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ABaC$ Quality Standards Matrix (quality standards in red signify that they are new or revised)
Key Result Library Library-wide LSST/ABaC$ Measurement
Area Critical Processes Quality Standards Quality Standards Method Stakeholders Status Comments
Operational P9 Managing Human Resources
Effectiveness
P9.2 Recruiting, Allocating 100% of completed student hiring Library hiring
and Hiring paperwork will be submitted accurately to supervisors and
Systems Control within one business day of student employees
appointment with student.
Library hiring
100% of student employment information supervisors and
will be verified and updated in KRONOS student employees
within one day of PeopleSoft upload.
100% of student supervisors notified of Library hiring
student start date within one business day supervisors and
of identifying student is active in Kronos. student employees
Operational P11 Managing Financial Resources
Effectiveness
P11.3.1 Placing orders. 100% of all funding source documents are Library Teams
Supplies, Services, reviewed for accuracy and detail at the
Reimbursements close of each business day. If inaccurate /
incomplete funding source documents are
submitted, the Accountants will contact the
customer within one business day for
clarification
100% of all completed funding source Library Teams
documents are processed within two
business days of receipt.
100% of orders, services and Library Teams
reimbursements are coded and entered
accurately in ATLAS by Friday of each
week.
P-card holders
100% of p-card order log numbers will be
entered in ATLAS by Friday of each week.
P11.3.2 Placing orders. Travel 100% of approved travel funds are LFA, SGA, Cabinet,
and Training Fund encumbered into ATLAS Travelers and Dean
100% pending travel and training fund LFA, SGA, Cabinet,
expenditures are entered into ATLAS, Travelers and Dean
based on approved allocation by Friday of
each week.
100% of Travel Expense forms are Travelers
completed accurately and submitted to UA
travel within 2 business days of traveler’s
signature.
P11.4 Monitoring Fund Lines 100% of discrepancies once notified will be Library Teams
researched by the end of business day and
corrected within two business days of
resolution.
Monitoring information 100% of al IA financial reports and IRMMT, RSST, and
access fund lines documents are reviewed (includes source Steve Bosch
documents, FRS, etc.) and are reconciled
to FRS by Friday of reconciling week.
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ABaC$ Quality Standards Matrix (quality standards in red signify that they are new or revised)
Key Result Library Library-wide LSST/ABaC$ Measurement
Area Critical Processes Quality Standards Quality Standards Method Stakeholders Status Comments
100% of IA report discrepancies will be IRMMT, RSST, and
researched immediately after monthly FRS Steve Bosch
close. Resolution by the next FRS close.
P11.5 Reporting 3.2 Customers 100% of the reports provided to Team and Library Teams
satisfied that the project leaders, and/or fund managers,
information distributed contain accurate data (see P11.8 below)
in financial and and are completely reconciled to all source
budget reports is documents, FRS reports and ATLAS
accurate. records by Monday after reconciling week.
100% of all Team Administrative Assistants Library Teams Measure knowledge of Admin Asst by giving a quiz.
will know how to access and be
knowledgeable of the Library and CCP
Business Practices manual by providing
one training sessions per fiscal year.
100% of the Library and CCP Business Library Teams
Practices manual will be updated once a
year possibly October.
P11.6 Maintaining Vendor 100% of vendor inquires will be responded IRMMT, RSST, Steve
Relations to with in two business days. Bosch, and TST.
P11.6.1 Paying/Billing Invoices 100% of pending invoices which contain IRMMT, RSST, Steve
items that have not been received will be Bosch, and TST.
researched with vendor or stakeholder
(TST) within 30 days of receipt of invoice.
100% of statements will be researched IRMMT, RSST,P-card,
twice a month for invoice resolution. and TST.
100% of Blackwell North America approval TST
invoices, received in batches, will be
processed within 48 hours of receipt by
Partners/TST accounting.
100% of completed monographic/serial IRMMT, RSST, Steve
invoices will be paid within 4 working days Bosch, and TST.
from date received in Partners/TSAP
accounting.
100% of incomplete invoices will be TST
researched and followed up within one
week of correspondence with TST
Receiving.
