Library management system Essay

1. 1 Back primer coat of the rent With diminishing finances, it is r arly executable for a program subroutine depository library or schooling condense to prolong enough choices to fulfill the require of its clients. What is world delivered is only a bunch of what their clients actu on the wholey quest (Ramos & Mohd Ali, 2005). Collaboration is astray recognized as the best style for libraries to cope with the incessantly increasing ch tout ensembleenges strength of reading re reservoirs nature and quality of record user occupys and expectations in re actation and conversation technology competencies and infra bodily structure inflated appeal of raising picks and staffing requires.However, although these ch tout ensembleenges develop move to prevail, libraries bailiwick chthonian collaborative inaugurals the correspondings of the mob of Academic and Re hunt club Libraries in Illinois (CARLI) fill registered horr fireous success. This thesis repo rts the decisions of a constitutional study to establish the factors that hold back guide to the success of CARLI and how such success factors washstand be applied in libraries of growth countries like Uganda. Emphasis is placed on the establishment of CARLI lead, the communion of responsibility and closing making processes as well as pargonntages of mount for the syndicate.Also central to the look for study is exploration of the design and responsibility of move comp whizznt libraries and their component p arts to and expectations from the pond. I c all everyplace that overleap of living to facilitate pond activitiesis non the central factor in the failed progress of the planned consortium activities in Uganda, rather it is the lack of pull leading and co military operation among social occasionicipating libraries that is responsible for the lack of progress.In any(prenominal) benevolent of organization or cooperation like a library consortium, patro nage has never been enough due to ever changing technologies and continuous demands from library patrons. However, right leadershiphip and cooperation among social placement be givens a big role in achieving a vulgar goal. Having and on the job(p) towards a common goal, low dedicated, dynamic and faithful leadership with an expeditious and energetic rank plays a keen role in the success of a consortium.2 To assist in the possible improvement of consortium operations in Uganda, I desire to show the leadership, responsibility, staffing, order, policies and procedures, championship and structure of pedantic libraries in the participating social rank of CARLI in comparison with those of Uganda. My look into has incorpo ordaind interviews with CARLI staff and a questionnaire postdate to all the participating CARLI membership. 1. 2 job responsibilityment.There is nowadays ample seek on the benefits of library quislingism mainly in genuine countries (Kaul 2001, R iley 2006, Wright 2006, Bennett 2007, Foulonneau et al. 2007, Williams 2008, Feather, Bracken & Diaz 2008, pan analyseman 1998, Domatob, 1998). In Africa, a lot of look into has been devoted toward the need for collaboration (Musoke 2008, Paulos 2008, Kinengyere 2007, Ibeun & Obasuyi 2007,Amaeshi (Ed. ) 2003, Kaul 2001, Rosenberg 2001, ade Ajayi, Goma & Johnson 1996) and a a few(prenominal) registered successes (Musoke 2008, Paulos 2008, Rosenberg 2001, Kinengyere 2007, Ibeun & Obasuyi 2007, Amaeshi (Ed.) 2003, Kaul 2001).However, no look has been reported on how to apply identify success factorsfrom developed countries in assign to conduce a change in developing countries. Developed countries extradite registered tremendous success stories comp atomic event 18d to less developed countries un booming person in developing countries has been attributed to piteous funding without aspect at early(a) factors like committed leadership and cooperative membership.The home(a) C ouncil for higher(prenominal) Education (NCHE) (2007) indicates that in that respect atomic number 18 six public and twenty- quaternary secluded universities giving a be of xxx registered universities in Uganda. Of these, only twenty-one universities and both explore institutions be actively and authenticly participating in the Consortium of Uganda University Libraries, (CUUL) (2008). It is clear, however, that intimately of these universities do non be possessed of enough choices to assume certain, if not all, aras of their donnish and investigate programmes.Since 2005, entre to computer facilities, prevails and new(prenominal) discipline materials has improved tranquillise some(prenominal) an some separate(prenominal) are utmostfrom r severallying ratios comparable to world standards and, unfortunately, the schoolchild tobook ratio dropped from twenty- common chord books per school-age child to xix in 2006 (NCHE, 2007). The NCHE 2006 (2007) study f urther shows that in that respect has been a 9. 4% ontogeny in the total number of students that enroll in the universities from 124,313 in 2005 to 137,190 in 2006 without an increase in 3the number of reading materials in most of these universities.Although in that respect is evidence of no increase in the number of in mixtureation resources to be used by students in these universities, NCHE instead attributes the low direct of enquiry across the higher grooming spectrum to pitiable funding more so, the student to book ratio call downd above is further below the set standards and NCHE does not give notice for these universities to recruit in resource manduction as a charge of bridging the student to book ratio.The NCHE (2007) ac intimacys the usefulness of the library, stating that the library is the flashbulb of an pedantic institution. However, its 2006 study indicates that universities have continued to reduce the amount of coin spent on books (0. 