Joining
The University of Arizona
Libraries
& Center for Creative
Photography
A Team-Based Organization
Unlike Any Other
A Descriptive Snapshot of The University Libraries and The Center
for Creative Photography: Mission, Vision, Values, the Team-Based
Organization, the Compensation and Performance Management
Systems for Prospective Employees
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The Mission, Vision and Values of The University
Libraries and The Center for Creative Photography
The University Libraries’ Mission
The University of Arizona Libraries and Center for Creative Photography advance
the University’s mission through the active contributions of knowledgeable staff
who choose cost effective methods of acquiring, curating, managing, and connecting
customers to information services and resources and providing education in their
use.
The Center for Creative Photography’s Mission
The Center for Creative Photography actively collects, preserves, interprets, manages
and makes available materials that are essential to understanding photography and its
history. Through its archives, collections, education programs, exhibitions, and
publications, the Center promotes research into and appreciation of the photographic
medium while safeguarding original objects for posterity.
The University Libraries’ Vision
The University of Arizona Libraries and Center for Creative Photography are a vital
and exciting entry to a world of discovery and creativity for individuals and
communities of scholars. We provide unlimited access to information in a customercentered environment where traditional and emerging information services
converge.
The Center for Creative Photography’s Vision
The Center for Creative Photography is a unique site for exploration into and debate
about photography and its role in modern society. We advocate freedom of
expression and responsible stewardship of our photographic heritage, encourage
open-minded inquiry and collaboration, and lead by example in the creation of new
knowledge about lens-based culture.
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The University Libraries’ Values
I. CUSTOMER FOCUS
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We actively seek to identify, meet, and exceed customer wants and needs.
We welcome, guide, and support customers, both internal and external, with
attention and respect.
We create and sustain partnerships.
We provide access to information in its most useful form.
II. CONTINUOUS IMPROVEMENT AND LEARNING
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Quality and continuous learning are woven into the whole fabric of the
organization.
We provide an environment for learning and growth.
We strive to exceed our expectations, raise our standards, and challenge ourselves.
Incorporates: risk-taking, teamwork, excellence, efficiency, staff development, and
meaningful work.
III. DIVERSITY
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We value, respect, and are strengthened by viewpoints and experiences outside the
dominant culture.
We strive to build a multi-cultural organization.
IV. INTEGRITY
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We honor our commitments by doing what we say.
We hold ourselves and each other accountable and behave in a consistently ethical
and responsible manner.
We support freedom of information and academic freedom.
Incorporates: respect, ethical practice, trust, and honesty.
V. FLEXIBILITY
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We respect varying approaches to effective problem solving and meeting customer
needs.
We value and support collaboration, teamwork, and other creative methods as a
basis for making decisions and developing programs.
Additional Values of The Center for Creative Photography
The Center for Creative Photography embraces the ideal that both knowledge and art
are intrinsically valuable to society and peoples’ lives, and that photography as a
medium offers special insights into the nature of reality, the human condition, and our
place in history. In the service of this ideal, we are dedicated to intellectual freedom,
professional integrity, respect for a diversity of viewpoints, and learning as a life-long
endeavor.
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Working in Teams at The University Libraries
and The Center for Creative Photography
FUTURE
BACKGROUND: Advances in technology and decreasing support for funding
higher education led The University of Arizona Libraries and The Center for Creative
Photography (CCP) to change to a team-based organizational structure in 1992. The
Libraries recognize that university budgets are decreasing, costs of information are
increasing, and there are high expectations for expanded electronic access and
delivery of global information resources. In this environment the Libraries and the
CCP need to focus on the future, and maximize the capability of staff to respond with
effective and efficient service delivery.
The Libraries and CCP rely on the high performance capabilities of teams, the
potential for team-based innovation, and the shared accountability of a team-based
organizational structure to meet the continually changing needs of students and
faculty. By utilizing teams we expect to increase our ability to offer the highest
quality of service to support the research, teaching and learning of our students and
faculty.
