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These include: IT strategic planning sponsor, it strategic planning co-chairs, it strategic planning chairs and directors, and it strategic planning process team ("Campus it strategic plan participants," 2008). The university also spells out a timeline and expected outcomes, with all phases of the planning process, another Baldridge criteria. This timeline establishes which critical it issue will be addressed and when.
The University of Colorado at Boulder (CU-Boulder) "solicited the opinions and expertise of faculty, staff and students to examine the plans and priorities for the use of information technology in support of the mission for CU-Boulder" ("Information technology," 2010), in 2010. Unlike UC Berkeley, CU-Boulder only lists that there are 17 planning committees, comprised of faculty, students, administrators, and it staff, key participants in the strategic planning process ("Planning process," 2010). These planning committees are not provided with further detail, on the university's website. Nor do they specifically list which key individuals are involved in these committees. CU-Boulder does detail an annual strategic plan timeline, which is in accordance with the Baldridge criteria.
In January, the university gathers committee members. During February and March, the committees meet. In April and May, the committees prepare subchapter reports, with additional reviewers reading and commenting on their work. During the months of June and July, the committees compile their reports. Campus-wide distribution of the reports occur in August, allowing the campus to make comments. Lastly, in September, the committees finalize their reports ("Planning process," 2010).
Many of the other criteria for the Baldridge Award are missing from the details of CU-Boulder's strategic planning, however. They do not detail how their strategic planning process collects the relevant data to identify the organization's strength and weaknesses, let alone the emerging opportunities and threats. Early...
From the university's documentation of past committee work, it appears that the only two areas the strategic planning process is concerned with is support of teachers and learning, administrative functions, and research.
Conclusion:
The Baldridge Award was developed to reward excellence. As such, specific criteria was established to determine which organizations truly excelled. One such sector the Baldridge Award focuses on is the education sector, as a means of improving schools and the educational process. Both UC Berkeley and CU-Boulder meet some of the strategic planning criteria for the Baldridge. However, CU-Boulder appears not to specify as many of the items that UC Berkeley has met in the list of criteria. Although both universities have room for improvement, given the strategic planning processes detailed on both universities' websites, UC Berkeley is farther along the Baldridge Award path.
References
Baldridge by sector: Education. (21 Oct 2010). Retrieved March 17, 2011, from http://www.nist.gov/baldrige/enter/education.cfm.
Campus it strategic plan participants. (16 Jan 2008). Retrieved March 17, 2011, from http://technology.berkeley.edu/planning/strategic/participants.html" target="_blank" REL="NOFOLLOW" style="text-decoration: underline !important;">http://technology.berkeley.edu/planning/strategic/participants.html.
Campuswide information technology strategic plan. (7 Feb 2008). Retrieved March 17, 2011, from http://technology.berkeley.edu/planning/strategic/.
Education criteria for performance excellence. (2011). Retrieved March 17, 2011, from http://www.nist.gov/baldrige/publications/upload/2011_2012_Education_Criteria.pdf.
Information technology strategic plan 2010. (2010). Retrieved March 17, 2011, from http://www.colorado.edu/ITplan/.
Planning process. (2010). Retrieved March 17, 2011, from http://www.colorado.edu/itplan/process.html.
Who we are. (22 Dec 2010). Retrieved March 17, 2011, from http://www.nist.gov/baldrige/about/index.cfm.
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