It is very difficult to attract accounting faculty because department faculty salaries are well below market, and there is a very limited number of individuals with accounting doctorates seeking employment.
Our budget is increasingly reliant on funds we bring in ourselves through internal and external processes. Part of our basic goods and services (instructional support) and salaries for office assistants (students on work study, usually) are paid for out of our supplementary budget, which comes mainly from indirect on contracts and grants. Currently this source of funding is being re-organized through Continuing Education and the proposed Innovation Park. As more and more of the funding is controlled at levels above the department, we are less able to support our programs without time consuming applications and paperwork even to access small amounts for travel to conferences or computer support.
· Graduate Programs and Research travel grants
· College-level travel grants
· College-level research and creativity grants
· D and M Scholarship for undergraduate students
· Behnke Scholarship for graduate students
· Minor internal equipment grants
· Data projectors and associated hardware to make Randall lecture rooms “Smart rooms”
· Randall Hall $5 million health and safety upgrade
Flight training devices (simulators) are not useable for faculty research and are marginal or unacceptable to meet current teaching needs. A small (less than one million dollar) amount was allocated for acquisition of new flight training devices. Faculty and staff are working to find a solution to meet current and future training needs based on this amount (to replace the current Frasca 242 and 242T would cost over 2.5 millions dollars). Outside funding (grants, loans) are being explored to supplement the capitol amount.
Funding and time for faculty professional development is challenging. Funding varies wildly from year to year so planning is difficult.
The Chemistry Department was fortunate to be the recipient of high demand funding from the HECB. This funding has allowed the addition of two faculty lines and roughly $10K in goods and services. While this goes a long way to supporting teaching, scholarship, and service, it does not cover all costs.
The biggest financial concern of the department is maintenance and repair of instruments and equipment necessary for state-of-the-art education in the chemical sciences. The university needs to establish a repair and maintenance fund for analytical equipment used in the curriculum and in scholarship. Several other finance issues exit:
Insufficient budget allocation for Teaching Assistants. The chemistry department is efficient in offering multiple, concurrent laboratory sections, however, this efficiency depends on hiring teaching assistants (T.A.s). The department’s T.A. budget allocation has been $9,214 for the last decade. Over that decade the U.S. has witnessed 7 minimum wage increases and the Chemistry Department has grown in FTES served and lab sections offered. The department has overspent the T.A. allocation by 72% to 100% for the last 5 years. This challenge has been met annually by using the department’s Goods and Services budget and by requesting supplements from the Dean and the Provost to pay T.A. salaries.
Increasing costs of laboratory chemicals and supplies. Market increases in chemicals and laboratory supplies strain the chemistry stockroom budget. The department has met this challenge by increasing student laboratory and breakage fees twice over the last five years.
In addition, with more resources the department would like to:
1. Maintain a faculty load allocation to encourage and reward scholarly productivity.
2. Recognize excellent teaching with a reward structure.
3. Encourage continued attendance of scholarly conferences that focus on teaching excellence and modern pedagogies such as WCCTA.
4. Increase funding for faculty development.
5. Establish development funding for staff. Chemistry Department staff are one of our greatest assets. Investing in their development equates to an investment in CWU.
Because the department is experiencing high student demand, state-funded resources are not keeping up with the department's need for tenure-track faculty, or for part-time faculty to offer additional sections of high demand sections (as evidenced by large waiting lists.) While the dean has been very supportive, it has been diffiicult to get the funds needed for growth in a timely fashion. There has been no growth in faculty lines in ten years until September 2008. The recent creation of two new faculty lines will help relieve the pressure, but because of the budget crisis, we will not be filling a position left vacant with a retirement. Our continued overreliance on non-tenure track faculty is a concern, especially during these times of financial cuts.
The computer science program is teaching intensive as students choosing this course of study must take approximately 104 - 106 credits.
With a small department, five regular full-time faculty including the chair and a major committment to the general education program as well as the intense teaching acitvity within the major, it would be impossible to carry out our goals without significant assistance from the university and the college. The university and college have uniformly stepp up to meet this requirement by providing resources to hire adjuncts to cover 14 classes and money to hire lab assistants to provide 1500 hours of lab coverage during our lab intensive general education program.