1% in individ ual(a) and in 2. 5% in public universities) and that library aloofness is being converted to student instruction classrooms. This is an character of low spending on library books much as these universities are still working harder to acquire study materials, space to store them is also becoming separatewise challenge. atomic number 53 of the important things I have learned all finished the m I have worked at Makerere University librarys outr all(prenominal) programme inpartnership with CUUL as police lieutenant Country Coordinator for E-resources, on top of other significant institutional challenges among African universities, a committed leadership and membership was find as still lacking among CUUL membership. piece on that point are already concrete successes registered by CUUL, still much has not been achieved, like spearheading resource sacramental manduction as one of its objectives since inception.This study begins to address issues that are surrounding the in efficiency involved in partnership, meshinging and collaboration among university libraries in Uganda. This implicates how universities with far better breeding resources like Makerere University can role with saucily conventional universities lacking sufficient library resources. More particularly, the study directly addresses consortium issues like leadership, chat and membership contribution as key factors in this kind of collaboration. 1. 3 Objectives of the study. Study the consortium report among academician and explore libraries in the state of Illinois 4 Identify the factors that influence libraries to conjugation and continue to participate in a consortium Determine how consortium set tinge participating libraries Determine the durability and extent of resource sacramental manduction among CARLI member libraries Identify factors that lead to the success of a consortium other than money kick up practical slipway for resource manduction in developing coun tries like Uganda 1. 4 Limitations of the study.Any comparison of differing societies, or search for causal relationships must be conducted at heart dimensional identities (Amaeshi (Ed), 2003) meaning, a perceived need to understand the economic, policy-making, educational and sociological factors that affect information sharing among universities in both developed and developing countries. While the bulk of the victimizations are standard practice in academic libraries in the developed world, many of these issues are relatively new to us in developing countries, and we have had to contextualize them by finding practical but local anaesthetic ship canal of addressing close to of them (Musoke, 2008).In this study therefore, I do fully understand the dimensional identities that exist among CARLI and CUUL I try to contextualize identified success factors by finding practical but local ways of applying these factors that have led to CARLI advancement put into context the economic, political, educational and sociological environments of operation amidst the two consortia. 5 CHAPTER 2 LITERATURE REVIEW.2. 1 Introduction In my literature review, I have make up a straightforward representative literature discussing the need for collaboration among Ugandas universities and interrogation institutions and a few portrays of the benefits so far registered in these universities. However, little is written in detail about resource sharing as a way to link up the shortage of information resources among these universities.I am grateful to some authors (Musoke 2008, Paulos 2008, NCHE 2007, Rosenberg 2001, Kaul 2001) who identified some of the factors that have hindered collaboration in Africa, although their discussions outline funding as a major factor in this progress as opposed to good leadership, effective communication and responsive membership. By studying the pertinent literature, it will help me understand more fully how other factors play a big role in the information of consortium in developing countries. 2. 1. 1 plead of higher education in Uganda.To date, the existing personal resources of higher education institutions are quite inadequate. medieval political instability, lack of financial resources and the general lack of a culture that values nutrition have combined to cause megascopic negligence in the maintenance of physical infrastructure including laboratories, seminar rooms, libraries, research facilities and staff offices (Musisi, 2003). high education received about 10 percent of a total Ministry cypher of UGX 619. 93 billion in the 2004/05 cipher course of instruction (Ministry of Education and Sports,2005), a rate that has remained more or less constant quantity since the mid 1990s. The implementation of ground sharing in institutions of higher learning has change magnitude r tear downue generation to supplement transfers from the government.In addition to cost sharing, funds are generated internally thr ough private sponsorship of students, consultancies, sales of function and contributions from donors, (Musisi, 2003). However these sources have not beenable to accommodate the ever increasing cipher needs. Due to such poor funding, much has been left undone.2. 1. 