wpricein the course of its work, the task force has thoroughly examined acrl's resources and...
TRANSCRIPT
Klingberg, Susan; And OthersStrategic Planning for ACRL. Final Report of the ACRLStrategie Planning Ttsk Force.Association of Coll. and Research Libraries, Chicago,Ill1 Jul 86155P.Legal/Legislative/Regulatory Materials (090) --Viewpoints (120)
MF01/PC07,Plus Postage.*Academic Libraries; Higher Education; LibraryAssociations; *Library Planning; Library Services;*Long Range Planniffg; Mission Statements; NeedsAssessment; *Objectives; Professional Development;Public Relations; Recruitment; *Research Libraries;Research Opportunities; User Needs (Information)Association of College and Research Libraries
IR 051 729
WPRICE4)ESCRIPTORS
IDENTIFIERS-
ABSTRACTThe 5-year plan of the Association of College and
esearch Libraries (ACRL) is presented, and the four goals of thelan are summarized: (1) to contribute to the total professionalevelopment of academic and research librarians; (2) to enhance thecapability of academic and research libraries to serve the needs ofusers; ,(3) to,promote and speak for the interests of academic andresearch librarianship; and (4) to promote study, research, and4mblication 'relevant to academic librarianship. In addition, thefollowing'aspects of the plan, planning process, and implementationare discussed: working principles underlying the plan; the planningmodel; the planning process; executive summary of goals, ob3ectivesand their sources; mission statement; strategic managementdirections; and implementation (overview, timeline, recommendedchanges in financial policies, development of the annual operatingplan, and dissemination). A Member Nteds Report, Strategic FactorsReport, Strategic Audit Report, Resources Report, and "A ProposedPlanning Process for the Association of College and ResearchLibraries" are appended. (KM)
***********************************************************************Reproductions supplied by EDRS are the best that can be made
from the original document.***********************************************************************
Association of College and Research Libraries
,
a division of the American Library Association
U.S. DEPARTMENT OF EDUCATtONOffice or Educational Research and Improvement
EDUCATIONAL RESOURCES INFORMATIONCENTER (ER10)
)15 This document has been reproduced asreceived from the person or organization _originating it.
0 Minor changes 'have been made to improvereproduction quality.
Points of view or opinions stated In tMadocu-ment do not necessarily rem esent officialOERI position or policy.
, STRATEGIC PLANNING FOR ACRL
Final Report of theACRL Strategic Pllanning Task Force
Susan Klingberg, ChairDavid F. BishopSharon A. HoganDonald Riggs 1Keith W. RussellCarla J. StoffleJoAn S. Segal
Presented to the ACRL Boardand approved, July 1, 1986ALA Annual Conference, N.Y.
BEST COPY MORE
"PERMISSION TO REPRODUCE THISMATERIAL HAS BEEN GRANTED BY
JoAn S. Segal
TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)."
. (312) 944-6780
'-:TABLE.'..0F.'.CONTENTS
CO'vermemolrOm:Task Force Chairr :
J.: Introduction
' A. 'Working principles underlying the ACRL.Strategic Plan, p. 3Planning Model and Planning Proceso Summary, p. 4
C.' .Executive Summary'of Goals, Objectives, and their Sources, p. 7
II. . The Plan
A. -Mission Statement, p. 17B. The-Plan, p. 19
. C. Strategic Management Directions, p. 43
III.. Implementation of the Plan
an Overview, p. 47B.
.Implementation:
Timeline for Implementation of strategies, p. 49C. RecomMended Changes in Financial Policies, p. 55D.
E.
.Development.of the Annual Operating Plan,Dissemination, p. 59
p. 57
APPENDIX
A. Member Needs Report
I. Membership Profile and Key Statistics, p. 63II. MemberShip Survey History, p. 63
III. President!s Program.Summary, p. 63IV. Personnel Study Group Report Summary, p. 63
B. Strategic Factors Report
I. External Factors Analysis, p. 111II. Opportunities and Threats, p. 113
III. Market Analysis, p. 114
C. Strategic Audit Report
I. Programs & Activities, p. 119II. Policies, p. 120
III. Present Strategies, p. 120IV. Structure, p. 121V. Strengths & Weaknesses, p. 122
D. Resources Report
I. Financial'History Summary, p. 121II. Facilities, p. 127
III. Information Resources, p. 127VI. Human Resources, p. 128V. ALA as a Resource, p. 128
E. "A Proposed Planning Process for the Association of College andResearch Libraries," C&RL News, 45:396-401. September, 1984.
