ACRL College & Research Libraries News

College & Research Libraries News

Fatzer and Hardesty share plans for ACRL: Be sure to vote in the election this spring!

Jill B. Fatzer and Larry Hardesty

Ed. note: C&RL Newsoffered ACRL candidates for vice-president/president- elect, Jill B. Fatzer and Larry Hardesty, this opportunity to share their views with the membership. Although many of the issues facing ACRL are discussed informally at meetings, this does not provide a national forum to all members. We hope that pro- viding this forum will assist you in making an informed choice when you receive your ballot this spring.

Jill B. Fatzer

Larry Hardesty

JILL B. FATZER

Since receiving the nomination for this office, I have been asked in various ways, by many colleagues, “Why is the presidency of ACRL of interest to you?” I interpret this inquiry to mean “Why on earth would anyone take on an office that requires hard work, long hours, much travel, and occasional controversy, all for no pay and little “glory”?”

For me, the answer is the opportunity to make a difference; not just for my home institution, but for academic librarians and libraries in general. We find ourselves in difficult times; while librarians are asking themselves, “What will our libraries be in the future?” our college and university presidents are increasingly asking, “Will there be libraries in the future?” ACRL has the opportunity to provide positive answers to these questions, through vigorous action in the higher-eclucation policy and legislative arenas.

Higher education

When I look back at the ballot statement I wrote when I was nominated for the ACRL Board of Directors in 1994, I am pleased to see that much of what was of concern to me then has been accomplished. My chief concern was that ACRL look outward toward its role in higher education, rather than concentrating on its internal organizational affairs. Two goals of the current Strategic Plan demonstrate this focus. Moreover, several initiatives have been put in place to implement these points: the Council of Liaisons is well on the way to establishing ACRL’s role as a partner in higher-education policy with organizations such as the American Council on Education (ACE), the American Association for Higher Education (AAHE), and the National Association of State Universities and Land-Grant Colleges (NASULGC). Successfully carrying out the Council’s planned higher-education issues forum will further raise national awareness of ACRL's concerns and initiatives. ACRL has also attained a higher profile with the regional accrediting associations and promoted their adoption of information literacy criteria for accreditation.

One of the characteristics of professional organizations that have been successful in achieving their memberships’ goals, such as the American Psychological Association or the National Education Association, is that they concentrate on a small range of priorities with sustained effort and persistence. ACRL’s tradition of each president selecting a new, unrelated theme for a year has not given us the benefit of such persistence. Therefore, the theme that I would adopt is simply continuity of effort in pursuing the goals represented in our Strategic Plan.

My focus would be on ACRL’s effectiveness in the library and information policy arena and on establishing permanent partnerships with the regional accrediting agencies and with the “inside the beltway” higher education policy organizations. Getting the attention of these organizations, which are largely made up of college and university presidents, focused on library and information issues should pave the way for librarians to have a stronger voice in the similar issues on their own home campuses.

An example of this effort is the recently issued pamphlet Higher Education Policies for the Digital Age, which several ACRL members had a hand in writing, along with representatives of ACE, the NASULGC, ARL, and 15 other educational associations.

Legislative effectiveness

Effectiveness in the policy arena must be accompanied by effectiveness in the legislative arena, both state and national, to achieve the legal climate in which our libraries can thrive in the Digital Age. The recent realignment of duties in the ACRL office so as to free up staff time to work more closely with the ALA Washington Office is an important step in this direction. However, legislative effectiveness also relies considerably on an organization’s ability to quickly mount a grass-roots campaign when education of individual legislators to a specific issue is needed. The Governmental Affairs Committee has been looking at working with the Chapters Council to establish such a quick response capability among members in every state. Establishing such a legislative network is an important step towards enabling ACRL to influence such vital pending legislation as defining “fair use” for digital information; insuring free speech and privacy on the Internet; and providing universal service through telecommunications discounts.

Standards and guidelines

Another area of concern is helping academic librarians improve their institutions by providing standards and guidelines that emphasize approaches consonant with current technology, and with other educational standards. Completing the effort currently in progress to recast all of ACRL’s standards and guidelines to correlate inputs with outcomes would also be a priority.

While the forces that shape higher education, such as state legislatures, regional accrediting associations, and federal agencies are increasingly tying funding and accountability requirements to the assessment of the outcomes of our efforts, the ACRL standards for types-of-libraries are concerned almost exclusively with inputs. They are therefore increasingly less helpful in making the case for the importance of libraries to the educational enterprise, and in explaining the value gained by adequate funding for libraries.