Members of the Libraries and CCP work in a more flexible and less hierarchical
organizational structure doing a greater variety of interesting and strategic work.
Work is assigned to teams. Teams meet regularly and are involved in actual decisionmaking. Teams assign the work to individuals based on what customer services are
in demand. Teams are also responsible for determining what students and faculty will
need in the future to learn and conduct their research in a more technological world.
TYPES OF TEAMS:
1. Functional Teams: Instead of traditional ‘departmental’ work units, all
employees work on teams which share responsibility for functional work.
Functional work done by different teams includes job assignments such as
purchasing and cataloging print and electronic materials, providing information
literacy instruction, managing the circulation of materials, or organizing,
digitizing and preserving archival collections.
2. Integrative Services Teams: Some teams are organized around specific user
groups—such as the students and faculty of the science and engineering colleges,
and assume specific functional work just for those user groups. Integrative
Services teams are comprised mainly of professional librarians. They provide the
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following services: in-depth reference service, instruction, and management of
information resources and archives for the Libraries’ and CCP's collections.
3. Work Teams: Because true teams are small in size, large functional teams are
broken down into “work” teams. For instance, in the Digital Library and
Information Systems Team there are two work teams—one focused on digital
content and publishing, and another focused on supporting the technical
infrastructure (hardware and software).
4. Cross-Functional Teams: We also form cross-functional teams to improve
processes, to implement new services, or to manage on-going administrative
work, such as strategic planning and management of the Information Access
budget. The use of cross-functional teams ensures broad-based involvement in
decision-making, the inclusion of diverse expertise and perspectives in improving
and designing our services, and the opportunity for staff to engage in continuous
learning.
Cross-functional teams are staffed with members from various functional
teams. All Library employees who have passed probation are considered eligible
for appointment to cross-functional teams. If assigned to such a team, employees
are expected to renegotiate their previous work assignments to be able to
participate fully in cross-functional assignments. The current cross-functional
teams are Strategic Long-Range Planning Team (SLRP), Information Resources
Macro-Management Team (IRMMT) and the Millennium Report Oversight
Committee (MROC), which is focused on our support of diversity. These teams
are ongoing, but membership in these teams changes on a regular schedule.
TEAM MANAGEMENT: Members of each team manage the work of the team and
participate in planning and decision-making, with the facilitation and coaching support
of a team leader. Team management involves yearly mission-oriented planning
meetings, regular assessment of customer needs, and periodic Library-wide review of
teams' progress to goals. Team members make decisions about team goals and
expenditures and may sit on hiring committees. This team-based structure provides
unusual opportunities for staff to contribute their expertise and ideas and influence
what we do and how we do it.
IMPLICATIONS FOR YOU: Thus in joining The University of Arizona Libraries
and The Center for Creative Photography (CCP) you will be assigned to a functional
team or work team, and gain experience over time in a variety of cross-functional
projects that stretch your abilities and expand your horizons. The work of teams
changes, sometimes rapidly. Some teams manage service desks on weekends and
evenings. The ability to manage time and projects is essential to success, as is the
willingness to work closely with people from diverse backgrounds. Our job
descriptions change each time the work changes and our membership on teams
expands or contracts. As a result, we value flexibility, integrity, self-accountability
and the ability to learn quickly and continuously.
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We believe that being a member of a team-based organization presents each staff with
challenging, meaningful work that increases their commitment to contribute to the
whole success of the Libraries and CCP with customers. We know our staff gains
valuable experience here, because they are often recruited for positions in other
places, and feel more prepared for expanded positions and promotions.
The University of Arizona Libraries and Center for Creative Photography are
nationally recognized for their success in utilizing teams to provide state-of-the-art,
quality library services. Working collaboratively and engaging in continuous
learning is a big part of being a staff member at the Libraries and CCP. We hope that
this approach to work meets your expectations for a great place to work and that
you will consider joining our staff.
FUTURE
Integrative Services (IS) Teams
These teams are organized around a specific customer group—and provide a suite of
services.
