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The library director should prepare, justify, and administer a library budget that is appropriate to the library's objectives. The budget should meet the reasonable expectations of library users when balanced against other college needs. The library should utilize its financial resources efficiently and effectively. The library director should have authority to apportion funds and initiate expenditures within the library budget and in accordance with college policy. The budget should support appropriate levels of staffing and adequate staff compensation.
- Does the library director prepare, justify, and administer the library budget in accordance with agreed upon objectives?
- Are the library's annual authorized expenditures adequate to meet the ongoing, appropriate needs of the library?
- How is the college's curriculum taken into account when formulating the library's budget?
- How are the instructional methods of the college, especially as they relate to independent study, considered when formulating the library's budget?
- What methods are used to determine the adequacy of existing collections? Is the budget adequate to maintain an appropriate rate of collection development in fields pertinent to the curriculum?
- How does the size, or anticipated size, of the student body and the classroom faculty affect the library budget?
- Does the budget support an appropriate level of staffing and compensation?
- How is the adequacy and availability of funding for other library resources (e.g., Archives and Special Collections) determined?
- Does the library budget reflect the library's responsibility for acquiring, processing, servicing, and providing access to media and computer resources?
- To what extent does the library director have authority to apportion funds and initiate expenditures within the library budget and in accordance with college policy?
- How does the library monitor its encumbrances and the payment of its invoices? How does the library determine its choices and schedule its expenditures?
- Does the budget include adequate support for extended campus programs?
The Dean annually submits a budget request to the campus. The form of this request changes as campus practices change. The campus process is generally closely tied to established priorities and the effective use of resources to meet these established priorities.
While there are continuing challenges in providing the level of quality in library services, the campus has, in most years, been able to provide a level of funding that is at least adequate.
There are several aspects of this:
- In the past ten years the technology infrastructure required to operate the new building and to create a superior level of technology in the library has been provided. Technology staff has been added to operate and manage the infrastructure, and equipment is, as part of a university-wide initiative, on a three-year replacement cycle.
- When the new building was opened a number of librarians and other staff positions were added so that the new facilities would be adequately staffed. In the past several years there has been a slight decline in the number of staff positions.
- When the new building opened there was a sizeable increase in the libraries materials budget. Despite this and several major additions to the library's base budget for collections, the purchasing power of the library's materials budget has declined in the last decade. This decline has been must predominate in the past three years. This has resulted in the cancellation of a significant number of journals in the sciences and engineering.
The library uses the assessments (taxes) the individual schools pay as part of Indiana University's responsibility centered management system on budgeting as the primary mode of allocating the materials budget. Since the main driver of the tax rates is student credit hours, this system provides resources to the materials budget in a way that matches the size and success of the academic programs, at least at the school level. Individual librarians who are liaisons to the various departments and schools make specific collection development decisions based on their knowledge of the curriculum.
When allocating librarians to the client-based teams this assessment data is reviewed to make sure personnel resources are allocated in a roughly comparable way.
At the level of schools, allocations are made based on the assessments (taxes) not on programmatic factors. In fact, the library purposely does not consider programmatic factors, instead relying on the assessment basis for allocations since this system is understandable and permits each school to get its share according to its contributions.
The library is generally involved in school and department accreditation and program reviews. Within the school allocations general and reserve funds usually are available to respond to program shifts and similar changes that require new collection focuses.
Aside from changes in assessments that drive internal library allocations this has not generally been a consideration. In some cases, new programs and been part of the justification used for budget increases.
As noted above the level of library staffing was increased with the new building. It has slipped a bit in recent years, but is still adequate. Further declines would have noticeable impact on programs.
Compensation for librarians is not quite at the level of the other research campuses in Indiana, but is better than the smaller academic libraries in the state. In recent years the level of librarian compensation has made gains against the cost of living.
Compensation for administrative and technical staff has been adequate to maintain a high quality staff without significant turnover. The technology staff members are not paid at the full market rate for Indianapolis, but the salaries are close enough that with other benefits we have been able to provide (more vacation, more flexible time, and training) we have kept these staff members.
Compensation for clerical staff has lagged inflation in the past several years. This is a source of concern.
The resources devoted to archives and special collections are in large part determined by the library's ability to raise external funds. To date, we have been generally effective in supporting the programs in philanthropic studies and in acquiring archival collections that come with gifts to cover processing costs. The support of the philanthropic studies collections (both in the Payton Philanthropic Studies Library and in the archives) is a priority for upcoming fund raising and we are optimistic about prospects.
Yes. The library allocates between 20% and 25% of its materials budget for electronic resources.
Under the Indiana University's budget policies the University Library is a responsibility center. The Dean is responsible for the library's budget and has discretion, within established guidelines, to apportion funds and make allocations that are deemed most necessary to further the library's program. This includes moving funds between the major areas of the library budget and rolling funds from one fiscal year to the next.
Expenditures for most of the library budget are monitored through the university accounting system. The library materials budget is monitored through the library's automated system. As a responsibility center the library manages the expenditure of its budget.
IUPUI's extended campus programs are not currently extensive. The library has strong electronic collections, which generally meet this need. The library is working in a variety of venues to assure that extended campus needs continue to be met. The most important is the coordination between library resources and services and Oncourse.
Last updated by lcalvert on 08/03/2007