MEMORANDUM
Date: May 13, 1986
T : ACRL Board of Directors
From: ACRL Strategic Planning Task Force
The Task Force is pleased to submit the attached reportStrategic Planning for ACRL. It contains the five-yearstrategic plan the Task Force was charged with developing.Because the planning process relied on the preparation ofanalyses and reports on subjects such as members' needs andenvironmental factors the key working papers have also beenincluded.
In the course of its work, the Task Force has thoroughlyexamined ACRL's resources and its wide range of activities.We have received a great deal of assistance and support forour project from many levels within ACRL, including members,elected leaders, units, and staff. Given its resources andactive membership ACRL faces a bright future.
Susan Klingberg, ChairDavid F. BishopSharon A. Hogan, ACRL PresidentDonald RiggsKeith W. RussellCarla J. StoffleJoAn S. Segal, ACRL Executive Director (ex officio)
Note: Dr. Stevan Holmberg, Consultant and President of theProfessional Management Research Group, presented aworkshop on strategic planning for the Task Force atthe outset of the project.
I. INTRODUCTION
:.Working Principles Underlyir4 ACRL Strategic Plan
. %ACRL Support6the professional development of Academic and research.
.1.ibrarians.in a variety ,of ways:
'opportunities fOr.professional development should be made more accessible, .
'f*.,throughjOwere&feesfc,',through-tegionalbfferings:.
meMbeisshoUld help:determine the.content, and format, of such oppor-tuOities -
:cdoperation with Other associations should be supported in this areaaWarde are.an-effecrive way to promote a sense of professional identity
ACRL Assists its members iwith.career Placement.
ACRL helps members to provide good service to users.
develops arld promUlgare standards and guidelinesohelps.librarians understandthe accreditation process
oplays some role in,rhe.provision of timely and accurate statisticsprovides:advisory services.,encourages.and evaluate.innovation
ohelps librar1e6 which serve minorities
,
. ACRL.works toJncrease understanding and appreciation of the role oflibraries among:members.of the academic community (faculty, administrators,.trustees, and'friends).
5. ACRL works to increase understanding and appreciation of the key issues inhigher education among librarians.
.ACRL.is the organization that is perceived as speaking for the academiclibrary,profession on issuei of importance to higher education and academicand research libraries.
7. ACRL plays a role in influencing legislation and funding for academic andresearch libraries.
ACRL plays a role in recruitment and retention of academic and researchlibrarians.
9. ACRL helps shape library education in accord with the needs of academic andresearch librarianship.
10. ACRL is committed to advancing knowledge and practice through the provisionof a climate conducive to the conduct and dissemination of research.
11. ACRL servea the needs of segments of the academic and research library com-munity even if such service cannot be made self-supporting.
12. ACRL is a.strong, well-managed professional association capable of carryingout the substantive program contained in the Plan..
86 0519
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6
STEPS-
:APPRAISAL
( ) Afialyzemember'needs
(2)
(3)
Analyzeexternalenvironment
Identifystrategicfactors
ACRL PLANNINT.PROCESS SUMMARY
(4) Conduct astrategicaudit
( ) Review, & reviseACK, mission,goals, &objectives
PRODUCT
MEMBERS' NEEDSSTATEMENT(based on existingmembership data &analYsis of Presi-dent's survey)
EXTERNAL :FACTORSANALYSIS STATEMENT(including review, &update of activitymodel reports)
STRATEGICFACTORSREPORT (based onsteps 1.4t 2)
STRATEGIC AUDIT -
REPOAT
Written revisions,if necessary
STRATEGY FORMULATION
(6) Carry outactivitiesplanning
(7) Carry outresourcesplanning
(8) Evaluate &select beststrategicalternatives
(9) Prepare writtenfive-yearstrategic plan
ACTIVITIES PLANNINGREPORT (writtenrecommendations,including ACRL pub-,lications
RESOURCES PLANNINGREPORT (includingrelationship ofACRL to ALA)
Working document,to be incorporatedin five-year plan
ACRL STRATEGICPLAN, 1986-1990
59
RESPONSIBILITY
ACRL hq. staff, withassisance fromMembership Committeeand President'sResearch Team
ACRL PlanningCommittee(Ball, McDonald,Klingberg,'etc.)