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The Center for Creative Photography (CCP): This team manages the
internationally-renowned photographic and print archives of master
photographers like Ansel Adams and W. Eugene Smith, and is engaged in a major
digitization program to provide global access to these art treasures. CCP manages
an exhibition and publication program and sponsor an Institute for Photographic
Research. The director for CCP is Britt Salvesen. Their web site is at:
http://www.creativephotography.org/.
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Research Support Services Team (RSST): The relatively new RSS Team
combined the Social Sciences, Science-Engineering and Fine Arts/Humanities
teams into one, and will focus on supporting the research and teaching needs of
faculty, students and researchers in the academic colleges, departments and
research units of the University. The team leader is Patricia Promis. A new web
site is at: http://intranet.library.arizona.edu/teams/rss/index.html.
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The University Libraries also builds and maintains rare, archival, Arizona and
Borderlands collections in Special Collections. Information regarding Special
Collections is at: http://www.library.arizona.edu/speccoll/. Special Collections
will be handled internally by a work team under Libraries’ Administration
(below).
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Undergraduate Services Team (UST): This team works with librarians in the
Research Support Service Teams and IT staff in DLIST, and will have as a major
focus the coordination, prioritization and production of learning objects and the
design of educational materials for use both in the classroom and online. The
team leader is Michael Brewer. The team web site is at:
http://intranet.library.arizona.edu/teams/ust/.
Frontline Service and Access Teams
Frontline Service and Access Teams focus on the provision of physical or on-line
access to the Libraries’ and CCP's collections.
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Access and Information Services Team (AIST): This team is responsible for
providing user access to the collections of the University of Arizona Libraries.
AIST houses, shelves, and maintains these collections; provides circulation, basic
reference and billing/fees negotiation at the service sites; and answers queries
concerning public service, collection maintenance, and billing and collections
issues. Comprised of three work teams, the team leader is Robyn Huff-Eibl. The
team web site is at: http://intranet.library.arizona.edu/teams/aist/index.html.
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Document Delivery Services Team (DDT): This team combines inter-library
loan, photocopy, printing and document delivery services that ensure our ability
to provide electronic and print copy access to documents at campus and remote
locations. New work includes video streaming and course management system
support (transition from electronic reserve to a course management system). The
team leader is Jeanne Voyles. The team web site is at
http://intranet.library.arizona.edu/teams/ddt/index.html.
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Technical Services Team (TST): This team focuses on ordering, receiving,
bindery and book repair, and cataloging print and electronic resources for use by
the Libraries’ customers. TST also provides processing support for print and
digital archives. New work for this team includes providing electronic resource,
cataloging, receiving, copy cataloging and maintenance and ordering services and
work for the CCP and Special Collections MINISIS systems. The team leader is
Tom Marshall. The team web site is at:
http://intranet.library.arizona.edu/teams/tst/.
Enabling / Infrastructure Teams
Enabling teams focus on providing the infrastructure support that enables
Integrative Services and Access teams to do their jobs effectively.
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Library Support Services Team (LSST): Comprised of four work-teams
providing support services related to human resources, facilities maintenance,
accounting, grants and revenue management, and graphics, marketing and PR.
The team leader is Jim Fromm. The main team web site is at:
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http://intranet.library.arizona.edu/teams/lsst/index.html, with Human Resources
at: http://intranet.library.arizona.edu/teams/hroe/index.html.
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Digital Library Information Systems Team (DLIST): This team supports the
creation and publication of digital resources and maintains the Libraries' and
CCP's web presence. They are also responsible for providing computer hardware
and software support and security for both staff and public computer
workstations. Sharon Knowlton is the DLIST team leader. The team web site is
at: http://intranet.library.arizona.edu/teams/dlist/.
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Administration (ADM): The Libraries and CCP Administration includes the
Dean and Associate Dean, the Chief Information Office (Technology Strategist),
External Relations, Dean’s support staff and Special Collections (see IS Teams
info above). This team provides administrative communication and reporting,
planning and articulation of an evolving technology strategy, and fundraising.
