ALA Election 2012

On Monday, March 19, the polls for the 2012 ALA Election will open. ALA Members will be notified by email and will be provided with a unique passcode and information about how to vote. To be eligible to vote, individuals must be members in good standing as of January 31, 2012.

This year, ALA members will vote for a new ALA President, as well as Council At-Large members. For this issue, ALCTS Newsletter Online asked ALCTS members running for Council to send a brief biography so we could get to know them better before the election. We also asked the two presidential candidates Barbara K. Stripling and Gina J. Millsap, to answer a few questions about their candidacy as it relates to issues relevant to ALCTS members.

Complete biographical information on all the candidates, as well as more information about the ALA election in general, is available at

ALCTS Members Running for Council

(in alphabetical order)

Sharon Castleberry, Coordinator of Library Automation, DeSoto Public Library, DeSoto, Texas.

Cynthia Clark, Associate Dean, Adelphi University, Garden City, New York.

Beth CoxElizabeth J. “Beth” Cox is the Special Formats Cataloger, Associate Professor at Southern Illinois University Carbondale. She has held previous paraprofessional positions at Grinnell College (Iowa) and Monmouth College (Illinois). She has been active in service at both the state and national level for more than ten years. Most recently, she has served two terms on the ALA-APA Publishing Committee and served as an intern on the ALA Chapter Relations Committee. She also served one term as a delegate on the OCLC Global Council. She has been a member of ALA, ACRL, and ALCTS since 2000, a member of MAGIRT since 2005, and a member of OLAC since 2003.



George Fowler, Associate University Librarian for Information Resources and Technology, 2011, Old Dominion University, Norfolk, Virginia.

Viccy KempVictoria "Viccy" Kemp, Technical Services Manager at the Flower Mound Public Library. Viccy received her B.A. from Austin College in Western European Studies and lived overseas for a few years before attending the George Washington University, where she received an M.A. in International Studies. After working for a variety of federal agencies in Washington D.C., Viccy returned to Texas and ran several bookstores in the Dallas/Fort Worth metropolitan area before she joined the Carrollton Public Library. While at CPL, Viccy earned her M.L.S. from the University of North Texas.

Viccy's library experience includes working in collection management, acquisitions, and collection development. Currently she is the Technical Services Manager at Flower Mound Public Library, a position she has held since 2006.

Viccy became active with the Texas Library Association early in her career, and currently serves as Chair of the Intellectual Freedom Committee (appointed). She was also selected to be a Tall Texan in 2001, the leadership development program of the Texas Library Association. Past leadership roles include Chair of the Public Library Division (elected) and Chair of the local district (elected). In 2013, Viccy will be the Chair of the Texas Lariat List, a committee designated to create a fiction reading list of enjoyable reads for adults.

Jim KuhnJim Kuhn is Head of Collection Information Services at the Folger Library. He is responsible for planning and managing technical services operations (Acquisitions, Cataloging, and Photography and Digital Imaging) and acts as primary liaison with the Library's ILS vendor (Ex Libris: Voyager), digital image database vendor (Luna Insight), and digital preservation cooperative (MetaArchive). In addition to an MLS, Jim has a Master of Arts in Philosophy. Jim has been Treasurer of the Friends of the Takoma Park Maryland Library since 1999.






Olivia Madison, Dean of the Library at Iowa State University. Olivia has strong ALCTS roots, including serving as its president, and chairing the Budget & Finance Committee and the ALCTS 50th Celebration Planning Committee. In recognition of her major accomplishments encompassing three decades of national and international commitment and leadership for bibliographic standards development, she was awarded the Margaret Mann Citation in 2010. Olivia chaired two influential cataloging committees (ALA Committee on Cataloging: Description and Access (CC:DA) and the IFLA Section on Cataloging); chaired two seminal studies that explored fundamentals of and future roles for bibliographic and access control; and has published broadly in the area of cataloging standards.