Teaching and scholarship in computer science requires access to state-of-the-art computing technology. Over the last four years with the help of the Office of the Dean and ITS the department has achieved the following improvements with respect to its facilities.
- One new and one expanded general instructional lab.
- One new special purpose lab meeting the needs of three activities, networking, Linux access, and data mining instruction.
- New equipment and software for all instructional labs on a regular basis.
- The new Imaging Research Lab.
- Improved funding strategies for instructional labs: equipment grants, software grants, student fee, excellent cooperation between the department, the COTS Dean and ITS.
Adequate resources exist for our faculty to fulfill their teaching, scholarship and service objectives.
Teaching: The Department of Education, through the combination of funding we receive, is able to meet its goals in teaching. One aspect that has been disputed was support for Ellensburg-based faculty teaching at centers or faculty based at one of the centers teaching at the Ellensburg campus or another center. The extra time and effort needed to accomplish this had been compensated before the advent of the CBA. Afterwards, we were told that no considerations would be made outside of standard travel expenses. We were able to negotiate a compromise, but only after faculty made their position very strongly (with a veiled threat of discipline action).
Service and research activities can be funded to a limited level by Ledger II funding. This could be improved.
In the past five years, we have been able to hire two tenure-track faculty in Creative Writing to replace retiring faculty, which has been important because our Writing Specialization is growing. Increased freshman enrollments have necessitated additional general education sections, and we have been able to obtain funding for them. In the past two years we have had considerable growth in our ENG 310 service course and have been able to fund additional sections.
We have been able to have at least one faculty member on sabbatical for several years, and have continued to receive grant funding for our Central Washington Writing Project. Faculty have been able to obtain additional research workload for special projects. One faculty member was awarded a research quarter this year. The CBA has made travel and research funding more predictable, and we have been able to supplement CBA travel funds with summer money. Our goods and services budget has increased, though expenses continue to rise because of price increases. With the WIN-WIN program and summer money, we have been able to keep full-time faculty computers up to date, but some NTT faculty are still using outdated equipment.
The department has been underfunded for its productivity level. The department has used the continuing education services and structure to help fund programs. The department has an unfunded tenure track line and has not received administrative support for filling the position.
The funds for scholarly activity are inadequate.
The expectations are high regarding faculty research and professional activity, but funds to support this are limited.
In the realm of personnel, we would require that the two full-time non-tenure track positions currently filled by visiting assistant professors be converted to tenure-track lines. We have reached the point now where there are enough of us pursuing research opportunities, grant buyouts, and sabbatical rounds to support this action needed to maintain our own course offerings as well as the supportive role we play in the various interdisciplinary programs and in offering those geography courses required for other major
In general, the department requires only modest support of service. This area does not represent our most pressing need.
Teaching resources continue to be a challenge. The primary source of funding for teaching resources is class or laboratory fees charged to students. Replacement or augmentation of collections (rock thin sections, hammers, rock hand samples, maps, etc.) and equipment (e.g., microscopes) are on-going needs, and replacement/augmentation funding is inadequate. Included in teaching equipment are several expensive pieces of analytical instrumentation that are costly to run (e.g., in class and laboratories) and maintain. At present there is no systematic plan to allocate resources at the department or college level to address instrumentation needs. Costs for running field trips have increased in the past few years, primarily due to the cost of renting vehicles from the university motor pool (presumably due to the increased cost of fuel). Although the department received a small increase in its goods and services budget this year (for which we are grateful) partly in recognition of these motor pool (and other) increases, class fees are still required, and in some cases do not fully cover costs, thus requiring the department to allocate other resources to pay for field trips.
On-going research resources are also problematic. All of the tenure track and some of the non-tenure track faculty garner research funding from external sources such as the National Science Foundation. The department is extremely successful in this endeavor, and it is absolutely critical because these grants are the principle source of funding for research activities (field work, analyses, etc.) as well as for graduate student stipends and tuition (for those supported) and for undergraduate stipends. However, as competition for external dollars increases, it will become more difficult for the department to maintain its high level of funding in support of research. University resources in support of research costs are completely inadequate
The university has been supportive over the last decade in providing matching money (for external grants) and start up funding. Several laboratories have been outfitted or constructed using these monies. This contribution by the university has been essential to faculty members developing laboratories or starting new research programs. The COTS Dean’s Office and the Graduate Office also support several funding programs to which faculty can apply to support a quarter (or summer) release time to write a grant or pursue research. These are also excellent resources. Finally, the university has a generous sabbatical policy that pays 75% salary, and thus, faculty are supported for an entire academic year to pursue scholarly activities.