You can give to the library at: The Administrative website is at:
http://www.library.arizona.edu/friends/giving/index.html or visit the team’s
website at: http://intranet.library.arizona.edu/teams/admin/index.html.
The Administrative and Governance Services at the Libraries and CCP include two
governance groups as part of the shared governance structure, the Library Faculty
Assembly (LFA) and the Staff Governance Association (SGA).
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Library Faculty Assembly (LFA): LFA was established in 1973 and is the
collegial governing body for librarians and professional curators. Appointed
personnel with these titles are part of the general faculty at the UA and have the
rights and privileges of faculty on campus. LFA participates in actively setting
Library policies and supports the achievement of Library Mission and Goals.
Their website is at: http://intranet.library.arizona.edu/lfa/index.html.
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Staff Governance Association (SGA): SGA was established in 1993 and exists to
provide a forum for communicating issues and concerns among the classified staff
and to represent classified staff in communicating with faculty and the Libraries’
administration. Their website is: http://intranet.library.arizona.edu/sga/.
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Compensation: What about Pay
(and Other Benefits)?
Competitiveness of UA Libraries’ Salaries
The University of Arizona Libraries and Center for Creative Photography (CCP) have taken up
the challenge of matching national averages for librarian salaries when hiring librarians. We have
moved classified staff to higher paying positions that reflect the greater scope of responsibility
taken on in a team-based, technology-dependent organization. We attempt to pay market
comparative salaries to all appointed personnel.
Compensation Principles and Guidelines
1. Market or base salaries of librarians are based on rank, not length of service.
2. Target librarian salaries will be the average salaries for a given rank at our peer institutions.
3. Merit money is allocated through Career Progression/Merit peer-review decisions, as
recognition of individual learning that adds exceptional value to the organization through
regular employee demonstrations of increased depth, breadth and commitment in the
application of knowledge and skill.
4. Reclassification of positions is appropriate as part of a larger team reorganization involving
the restructuring of job duties across the team membership. Increased base pay for
individuals, in the absence of any team-wide restructuring of roles, should be sought through
career progression.
Frequently Asked Questions
What is The UA Libraries’ and The CCP’s compensation philosophy?
We are an organization involved in change, particularly technological change. We must rely on
our staff to commit to continuous learning about their job and about the Libraries’ and CCP’s
many challenges. We expect full involvement and we encourage all staff to play leadership
roles. Our compensation philosophy is aimed at paying market competitive salaries whenever
possible, and providing all staff with substantive financial rewards for high performance,
continuous learning, and commitment to our values.
How are initial salary offers determined?
Librarian salaries are determined by rank and specialized technological skills. Salaries for each
rank are set at the beginning of each fiscal year according to the mid-point of salaries for similar
ranks at peer institutions. The Libraries use the Association of Research Libraries peer average,
which is the midpoint or market for each rank. For classified staff, salaries are established
within University pay ranges and are set at the University midpoint of the classification
regardless of experience/education. We believe these strategies will keep us competitive with
emerging markets for the skills we need.
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How will I get raises?
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General Adjustments
The UA Libraries and CCP, as part of the University, receive their salary adjustment monies
from the State Legislature. Thus, general adjustment raises will be awarded to all Libraries
and CCP employees (who are performing satisfactorily and are hired by a specific date when
and if the State Legislature decides to grant such a salary adjustment to University
employees). The Legislature does not ALWAYS grant General Adjustment raises, so no
employee can count on an annual raise.
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Merit Adjustments
In addition, the Libraries and CCP currently provide a merit raise system that will allocate
Libraries and CCP money when the State allocates merit money. Libraries and CCP Merit
Adjustments are awarded based on self-assessment and peer assessment of the level of
accomplishment in key work assignments, modeling of Libraries and CCP values, and
demonstrating how substantial, new learning has been applied to one’s accomplishment of
work.
