RATIONALE: From 1994-2014, student enrollment has increased from 321,209 to 460,200.1 From 1994 to 2014, total head count of faculty, which includes librarians, coaches, and counselors, grew from 16,862 to 24,365.2
However, at the same time, part-time head count almost doubled, from 6,403 to 12,575, while full-time head count grew from 10,459 to only 11,7903. The disparity in tenure/tenure/track is much more dramatic. From 1994 to 2014, nontenure track faculty, librarians, coaches and counselors grew from 6,954 to 14,355 while tenure/tenure track only grew from 9.908 to 10,010.4 In that same time period, full-time contingent faculty, librarians, coaches and counselors hired grew from 816 to 2,441.5
As the number of students increase, the demand for advising increases concomitantly. Demand for library services, similarly increases, and the numbers of students engaged in athletic activities has grown. These increases suggest that the need for librarians and coaches has also increased. Lately, incidents at several of the CSUs have been sadly note-worthy.6 The California Faculty Association recently stated that the CSU only has enough counselors for students in three of the twenty-three campuses, using the International Association of Counseling Services proposed ratio of one counselor
for every 1500 students.7 Counselors and other contingent faculty, librarians, coaches, and counselors - like their tenured and tenure-track counterparts - actively contribute to students’ development as individuals and scholars and assist students with the development of strategies for navigating the rigors of collegiate life.
Currently, no contingent faculty, librarian, counselor or coach is required to do advising nor are they required to do service to the university beyond their contractual obligations, though many volunteer their services for no compensation. This means that the increased burden of service for a growing
university system is laid on the backs of tenured and tenure-track faculty, librarians, coaches and counselors. If part of the workload for contingent faculty, librarians, coaches and counselors included service to the university by way of departmental, college, or university committees, task forces, and the like, not only would this burden be shared, but it would increase the commitment of contingent employees to the university. It would most likely increase student retention and success because contingent employees would feel a greater sense of community with their respective campuses.
There are many examples of universities, both public and private, that utilize different models of increased security of employment for non-tenure track positions. Washington State University has a Senior Instructor position that may be let up to five (5) years, according to their 2015-2016 Faculty Manual. Oregon State University has an Instructor position where service is a component of the
position.8 Old Dominion University has a Senior Lecturer category of faculty whereby most of the full-time work is teaching, but there is a service component.9
Approved Unanimously – May 18-19, 2017