Strategies and Projects related to the Quality Council KRA’s

The Quality Council’s 2002 Work Plan

The Quality Council, in partnership with Management Team, communicates the value of QC products and services and the benefits of quality principles and teamwork to the RPL staff.

Strategies:

• Continue to improve avenues of communication regarding the progress of the Quality initiative at RPL.

Projects:

• Publish Quality Council column in Pipeline on a monthly basis.
• Continue to distribute the Quality Council meeting minutes
• Continue to display QC accomplishments on the bulletin board
• Continue and maintain the Quality Council Website
• Sponsor a Convocation every two years
• Examine alternatives to focus groups for two-way communication with staff.
• Devise a method for measuring the effectiveness of Quality Council’s communication with library staff.
• Create a staff survey on the effectiveness of QC’s communication efforts.

Measures:

• # of hits on Quality Council Website
• Review results of evaluations on effectiveness of Convocation as a means of improving communications.
• Results of staff survey

This KRA refers to teams that have system-wide impact and members are from various departments within RPL.

Staff have every opportunity to fully participate on teams and feel comfortable making suggestions. Teams learn the result of their suggestions/recommendations within a reasonable time frame.

Strategies:

• Develop methods to encourage staff to work on teams to solve problems and improve processes.

Projects:

• Require 21A Team Creation form be sent to appropriate Assistant Director and a copy to the team database.
• Continue to maintain database of all teams in RPL
• Continue to monitor the Excellent Service award program.
• Monitor global results of Reverse Evaluation questions related to Managers encouraging staff to serve on teams.
• Re-examine team forms and determine their effectiveness.

Measures:

• Number of staff participating on teams
• Overall score for allowing/encouraging staff participation on teams in Reverse Evaluation
• # of entries in team database – percentage increase or decrease

Staff are able to instinctively incorporate quality principles into daily jobs to meet customer needs and achieve increased personal satisfaction.

Strategies:

• Continue, in partnership with Management Team in creating and applying quality standards.

Projects:

• Continue to monitor and evaluate the results of Reverse Evaluation on an annual basis.
  

• Provide training for staff in quality methods and practices.

Projects:

• Ensure that all employees receive training in quality principles – responsibility of the Personnel Dept.
• Review RPL Quality Orientation module and the city/county quality module if it is being used for library staff.
  

• Work with and support the efforts of the Staff Association

• Identify a liaison with Staff Association to keep QC updated on their activities.
  

• Develop a method for tracking and counting staff training opportunities.

• Set up a system whereby staff’s participation in training is captured and counted.

Measures:

• Overall score of Meeting Evaluation forms on a scale of 0-10
• # of staff who have taken advantage of training opportunities
• # of staff receiving Excellent Service Awards

QC is recognized for producing products and services that are highly valued by staff and QC members are viewed a valuable resource.

Strategies:

• The Quality Council works toward improving how staff perceive the value of the QC

Projects:

• Continue to direct and evaluate the QC Marketing Subteam
• Continue to publish a Quality Council column in Pipeline on a monthly basis.

Measures:

• # applications for QC positions (+/-)
• # QC projects successfully implemented.

April 2, 2002