Statements of Concern from Candidates for ALCTS
Vice President/President-Elect
Karen Darling, Head, Acquisitions Department, University of Missouri-Columbia
Those of us who have watched the many changes in libraries and librarianship for
the last ten or so years have often hoped we would see a slowdown in the
speed and amount of change. Unfortunately, this has not occurred, and we
continue to see rapid change in all parts of our profession, regardless
of whether we are employed in a library or with a publisher, vendor, or
other type of employer. We continue to be asked to add to what we do. Our
library users, administrators, publishers, vendors, employers, and others
continue to expect that with new technology we will be able to provide even
more and better access to materials and we will be able to provide it faster
and easier. At the same time, the traditional work continues as well. Without
an active professional organization like ALCTS to provide us with a forum
to discuss the changes and help us manage these changes, many of us would
not have the opportunity to learn ways to succeed in this changing environment.
We need to continue to have a strong ALCTS, which provides us with programs,
institutes, etc., for continuing education and a forum for discussion. As
your vice president and president-elect, I would work to continue to make
ALCTS a place where we all will have the opportunities we need. Olivia M. A. Madison, Dean of Library Services, Iowa State University
I am honored to have been nominated for the office of ALCTS vice president/
president-elect as it represents the distinct privilege and challenge
to lead a vital and distinguished division of the American Library Association.
We face dynamic, challenging, chaotic, and increasingly legalistic times
within our profession. Our times are characterized by fundamental changes
in the nature of our collections, acquisitions processes and policies,
increasingly Web-based online catalogs and systems, and evolving bibliographic,
authority, and preservation standards. These changes are deeply embedded
in rapid technological advances and a difficult narrowing yet expanding
marketplace. Furthermore, we are in a demanding transition in which the
traditional and the new must coexist. These fundamental changes impact
not only how we conduct business and build online systems, but also how
we develop effective and technical skills to meet shifting staff needs.
The ALCTS division must continue to be on the forefront of recognizing and influencing these fundamental changes as envisioned in its current strategic plan draft: “Traditional library roles are evolving. New technologies are making information more fluid and raising expectations. The public needs quality information anytime, anyplace. ALCTS provides frameworks to meet these information needs.” The division has an extraordinary record of contributing to national and international standards, to developing best practices as well as to providing educational programs and opportunities for professional development through research, publication, and professional service. These strategic goals are crucial to the future successes of the ALCTS mission and of the agendas of its leadership.
The enduring strength of ALCTS is the commitment of its membership to volunteer its experience and expertise to support the division’s many activities and programs that influence the future. Along with a strong divisional staff and necessary budgetary resources, I firmly believe that this commitment will ensure its continuing success. The president of ALCTS must provide collaborative leadership to ensure a dynamic and positive future through enhancing and capitalizing on past outstanding initiatives and activities while initiating new programs and directions that are grounded in our strategic planning efforts.
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Spring 2001
Volume 12, Number 1
