How do the two UCB’s strategic IT plans stack up against the Baldrige criteria for assessing strategic planning?

How do the two UCB’s strategic IT plans stack up against the Baldrige criteria for assessing strategic planning?

The UC Berkeley Campuswide (UCB) IT Strategic Plan

The Information Technology Strategic Plan (2007-08) included in the refreshing targets is focused on the main needs that the entire campus environment has. It begins with introducing the specific campus community needs and challenges in delivery of services.  Four aside for needs and challenges areas are itemized in the document which act as the groundbreaker for the rest of the plan. It is from the introduction of the specific needs that the actual policies for strategic plan to run for the highlighted years are clearly given. A separate section is given for the actual trends for the various areas of focus and the approach to be introduced in the strategic plan also provided.

The areas of focus for UC Berkeley are provided in a simplified list manner under research, teaching and learning, student experience and administration. After provision of the actual trends in the world of every area, the strategic plan then introduces a second area that represents the actual input in a specific itemized approach. This approach enables the plan drafters to highlight key areas of need and at the same time offer solutions for the specified needs. By highlighting the current trends, it is possible for the drafters to show deviations and provoke action (UC Berkeley, 2008). Perhaps the main striking feature observable across every presentation is the interaction that each of the policy areas has with IT.

The University of Colorado at Boulder (UCB) IT Strategic Planning

According to the presentation made by the University of Colorado at Boulder (UCB) IT Strategic Planning, a similar approach is adopted by highlighting the main areas of strategic planning needs that define the operations of the university. Four areas of strategic planning that require input have also been given with detailed input also included. In the document, a formal introduction is involved at the beginning with key remarks from the chancellor, associate vice chancellor for IT and CIO and the planning director are included, perhaps to demonstrate the high level importance that the strategic planning document is for the campus. These remarks are aimed at making specific observations on the importance of IT in the highlighted areas of strategic planning within the management area under each of the administrators.

Direct narration on teaching and learning; shared resources and support; collaboration and partnerships and governance, budget and communications are the main contents of the main body. Specific areas of input for each of the four areas are highlighted in the detailed strategic policy presentation. One of the most striking features once again is the role of IT involvement in the realization of the appropriate realignment under the new proposed strategic planning regime. For instance, it is clearly outlined for the collaboration and partnerships subheading four issues of IT solutions such as those regarding libraries, housing and dining services (University of Colorado at Boulder, 2010).

Baldridge Criteria and Relative Score

This is a regulation criterion that requires that institutions update their strategic plans every two years in order to keep in touch with the latest and best trends in the delivery of services in the particular field that they deal in. Under its watch, Baldrige Criteria for Performance Excellence assists in setting up a role model for organizations by formulating certain standards. There is an award system for exceptional performance among organizations. It also assists organizations to assess improvement and highlight their performance. The program highlights high performance in the organizational performance of US institutions and corporate organizations by setting the yardstick and blueprint for quality practices in operations.

Setting the criteria for strategic planning in organizational service delivery for education performance excellence as outlined in the Baldridge yardstick include understanding management and against the various strategies that the organization can make towards a number of areas. The organizational environment must be captured in the education setting with much emphasis as strategic situation and relationships are in the policy postulated at the end of regular operating periods. Criteria for performance excellence similarly play a vital point in defining the route to be taken when structuring a winning formula for strategic planning (NIST, 2011).

In terms of where these two organizations fall in the criteria, it would be fair to state that their strategic plans for the stipulated years are very responsive to actual challenges in a specific way. It is important that the two organizations highlight specific areas of action through the proposed strategic plan, giving clear input that they wish to implement. By giving specific areas of input in the proposals appears as significant deliberate will to have the organizations respond to the four highlighted ar.............