Facing up to Quality at CQU Library

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Facing up to Qualityat CQU Library

• Graham Black
• Deputy University Librarian

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Facing Up to Quality

• Quality at CQU
• CQU Library Quality Framework
• Business Process Model
• Balanced Scorecard
• Client Feedback
• Policies, Decisions Procedures
• Risk analysis
• Face of Quality

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Quality at CQU

• AUQA audit 2005
• No set quality framework
• Each faculty and division to
• Ensure compliance
• Adopt best practice
• Continue with good practice
• Adopt appropriate quality framework
• Articulate with CQUs strategic plan
• Articulate with CQUs operational plan

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Quality at CQU

• Faculties
• 4 out of 5 adopting IS0 framework (2 accredited)
• Divisions
• 5 out of 7 adopting ISO framework (2 accredited)
• AICs
• Adopted ISO framework (accredited)

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CQU Library Quality Framework

• Be based on a business process model
• Provide a framework for strategic planning and
  decision making
• Facilitate continuous improvement of all
  processes within the Division
• Comply with all applicable legislation and
  standards
• Integrate with all university wide business
  systems in particular systems set up to meet the
  expectations of the Australian Universities
  Quality Agency

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CQU Quality Framework

• Have all key documentation and monitoring data
  published on the web
• Be understood and relevant to all Division staff
  
• Be inexpensive to implement and keep up to date
  and
• Facilitate high levels of operating efficiency
  and low overall costs for the Division

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CQU Quality Framework

• A combination of
• Business Process Model
• (processes identification and documentation
  control)
• and
• Balanced Scorecard
• (planning, analysis and decision making)

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Business Process Model

• Based on Systems Thinking
• Being implemented by James Goldston Faculty of
  Engineering and Physical Systems
• Identifies key processes
• Independent of organisational structure,
• Links processes to CQU strategic plan, standards
  policies
• Links processes to the Librarys strategic plan,
  policies and procedures

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Business Process Model

• Key features
• Life cycle processes
• Support processes
• Expanded processes
• SIPOCS
• Plans, policies procedures

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Business Process Model
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Balanced Scorecard

• Library commenced using it in 2002 for strategic
  planning
• Links 4 perspectives to the Divisions core
  mission
• Clients, Resources, Internal, Learning and
  Development
• Divisions objectives are linked to a perspective

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Balanced Scorecard
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Balanced Scorecard

• Is applied to
• Strategic Plan
• Annual report
• Submissions recommendations

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Balanced Scorecard

• Clients
• Extend Information Literacy Partnerships
• 2007 Goal Embedded information literacy in all
  programs.
• 2003 Initiative Focus on Business Law,
  Education and Creative Arts, STEPS, the CAUL
  evaluation instrument and ANZIIL
• Performance indicators
• Embedded information literacy in at least one
  program offered by each of BL and ECA, plus the
  STEPS program
• The CAUL instrument is completed
• Active involvement in ANZIIL

CQU Plan Goals 3 and 4 Responsibilities
Reference Resources Staff time included as part
of normal operations Comment Key Initiative for
2003
K Commenced and likely to be achieved J
Achieved or almost achieved L Not commenced or
unlikely to be achieved
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Balanced Scorecard

• Submission template
• Description of project / task
• Background to current situation (if any)
• Related Documentation / Decisions (if any)
• Balanced Scorecard Analysis
• Resource Perspective
• Internal Perspective
• Learning and Growth Perspective
• Client Perspective
• Recommendation(s) (or Procedures)

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Client Feedback

• Rodski survey (biennial odd years)
• 2003 new benchmark for service
• Focus Groups (biennial even years)
• 8 campuses
• CCCs (ongoing)
• personal responses to all client feedback,
• logging all feedback into the client feedback
  database,
• quarterly reporting and analysis of feedback,
• reviews of policies and services, and
• integration of the feedback into the planing
  process

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Policies, Decisions Procedures

• Policies
• Available to clients staff as appropriate
• Decisions
• Centrally recorded
• Procedures
• Central procedures forms
• Sectional campus procedures

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Risk Analysis

• University-based format
• Higher level risks
• Identify gaps in policies, procedures, activities
• Eg. Disasters, foreign currency movement, staff
  stress
• Focus on minimising risk by developing treatment
  plan, eg developing/reviewing procedures

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CQU Library Face of Quality

• Integrated set of components
• Each feature has its own attributes role which
  interact with other features
• Each feature is responsive to external inputs or
  stimulii

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CQU Library Quality Framework
Focus Groups
CQU Quality Framework
Library Clients
Policies
Procedures
RiskAnalysis
Services
Operations
Library Clients
BPM Document Control Process Mapping
Client Feedback
Library Client Survey
BSC Planning, Reporting Decision Making
CQU Strategy and Directions
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CQU Quality

• You can find out more about CQU Librarys quality
  framework at
• http//www.library.cqu.edu.au/cqulibrary/QualityAs
  surance/Index.htm

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Quality Consultants Meeting at CQU Library
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The End

• Any questions?