Her CC:DA work encompassed the revision process that led to AACR2 Revised and her IFLA experience included chairing IFLA Functional Requirements for Bibliographic Records (FRBR) Study. In addition to recommending core data elements, FRBR defined a new bibliographic framework. Since its publication, FRBR has provided a conceptual basis for Resource Description and Access (RDA) and influenced key recommendations in On the Record (2008) by the LC Working Group on the Future of Bibliographic Control (which she co-chaired).

Jason MartinJason Martin, University of Central Florida. Jason has been a professional librarian for more than ten years, working in public services in large academic libraries. Since July 2009 he has served as the Interim Department Head of the Curriculum Materials Center, part of the University of Central Florida Libraries. Jason earned his bachelor’s and MLS from the University of South Florida, and an Ed.D. from the University of Central Florida. Jason has chaired several statewide library committees and is currently the chair of the ACRL ULS Membership Committee. His experience includes extensive experience with governance and policy creation at the library and university level. Learn more about Jason:


Susan MatveyevaSusan Matveyeva, Wichita State University. Susan joined Wichita State University in 2002 as Assistant Professor and Catalog Librarian. In 2009, she was promoted to a tenured Associate Professor and Institutional Repository Librarian. She earned her Ph.D. in Philosophy of Culture in the Russian Academy of Sciences Institute of Philosophy (Moscow, Russia); Master's of Library and Information Science in Wayne State University (Detroit, MI), and B.A. in Theory and History of Music in Odessa State Conservatory (Odessa, Ukraine).

During her career, Susan has worked as researcher, teaching faculty, and librarian. She led the Wichita State University institutional repository SOAR (Shocker Open Access Repository) from its implementation in 2007; completed several digitization projects (Virtual Herbarium, 2010; WSU Course Catalog, 2010; Lambda Alpha Journal; 2008); led implementation of the ALCTS program "Online Course Award for Library Professionals from Developing Countries" and its operations as chair of ALCTS International Relations Committee, 2008-2010; and served as co-chair of the ALCTS CCS Cataloging Norms Discussion Group in 2006-2007.

Susan's current research interests include scholarly communication, electronic publishing, institutional repositories, metadata, access to digital information, and digital libraries.

Mary PageMary Page is the Associate Director for Collections and Technical Services at the University of Central Florida. She has also held positions at the University of California, Davis, and Rutgers University. Mary is a past-president of NASIG, and in June 2012, she will complete her term as Director-at-Large on the ALCTS Board.




John Sandstrom, Acquisitions Librarian/Assistant Professor, New Mexico State University, Las Cruces, New Mexico

Michele Seikel, Okahoma State University Library. Michelle was born and raised in the small town of Crescent, Okla. She is a tenured associate professor on the library faculty at Oklahoma State University. Michele holds a B.A. in English and an M.L.I.S. from San Jose State University in San Jose, California. Prior to her current position, she held paraprofessional positions at Norman Public Library, University of Oklahoma, and Stanford University, and also served as a professional librarian at Oklahoma Panhandle State University. Her primary professional focus is in cataloging, with several publications in technical services journals to her credit. Michele is currently on the ALCTS Cataloging and Metadata Management Section’s Policy and Planning Committee, and is past co- chair of the Cataloging Norms Interest Group. She also serves on the editorial board of the ALCTS Papers Series.

Thomas Teper, Associate University Librarian for Collections and Associate Dean of Libraries, University of Illinois at Urbana-Champaign (UIUC), Urbana, Illinois.

ALA Presidential Candidate Q&A

Both presidential candidates were e-mailed the same questions and invited to share their answers with ALCTS Newsletter Online readers. I hope you will read their answers carefully and participate in this election. --ed

Gina MillsapGina Millsap

Why did you decide to run for ALA president? If you are elected, what will be your primary focus? What do you hope to accomplish during your term?
I decided to run for ALA president for two reasons. One, I want to use the power and influence of the biggest library professional association in the world to make progress on some of our biggest challenges and issues -- e-books and digital content, diversity, the future of school libraries, the relevancy of all types of libraries. Two, it’s a once-in-a-lifetime opportunity to make a difference for libraries and for our profession. I want to give back a little to colleagues and a profession that has given me so much. And I want the opportunity to showcase libraries as the essential community assets they are.