The university has also been supportive by providing small amounts of faculty development money ($700 from the university for all tenure track faculty, $350 from COTS for all full time faculty), which can be allocated at the faculty member’s discretion to research, teaching, and/or service activities. Department members appreciate this gesture.
The department is the number one funding priority on campus for the next capital budget request to the legislature. This request should fund the construction of Hogue Technology remodel and addition approximately $47,000,000 which about 35,000,000 is dedicated to the IET departments stand alone seperate building. The department does not have adaquate faculty to to support adequate service and scholarly endevors. Travel and professional development funds are adequate for faculty and staff because these funds are supplemented by summer school profits.
Research funding for equipment and release time is unavailable within the department/ college and very limited at the university level. Equipment and Software needs are underfunded.
Additional staff are needed to support the educational goals of the department. The department needs additional part time office staff and laboratory assistants.
Currently the departmetn is funded with two Graduate Assistants, they typically teach classes at the undergraduate level. Since these assistants teach the departments research is limited by the lack of research assistants.
1. ABET Accreditation - monies for site visits and faculty release time are needed.
2. Professional Development in grant writing is needed to help with grant acquisition.
3. Release time for retraining and certification are desperately needed by faculty in an academic area where substantive changes occur every six months.
4. Additional tenure-track faculty lines are needed for both curriculum development and ABET accreditation.
5. A full-time technician is needed in support of our both our computer labs and our offices.
6. Salaries equivalent to the CIP code of IT are necessary for us to recruit and retain quality faculty.
Recognition as a leader in Information Technology in the state. Resources needed include:
· Accreditation in IT
· Stronger alignment with industry leaders
· Bring grant monies into the department
· Students with industry certifications
· Retraining and certification release time and support for faculty
· Move from IT literacy to IT leadership
· Program Director in IT to research standards, certifications, diversity issues, a Bachelor of Applied Science in Information Technology program, a Project Management Program, a Computer Security program, and/or minors in collaboration with majors across campus
· A full-time information technology technician for the department
· Control of classroom infrastructure, including upgrading of hardware and software.
· Dedicated computer labs for IT majors
· Financial support and/or release time for research and grant writing
· Full time Academic Department Manager
2. Recognition as a leader in Retail Management and Technology. Resources needed include:
· A second full-time faculty member to develop and implement new courses more heavily weighted in technology
· Financial support and/or release time for research and grant writing
· Full time Academic Department Manager
3. Salaries equivalent to faculty at our peer institutions teaching in Information Technology.
The move of the Law and Justice Department to Farrell Hall has greatly enhanced our physical space resources. It will also increase our sense of cohesiveness and mutual purpose. In terms of teaching, we need to increase our proportion of tenure/tenure track faculty compared to non-tenure track. Of particular need is a new position on the Ellensburg campus with a focus on policing. Although 40% of our 500 plus majors are interested in law enforcement, we do not have a tenure/tenure track faculty member with this specialty.
As the largest major in the College of Sciences, and one of the largest at CWU, our number of tenure/tenure track positions is inadequate. For example, the average Department of Law and Justice faculty member has an average of 50 to 70 advisees, compared to an average 15 student per faculty advising load in all other COTS Departments. We also wish to begin the M.S. degree in Law and Justice (approved by the H.E.C. Board in ‘2002’) in the near future. According to our external reviewer in 2009, we need only two new Ph.D. tenure track positions to initiate this program.
Unlike many of our fellow departments in the College of Sciences, many of our students participate in cooperative learning to receive hands on experience. A position of coop coordinator would be very helpful in facilitating our student learning.
Department budgets are heavily dependent on revenue from Summer instruction and the Cornerstone program. Without these resources, the majority of our faculty travel would not exist and computer upgrades would be less frequent.
Support for faculty development (at the University and College levels) has increased. However, some of this is coming from the skimming of summer revenues which ultimately reduces the Math Department’s allocation (as we make a significant profit in the summer).