100% of P-Card transactions will be P-card holders
reconciled and approved in accordance
with the U of A Purchasing Department
deadlines.
100% of cash receipts with completed Library Teams
documentation, will be processed for
deposit within one business day of receipt
by Accountant.
100% of all P-Card Transactions that have IRMMT, RSST, Steve
cleared FRS will be entered in Millenium Bosch, and TST.
within 5 working days of month end close.
100% of all checks received by the TST IRMMT, RSST, Steve
Accounting area will be researched and Bosch, and TST.
processed within 10 working days.
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ABaC$ Quality Standards Matrix (quality standards in red signify that they are new or revised)
Key Result Library Library-wide LSST/ABaC$ Measurement
Area Critical Processes Quality Standards Quality Standards Method Stakeholders Status Comments
P11.7 Initiating payroll and 100% of staff edits are entered into Library staff and
distributing paychecks KRONOS on a d student employees
100% of staff and student edits are entered
into KRONOS by Friday of non-pay week
and into PSOS by noon, Monday of pay
week.
100% of all missed punches will be Library staff and
reported to supervisors every pay period. student employees
100% of all employee KRONOS records Library staff and
reported match PSOS prior to audit and student employees
submission of roster.
100% of paychecks and earnings Library staff and
statements will be sorted correctly and will student employees
be available for pickup by 9AM at Main on
pay day. After distribution time, paychecks
not picked-up will be mailed to the
employee's address on file.
100% of newly hired students will be issued Library staff and
a paycheck in the first payroll cycle as long student employees
as Systems Control processes all relevant
documents.
Results of audit will ensure 100% of staff Library staff and
and students receive an accurate paycheck student employees
100% of Payroll will be reconciled to the UA Library staff and
PEL reports and downloaded into ATLAS student employees
by payday Friday. An email to AllABaC$ will
be sent upon completion.
P11.7.1 Monitoring library 100% of all financial reports and Library Teams
personnel operations documents are reviewed (includes source
and wages budgets documents, FRS, PEL, etc.) and reconciled
to FRS by Friday of reconciling week.
Documents not in hand are requested from
UA processing unit (i.e. UITS, UA
Bookstore, Student Union, Photocopy)
100% of all pending orders,encumbrances, Library Teams
receipts and reimbursements are
researched immediately after monthly FRS
close. Resolution by the next FRS close.
P11.10 Record Management 100% of all IA Invoices paid in Millenium TST and DDT
and FRS will be scanned and indexed in
Docuware prior to submitting to UA
Accounts Payable.
100% of operation documents will be Library Teams
scanned and indexed into Docuware prior
to submission.
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
Operational P2 Acquiring
Effectiveness
P2.5 Receiving Shelf-ready Blackwell’s and QS1: 98% of the time TST
Acquisitions Roswell book Blackwell’s books will be processed
deliveries will be within two working days
promptly received
and disbursed to
the proper
locations
QS2: 98% of the time Roswell shipments TST
will be delivered to MAT within four work
hours
QS3: 98% of the time OCLC shipments TST
will be received and processed to TST
on the day of arrival
Operational P10 Managing Physical Facilities
Effectiveness
P10.2 Security for resources/buildings
P10.2.1 Control Card Access and Maintain access QS1: 98% of the time Amer-X
Key Pad Systems database to insure respond to access
staff and customers requests within three
can use work hours
CAT Cards to gain
entry
QS2: Make changes to keypad numbers AIST for
within 24 work hours of any request for graduate
carrel and 8 hours for staff locations carrels
QS3: Provide advisories concerning Service Desk
security incidents and overall status of Staff and
security programs UAPD
P10.3 Planning and Preparing for
Emergencies and Disasters
P10.3.1 Library Emergency Procedures Communicate QS1: Provide procedure and policy UAPD and
security, safety and changes to the staff within 24 hours by Risk
emergency and email and update written documents Management
evacuation policies within 5 days
to the Library Staff
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
QS2: Provide emergency procedure fact
sheets to new staff members attending
the 6-week LSST orientation