My primary focus will always be on serving members. That means working with staff and member leadership to ensure that the activities ALA engages in and the resources we expend are always done with our members in mind. It also means understanding and responding to what’s keeping librarians and library staff up at night. The blueprint for this will be ALA’s strategic plan.

Here’s what I hope to accomplish:

E-books - Build on the work of President Molly Raphael on working with publishers to develop solutions for e-books that allow libraries to continue building collections for their communities and serving the needs of readers, while ensuring that publishers and authors prosper.

Library Visibility and Awareness - There shouldn’t be a “Hey, look what libraries are doing these days!” story in the Wall Street Journal “discovering” that libraries contribute to student achievement and scholarly research, help people find jobs, facilitate literacy, or generally offer opportunities for people to transform their lives in big and small ways. It should be so well known and understood that it isn’t news. ALA has to take a consistent, unrelenting approach on a national level to promoting all libraries as life-changing, valuable community assets.

Diversity - Draw on the membership and expertise of the ALA ethnic caucuses to increase awareness of the opportunities within ALA and the profession. Also, to help us learn how to incorporate diverse perspectives and experiences into how ALA serves the profession.

Working together within ALA - This is more internally focused but critical to ALA’s long term success in serving our profession. We need to tackle our big issues and problems in a more collaborative manner. We have not always been successful in coming together to tackle our biggest challenges. ALA should be the place that issues and people coalesce to identify challenges, have a process to reach consensus, and to move forward representing the profession’s best interests.

Please discuss how your ALA goals and philosophy relate to ALCTS. How might ALCTS help facilitate achievement of those goals?

ALCTS is front and center on one of the biggest issues ever for libraries. We are in the midst of transforming our collections in response to the changing marketplace and expectations of library users. How do libraries continue to build collections for their communities and serve the needs of readers and learners, if we aren’t at the table for decisions about e-books and other digital content? ALCTS must be a strong advocate for and leader in the development of a new model for the acquisition and management of content. It can also bridge the divide that sometimes exists between technical services and public services by expanding its invitation and reach to other parts of the profession and other divisions. Start by identifying the stakeholders and who doesn’t have a stake in the future of library collections?

I would welcome the opportunity to work with ALCTS on this issue. One way ALCTS can help is by facilitating the development of new standards and systems. For instance, many of us in the public library world are dramatically changing the way we classify and merchandise books and other library collections. We’re discovering the very real challenge of standardizing and documenting what we’re doing for the catalogers and librarians who come after us. Help us figure that out!

What do you see as the greatest challenges facing individuals engaged in the areas of work represented by ALCTS (acquisitions, cataloging, serials, preservation, and collection development) in the near future? How can ALA assist ALCTS members to meet those challenges?

In the past several years we’ve seen a trend towards outsourcing technical services. And there are a lot of questions that technical services professionals and library administrators have about how technical services functions in a future where a high percentage of new acquisitions may be exclusively digital. The first step is to understand the environment we’re in and how that is likely to change. I’m going to turn this question back to you. I think ALA is looking to ALCTS to assume a leadership role in first, doing the homework -- understanding the environment, what the opportunities and threats are and, second, developing next practices for how libraries develop and maintain collections. My question for you is -- what is ALCTS prepared to do to lead that effort?

How can ALA ensure that certain members, whose primary affiliation is to a “type of activity” division, feel connected to the concerns of the organization as a whole? How might their involvement be increased? How might ALA's awareness of their concerns be increased?