Continuing education

As equally important as improving libraries’ effectiveness in the policy and legislative arena is improving the effectiveness of individual librarians in their daily duties through continuing education and development. Maintaining ACRL’s record of highly effective National Conferences (as reflected in participants’ evaluations) must continue, and the associations’ sections and committees must be encouraged to meet their members’ needs for specialized programming at Annual Conference. However, a majority of members are unable to attend either National or Annual Conferences, and means of bringing programming and education to the local level must be actively pursued. Teleconferences, sending programming over the Internet, and repackaging national programs for delivery at chapter meetings are all ways that should be tried. Additionally, training that is more sustained than a single program can be developed. The current initiative to develop a National Information Literacy Institute, which would provide a comprehensive learning experience for a discrete need, is an example of what ACRL can provide for meaningful professional development.

ACRL currently enjoys a stable membership level, strong financial base, and well- organized office operation, thanks to the work of its member-leaders and headquarters staff. This happy state of affairs will free future officers from concern about internal affairs to concentrate on the external relationships needed to accomplish the goals previously discussed. If elected, I will build on the relationships already formed and enlist as many members as possible to assist in the process of making ACRL a leader in positively shaping the policy and legislative arena in which we all work. If we do not define our own future, surely those without our values, ethos, and service orientation shall do so for us, to the detriment not only of libraries, but of the colleges and universities we serve.

LARRY HARDESTY

What do we, the members, need and expect from ACRL? Many members probably perceive ACRL the same way the blind men perceived the elephant; we envision the whole based on that small part that touches us. Our perspective may be shaped largely by where we are at any given time—whether it is in our careers, the particular positions we hold in a library, or the responsibilities we have assumed within ACRL.

A shift in expectations

As a new member in the 1970s, I placed a high priority on modest dues, convenient conferences, and an opportunity to serve on a committee that would help me in my day-to-day work in bibliographic instruction. When I first started chairing committees in the early 1980s (the CLS’s ad hoc committee on College Library Standards and the CLS’s CLIP Notes committee), my expectations of ACRL expanded. I wanted assistance from the ACRL staff and ACRL funds to support the committees’ efforts and to disseminate the results. Later, as I became active at the chapter level in the mid-1980s (chair-elect of the Indiana chapter and chair of the Florida chapter), my focus shifted to emphasizing ACRL’s support of chapter programs and local continuing education opportunities.

In the late 1980s and early 1990s, I served on the ACRL Board of Directors. During that time I came to appreciate more the importance of a strong central organization to work within ALA, to reach out to other professional organizations in higher education, and to provide leadership in influencing information policy. During this time I also served on the ACRL Publications Committee and six-years on the editorial board of College & Research Libraries. This led me to understand more the importance of ACRL publications to the membership.

An organization for all seasons

More recently, when I served as chair of the College Libraries Section, I looked to ACRL to support section programs and activities. Also, as a college library director for the past 15 years, I have come to want ACRL to address more the issues of recruitment, compensation, and library advocacy. I have served at all levels of ACRL during the past 20 years. For me, and I trust for many of my fellow ACRL members, ACRL serves as an “organization for all seasons.”

In addition, ACRL has served the memberships through many seasons of its own. With considerable resiliency, I have seen ACRL leadership and membership respond successfully to the numerous challenges over the past two decades. As a result, it is a dynamic, changing organization that fills many different roles for its diverse membership. Through ACRL, academic librarians can come together to make a difference—a difference in their professional lives, a difference in their libraries, a difference in their institutions, a difference in higher education, and a difference in society.

Despite its considerable success in recent years, many challenges continue to confront ACRL. Often these challenges are in the form of positive but conflicting forces. For example, ACRL must encourage and support new ideas and initiatives, while not overly extending and diffusing its financial and human resources. The Strategic Plan must provide stability and focus to ACRL while allowing flexibility in responding to changing needs and conditions. ACRL must offer a variety of avenues through which members can serve to fulfill their needs while not impeding the ability of ACRL to act as the national professional association for academic librarians. The list can go on. Nevertheless, my point is that the leadership and membership of ACRL must strive continually for stability, continuity, innovation, and enthusiasm (not necessarily compatible attributes).

Standing for office

Some years ago, I introduced Bill Moffett to the Chapters Council as “running for ACRL president.” Bill, showing his usual reticence, emphasized to the group that he was “standing for office.” I thank Bill for calling to my attention the difference. In accepting the nomination, I am standing for office as a responsibility to the membership. While I am honored by the nomination, the work is too time-consuming, the pay too little (nonexistent), and any glory too fleeting to “run for the office.” In various avenues, including this statement, I am expressing my concerns and approach to leading ACRL so that ACRL members can make an informed choice as to whether or not I will bring to the presidency what is needed.

