I am honored to be running for ALA President and premise my candidacy on the understanding that librarians and libraries are essential foundations for literacy, learning and liberty. As ALA President I will advocate for libraries’ role in literacy initiatives, equity of access to information, lifelong learning, and political action that insures the protection of information liberties. My focus is on ALA's goal of 21st Century Literacy.

ALA members lend their expertise and energies to reaching diverse library patrons helping them to be informed, literate, lifelong learners and information users. As president, I will use past leadership experiences to guide how I encourage and support ALA's mission of enriching lives through libraries and library services.

1. If you were trying to recruit a person to our profession, what would you describe as the rewards and challenges of this profession?

My 34 years as a librarian have taught me the value that librarians and libraries contribute to society. Librarians can be political activists protecting freedoms, patron-centered instructors guiding discovery and learning, preservers of information, innovators and inventors at the point where technology and information converge, or researchers who construct ways to manage the flow of data.

Librarians instruct people seeking to become literate and students learning to advance their basic research skills. They facilitate patrons who delight in discovering new information and scholars who need information to fuel their thinking and productivity. We are activists promoting and protecting access to and use of information in a free society. Librarians are key to the information age because we serve all society by organizing, managing, archiving, and protecting knowledge. Our technical and public service help to infuse new technologies, learning strategies, and information resources into and across diverse populations.

2. What knowledge, experience and skills do you bring to the position of ALA President?

As a member of ALA since 1971 I have served on ALA committees, been a Past-President of PLA and a member of Council since 1999. I have a demonstrated commitment to the Association's activities, goals and values. I’ve worked in public, school, academic and special libraries. I currently direct Michigan’s Clinton-Macomb Public Library serving over 160,000 people. My work ethic, dedication to the profession and willingness to listen and learn from others are documented in the volunteer and consulting projects, committees, and public service I have designed, led, and worked to advance.

3. ALA is in the midst of a strategic directions planning process, how would you a) shepherd these directions once they are set; and b) how would you work with Divisions that already have their strategic plans in place?

As a member of the Core Values II Task Force, I realize that as a profession and association we share key values that are reflected in the work and strategic plans of the Association’s Divisions. The Divisions have given input to and feedback on the various drafts of ALA Head 2010, which should insure that the document is responsive to the Divisions’ interests, needs and existing strategic plans.

4. What do you see as your primary initiative(s) should you be elected ALA president?

My primary initiative will be 21st Century Literacies: reading literacy and the emerging information literacies. ALA Divisions are working on early literacy, family literacy, adult illiteracy, and Information Literacy. ACRL’s excellent Institute for Information Literacy with its website as well as its work to advance IL awareness, assessment, and instruction are laudable.

5. What measures would you take to lead the effort towards making our profession and ALA diverse enough to reflect our country’s changing demographics?

Recruitment of diverse, well-educated, and professionally dedicated librarians is one of the most pressing issues facing the profession. I support the ALA:
• Spectrum Initiative;
• Recruitment Assembly's efforts to develop a clearinghouse of best practices and resources for recruitment, retention and mentoring; and
• A NextGen/New Librarian task force to increase the "next" generation's voice in ALA.

I would also encourage programming in ways that address succession planning, mentoring, and developing a diverse workforce.

6. ACRL has been a leader not only in promoting virtual participation on committees, conferences, and special programs but also in implementing that virtual engagement of members who cannot afford to attend national conferences, etc. What is your position on making ALA more available for member participation virtually? If you support this, how would you lead ALA in this effort?

Virtual participation in ALA activities in the form of electronic members fits the emerging model of distance participation and membership. It is important for ALA to be inclusive in its mission and to widen our membership to include a spectrum of participants, especially those without the resources to support travel.

As PLA President, I appointed committees composed of ten attending members and two electronic members. Valuable committee work can occur outside of the conference experience and electronic members can participate and contribute to that work.

Electronic participation empowers members who may not otherwise be able to engage in ALA work. That involvement can broaden the Association’s perspective, attract members, and model and practice the sharing of information through distance technologies.

While face to face participation should not be devalued, electronic participants offer new opportunities to understand how ALA can reach beyond conventional boundaries to connect with constituents.

7. As ALA President, you will preside over ALA Council. What issues do you think are inappropriate for Council discussion and debate? What leadership skills will you use to handle inappropriate discussion when presented?

There are many relevant social, political, and humanitarian issues discussed in Council; however, the Association is better served when its primary focus is on library issues. We must first have a clear sense of our own distinct mission and goals and how to accomplish those.

A leader helps to guide discussions to incorporate an open exchange of ideas and information, but also to stay focused on the agenda. Having clear goals, a focused and relevant mission, and a systematic approach to accomplishing tasks are foundational to good leadership, whether it be within the bounds of a conference, council, or conversation.

I will focus on ALA’s primary mission, while representing the membership, listening to diverse ideas and perspectives, and guiding the Association to new levels of professionalism and service.

8. As ALA President, you will preside over ALA Executive Board. There are times when confidentiality is critical in the decision-making process until all the pieces are in place. Meanwhile, ALA Councilors are screaming for Board communication and action. As the spokesperson for the Board and for the Association, how would you handle this situation?

When one is working with a group of activists and leaders such as ALA Council there is always an urgency for action that makes waiting for communication difficult. My experience on Council has taught me that thoughtful communication and planned action are worth the investment. Effective leadership reminds members of the groups’ past successes and reinforces the concept that the strength of the group is in its ability to be deliberate in its planning and actions.

I have served as director of large organizations and clearly know the importance of confidentiality. Librarians’ professional preparation reinforces confidentiality as a professional ethic.

One way to balance the “screams for action” with the need for considerate planning is to build and earn trust between the Executive Board, Council, and staff. I have practiced this skill as a library director, project manager, and Council member. Honest, open, and respectful communication reinforces trust between people and allows a leader to work in the interests of the organization. Leadership calls one to consider the moment, but work toward the future.

9. As your presidential term ends, a) what legacy would you like to leave for ALA; and b) how do you think your ALA colleagues will describe you in terms of your leadership of ALA?

An individual’s legacy is measured in terms of what that person has done to advance the group. My candidacy is centered on identifying expertise within our group, leading the membership, and serving the Association’s interests. The President of ALA speaks for the Association on a wide range of topics and must represent the full spectrum of interests, specializations, and expertise of the profession. The challenge of leadership will be to equitably represent all constituencies. I will listen to people and will encourage discussion and participation by all. I also will identify experts within each area of ALA and use a team approach with spokespeople who are best suited to articulate ALA mission and goals.

I hope that my colleagues will recognize my high ethical standards, tireless work ethic and total commitment to the profession and Association. I shall commit myself to identifying and working with leaders within our association so we might broaden our outreach. I also will work to cultivate future leadership.

The legacy of ALA should be that the Association builds successive generations of consistently effective and visionary leadership that promotes libraries, learning, literacy, and liberty.