P 10.3 .2 Disaster Response Plan Maintain Library QS1: Updated information included in University
Disaster Plan to the plan within 15 work days when Risk
insure updates are changes are needed Management
included when
required
P 10.4 Facilitate Response to Maintain QS: Updates to response phone lists
Emergencies and Desasters and emergency and are made within 15 days when changes
Coordinate Disaster Recovery disaster are required
response/recovery
phone lists for
involved staff
Maintain necessary QS: Supplies and source list are
disaster response available when needed
supplies and/or a
listing of local
sources
P 10.5 Maintain Buildings and
Furnishings
PM #1: Timely QS1: Non-billable requirements
processing and reported to University FM within 2 work
follow-up on facility hours of notification for maintenance
maintenance needs
requests and work
orders
QS3: Less than three University FM
(3) second customer calls per month
about specific work orders
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
QS: Reduce PM#2: Customers QS1: Reduce the gap on LibQual
superiority satisfied with dimension "Library as a place" by 5%
gap from - furnishings and from the 2005-2007 average
.93 (average facilities
2005-2007)
to -.75 by
2012 on
LibQual
deminison
"Library as
Place"
PM #4: Establish Chairs and tables are available to
and maintain a vendors at pick up times and returned to
maintenance and needed locations in the Libraries within
refurbishment 24 hours of return
program for
furniture when
funds are available
PM #4: Provide QS1: Accommodate
furniture for staff staff requests within 24 hours of the time
office use when negotiated with the customer
available. Locate
furniture and
provide setup in
office
P 10.6 Refurbishing/Renovation of
Library Buildings
PM #1: Plans, QS1: Attend 95% of all scheduled
initiates and renovation related meetings with
coordinates Facilities Design & Construction,
building Architects, Contractors, Facilities
renovations Maintenance Renovation Services and
affected Library Teams
QS2: 90% of established goals and
milestones for FM required activities are
met or adjusted prior to the due dates
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
QS3: 80% of involved and affected
Library staff satisfied with involvement in
the planning and scheduling process for
non-Space requirements
QS: Reduce QS4: Reduce the gap on LibQual
superiority dimension "Library as a place" by 5%
gap from - from the 2005-2007 average
.93 (average
2005-2007)
to -.75 by
2012 on
LibQual
deminison
"Library as
Place"
PM #2: 90% of established planning and project
Coordiantes implemetation goals and milestones are
implementation of met or adjusted prior to the due dates
Space plan
requirements
relating to facility
access, staff and
furniture moves,
surplus property,
and outside agency
contacts
P10.7 Space Planning
Primary Responsibility is with PM #1: Active QS1: Attend 95% of all scheduled Dean,
LSST Team Leader--FM Work involvement in meetings with Facilities Design & Cabinet &
Team Leader will provide full implementing Construction, Campus and Facility Affected
backup Space Team Planning, Architects, Contractors, Library Library
Master Plan Administration and Teams and affected Teams
options and staff
planning activities
and implementation
of new
requirements not
included in the
current Master Plan
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
QS2: 80% of affected Library staff All Affected
satisfied with their involvement in the Staff
planning and implementation process
Insure Space QS3: Insure Space planning process for
planning the Library uses customer metrics in
process for developing options and goals
the Library
uses
customer
metrics in
developing
options and
goals
QS: Reduce QS4: Reduce the gap on LibQual
superiority dimension "Library as a place" by 5%
gap from - from the 2005-2007 average
.93 (average
2005-2007)
to -.75 by
2012 on
LibQual
deminison
"Library as
Place"
QS5: 90% of established goals and All Teams
milestones for FM required activities are
met or adjusted prior to the due dates
PM #2: Manages QS1: 90% of all data Requestors
the Space planning requests satisfied by the time negotiated
database for all with the requestor
Library facilities
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Facilities Management (FM) Quality Standards FY09-10
Key Library-wide LSST
Result Library Quality Performance
Area Critical Processes Standards Measures LSST Quality Standards Partners Status Comments
P13 Delivering Mail and Materials
