Winter 2018 - Budget Allocation Increase Requests & Supplem…

Supplemental Budget Information and Narrative

1. In relation to the request for a full-time Associate Dean. Attached is a current Organizational Chart along with an Organizational Chart reflecting staff should funding for the full-time Associate Dean be approved. Additionally, the revised Organizational Chart includes the addition of the two faculty for which searches are currently underway. The addition of the full-time Associate Dean does not substantively alter the organizational structure of the Libraries. As noted during the presentation, the library has seen a 40% reduction in staff from the 1970’s, when staff totaled 68 FTE. As also noted in the presentation staffing levels have remained largely unchanged since 1996. This is in spite of the fact that the student body has grown from a student headcount of 7,935 in 1996 to a headcount of 11,047 in 2018. And based on the long-range recruitment plans, additional increases in headcount will continue in the next several years with no anticipated change to Library staffing other than the current request. I also would like to refer the committee back to the graphic that was presented at the 2017 Budget Summit which describes the age of our monograph collection (accompanying this document). The addition of a full- time Associate Dean allows the 0.5 FTE Collections Development Librarian described in the current Organizational Chart to return to full-time in that capacity. This will expedite the continued development, renewal and modernization of the library’s significantly outdated monograph collection. An Associate Dean is essential in maintaining the operations of an active library hosting external units as part of its function as a Learning Commons, the true role of the 21 st century library. As I noted in the presentation, the addition of the full-time Associate Dean is particularly important if the Dean is to have the requisite time needed in seeking donor and other additional funding sources to convert the libraries’ holdings into digital formats, to improve the overall collection, and to transform the physical structure of the library into that 21 st century learning commons. This in keeping with the current expectation that Deans spend approximately 25% of their time in fund raising on behalf of their unit. The current demands on the Library Dean’s time attending to day-to-day operations makes meeting that expectation almost impossible. The addition of a full-time Associate Dean allows a more efficient operating structure, and reflects the realities of a Library of the size and scope of the CWU Libraries, which serve as a learning commons to the entire University across multiple sites.

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