CollegeofAgricultureandLifeSciences(CALS)
AcademicBusiness
OfficerPerformance
AppraisalCriteria
ExpectationandAssessment
JeffreyRatje,AssistantDean,FinanceandAdministration
11/18/2013
AcademicBusinessOfficerPerformanceAppraisalCriteria
This performance appraisal document presents criteria as a “best practices” model for achieving
CALS’ goal of a highly competent, motivated, and efficient/effective business operation. Unit
heads will be encouraged to use this document as a tool for completing performance appraisals
for their academic business leaders. Each senior business officer should strive to meet the
metrics and attributes described in this outline. The Assistant Dean of Finance and
Administration for the College has been asked by Dean Burgess to provide input to this annual
appraisal in conjunction with the unit head’s in-depth knowledge of performance and
achievements.
Belowarethecriteriafamiliesandnon‐exhaustiveexamplesofspecificissuesthatwillbe
assessedbytheAssistantDeanduringtheannualappraisals.Thesefamiliesandexamples
willbevettedwithbothunitheadsandacademicbusinessleaderspriortoadoptionto
ensuretheyarefair,representativeoftheworkandexpectationsforbusinessleaders,and
clearlyarticulatedwiththeoutcomes.Criteriafamiliesandexamplesaresubjecttochange
basedonbusinessneeds.Changeswillbere‐vettedandcommunicatedtobothunitheads
andbusinessleaders.
Theoutcomesofthisappraisalprocessaretwofold:1)developingahighlyperforming,
competent,andengagedbusinessofficercadrewhohaveclearexpectationsforhowto
succeedintheirrole,and2)greaterinteractionandpartnershipbetweentheacademic
unitsandtheCollege.Businessofficerswhohaveareasofimprovementshouldactively
worktoimprovethoseareas.JeffreyRatjeisavailabletoassistinadvisingandguidanceon
improvementstrategies;buttherearealsoanumberofexcellenttrainingprogramsand
classesattheUA.Booksandoff‐sitetrainingsmayalsobehelpful.Businessofficersare
stronglyencouragedtoconsultwithher/hisunitheadordirectsupervisorforfeedback
andcoachingaswell.Thegoalistoavoidadocumentedrepeatareaofimprovement.
Businessleadersareexpectedtosatisfactorilyperformthefollowing:
Management
 Appropriatestyleofmentoringandsupervisionofsubordinatebusinessstaff
 Successionplanninganddevelopingthenextgenerationofbusinessleadersinthe
College
 Effectivelyandappropriatelydealingwithpersonnelordisciplinaryissuesof
subordinatestaff,consistentwithUApolicies
 Effectivelytrainingandencouragingattendanceattrainingsofsubordinatestaff;
subordinatestaffshouldbeabletoperformtheirassignedtasksatahighleveland
expectedtogrowinresponsibilities
Financial&Accounting
 Provideaccurate,timely,complete,andmeaningfulfinancialreportsandaccounting
reconciliationsincludingtheQuarterlyAllFundsReportdetailingthefinancial
statusoftheunitforalltypesoffunds.
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Identifyshortcomingsinthedata,whenpresent,andworktofindsolutionstodata
problems
Regularandprudentreviewsofaccountsandtransactions;fraud/misuse
preventionanddetectionstrategiesemployed;PCardreconciliationsareperformed
timely;issuesofmisuseofstatepropertyareinvestigatedandactedupon
immediatelyusingtheappropriatereportingmethods
Operationsareconductedinawaythatcomplieswithaudits,UAandcollegebest
practices,GAAP,sponsorsanddonorexpectations,etc.
TransactionsareaccurateandtimelysuchasDVs,IBs,RBCs,traveldocuments,etc.
WorkshowcasesunderstandingandcompetencewithUAandUAFoundation
financialinformationandsystems;showcasescomfortwithboththetransactional
andunitbigpicture
Financialprojectionsandbudgetsarebasedonsoundandreasonableassumptions
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ProfessionalJudgment
 Exercisesgoodprofessionaljudgment;minimizesfinancialandlegalrisktounit,
college,anduniversity
 Providesrelevant,accurate,andtimelypolicyinformationtodecisionmakers
 Employsdiscretionandcommonsensewhencommunicatingandsharingsensitive
orpotentiallysensitiveinformationandcorrespondence
 Privilegedorconfidentialinformationiskeptprivateandphysicallysecure
 Focuseseffortonthemostmaterialissuesfirst‐"seesthedollarsandnotjustthe
pennies";maintainsthemissionoftheuniversityandthelandgrantmissionofthe
collegeastheendresult
 Workisperformedinafairandreasonablemanner‐avoidingfavoritismorbias
 Appropriateenforcementoffederal,state,ABOR,UA,andcollegepolicies;
appropriatenotificationofandcommunicationwithhierarchyisfollowed
 Decision‐makingbythebusinessleaderisappropriateforher/hisdelegated
authority,responsibility,accountability,andsituation
HumanResources&Payroll
 Efficient,timely,andcompetenthiringandterminationsofemployees,showcasing
knowledgeofUAHRsystems,policies,andprocedures
 Linebudgetingshouldbemaintainedandcorrectedthroughouttheyeartothe
extentpossible;correctuseandknowledgeoftheRequestforBudgetChange(RBC)
system
 PositivefeedbackfromUAprocessingunitssuchasHR,Payroll,andSystemsControl
 Minimalnumberofretroactivepayrequestsandoff‐cyclepayrequests;systems
establishedinunitstominimizeadditionalworkloadandmissedpayrolldeadlines
Communication
 Budgetsandfinancialinformationarecommunicatedtotheaudienceinan
understandablewaywithstronginsightandmeaning;businessleadercanarticulate
underlyingassumptionsandthemeaningbehindthenumbers;communicationis
understoodbytheaudience
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Allcommunicationandcorrespondenceareprofessionalandresponsive
Businessleadersdevelopastrongworkingrelationshipwithher/hisunithead;uses
positivecommunicationasatooltobuildandmaintainthatrelationship
Innovation&ContinuousLearning
 Businessofficersareexpectedtostayontheforefrontoftheirfield;seekout
trainings,applyforrelevantlearningseriesandclasses;enrollinarelevantdegree
program(withpermissionfromtheirsupervisor)
 Innovatebusinessprocessestoimproveefficiencyandeffectiveness,improvethe
serviceandsupporttoachievethemission
 Leverageresourcesandtechnologiestoemploybestpracticesandefficiencies,and
sharethosebestpracticeswithcolleagues
 Analyzeandidentifybottlenecks;investigatesolutionstobottlenecks;findwaysto
transformandimprove
 RegularattendanceandactiveparticipationatUA,college,ordepartment
informationalevents,suchastheUABusinessCommunityOpenForum(BCOF),
monthlycollegebusinessofficersmeeting,allhandsmeetings,workinggroups,
sharedgovernance,etc.
Attitude
 Businessleadersshouldexemplifyapositive,proactive,competent,andservice‐
orientedattitude;negativeissuesshouldbeconveyedinaconstructivewaythat
showcasesthatproblem(s)canbesolved
 Engagedandpassionateinterestintheworkandresponsibilitiesofbeingabusiness
leader;eagertogrow,learn,andcontinueher/hisprofessionaldevelopment
 Activelyworkingtowardsresolutionofweaknessesandareasofimprovement
 Businessleaderssetthetonefortheirstaffandthewayfaculty,staff,andstudents
viewbusinessoperations.Expectationthatbusinessleaders"leadfromthefront."
Professionalismiscontagious.
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