Receiving/Sorting/Delivering/ PM #1: Customers QS1: 98% mail and
Packaging/Dispatching Mail and receive mail and materials received by 9:00 am will be
Materials library materials delivered by 1:00 pm
(books, periodicals,
newspapers, maps,
and microfilms) in a
timely manner
QS2: 90% of receipts
after 9:30 will be delivered the same day
PM #2: Library mail QS1: Less than 2% of mail and materials
and materials returned to shipping due to improper sort
accurately sorted or delivery
and delivered to
proper locations
PM #3: Customer’s QS1: Out-going mail received by 2:00
mail is picked will be delivered to the post office the
up in a timely same day 98% of the time
manner
QS2: 97% of the time mail will be picked
up at mail drops at scheduled times
PM #4: Provide QS1: Mail report provided by the 10th
mail and cost data working day of the following month
report to customers
on a monthly basis,
with emphasis
minimizing cost
QS2: Mail quarterly cost invoices for
Friends and CCP no later than 10 days
after the close of the quarter
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HROE QUALITY STANDARDS 2009-2010 (Initial version 0909)
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
1) MANAGE MAIN LIBRARY SYSTEM EMPLOYMENT
A) ACQUIRE EMPLOYEES (RECRUITMENT, SELECTION & HIRING)
1. Regular Employees: Support the Recruitment and Hiring of Regular Employees to Maintain EOC Compliance in Our Recruitment, Selection and
9.2, 1, 1
#4: Recruiting, #4/S1: Identify, maintain, develop, and/or QS 1: 95% of regular employee MJ, GH, Dean, W/TL Tracking Cross-training for
acquire critical competencies required to be
Operati Allocating and position descriptions submitted to ELB log Glenda (in
successful in the future. AND, #4/S4: Obtain
onal Hiring (all and allocate resources (money, personnel, initiate the recruitment process progress)
Effectiv classifications and attention) to strategic products, services, and will be initially reviewed and
eness volunteers) processes that will enable us to provide feedback given to W/TL within 2
PM 1: Timeliness exceptional customer service. business days.
9.2, 1, 2
PM1 ↓ QS 2: 95% of applications will be MJ, GH, W/TL, Tracking Cross-training for
pre-screened for minimums within ELB Selection log Glenda (in
1 business day after the closing Teams progress)
date of the position or by the first
review date if position is open
until filled.
9.2, 1, 3
PM1 ↓ QS 3: In 99% of classified MJ, GH, W/TL, Tracking
searches, audit of search steps will ELB Selection log
be completed within 2 business Teams
days after receipt of file from
selection team for each step of the
search process.
9.2, 2, 1
Recruiting, Allocating and Hiring (all classifications and QS 1: 95% of search teams will use MJ W/TL, Audit log Competency
volunteers) competency based position Selection description
PM 2: Outcome: enhance quality of selection process descriptions, criteria matrices, Teams development for
interview and reference questions Martina and TLs
to enhance selection process.
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
9.2, 2, 2
PM2 ↓ QS 2: 100% of classified searches MJ W/TL, Audit log Cross-training for
will be audited by the HROE team Selection Glenda (in
and feedback provided to Teams progress)
selection team when best
practices or UA/AA policies and
procedures for recruitment have
not been followed.
9.2, 2, 3
PM2 ↓ QS 3: 90% of all Library searches MJ, GH, Selection Careertra
(with or without goals) will include ELB Teams ck EEO
minority and women applicants. Summary
9.2, 2, 4
PM2 ↓ QS 4: All library searches with UA MJ, GH, Selection Prescree
goals will strive and reach ELB Teams ning
"applicant availability" goals. process
2. Graduate Student Employees: Support the recruitment and hiring of graduate student employees to maintain EOC compliance in our recruitment,
9.2, 3, 1
#4: Recruiting, #4/S1: Identify, maintain, develop, and/or QS 1: 95% of grad student MJ, GH, W/TL Tracking Cross-training for
acquire critical competencies required to be
Operati Allocating and employee position descriptions ELB log Glenda (in
successful in the future. AND, #4/S4: Obtain
onal Hiring (all and allocate resources (money, personnel, submitted to initiate the progress)
Effectiv classifications and attention) to strategic products, services, and recruitment process will be initially
eness volunteers) processes that will enable us to provide reviewed and feedback given to
PM 3: Timeliness exceptional customer service. W/TL within 2 business days.