As LLAMA division president, I became aware of the power and potential of division leadership, both staff and members, working together. I would suggest that each division leadership cohort is a huge untapped resource for drawing ALA together, identifying the issues that we will work on, and then collaborating to get things done. If divisions, roundtables and committees continue to work in their silos, they will accomplish good things, but not on the scale of or have the impact of a more integrated approach. I would work to facilitate that by calling on my cohort of division presidents to be part of my unofficial presidential cabinet.

In recent years it has been difficult for ALCTS members to “see themselves” or to see that the association embraces issues that are critical to ALCTS. What steps will you take to increase ALA’s inclusiveness within its own ranks?

I would reiterate what I said above. If the old system isn’t working, change it. If division presidents and the executive directors of divisions are committed to common causes and working together, it becomes easier for members to feel more a part of a team and the larger ALA organization. If we focus on common issues and challenges in which we’re all stakeholders, we feel a kinship and we get to know each other. When we develop relationships with each other, we become more inclusive and less “tribal” in the way we view ALA and where we choose to put our efforts. I would work to get us focused on the big question -- What do want to accomplish for our profession and our libraries in the next several years?

One of ALA’s biggest assets -- the choices it offers members (lots of divisions, round tables, committees, etc.) is also one of its biggest challenges. The way we organize ourselves doesn’t necessarily lend itself to collaboration and pooling of resources to fix big problems and attract members. The good news is -- it can.

I’ve been in formal leadership in libraries for 25 years and a public library director for 16 years. I’ve held leadership positions in ALA and the communities I’ve lived in. I know how to bring groups of people together, focus on a vision, develop a process to get it done and get results. I facilitated a reorganization process for the Library Leadership and Management Association that drew on the expertise of leaders and members, instituted new educational programs and services and focused on creating value for members. Facilitation, inclusiveness and strategic conversations combined with action are the keys. I know it works in my library, in my community and it will work within ALA. I’ve found my colleagues throughout ALA, who represent all types of libraries, are eager to use their expertise, energy and experience on behalf of the profession. I know how to facilitate a process that allows people to give and do their best.

Barbara StriplingBarbara Stripling

Why did you decide to run for ALA president? If you are elected, what will be your primary focus? What do you hope to accomplish during your term?

This is a critical time for our association and for libraries across the country. I am running for ALA president because my qualities as a collaborative and thoughtful leader and my broad experience in ALA and librarianship will enable me to lead a strong national effort to transform ALA, our libraries and our communities.

My leadership experiences in ALA (ALA Executive Board, division President, ALA Council, service on ALA committees) have led to my priorities for transforming ALA. I would like to increase the inclusiveness of our association, not only in the recruitment of new members, but also in the impact that members can have on the organization. ALA must listen to its members. ALA must become more collaborative and connected within itself, so that the expertise of ALCTS members on acquisition of e-books, for example, becomes a regular part of the conversation in the school library community of AASL. ALA must become more nimble, perhaps following the model of interest groups set up by ALCTS, to foster immediate attention to emerging issues and on-demand professional development (both face-to-face and virtual). Finally, ALA must foster diversity in ALA leadership and the field. We will be stronger as a profession when we engage library workers of all ages, ethnicities, interests, and expertise and build their capacities as leaders.

The area of the ALA strategic plan that will frame my efforts as ALA president is Transforming Libraries. The lagging economy and the digital environment pose challenges but also opportunities for our libraries to take a leadership role in focusing on the priorities of their communities, acquiring and managing e-books, providing equitable access to information, helping communities preserve their cultural heritage, and empowering individuals to navigate and manage the global network of information to build their own knowledge. The standards, professional development, policies, sharing of expertise, and national advocacy engendered through ALA provide pivotal support to libraries of all types as they transform their services and collections to meet the changing priorities of their communities.