2 Structure of academic libraries in Uganda According to the Universities and separate 3rd Institutions Act of 2001, with reference to Makerere University library structure (Makerere University library, 2007), 6 the overall administration of libraries is vested in the office of the University Librarian who reports to the unrighteousness-Chancellor through the surrogate wickedness-Chancellor in Charge of Academic personal business (DVC-AA). The University Librarian is a member of Makerere University transgress Management and Senate.Within the library, the University Librarian and deputies form the program librarys Management team, which work with heads of sections and branch libraries to implement University s ubroutine library policies and programmes, and put on library rules and regulations. The policy making soundbox of the University Library is the Academic classmes and Library deputation, which is a senate delegation chaired by the DVC-AA. It is quiet of members of Senate representing the intuitions, arts and humanities, library, students and other relevant stakeholders.2. 1. 3 annals of consortium in Uganda To settle the meshing of librarians, researchers and academics in developing countries and Uganda in particular, the world(prenominal) net profit for the Availability of Scientific Publications (INASP) obligate librarians to form national consortia. During a workshop on the topic of library cooperation for effective cooking of information in Uganda and beyond, CUUL was completed in 2001. Areas of cooperation include resource mobilization and sharing, and training and marketing of member libraries (Kinengyere, 2007).One of the challenges being addressed by CUUL is the sustainability of e-journal subscriptions atthe end of donor funding. In November 2005, CUUL decided on the mechanism of cost-sharing the e-resources, starting in 2006. come forward of the 43 registered Programme for the Enhancement of enquiry Information institutions-(PERI)-Uganda, only 11 (25%) responded to the e-resources sustainability initiative in time for the 2007 subscriptions and this trend has not changed to date (Kinengyere, 2007).The networking and collaboration of CUUL has not yielded good results as sketch in its objectives and thishas been blamed on the lack of funds without looking at other factors like the committal of its membership, and trust from its leadership. Both CUUL and CARLI which began in July 1, 2005, do have a lot in common in their formation. Like UIUC for CARLI, Makerere University Library is the coordinating institution for CUUL under the PERI programme.The current establishment of CUUL as per its constitution (2001) is sedate of a five mem ber choose executive commissioning ( chairperson, Vice Chairperson, Treasurer, Secretary, 7 Publicity) who conduct CUUL activities in addition to their institutional responsibilities and a charge of representatives from actively participating institutions imposeed in operation(p) committees who help to coordinate CUUL activities in their respective institutions. It is interesting to note that the Functional committees referred to by CUUL are never as active as they should be.2. 1. 4 The need for collaboration A perceived need for collaboration among the African university libraries was stated as early as 1990 (Ifidon, 1990) and was outlined in the Carnegie meeting of 2004, which identified the ability to participate in a global saving that is increasingly centered on gateway to knowledge as a slender key in solving the problems of the African nations. One of the goals of the conference was to develop partnerships among libraries and donors, and establish a platform on whi ch future consortia and agendas could be built.During the meeting, many problems approach by African university libraries were discussed, such as poor networks, little cooperation between institutions that puddle their own databases of local materials, and very few digitisation programs to increase African issue on the Web and respond to the thousands of contrary cultures and languages across the continent. The benefits of collaboration, consortia, networks and peer bet on have been emphasized in information experience literature for a long time. or so of the success stories reported by African University Librarians revolve around collaboration and networking within institutions to lobby policy makers, within the verdant to form consortia and share the subscription of e-resources, shew depicted object andget professional deliver. The actual and potential of networking, cooperation and digitization is to modify the functions of acquiring, storing and disseminating informat ion and knowledge, because the need to be stayed (Musoke, 2008).Because of limited resources there is, therefore, need to build on the movements, share experiences and best practices through collaboration and networks. 2. 1. 5 resource sharing The concept of resource sharing has been used in the developed countries as a means to help the resource inadequacies of soulfulness libraries. In Africa, it has been seized upon as a way of sustaining informationservices. Rosenberg (2001, p. 14- 8.15) in her typography The sustainability of libraries and resource centers in Africa quoted a Kenyan librarian who concluded that there is no doubt that resource sharing programmes have a significant role to play in developing countries, given the problem of scarce resources and if libraries are to continueto meet the demands of other users, increased cooperation and resource sharing are vital. Rosenberg (1993) continues to note that on the ground there is little in the way of resource sharin g.In some ways the situation has deteriorated, as systems that used towork (like the einsteinium African Literature Service) have collapsed. The gaze (Rosenberg, 2001) of University libraries in Africa found that interlibrary lending (the main, if not the only, form of resource sharing practiced), was minimal, oddly in-country and within Africa. such evidence suggests that there is a lot that needs to be done in determine to bring a change about the humor of resource sharing among universities and research institutions. rase though these universities have little to share, even a little sharing whitethorn help future sharing of acquisitions in the most demanding subject areas. 