Task Force (Segal)
ACRL hq. staff andTask Force (Segal &Hogan)
Task Force (Russell)
Task Force(Bishop & Riggs)
ACRL hq. staffand Hogan
Task Force .
Task Force
:PRODUCT
SI'RATEGYAMPLEMENTATION-
IMplpment thestrategy.
.
'RESPONSIBILITY
ACRL Planning'Committee
11) Evaluate and Revisions and ACRL Planningupdate'the plan, update Committeeannually orbiennially
'ADDITIONAL RECOMMENDATIONS
(12) Revise thecharge of theACRL PlanningCommittee toplace moreemphasis onplanning
Revised charge ACRL PlanningCommittee
sk:1/85rev. 6/12/85
. Executive Summary of Goals, Objectives and their Sources
:This plan was developed by the ACRL Strategic Planning Task Force, using a.. . .
number of key,sources. These included the following:
.';:rhe'Activity:Model for the 1990's.
-DevelOpecrbY a Committee.appointed by President David Weber in 1980, theACtivi,tOdel:was published in May, 1982. It provided the mission sta-teMentioals,and:objeCtives under Which ACRL'has since operated, and:serVedati':the-basis Tor the present-plan..
.14embershiiiStirvey, 1984-85.
,
President:Sharon Rogers carried out a survey of a random sample of ACRLjmembers.inthe winterof-1984-85. Results indicated ten major areas of- .
agreeMenion,deSirable activities..
.
Preaident's-Program, ALA Annual Conference, 1985.
Over500ACRL'membersattended:the President's Program. They were askedto;:rankpOssible activities. . The five top-ranked activities were:'publications., continUing:education,.standarda, liaisons, and chapters.Theythen .brainstormed ideason implementing these activities. Staffsummarized ,these comments for the Task Force's use.." .
-.:Open'Forum,Aladwinter, 1986.
AbOUtthirty persons attended an open forum to discuss the draftsubgoals, and objectives published in the December C&RL
.:News.: Tbeir: CoMments.were incorporated into this Plan.
5. Personnel'Sudy,Group'Report.
The Academic and Research Library Personnel Study Group was appointed toassess the adequacy of current programs and committee activities inlight of.ACRL's goals. They were to look specifically at: professionaleducation,counseling, career development, status and perquisites, andsimilar'aspects of staffing, careers, and personnel administration inacademic and research librarianship. The Group made its final report inSeptember, 1985 and the Task Force undertook to integrate the recommen-dations'into the Plan.
Individual members wrote to the staff or the Task Force with recommen-dations. Suggestions with planning implications coming from committeesand.other units were also considered.
7
11
::.G041. BY:GOAL:SUMMARIES:
':.TheSe summaries-indicate for each goal all subgoals and objectives. Keyczoldectives (of highest priority) are starred. Sources for the goals, subgoals,,An&objectiVes are:summarized briefly, and some of our current,activities intheSe'areas, are also.briefly.identified, to indicate the continuity of the plan,with7Oresent and past'association activities. It should be emphasized that the_ _
:strate lan indicates certain: riorities but that man re ularl -occurring.activities - not mentioned in the strategic plan will continue.GOAL-I. TO CONTRIBUTETO THE.TOTAL PROFESSIONAL DEVELOPMENT OF ACADEMIC AND
RESEARCH LIBRARIANS.-
Subgoal A. To sponsor and encourage opportunities for academic andresearch librarians to update existing competencies, learnrequisite new skills, and gain awareness of the state of theart.
* Objective .Al. Lower the cost to.participate in ACRL professional-development activities, as compared to 1984-85 levels.
