the ITG framework is required to maintain an approved charter, elect a chairperson, utilize a consistent membership structure, and conduct periodic communications. A committee may invite input from another committee on an ad-hoc or routine basis. A committee within the ITG framework holds decision rights to a University IT service, topic, outcome, or stakeholder group at the University-Wide level unless the topic is within the domain of the Executive IT Council. A committee may form one or more subcommittees and receive input and presentations from those subcommittees or any University stakeholder by invitation. Existing IT committees across the University that wish to become a recognized IT committee and report into the ITG framework must receive approval by the Executive IT Council.

An IT subcommittee is a deliberative assembly that serves a specific IT committee. Subcommittees are typically continual in nature, but may be disbanded at the discretion of its parent committee. Subcommittees offer input and recommendations to their parent committee, but not directly to committees unless expressly authorized to do so by the parent committee. A subcommittee does not hold decision or funding rights to a University IT service, topic, outcome, or stakeholder group at the University-wide level. A subcommittee is not required to maintain a charter unless directed to do so by the respective parent committee.

An IT Advisory Body exists as either a chartered or un-chartered group of individuals whose purpose is to represent the voice of a stakeholder group holistically without regard to a specific topic or issue. A chartered advisory body example could include the Faculty Senate or Student Government Association. These groups are intended to represent the collective interests of their constituents and actively lobby through informal or formal mechanisms for results that positively meet their interests. An unchartered advisory body example could include a group of IT Directors from across the University who meet with the CIO for the purpose of advising on technical or operational topics of interest that are within the IT domain. Such a group would not require a charter and would meet on a recurring basis. Bodies of this nature may serve as an input to the ITG framework without the need for formal recognition as an input source, as it is within the purview of the CIO to consult such groups within the course of their professional duties or obligations.

An IT Special Advisory Body exists as a chartered group of individuals whose purpose is to complete special tasks and initiatives at the request of the Vice President for IT and CIO. This body is similar in purpose to an IT Task Force, however, it will endure indefinitely as opposed to a specific assignment that starts and ends. An IT Special Advisory body does not serve as a direct input into an ITG committee, acting as a stand-alone resource for the CIO. A component of the former Information Technology Advisory Committee will be charged as a Special Advisory Body. Descriptive information is available in Addendum 1.

IT Task Forces are IT work groups typically comprising experts in a specified area of knowledge or practice in combination with the appropriate stakeholders. Task forces are small groups of people and resources brought together to accomplish a specific objective, with the expectation that the group will disband when the objective has been completed. An IT Council or Committee may create a task force and implement the appropriate controls for the endeavor with an expectation of dissolution at the fulfillment of the task force objective.

IT Communities of Practice (ITCoPs) complete the work of addressing priorities outlined by an IT Council or IT Committee(s) and appoint a leader or leadership group who can foster participation, establish a charge, and develop clear success criteria. ITCoPs are collaborative, University-wide communities of professionals dedicated to supporting one another and elevating a given service, topic, outcome, or stakeholder group on a continual basis. ITCoPs are self-managing and gather individuals around a specific topic that is expected to be enduring, though may be disbanded when the topic is no longer relevant due to technology changes or incorporation into the ITG framework. All University students, faculty and staff are welcome to participate in the ITCoPs unless prohibited by an ITCoP charter. ITCoPs do not hold decision or input rights in the ITG Framework and are required to interact with a Committee or Council to voice input or tender recommendations. An ITCoP example is the recent GoWeb initiative intended to enable collaboration of communication professionals across the University.

An IT Stakeholder Steering Group (ITSsG) serves as a representative stakeholder group that works with IT project teams to determine the best course of action and to provide accountability for IT projects at the University. ITSsGs aid project teams in developing a project charter that directs the project towards key requirements needed most from the service, create effective communication plan(s) to distribute information to affected stakeholders across the University, refine the project plan, research about the project or service at the University and peer institutions, and deliver the projects and services that the University truly needs.

ITSsGs serve as a project management resource for University-wide initiatives and may be formed by an IT committee. An ITSsG should contain the project manager for the respective initiative with an appropriate representation of stakeholders for the initiative. At the discretion of an IT committee structure, an ITSsG may evolve into a committee or subcommittee once the project transitions into operations.

An IT Steering Committee is a collection of stakeholders who exercise decision-rights over the management of one or more specific IT services or products. Steering committees are commonly associated with IT shared services.