9.2, 3, 2
PM3 ↓ QS 3: In 99% of grad student MJ, GH, Supervisors Audit log
employee searches, audit of ELB
search steps will be completed
within 2 business days after
receipt of file from selection team
for each step of the search
process.
9.2, 4,1
Recruiting, Allocating and Hiring (all classifications and QS 1: 100% of grad student MJ W/TL, Audit log Cross-training for
volunteers) searches will be audited by HROE Selection Glenda (in
PM 4: Outcome: enhance quality of selection process and feedback provided to Teams progress)
selection team when best
practices or UA/AA policies and
procedures for recruitment have
not been followed.
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
3. Temp Employees: Coordinate and support the recruitment and hiring of temp agency employees.
9.2, 5, 1
#4: Recruiting, #4/S1: Identify, maintain, develop, and/or QS 1: 99% of temp agency MJ, GH, TL, Tracking Cross-training for
acquire critical competencies required to be
Operati Allocating and employee position descriptions ELB Supervisors log Glenda (in
successful in the future. AND, #4/S4: Obtain
onal Hiring (all and allocate resources (money, personnel, submitted to initiate the progress)
Effectiv classifications and attention) to strategic products, services, and recruitment process will be initially
eness volunteers) processes that will enable us to provide reviewed and feedback given to
PM 5: Timeliness exceptional customer service. AND, #4/S3: requesting supervisor within 2
Develop collaborative partnerships with
business days.
research libraries and related information
agencies to leverage resources and achieve
goals in key result areas.
B) SUPPORT PERSONNEL FUNCTIONS AND ISSUES
1. Provide Information, Advice and Referral regarding Personnel Policy and Personnel Issues (including policy +/or procedure clarification, personnel issues & concerns,
position & class managing leave of absences & end of employment, probation & goal development, performance reviews, visa issues and petition requests, general recruitment questions,
Informing, reviews,#4/S1: Identify, maintain, develop, and/or
9.5, 1, 1
#4: QS 1: All requests for MJ, GH, W/TL, Tracking Cross-training for
acquire critical competencies required to be
Operati Providing Advice information/assistance will be ELB Supervisors log Glenda and Ellen
successful in the future. AND, #4/S4: Obtain
onal and Coordinating and allocate resources (money, personnel, responded to within 2 business and TL
Effectiv Resolution and attention) to strategic products, services, and days.
eness Referral of processes that will enable us to provide
Employee Work- exceptional customer service. AND, #4/S3:
Develop collaborative partnerships with
Related Conflicts /
research libraries and related information
Problems and agencies to leverage resources and achieve
Human Resource / goals in key result areas.
Organization
Effectiveness
Policy and Process
Questions PM
1: Timeliness/
Responsiveness
9.5,1,2
PM1 ↓ QS 2: If in-depth assistance is MJ, GH, W/TL, Tracking Stay abreast of
required, a plan of action will be ELB Supervisors log changing policies
offered within 5 business days. and laws - Martina
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
9.5, 1, 3
PM1 ↓ QS 3: With disciplinary action MJ W/TL, Tracking Stay abreast of
cases and visa requests, in-depth Supervisors log changing policies
assistance to develop a plan of and laws - Martina
action or next steps will be offered
within 5 business days.
9.5, 2, 1
Informing, Providing Advice and Coordinating Resolution and Referral of QS 1: 100% of team/work team MJ, GH, W/TL, Annual TL Training
Employee Work-Related Conflicts, etc. PM 2: leaders are aware of, using & ELB Supervisors survey
Outcome: enhance quality of response and resolution of issue. following the processes for
probation, leave management,
performance appraisals, personnel
actions and terminations.
9.5, 2, 2
PM2 ↓ QS 2: Reduce the number of cases MJ, GH, W/TL, Tracking TL Training
of personnel conflict coming to ELB Supervisors log
HROE by 20% over previous year.