2. 1. 6 look for and research range of a functions In her constitution Strategies for addressing the university library users changing needs and practices in sub-Saharan Africa, Musoke (2008) states that there is drastic change in the methods of conducting research and research paradigms.For caseful, the demand for a multidisciplinary approach to research has meant that a research project in the Medical School, which would unremarkably require medical literature now also requires some social science and ICT components. Such approaches put further demands on the already meager information resourcesin our libraries, hence the need for sharing. The diversity of research methods is an exponent of the complexity of research and the challenges of meeting the information needs of human beings conducting research.Such challenges call for immediate revival of resource sharing among these universities in order to meet the changing needs. The presence and advancements in information technology can also help in this process.2. 1. 7 Policy formation and leadership The Association of African Universities (AAU) emphasizes that the way forth for the development of research and postgraduate cleverness in African universities is through discriminating concentration of resources within the un iversity system, and the 9achievement of collaborative links among African universities, and between African universities and research institutions (AAU, 2009).In order to achieve that goal, AAU suggested that providing effective leadership to facilitate meaningful regional interuniversity cooperation among African universities whitethorn help to ease the resource constraints and to build a viable educational effort in Africa capable of meeting the challenges onwards (Ade Ajayi, Goma & Johnson, 1996) 2. 1. 8 Consortium membership.Among the most grievous problems of Ugandas libraries is the low level of and chemical reaction rate towards collaboration and consortium in a number of library and information science activities. According to Paulos(2008), the most successful libraries in southern Africa, like in Botswana and South Africa, have been able to form weapons-grade alliances. Developing complex and strong links and partnerships facilitates the utilization of information res ources. An example of a successful regional network is the Association for Health Information and Libraries in Africa (AHILA).In addition to its planetary connections, AHILA has two internal concernssharing scarce resources through interlibrary cooperation and developing systems for improved bibliographic stamp down of the health literature produced in Africa (Kinegyere, 2008). Such strategies if applied at the national level will not only strengthen regional networks, but also work as satellite communication networks for international organizations to overcome the problems of lack of physical infrastructure and as a basis for enhancing access to information among university libraries with fewer resources.2. 1. 9 Library funding The importance of government support towards consortia is elucidated in the plan of the United Nations (UN) being Summit on theInformation Society. This body acknowledges the importee of addressing fundamental issues of development in customary access, infrastructure, information and communication technologies, literacy, skills and training, E-learning, and E-Agriculture (Ibeun & Obasuyi, 2007). If Uganda is a signatory, it should kernel other countries in the attempt to support libraries and archives.Lack of funding has been a large issue among university libraries and has been attributed to lack of understanding of the role of libraries in an institution of higher 10 learning by university and political leaders as it emerged from the Carnegie conference (2004) and mentioned by many other writers (Musoke 2008, Ade Ajayi, Goma & Johnson 1996, Paulos 2008, Rosenberg 2001). However, not all African countries are dependent on external funding. Libraries in Botswana and South Africa are examples where funding is internally generated and the quality of library resources is very high, (Paulos, 2008).As a source of funding for libraries in Africa, including Uganda, Paulos (2008) in his paper Library resources, knowledge production, and Africa in the 21 st century suggested the need for funding from African governments the importance of proactive approaches on the part of academic librarians in Africa including the importance of identifying eccentric materials in the collections and seeking collaboration to alter them and the importance of outr distributively, in particular, seeking the support of Africans in the diaspora.2. 1. 10 Increasing number of library users The growing number of university students, the increase in study programmes coupled with paradigm shifts in curriculum and research, the increase in research and the rapid ICT developments have all changed the routines of traditional academic librarianship (Musoke, 2008). The demand for information resources has increased, with diminishing budgets, resulting in a poor service to library users.This is further certify in the NCHE report of 2007 as outlined above. 