Reporting

Reporting is an important way for our division to communicate what we do. Without reporting, no one knows what we do or why we do it. 

• Area Reports  (Due Monthly)
  These help me know what you have been working on. I often pull details from here for senior team area reports and for check-ins with Carl. I also might use details to nominate you and your team for special recognition. I also use these to update the Senior Management Sprint.
  
  

• Accomplishments (Due Quarterly)
  These are compiled by pillar and sent to Carl as a report. He uses this information to create his Dean's Talks. Sometimes he sends special notes to the Provost. And he includes these details in his many presentations, networking activities, and lunches with the other Dean's. Not everyone will have an accomplishment every reporting cycle - these are for major achievements your unit has completed. 
  
  
• Regular Check-ins (Weekly/Bi-Weekly)
  These are our one-on-one checkins where we discuss issues you have run into, blockers, decisions that need to be made. We often use this time to prioritize projects and discuss future strategy. This is not the time to give me an area report update - it is a conversation between the two of us when you have issues that need my input. 
  
  
• Personal Goals 
  
  This is a personal spreadsheet shared between the leadership team and the senior director. It documents goals for the individual unit manager and for their unit.  This information is used during the annual evaluation process. 

Metrics

Metrics help us monitor success, resource usage, and create greater efficiencies. 

• Platform/Use Metrics
  These kinds of metrics generally describe the usage of a platform and can be an indication of the health of a library service. Is it being used more or less? How does usage compare to this time last year? Do we see any strange trends in the data that we need to investigate? We collect much more than we report on just in case we need to dig into an issue.
  
  
• Public Service Metrics
  We log ALL our transactions (in person & email) with non-UL people where we use our skills and experience to answer questions and provide assistance. These are collected using a Consultation Form and these stats are provided to ARL. Without these metrics we are INVISIBLE every time we help a patron. We don't get credit. It's as if the interaction didn't happen. It's important to use this form.
  
  
• Performance Metrics
  Tickets created vs tickets answered. Time spent on projects. Time spent on tasks. Response times. All of these metrics help us build a narrative about how BUSY we are. They are essential when I need to advocate for resources. I need to be able to say Unit X received 30 requests a day and can only answer 15. This is creating an enormous backlog of work. Statements like that help me build a business case for more staff, more resources, etc.  
  
  
• System Metrics
  Metrics used to gauge the health of a system. You do not report these to me. You collect and monitor them and then report issues to me. You should know absolutely everything about the systems you are responsible for maintaining. 

Due Dates