2) MANAGE HUMAN RESOURCES INFORMATION
A) Create, Maintain and Provide Access to HR-Related Information which Helps the Organization
1. Employee Data: Create, Collect and Organize Up-to-Date Data Records
P15.4, 1, 1
Collecting and #4/S2: Regularly assess and improve our QS 1: Create, run and provide data GH, ELB Dean, SLRP, Tracking Learn PeopleSoft;
organizational systems and processes to
Distributing reports on or before negotiated TL log cross-training for
ensure they are efficient and effective.
Statistics and due date 99% of the time. Ellen
Management Data
PM 1: Timeliness
2. Web Resources: Create, Organize and Maintain Up-to-Date Web Pages
P3.5, 1, 1
Designing and #4/S1: Identify, maintain, develop, and/or QS 1: Create or update web pages ELB, GH Central HR, Tracking
acquire critical competencies required to be
Maintaining with change in policy and Other log
successful in the future. AND, #4/S2:
Library/CCP Web Regularly assess and improve our procedure within 2 business days Information
Presence organizational systems and processes to of notification of change 99% of Providers
PM 1: Timeliness ensure they are efficient and effective. the time.
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
3) WORK WITH THE ORGANIZATION AS A STRATEGIC PARTNER
A) Support HR Systems and Practices (Shared Ownership Topics)
1. Support and Maintain Existing HR-Related Systems
A. Orientation: Coordinate and Provide Support for New Employee Orientation.
P9.3
#2: Training for Team #2/S2: Develop and support learning
environments with appropriate customizable
Educati Systems (PEMS,
tools that integrate information resources to
on AND Compensation support learning and research in virtual
#4 and/or Rewarding spaces in use by our customers. AND, #4/S4:
Operati Systems), Team Obtain and allocate resources (money,
onal Development, and personnel, attention) to strategic products,
services, and processes that will enable us to
Effectiv Interpersonal Skills
provide exceptional customer service.
eness
9.3, 1, 1
Training for Team Systems (PEMS, Compensation and/or QS 1: 100% of new employees will Who will W/TL, Tracking
Rewarding Systems), Team Development, and invited to attend NEO facilitate Regular log
Interpersonal Skills PM 1: Timeliness Foundations Programming as required Employees
sessions are scheduled. sessions?
(Jim)\
9.3, 1, 2
PM1 ↓ QS 2: 90% of new employees will Who will W/TL, Tracking Practical
complete required NEO facilitate Regular log experience with
Foundations Programming required Employees Flash objects - Ellen
(Sessions 1, 2, 3, 5) within 1 year of sessions?
hire. (Jim)\
9.3,1,3
PM1 ↓ QS 3: 95% of all new employees W/TL W/TL, Tracking
(including GA and student) will Regular log
complete NEO Foundations Employees
Programming (Session 6:
Preventing Sexual Harassment)
within 3 months of hire.
LIBRAR With Data
OWNERS
Y KEY LIBRARY CRITICAL PROCESS LIBRARY KRA-ASSOCIATED Whom Gatherin COMPETENCIES
LIBRARY HROE QUALITY STANDARD (Major,
RESULT LIST STRATEGIES HROE g NEEDED
MEASURE/QS Minor)
AREA Partners Method
B. Competency Description Models: Coordinate the Update of Competency Models for All Libraries Positions.
P3.7, 1,1
#4 Managing and #4/S1: Identify, maintain, develop and/or QS 1: Create or update web pages ELB, MJ, W/TL, Annual Competency
Operati Organizing Access acquire critical competencies required to be with additions to or changes in GH Regular survey or description
successful in the future.
onal to Information PM competency models. Employees focus development for
Effectiv 1: Outcome group Martina and TLs
eness
4) MEASURING/EVALUATING & IMPROVING HROE SERVICES
A) Measure Libraries Satisfaction with HROE Services and Determine Customers' Changing Needs on a Regular Basis.
9.10, 1, 1
#4: P9.10 #4/S2: Regularly assess and improve our QS 1: HROE services will be HROE Any one Annual
organizational systems and processes to
Operati Measuring/Evaluat evaluated for customer who used survey or
ensure they are efficient and effective.
onal ing satisfaction, effectiveness and our services focus
Effectiv PM 1: Evaluate needs/prioritization biennially. group
eness HROE Processes
9.10, 2, 1
P9.10 Measuring #4/S2: Regularly assess and improve our QS 1: HROE processes under study HROE Any one Annual
organizational systems and processes to
/Evaluating will include an evaluation which who used survey or
ensure they are efficient and effective.