Challenges ahead

Several concerns loom on the horizon. Member services continue to require expenditures of more funds than the membership dues provide. National Conferences and publications provide some flexibility through additional income. In fact, while dues have been stable over the past several years (ACRL has among the lowest dues in the ALA divisions), we have come to rely heavily on income from publications and the National Conferences. It is only natural, even desirable, that our vision exceeds our resources.

Nevertheless, we must make every effort to sustain and expand needed ongoing programs, such as the liaisons with other professional associations in higher education and the legislative advocacy effort. Both are important long-term investments supported from dues revenue.

We also need to provide incentives to develop and support promising new initiatives. The National Information Literacy Institute is such an initiative, and I enthusiastically support it. Through the creative leadership of Cerise Oberman, the Institute promises to engage the various stakeholders to address the important issue of information literacy.

Many members look to ACRL for continuing education opportunities. The challenge remains in offering such opportunities having sufficient revenues to cover expenses, while establishing fees at a level attainable for librarians at the lower-income levels of the profession.

As I have already written, ACRL is a diverse organization operating at many different levels. Sometimes this diversity impedes the effectiveness of both the parts and the whole. As a minister once told me in referring to his congregation, “We have many wonderful voices, but we are not always on the same page of the hymnal.” We must promote more actively a shared vision at all levels of the organization so we can come together to make a difference.

Two recommended programs

As ACRL President I would take the opportunity to promote several proposals that, I believe, would further the purposes of the organization.

For example, ACRL does well in recognizing and celebrating through various awards the successes of individuals. I propose that we develop a program to recognize and celebrate the successes of academic libraries exemplary in their support of the mission of their parent institution. ACRL would be part of emphasizing how librarians working through their libraries have made a difference at particular institutions. The program could honor annually several academic libraries among the various types, based on recommendations from committees within each type of library section. Such libraries could serve as benchmark organizations. We might consider how to involve senior administrative officials, such as presidents and provosts, in the awards ceremony. This might impress upon them the significance of contributions of ACRL and its members to the success of their institutions.

We must encourage more academic librarians to view ACRL as the organization that supports and fulfills their professional needs. I propose a program to raise the consciousness of library school students as to how ACRL can serve them and vice versa. Perhaps such a program can be as basic as an old-fashion essay writing contest on, for example, “What should be the role of ACRL in meeting the needs of new members?” There might be a winner at each library school (judged by the faculty at each school) with a modest award— for example, one-year free membership in ACRL.

A national winner might receive free registration (and recognition) at an ACRL National Conference. ACRL would benefit not only from additional members but also from useful suggestions put forth in the essays on how to attract and retain new members.

I am willing to take some risks to share with the membership some half-formed (half- baked?) ideas in this statement. No doubt many details remain to be addressed for both of these suggested programs. As I believe is my style, I would consult and involve widely other ACRL members in working through the details.

Also, as ACRL President, I would encourage programs developed by others that will make a difference. For example, I have often thought that among the most useful work of chapters is the development of minimum salary levels in states and regions. I will encourage expansion on this and similar activities at the local level. As former Speaker of the House Tip O'Neill so aptly pointed out, “All politics are local.” To be successful, ACRL must make a difference in the professional lives of its individual members at the local level. At the same time, I want members and leaders at the chapter and other levels to understand the support ACRL needs to be effective in its role as a national professional association. As a former chapter president, for example, I always thought it curious that one could only belong to a local chapter and still benefit from funding and support from the national organization.

Looking ahead

The candidate elected this spring will serve as President of ACRL in the 1999-2000 year. There is something about years that end in zero that make us want to do some stocktaking. This impulse will be even more compelling during a year that ends in three zeros. This is an exciting and momentous time in the history of ACRL. As we end one millennium and begin another, we must both look backward and reflect on accomplishments of the organization and look forward to anticipate and identify needs and challenges. I want to use this opportunity to take advantage of the experience of past ACRL leaders. I hope I can persuade them to come together to take stock in accomplishments during their tenure as leaders.

Then, I want them to look ahead and develop a vision as to how ACRL must change and adapt to serve the academic librarians of the 21st century.

I am confident that ACRL and academic librarianship both have very bright futures. We will change and adapt, but always from the solid foundation of understanding the past combined with a strong desire to serve.

During the past six years I have directed the College Library Directors Mentor Program. While there is a fair amount of effort involved in the program (and many individuals contribute to its success), I have found my participation very heartening (as long it is fun, it is not work!).

I am constantly impressed by how readily busy, experienced college library directors volunteer their time for no monetary compensation to assist first-year college library directors. Such individuals fill the ranks of academic librarianship at all levels. I welcome a similar opportunity to work with the many volunteers who unselfishly serve ACRL through the dedication of their time for the betterment of all. Let us all come together to make a difference.