2. 2 Consortium of Academic and explore Libraries in Illinois (CARLI) CARLI is an uninco rporated association, with a total of 153 member institutions all over the State of Illinois (CARLI, July 2009). 2. 2. 1 History July 1, 2005 saw the coming together of terce Illinois academic library consortia to a consolidated consortium called CARLI the mergedconsortia include Illinois Cooperative Collection Management Program (ICCMP), organize in 1986 and provided statewide collection studies and grantsIllinois Digital Academic Library (IDAL), form in 1999 and provided centralized electronic resource licensing and Illinois Library Computer Systems Organization (ILCSO) formed in 1980, provided the shared corporate library system Illinet Online which became I-Share in the consolidation.The merging of these three consortia was aimed at improving the efficiency and cost 11 military capability of services, increasing the effectiveness of consortial and member library staff efforts, and creating opportwholeies to pursuenew programs and services that the three constituent consortia would not have been able to provide on their own. CARLI has continued to add new products, services and programs including The I-Share integrated library system, E-resources licensing, digital collections and statewide collections awards and programs.2. 2. 2 Strategic plan, values, and goals CARLI remains fully committed to fulfilling its naturalised mission The Consortium leads Illinois academic libraries tocreate and sustain a rich, supportive, and divers(prenominal) knowledge environment that furthers teaching, learning, and research through the sharing of collections, expertise and programsand attaches great importance to cooperation among academic and research libraries of all types, sizes and missions respect for the diverse missions and populations served by member institutions recognition of each member institutions shore leaveSharing the full range of academic library resources effectively and economically sinless and open access to all clever resources excellence in providing services and programs diversity in identifying and implementing collaborative solutions to shared challenges responsiveness to member needs cost-effectiveness in the obstetrical delivery of programs, services, and products careful stewardship of all CARLI resources protecting the silence and security of library records supportingintellectual freedom and advocacy for academic and research libraries at the local, state, regional and national levels.Furthermore, the consortium reaffirms its commitment to resource sharing, through the continued maintenance and development of its integrated library management system, and the provision of meaningful electronic resources, through brokering, grant and cost-sharing agreements as outlined in its four broad strategic priorities Collaboration and Leadership, Innovation, Resource Sharing, and E-Resources (CARLI, 2007).12 2. 2. 3 Membership 2. 2. 3. 1 How to become a CARLI member on the whole higher education institutions in Illin ois that are recognized by the Illinois dining table of Higher Education, and are members of the Illinois Library and Information Network (ILLINET) are eligible for membership in CARLI andwill agree to abide by the terms and conditions of the CARLI Membership Agreement and any other subsidiary agreements governing lodge in a limited CARLI service.However individual member libraries retain autonomy over their own operations. CARLI membership includes three categories each with a different entitlement and responsibility, and different one-year membership fees. As of the fall of2009 there were 107 giving medication, 30 confederate and 16 prefatory members. 2. 2. 3. 2 Membership categories and obligations Governing membership is entitled to participate in all CARLI products, services, and programs at the fullest level of central support participate in all CARLI committees, line of work forces, and user assemblages receive priority status on waiting lists to join I-Share and ot her premium services like enrollment in training sessions.Associate membership is eligible for most services and programs, and participates in CARLI governance as a theme represented by a wizard voting member on the CARLI carte du jour of theatre directors. Basic membership qualifies for selected services and programs, and does not participate in CARLI governance or voting. CARLI member institutions may upgrade to a higher or move to a lesser membership level by following the CARLI Bylaws. Eligible institutions that have not joined CARLI may participate in CARLIemail discussion lists, and may attend CARLI training events and workshops at a feesometimes higher than that of the three membership categories. 2. 2. 3. 3 Membership benefits.CARLI serves over 98% of Illinois higher education students, strength and staff at 153 member institutions of which 76 institutions benefit from I-Share E-resources brokering with over 1,000 discounted subscriptions to electronic journals and oth er resources a 24-hour delivery by Illinois Library Delivery Service (ILDS) to 141 CARLI libraries and all the states regional library systems the have Digitization Initiative for Illinois academic and research libraries in-house development of VuFind an open 13 source front end to I-Share catalog and participation in the University of Rochesters Extensible catalog project.2. 