PM 2: Measure shows that changes resulted in our services focus
Cost-Efficiency of reduced costs. group
HROE Processes
B) Improve HROE Processes
9.10, 3, 1
P9.10 #4/S2: Regularly assess and improve our QS 1: HROE evaluations will HROE W/TL, Annual
Measuring/Evaluat organizational systems and processes to determine whether customers are Library survey
ensure they are efficient and effective.
ing satisfied with process Employees,
PM 3: Improve improvements. Potential
HROE Processes Employees
15.7, 1, 1
Developing #4/S2: Regularly assess and improve our QS 1: 90% of Cabinet members are Cabinet Cabinet
Policies (including organizational systems and processes to satisfied with timeliness and survey
ensure they are efficient and effective.
clarifying and quality of advice provided on
assisting in policy development when
implementing) requested.
PM 1: Satisfaction
MARKETING
FY10 Projects and Quality Standards Mission Critical Key Result Area (SLRP, 2010-2010
Process Strategic Plan)
Project 1: Define and map process for P16: Managing KRA 4: Operational Effectiveness
marketing and communications – for both External Activities
the Office of and as it occurs at the team
level – in the library.
- QS1: Work with Cabinet subgroup to
achieve outcomes of the subgroup’s charge
(completion date tbd)
- QS2: 100% of library teams are informed of - P16.7 Marketing - Strategy 2: Regularly assess and improve
work team priorities and promoting our organizational systems and processes
to ensure they are efficient and effective.
Project 2: 100% implementation of Student P16: Managing KRA 1: Information Resources and Services
Library Fee Marketing Communication Plan External Activities
by May 14, 2010
- QS1: 20% of total student population has - P16.7 Marketing - Strategy 1: Expose and encourage access
opted-in to receive e-newsletter June 2010. and promoting to University Libraries and CCP resources
and services through the platforms and
external systems most widely used by
customers
- QS2: 75% of total opt-ins will open the -Strategy 3: Cultivate relationships with UA
monthly e-newsletter. academic units, campus services, and
external organizations as appropriate to
meet customer needs
- QS3: 10% increase in click-through rate one
month after highlight in e-newsletter (e.g.
100 people used a database one month, 110
people used it after highlight.)
Project 3: Graphics and publicity support for P16: Managing KRA 1: Information Resources and Services
Special Collections, standing activities, and External Activities
library events and exhibits (see work
priorities above)
-QS1: Level of support is negotiated based - P16.7 Marketing - Strategy 1: Expose and encourage access
on work priorities, time, and available and promoting to University Libraries and CCP resources
resources and occurs in-person with and services through the platforms and
MarCom and requesting team 100% of time external systems most widely used by
customers
-QS2: Agreed-upon MarCom support is met KRA 4: Operational Effectiveness
100% of time (e.g. graphics output, news
release, publicity, etc) with the
understanding that unplanned, critical work
may impact deadline
- Strategy 2: Regularly assess and improve
our organizational systems and processes
to ensure they are efficient and effective
Project 4: Administration of Libraries P16: Managing KRA 1: Information Resources and Services
portfolio of text-based publications, External Activities
advertisements, and digital slides
-QS1: By June 30, 2010 develop a digital - P16.7 Marketing - Strategy 1: Expose and encourage access
slide library of 100 unique slides and promoting to University Libraries and CCP resources
and services through the platforms and
external systems most widely used by
customers
-QS2: Coordinate design and payment of KRA 4: Operational Effectiveness
100% of paid advertisements
-QS3: During FY10 coordination production - Strategy 3: Develop collaborative
of 2 print versions of Friends Trends partnerships with research libraries and
newsletter related information agencies to leverage
resources and achieve goals in key result
areas
-QS4: By May 2010 conceptualize and -Strategy 4: Obtain and allocate resources
prototype new library publication to strategic products, services, and
processes that will enable us to provide
exceptional customer service
Project 5: Internal Communication, Tools, P16: Managing KRA 4: Operational Effectiveness
and Guides External Activities