Based on the current department size, funding for the operational expenses of an active music program, including equipment, instruments, recruiting, ensemble music, ensemble touring, student help, administrative work, scholarships and performing expenses is inadequate.
The department has traditionally been under funded, at least by national norms. This is partly the result of Washington state higher education funding allocations, which traditionally are much lower than national norms. Compounding this is the fact that allocations are tied to student credit hours generated, and, unlike other states, there is no allowance made for programs in the Arts, which have a much higher student/faculty ratio than other disciplines. Music is one of eight departments and three programs in the College of Arts and Humanities, and the budgetary allotment from the university to the college does not acknowledge the higher student/faculty ratio, or the greater cost of supporting Music than other departments to any great extent.
Advocate for faculty salaries to be increased.
1. We have been allowed to replace two TT faculty positions in the last five years. This year we are in the process of replacing another TT faculty. In addition, we have been able hire adjunct or NTT faculty to teach classes.
2. Our faculty have been able to receive various internal and external grants for faculty development.
3. With the assistance of CWU’s “Win-Win” program, we have been able to replace most old computers.
4. One faculty member has been granted a sabbatical leave for research. Four faculty members have been awarded research reassigned time for one quarter.
We need to have adequate Goods & Services budget to cover daily operation rather than relying on generating summer revenue to sustain departmental operation on a regular basis.
The biggest financial concern of the Physics Department is the acquisition of state-of-the-art instrumentation as well as the maintenance and repair of equipment and technology necessary for education in physics. The Physics Department supports the idea of establishing a University fund for the repair and maintenance of equipment used in the curriculum and in scholarship. Several other finance issues also exist and include:
A. Research funding for equipment and release time is somewhat limited. There are programs in COTS and at the University level that do provide some assistance.
B. Costs associated with software-related purchases/maintenance contracts and computer maintenance:
1. Funding to support the annual cost of maintaining MatLab and LabView licenses.
2. Funding to support biannual upgrades to Mathematica.
3. Funding for other software programs, including RAVEN, Origin and SigmaPlot.
4. Funding for maintaining instructional and faculty/staff computers. The Department currently has fourteen computers for its introductory labs and ten computers for its upper-division labs. Most are in need of significant upgrades and this is a cost that has not been folded into most Department’s S&E budgets. One program the Physics Department has benefited tremendously from is the WIN-WIN program.
C. Increasing costs of laboratory supplies. Market increases in laboratory supplies has strained the Department budget. The Physics Department hopes to offset this to a limited degree by proposing an increase in the student laboratory fees (pending BOR approval).
In addition, with more resources the Physics Department would like to:
1. Maintain a faculty load allocation to encourage and reward scholarly productivity.
2. Recognize excellent teaching with a reward structure.
3. Encourage continued attendance of scholarly conferences that focus on teaching excellence and modern pedagogies such as the AAPT meetings.
4. Increase funding for faculty development. With the University’s increased emphasis on scholarship, there is an acute need to support travel and professional development. The current level of funding available is simply insufficient.
5. Establish development funding for staff. Physics Department staff are one of our greatest assets. Investing in their development equates to an investment in CWU.
The Physics Department would also like to take advantage of the expertise available on campus. By “buying out” small amounts of time from CWU faculty and technical staff, several of the Department’s scholarly activities can be advanced significantly.
To pursue future objectives, we believe we would require:
1. Funding for, and the hiring of, two new tenure-track lines. While the exact makeup of the positions would be determined, we clearly have needs in the areas of Comparative politics (especially Latin America and Russia); International politics; and some aspects of American Politics (State/Local, Native American, etc.) We also anticipate requiring a replacement tenure-track position in the short-term future for a retirement.
2. Reassigned time, and flexibility in workloads, etc., from the administration, for faculty to pursue varied, innovative, and evolving goals. Currently, despite new provisions for individual workload planning under the CBA, we are constrained by traditional expectations of workload and departmental goals in terms of program delivery.
3. Real (or at least, additional) support (both temporal and financial) for Faculty Development.
4. More Office Space, facilities, and accessories, along with regular computer and technology upgrades.
5. Full-time Support Staff/Secretarial position.
6. Increased Library Monograph, Periodicals, and Electronic Resources Budget to increase holdings and better support faculty and student research without going to archives elsewhere (except for obscure or rare items). Faculty and students could better carry out their research work with better facilities and holdings.