Transforming our libraries will lead to transforming our communities. Libraries will become centers for civil discourse and civic engagement, where diverse perspectives are respected and encouraged. Young people will learn their rights and responsibilities as active participants in the digital environment. Democratic exchange of ideas and perspectives will be strengthened as libraries preserve, curate, and contextualize the information that surrounds us.

Finally, as president of ALA, I will serve as a clear voice for ALA, libraries, and library workers. I will build a strong public will for libraries of all types.

For more information on my beliefs and priorities, please see my web site at

Please discuss how your ALA goals and philosophy relate to ALCTS. How might ALCTS help facilitate achievement of those goals?

My goals of changing the culture of ALA and supporting the transformation of libraries through ALA are very much aligned with ALCTS initiatives and interests, as well as with the ALCTS strategic plan. I want to transform ALA by making it more inclusive, collaborative, nimble, and diverse. ALA is famously siloed and slow to respond to emerging issues. One of the objectives of the ALCTS Strategic Plan is to promote collaboration within and beyond ALA, “particularly in areas of emerging interest or relevance to multiple groups.” ALCTS has already identified opportunities for connecting with other units of the association (for example, joint efforts with ASCLA); my role as President will be to enhance collaborations more broadly among all divisions, round tables, committees, and other units.

ALCTS has already taken steps to implement a more nimble approach to its structure by your move to change committees to interest groups. ALA as a whole can learn from your experiences during this shift and from your continuing efforts to integrate the expertise and priorities of ALCTS into work across the association.

My second main goal of supporting the transformation of libraries through ALA is also related to ALCTS priorities. In my opinion, our libraries must transform because of the rapidly changing digital environment and the pressures that the digital world puts on a community. The whole realm of acquiring and accessing e-books is a critical issue, and ALCTS needs to be at the center of our negotiations and support for library implementation. Perhaps even more essential for every type of library, because I am confident the e-book issues with publishers will be resolved, is the knowledge management of electronic resources, as well as universal access, curation and preservation -- in other words, the accessibility of information and knowledge to our patrons. As President, I would call upon the expertise of ALCTS members to identify and help address the emerging issues surrounding these areas. As ALA develops frameworks of standards and best practice surrounding the “wild west” of social media and the electronic environment, ALCTS will be a critical participant.

What do you see as the greatest challenges facing individuals engaged in the areas of work represented by ALCTS (acquisitions, cataloging, serials, preservation, and collection development) in the near future? How can ALA assist ALCTS members to meet those challenges?

I am certainly not an expert in the technical services side of librarianship, and I would expect to rely on ALCTS members to lead in identifying and addressing the challenges in this area. As a librarian, though, I have become aware of a number of challenges in all the areas of work represented by ALCTS. In acquisitions, aside from the pressures of declining budgets, librarians are struggling to find a balance between print and digital collections and establish best practice in electronic collection development. The e-book publisher/library access issue must be resolved immediately, including the issue of leasing vs. purchasing electronic content. Although digital materials can increase access for patrons with special needs, those materials also have the potential to widen the access gap for those patrons who do not have connectivity in the home. The proprietary and competitive formatting of e-resources and the lack of an industry standard make acquisition decisions challenging and further complicate the accessibility issue.

The realm of cataloging and organization of knowledge has been heavily impacted by the rapid changes in format and delivery in the digital world. ALCTS members are challenged to establish and maintain standards in a participatory information world, with competing pressures from natural-language search-engine access, for-profit vendor access, and potential legislative restrictions on access to government-funded research results.

Libraries struggle to offer access to serials in the face of extremely high costs and declining budgets. Digital access to scholarly work is undergoing transformation as different models of open access publishing are developed.

In the preservation arena, I have seen increasing digitization of materials, but complex copyright issues. Libraries recognize their role in preserving cultural heritage materials, but ALA and front-line librarians have struggled to develop policies and practices to handle Traditional Cultural Expressions. The preservation of social media interchanges is a wide-open field with exciting possibilities but no standards or best practice yet established.