-QS1: By October 20, 2009 MarCom work - P16.7 Marketing - Strategy 1: Identify, maintain, develop,
priorities, strategic framework, and current and promoting and/or acquire critical competencies
work queue is posted on work team intranet required to be successful in the future
-QS2: By June 31, 2010 populate work team - Strategy 2: Regularly assess and improve
intranet with tools and guides for use by our organizational systems and processes
library teams (e.g. digital slide requests, how- to ensure they are efficient and effective
to guides, communication requests, event
plans, approved materials guide, print-on-
demand signs, etc)
-QS3: By June 30, 2010 create a
standardized style sheet for use in print and
on public web pages
Project 6: Advancing macro-level P16: Managing KRA 1: Information Resources and Services
communication objectives External Activities
QS1: By October 30, develop 3-5 macro- - P16.7 Marketing -Strategy 3: Cultivate relationships with UA
level messages that support and build on the and promoting academic units, campus services, and
Strategic Initiatives (see work priority list external organizations as appropriate to
above) meet customer needs
QS2: By June 30, 2010 write (where KRA 4: Operational Effectiveness
applicable), edit, and distribute 12 news
releases
QS3: By June 30, 2010 secure 10 stories in - Strategy 3: Develop collaborative
campus news outlets (UA News, Lo Que partnerships with research libraries and
Pasa) related information agencies to leverage
resources and achieve goals in key result
areas
QS4: By June 30, 2010 secure 2 stories in
trade publications
QS5: By June 30, 2010 secure 3 stories in key
campus publications (non-UA News, e.g.
Alumnus, Advancing Arizona, etc)
Project 7: Marketing Communication Plan P16: Managing KRA 4: Operational Effectiveness
for Development External Activities
-QS1: 100% completion of already agreed- - P16.3 Recruiting - Strategy 4: Obtain and allocate resources
upon graphics output for Development and developing to strategic products, services, and
supporters
processes that will enable us to provide
(Identification,
stewardship, exceptional customer service
cultivation)
-QS2: By March 2010 complete -P16.4 Maintaining
Development Marketing Communication donor relations
plan for FY11 implementation
-P16.7 Marketing
and promoting
GRANTS
FY10 Projects and Quality Standards Mission Critical Key Result Area (SLRP, 2010-2010
Process Strategic Plan)
Project 1: Coordinate Grants Process P16: Managing KRA 1: Information Resources and Services
External Activities
-QS1: Coordinate the process for planning, - P16.5 Managing - Strategy 1: Expose and encourage access
generating, collaborating, and submitting all grant process to University Libraries and CCP resources
grant proposals with library staff and and services through the platforms and
campus/external partners (if applicable) external systems most widely used by
customers
-QS2: Edit 100% of grant proposals prior to KRA 4: Operational Effectiveness
submittal
-QS3: 100% of grant proposals are
submitted on time
- Strategy 3: Develop collaborative
partnerships with research librarian and
related information agencies to leverage
resources and achieve goals in key result
areas
-Strategy 4: Obtain and allocate resources
to strategic products, services, and
processes that will enable us to provide
exceptional customer service
Project 2: Internal Communication P16: Managing KRA 4: Operational Effectiveness
External Activities
-QS1: Maintain calendar of grant - P16.5 Managing - Strategy 1: Identify, maintain, develop,
opportunities on intranet; update no later grant process and/or acquire critical competencies
than 5 days after close of each month required to be successful n the future
-QS2: In FY10, offer 3 open sessions about - Strategy 2: Regularly assess and improve
grant opportunities to increase awareness our organizational systems and processes
for grant funding among library personnel to ensure they are efficient and effective
-QS3: Prepare and distribute monthly grant
funding alerts and activities
Project 3: Campus and External P16: Managing KRA 4: Operational Effectiveness
Collaborations External Activities
-QS1: Engage in networking opportunities - P16.5 Managing - Strategy 3: Develop collaborative
once per month to identify potential campus grant process partnerships with research librarian and
and external grant collaborators related information agencies to leverage
resources and achieve goals in key result
areas