7. Alteration and Creativity in Course Scheduling, Calendar, and Academic Scheduling by the University. Allow faculty to get away from every day, 50-min. modules, or at least don not penalize the Department for experimenting with scheduling and the like when enrollment does not follow.
Faculty staffing and support staffing is generally adequate to our mission. The administration recently has been very responsive to our need to fill tenure-track positions.
The routine expenses needed to support our instructional program are slightly in excess of our current goods and services budget. These expenses include instructional travel, especially at the centers, telephones, copying, office supplies, and some testing materials for the Community Counseling and Psychological Assessment Center (CCPAC). We expect that all of these costs will rise with inflation.
A psychology department member heads the interdisciplinary Gerontology program. It has no budget and we have been able to absorb the cost of its occasional copying needs. However, if this program grows, which is the intention of the program director, it will likely require its own goods and services budget.
In the past we have been able to fund some professional development requests and special purpose computer equipment, software, and other purchases from summer session revenues. With the collective bargaining agreement, some of our summer profits are now being reallocated to fund faculty professional development across the university, rather than just in our department. This has resulted in a greatly diminished return to our department. We will have difficulty covering all of the necessary expenses involved in running our large and complex department without additional allocation in goods and services.
Special needs for the near future include (1) fully funding travel and personnel expenses of the Primate Field Station in China, (2) the purchase of two more classroom computer carts for instruction in non-media classrooms as well as web conferencing, and (3) a distance education (DE) classroom within the psychology building to increase our ability to support our new major in Des Moines and to allow us to include our new Puget Sound area faculty in department meetings.
Our building has not been significantly updated since it opened in 1972. Our faculty and the field of psychology continue to evolve and our building is becoming increasingly ill-suited to our mission, especially our research needs. The highest current priority is bringing the animal research spaces and housing up to regulatory standards.
During a time in which we took on increasing class loads and advising duties cost of living increases have not been forthcoming. Moreover, the department’s faculty did not benefit from the Plan A salary equity process (in most cycles) due to existing salary levels, which primarily reflect the atypical demographic composition of our faculty ranks (for example, only three full professors, two of whom have 20 years in rank, and one with five years in rank). Therefore we did not receive increased wages during a period of rising expectations and demands upon our time and energy.
The university must provide funding for technology in the classroom and in department offices.
We need to locate resources to cover the cost of travel, per diem, and honoraria in order to build a functional colloquy program).
Summer profits have been critical for the department’s professional development, scholarship and technology. We plan to continue to use summer money to upgrade and increase faculty technology and research with matching university/college funds.
Hire a full-time sociology faculty member with a generalist background capable of offering courses in the fields of criminology and deviance, social psychology, organizations, and disenfranchised groups. This would allow us to offer courses at the three Westside Centers in a more predictable pattern (classes would not have to be canceled at the last moment because an adjunct either decided to quit, could not be located, or proved to be ill suited to the job).
Faculty and staff aggressively pursue both internal (CWU) and external (grant and revenue) funding opportunities each year.
Internally the department has secured project funding from the President’s Office, Alumni Relations, CWU Foundation, Office of Admissions, Graduate Studies and Research, the office of the Vice President for Student Affairs and Enrollment Management, the BOD Services and Services and Activities Fee Committee, and the Office of the Dean of the College of Arts and Humanities.
The department generates revenue annually through production ticket sales, and program ad sales. Though grant opportunities are somewhat slim in the arts, each year department faculty and staff pursues several grant opportunities. Department personnel have secured awards from the Len Thayer foundation, which provided $1,000 in supplemental funding for the first CTE season program; the Provost’s Technology Enhancement Grant, which provided for a plotter printer for use in design and a projection system for McConnell Auditorium; and an Academic Computing Grant, which provided for a technologically equipped classroom (McConnell 117). Recent department successful grant proposals including the Sterling Savings Bank Family Theatre Series (three years); and the reestablish S&A Committee funding.
· Faculty/staff travel funding is currently inadequate and has been for some time. Response- An attempt has been made to address this problem, with limited success.
· Central Theatre Ensemble production budget needs to be subsidized as an academic program. Response- An attempt has been made to address this, but adequate and consistent sources have yet to be located and secured.