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Market Adjustments
From time to time as funding allows, the University does Classification Maintenance
Reviews which may result in a market adjustment to all employees in that job class.
Can I get re-classified?
The Libraries and CCP do not reclassify positions unless a team’s work is restructured and new
positions are created at a higher level or the work in an existing position changes significantly
and warrants a higher classification. The more likely scenario is that increases in your
knowledge and skill, the usual basis for reclassification, will make you eligible for a Career
Progression/Merit raise.
Can I apply for other positions in the Libraries and CCP?
Yes, after your initial probationary period has been completed.
How will my work schedule be determined?
Each team in the Library has “Core Hours,” times during which a majority of their customers
expect them to be available for service. These Core Hours will specify the latest acceptable
starting time and the earliest departure time that any team member can negotiate. Be sure to
check with your team what hours you will be expected to work; not all teams work the same
hours. All work hours need to be approved by the team leader. (See Work Schedules policy
below).
What about holiday, vacation and sick leave?
The list of UA holidays can be found at:
http://www.hr.arizona.edu/04_cb/comp/holiday/hol_closure_memo.php.
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Appointed personnel accrue 22 days of vacation per year. Classified staff accrue 11 days of
vacation the first two years; but can not take it until their probationary period is successfully
completed. See Libraries/CCP policy below.
The Sick Leave accrual rate per pay period is 3.69 hours. See Libraries/CCP policy below.
What about retirement plans?
The University offers several different retirement plans. Some plans depend on your status as
classified staff or appointed personnel. See information at
http://www.hr.arizona.edu/07_sep/retire/retplan.php.
Is there support for training and professional development?
The Libraries and CCP provide support for training that is specifically related to assigned
responsibilities. In addition, staff participation in discretionary professional and skill
development activities (workshops, institutes, conferences, etc.) is encouraged. For these
purposes an annual amount of up to $1,350 (dependent on type of trips) is available to classified
staff; an annual amount of $1,000 is available for Library faculty and appointed personnel.
Policies regarding these funds are maintained by the Staff Governance Association and the
Library Faculty Assembly.
In recognizing the Libraries’ and CCP’s responsibility for professional development it is the
Libraries and CCP, 24 days of paid professional leave are available, annually, for all employees
to request for attendance at relevant professional meetings, conferences, workshops, institutes,
or to engage in consulting activities considered to be beneficial to both the employees and the
Libraries and CCP.
What about taking classes at The University of Arizona?
The University offers a Qualified Tuition Reduction (QTR) Program for eligible active and
officially retired employees, their spouses and qualified dependents. Eligible individuals may
enroll in courses of study at reduced registration fees. The QTR is reciprocal among the three
state universities and may be used for regular semesters (spring and fall) or summer sessions
(Pre-Session/Summer I and Summer II), but does not apply to Winter Session. The University
encourages employees to attend classes which may help improve job performance and may be
able to provide flexible work schedules and release time.
The Library offers full release time to attend classes when the Libraries and CCP require an
employee to attend a class.
The Library offers one hour per week release time to attend classes if the class will DIRECTLY
benefit the Libraries or CCP by improving job performance or is part of a degree granting
program, which will lead to subject knowledge and/or specialization of value to the Libraries or
CCP, release time shall be one hour per week. Release time shall be granted only for classes
scheduled during the normal working hours of the employee. The taking of classes is not a right;
it is a privilege which can only be allowed if scheduling permits. (Please note: in this instance
Release Time means time which you DO NOT have to make up.) Work loads, scheduling and
the work of the team will guide the decision to approve release time. In all other circumstances,
the employee is expected to make up the time taken for classes.
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Performance Management: What about Performance Reviews?
The Library has a Performance Management System (PEMS) which requires all employees to set
annual performance and learning goals in alignment with their team and cross-functional team
assigned responsibilities. Librarians are also required to set goals for scholarship and service.