Finally, in collection development, librarians face the ever-mounting challenges of transforming collection development for the digital world, curation of the collection, and teaching the skills of navigation and access to users, when the tools of access are changing regularly.

ALCTS members are, of course, best qualified to solve these challenges, but ALA has a responsibility to support ALCTS and libraries across the country in that effort. As President, I will foster ALA-wide efforts to address these challenges by providing national leadership and negotiation (with publishers, for example), facilitating the development of policies and standards, fostering collaboration and conversations around these issues across types of library, providing flexible venues for virtual and face-to-face professional development, and addressing the ALCTS concerns surrounding opportunities for publishing for niche audiences.

How can ALA ensure that certain members, whose primary affiliation is to a “type of activity” division, feel connected to the concerns of the organization as a whole? How might their involvement be increased? How might ALA’s awareness of their concerns be increased?

ALA members connect to the unit where they find others with the same issues and concerns. For some, it is an interest area represented by ALCTS and LITA, for example. For others, it is type of library. Because of the size of the type-of-library divisions, these divisions tend to dominate the conversation and agenda of ALA.

ALCTS has taken the first major step in connecting your members to the larger organization by attaching your efforts to the ALA Strategic Plan through your Transforming Collections initiative and related professional development. The problem, I think, is in the transfer of what you are learning to the rest of the organization. Most ALA members probably have no idea that ALCTS is pursuing this aspect of transforming libraries, and yet most libraries could benefit profoundly from your knowledge and growing insights. ALA must foster the sharing of ALCTS expertise across the organization. When ALCTS members see that ALA values their contributions, they are more likely to get involved in ALA as a whole.

One of the recommendations of the Presidential Task Force on Equitable Access to Electronic Content (EQUAAC) was that ALA should create an advisory committee composed of members from across the association to provide sustained and collaborative attention to the issue of equitable access to electronic content. ALA should make it a practice to form this kind of cross-cutting structure to tackle important professional issues. This is a powerful way of connecting ALCTS members to the organization as a whole.

Finally, I would say that, while ALA maintains a constant effort to advocate for libraries of all types, ALA does not do a good job of advocating for the expertise of librarians. ALCTS members should not feel that they have to compete with vendors or external agencies on their own. ALA must value their knowledge and skills and actively promote their involvement in national conversations.

In recent years it has been difficult for ALCTS members to “see themselves” or to see that the association embraces issues that are critical to ALCTS. What steps will you take to increase ALA’s inclusiveness within its own ranks?

I have previously addressed the issue of inclusiveness, because that is one of the areas I plan to focus on as ALA President. I do have some further thoughts on the issue, however. ALA must think creatively to capitalize on the diversity and expertise of its members and build a synergistic and responsive organization.

I think ALA should help divisions recruit new members through a value-on-investment approach. We know the value that we derive from membership, but we have not made that value explicit in an active campaign to recruit new members. If ALA featured the specific value of ALCTS and other divisions in its promotional materials, then ALCTS members would feel more a part of the whole and new members would understand the rewards of ALCTS membership.

ALA must open up opportunities for members to contribute to the organization. ALCTS members will feel a part of the whole when they can be engaged in substantive work that they care about and can see that their work is acknowledged and valued by the organization. The opportunities might include: cross-cutting interest groups with specific projects/issues to tackle; ALA-APA certification programs for specializations; mentoring for professional writing coupled with online publication opportunities for new members; research groups on emerging issues; and venues for sharing best practices.

ALA must also enhance communication among members from all parts of the association. I favor holding conversations around issues of concern at every Midwinter meeting, similar to those held at Midwinter 2012. ALA should figure out how to break down the silos in ALA Connect and capitalize on social media to enable members to engage in professional sharing across divisions and interest groups. Finally, ALA’s work on critical issues should be made more transparent to the field.

Thank you for this opportunity to present my thoughts and qualifications to be President of ALA. I would appreciate your vote.