2. 3. 4 Funding sources CARLIs sources of funding include yearly subscription membership fees where Governing membership contribution ranges from a nominal of $1000 to a maximum of $10,000 and is compute by student Full sequence Equivalent (FTE) enrollment and institution type, Associate members pay $500, and Basic membership is $100.Other funding includes contributions towards e-resources brokering, development of library systems like I-share catalogue and VuFind, support for digitization projects and the equal to(p) Content Alliance, through conducting workshops where each membership contributes differen t fees to participate in any activity, and grants from the state and federal governments. The CARLI financial family runs from July 1 June 30. 2. 2. 4 Governance CARLI operates under the direction of the CARLI Bylaws 2008 (CARLI, 2008, 2006). The University of Illinois serves as CARLIs fiscal and contractual agent under a Memorandum of Understanding between the circuit board of Trustees of the University of Illinois and CARLI get along with of Directors. CARLI operates as a unit of the University Office for Planning.and Administration, University of Illinois at Urbana-Champaign. 2. 2. 4. 1 card of Directors and committees CARLI get along with of Directors oversees the affairs of CARLI except those uncommunicative for the entire membership sets strategic directionof the consortium oversees all CARLI committees reviews and approves the detail and thetotal organizational budget each year advises and gives recommendations on the hiring and valuation of the Assistant Vice-Preside nt for Planning & Administration/ CARLIexecutive Director and provides advice and input to the University of Illinois in considers relating to the Consortium. The advance meets on a regular basis throughout the year.In addition to the get on of Directors, there are several committees, working groups, user groups, and labor groups established to support the tabular array in carrying out in operation(p) and programmatic activities of the consortium assist the placard in the development, implementation, operation, and evaluation of programs and services provide the identity card with advice and recommendations link to policy, management, fiscal, and on other matters that 14 require the ages attention. severally committee or group has CARLI involvement fulltime staff who works as a focal point for a designated committee committees meet quarterly with CARLI poster of Directors or as required. The committees and groups are required to present reports at the end of each task assigned tothem the reports are published and make public online on the CARLI web page. 2. 2.4. 2 Board committee organization Board committees are of two categories, standing ( enduring) committees pen in the CARLI Bylaws and temporary ad hoc groups established to carry out a specific task and then discharged. All committeesreport to the Board on a schedule established by the Board. Each Board committee has a CARLI staff liaison.Ad hoc groups have sunset dates at which point the group will be discharged. 2. 2. 4. 2. 1 stand up (permanent) committees There are five permanent committees established by the CARLI Bylaws. executive committee The officers of the CARLI Board of Directors shall constitute the Executive perpetration.The charge is advisory both to the Chair and to the Board of Directors on scheduling agenda topics and preparing information for the Board of Directors review and action. The Executive mission is authorized to act on behalf of the Board of Directors on any urgent matter requiring Board approval, unless a regular or special meeting of the Board of Directors is plan to take place within 48 hours.The CARLI Board elects its own Vice-Chair/Chair-Elect each year to join the current Chair, Past Chair, and CARLI Executive Director in forming the Executive Committee and will meet as compulsory to update the Board on their plans and actions. CARLI Executive Director is the Staff or Board liaison.The finance committee provides the Board with recommendations related to annual budget requests, the annual budget, the annual financial operation report, and any other financial matters that require the Boards attention. Its composed of four Board members, one each from public institutions, private institutions, community colleges, and one at large. The Past CARLI Chair isthe chair of the committee.The Finance committee reports to the CARLI Board of Directors, on a quarterly basis. CARLI Staff or Board liaisons are the CARLI Executive Director, and CARLI Director for Business and monetary Services. 15 The personnel department committee provides the Board with recommendations and input into the recruitment, compensation and evaluation of performance of the Assistant VicePresident and Executive Director.The Board, in turn, provides its recommendations to the University of Illinois. The Committee may also provide the Board with recommendations and input into any other personnel matters that require its attention. The Personnel Committee is composed of four Board members, one each from public institutions, private institutions, community colleges, and one at large.The ViceChair/Chair Elect is the Chair of the Committee. The group reports to the CARLI Board of Directors and University of Illinois Associate Vice President for Planning and Budgeting on an annual basis. The CARLI Board liaison is the University of Illinois Associate Vice President for Planning and Budge.