Each employee also selects a peer developmental review group with whom they share their
progress on all goals and request feedback. Each employee receives a performance appraisal
from her/his team leader at the end of the fiscal year. To be eligible to apply for a merit raise (if
money is available) employees must receive a satisfactory performance appraisal. Continuing
eligible librarians’ goals and progress in the areas of scholarship and service are also shared with
the Library faculty Promotion and Continuing Status (P & CS) Committee from whom they
receive feedback. Continuing eligible librarians also are subject to a mandatory third year
review of their performance in all areas required for continuing status. A final review, usually in
the fifth year of employment, is conducted to determine whether the librarian will be granted
continuing status.
Policies Referenced in the FAQ
Work Schedules (Core Hours)
See Classified Staff Policy # 309.0 and UHAP Policy # 2.06.03
Each team should have core hours, hours during which the majority of their customers would
expect them to be available for service. Team core hours specify the latest acceptable starting
time and earliest acceptable departure time. Exceptions from the core hours schedule will be
negotiated with your functional and/or work teams and teams/team leaders’ approval obtained.
Team leader may designate core hours for groups or individuals different from the team’s core
hours.
Work Schedule: The work schedule will be agreed upon by the team/team leader and include
hours during which primary work can be accomplished. A full-time employee will work 80
hours minimum within each pay period. In no event, is an average full-time employee
workweek less than 40 hours.
Flexible Work Schedule: A Flexible Work Schedule may be used for the following types of
activities, for example: need to accommodate car pools, childcare, or other family arrangements,
scheduled service desk duties, exhibit set-up, search committee meetings, cross-functional team
work, and faculty meetings that take place during a team’s non-core work hours. Adjustments
will be made within a pay period and agreed upon by team/team leader ahead of time. This
would mean that staff cannot accumulate and carryover hours beyond the pay period and apply
hours to vacation.
Alternate Work Schedule: Variation within the work schedule either requested by the
employee or the work team should be scheduled ahead of time and negotiated with the
team/team leader.
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Employees whose normal work day exceeds eight hours within an 80-hour pay period, (for
instance, eight 10-hour days) may only be paid eight hours per holiday and additional leave
hours will be applied to vacation and/or compensatory time if non exempt staff.
Paid Leave Policies
Vacation: The University grants appointed personnel 22 days of vacation per year. Accrual of
vacation time begins at hire date and vacation is accrued at the rate of 6.77 hours per pay period.
All vacation taken must be accrued prior to using it.
Classified staff in their first two years of continuous service with the University accrue vacation
at the rate of 3.38 hrs per pay period for a total of 11 days per year. During the third and fourth
year of continuous service they accrue 4.92 hours per pay period for a total of 16 days. In their
fifth year and thereafter of continuous service they accrue 6.77 hours per pay period for a total of
22 days. During the initial probationary period (six months), classified staff accrue vacation
from date of hire, but may not take vacation until successfully completing probation.
Approval and Use of Accrued Vacation Leave: Use of vacation must be approved in advance
by the team leader (or dean, in the case of team leaders), and must be taken at times deemed
appropriate by the Libraries and CCP. All staff and appointed personnel are encouraged to take
accrued vacation at regular, personally beneficial intervals, and to not accrue so much vacation
that they are forced to take it or lose it. The maximum allowable carry-forward into the next
"anniversary year" is 1.5 times your yearly accrual rate (based on anniversary date, years of
service, and full time employees). Individuals should plan their vacation with their teams/team
leaders, taking into account, for example: team projects and priorities, peak work periods for all
customer services provided by the team, the need for fill-in-behind for vacant positions or
colleagues on family medical leave, the impact on other members of the team and the strategic
work of the teams to which the employee is assigned. Approval for vacation should also take
into account the available sick leave balance, so that the person does not move into a leave
without pay status. Vacation is earned and the employee has a right to take vacation as approved
by the team/team leader. Unapproved or unplanned vacation can not be taken in order to avoid
losing vacation hours.
A team leader who recognizes that work performance is suffering because of extensive sick or
vacation leave should begin coaching and providing the employee with constructive feedback
about the impact of missing work on work performance. After coaching has begun, the team
leader can deny approval for vacation, sick leave, or leave without pay, if the employee's
performance is suffering owing to extensive absences.
Sick Leave: The purpose of sick leave is to provide a continuation of salary or wages to eligible
employees whose absences from work meet the requirements of the University of Arizona sick
leave policy. Sick leave is a privilege and not an earned right.
Employee Illness/Injury: Eligible employees may be granted sick leave when they are unable
to perform duties because of 1) illness, injury, pregnancy, childbirth, or related medical
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conditions or 2) when absent for the purpose of obtaining health-related services not available
outside of regular working hours.
Serious Illness within an Employee's Immediate Family, Established Household or In
Primary Care Situations: An eligible employee may be granted sick leave when absence is the
result of serious illness or communicable disease within the employee's immediate family,
established household, or in situations which place primary responsibility for care on the
employee. For purposes of sick leave usage for an absence not covered under family medical
leave, serious illness means that the employee's presence is required temporarily until other
arrangements can be made to provide essential care to a family member who resides at the
employee's residence and who is under the care of a physician.
An eligible employee may use sick leave upon death of family members who are not covered
under University of Arizona Classified Staff HR Policy 208, Administrative Leave With Pay, #5,
or Section 8.02.02 (appointed personnel) Bereavement. Employees may use up to three days of
accrued sick leave for this purpose and two additional days to attend or arrange funeral services
out-of-state.
A probationary regular classified staff employee is eligible for sick leave during the initial
probationary period under the following conditions: Sick leave is limited to the amount the
employee has earned and shall be recovered from the final paycheck if the employee terminates
prior to completion of the probationary period.
In general, if a team member calls in sick because of their own or a family member’s illness
during core hours or for a scheduled work period (i.e. weekend or night service desk hours), they
will use sick leave for this time. Occasionally this time may be made up within seven days (by
workweek for non-exempt staff), with team leader approval. If a team member has planned
individual or family medical appointments, time is to be made up that same day, unless
otherwise approved by the team leader. Vacation can not automatically be used for sick leave
when sick leave is exhausted.
Non-exempt employees will need to make up time within the workweek and exempt employees
within the pay period.
Professional Leave: Professional leave is granted to both classified staff and appointed
personnel for the purpose of professional development and is limited to 24 days of professional
leave per fiscal year. Those hired after July 1 will receive a pro-rated number of days at two per
month remaining in the fiscal year.
Professional leave will be used to cover attendance at conferences, workshops and institutes
when they are of a professional nature and related to library activities. Librarians may request
such leave for purposes of research or writing in preparation for a conference or publication of a
professional paper or book. Consulting activities can also be considered for professional leave.
All professional leave must be planned with the team and approved by the team leader in
advance of the leave by submitting a request form. The request forms are in the process of being
revised; please check with the team’s administrative assistant or accountant for the current form
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and procedure. Approved leave forms that do not require funding will be sent to the team's
designated “leave tracker.” All employees taking professional leave will fill out and submit an
exception slip, according to the team’s agreed upon process.
Web Sites for More Information
Find out more about The University of Arizona at: http://www.arizona.edu/.
The University Libraries and The Center for Creative Photography’s homepage is at:
http://www.library.arizona.edu/.
You can find information about the University Libraries and The Center for Creative
Photography and each team at the Libraries’ internal website:
http://intranet.library.arizona.edu/.
For more information on the University Libraries and The Center for Creative Photography’s
Work Related Employment Policies and Procedures, go to:
http://intranet.library.arizona.edu/teams/hroe/emppolicies/LibWRPoliciesIntro_000.html.
The University Libraries and The Center for Creative Photography’s Human Resources and
Organizational Effectiveness Team’s web site is at:
http://intranet.library.arizona.edu/teams/hroe/index.html.
The University of Arizona’s central Human Resources web site is at:
http://www.hr.arizona.edu/.
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