Objective A2. Expand:the number of.opportunities for academic andresearch librarians to participate in professionaldevelopMent activities at regional-locations.
Objective- A3. Increase.financial support for section programs andprojects.-.
Objective A4. Create.an'ongoing process for assessing educationalneeds and:evaluating the success of ACRL professionaldevelopment activities. '
ObjeCtive A5. Coordinate ACRL CE program with those of relatedorganizations.
Subgoal B. To promote a sense.of profesaional identity and peer reinforce-ment' among academic and research librarians.
Objective Bl. Review the policies for establishing awards withinACRL.
Objective B2. Review the procedure for administering awards to ensurethey are effectively providing a sense of professionalidentity and peer reinforcement.
Subgoal C. To provide career counseling and placement informationregarding academic and research librarianship.
Objective Cl. Promote timely and comprehensive information about pro-fessional positions available.
SOURCES FOR GOALS, SUBGOALS AND OBJECTIVES:
Activity Model:
Goal I has remained unchanged in wording.Subgoal A. is the same as objective A.Subgoal B. is the same as objective E.Subgoal C. is the same as objective F.
3
. Membership Survey:
69% of the respondents, 175 people, found the statement:"Continuing education programs should be encouraged and expanded inorder to allow academic and research librarians to learn new skillsand update competencies," very desirable. This was question #1.
52%, or 134 people, ranked as very desirable, question #7:"ACRL chapters should encourage a sense of professional identityand peer reinforcement so that those members unable to attendseparate national conferences are not alienated."
3. President's Program:
Number two priority was assigned to this statement."ACRL continuing eduCation programs should be expanded so that academic/research librarians may learn new skills and keep old skills current."The following ranked fifth:'7ACRL shOuld'support state and regional chapters in order to encourage asense of professional identity and peer reinforcement."
In:the brainstorming session, members .stressed-the lowering of costs toparticipate, the 'coffering Of.couraes at a regional level, alternate Aeliverysystems, linking with.other ,associations, bar continuing education efforts,and specific ideas fOr.tourse Content. They also suggested programmingjassistante for chapters, asked for increased chapter funding, indicated needfor help'tonew chapters and :retommended improving communication with chap-
4. Personnel Study Group Report:'.RecomMended coordinating continuing education programs with other associ-:ations.
. .
-CURRENT:ACTIVITIES:
Continuing Education courses are being offered at Midwinter, AnnualConference and at ACRL National Conferences.
ACRL's.National Conferences offer learning opportunities.
Settions offer programs at ALA Annual Conferences; receive some ALA funding.
ll'unded.Projects allow.ACRL to present workshops, such as the HumanitiesPrograiming Workshops funded by NEH.
Awards..now given include:
'Academic/Reseiich Libraiian of the YearMiriaM Dudley BILibrarian of the Year.0berly'AwardLazerow Award.JSIAOctoral:Diésertation Fellawship
-REMS .
.WESS/Nijhoff
A::PladeMent:ServiCe:is provided at Division National Conferences
'9
GOAL II. TO ENHANCE THE CAPABILITY OF ACADEMIC AND RESEARCH LIBRARIES TO SERVETHE NEEDS OF USERS.
Subgoal A. To develop standards and guidelines.
* Objective Al.
* Objective A2:
* Objective A3.
* Objective AA.
Subgoal
Develop guidelines for evaluating the performanceand output of academic libraries.Increase dissemination of ACRL standards and guidelines throughout the higher education community,Increase librarians' understanding of the accreditationprocess and the role of the library in institutionalaccreditation.Increase the understanding of the statistics gatheringprocess and the role of ACRL and other organizationsin identifying, collecting and disseminating academiclibrary statistics.
B. To provide advisory services concerning academic and researchlibraries and librarianship.
Objective Bl. Publicize availability of advisory services.
Subgoal C.
Subgoal D.
To identify, explore, and act on problems and issues facingacademic and research libraries.
To encourage and evaluate innovation in library operations andservices.
* Objective Dl. Increase publicity about innovative activities.
Subgoal E. To strengthen libraries in Traditionally Black Institutions.
Objective Dl. Assess the most effective way ACRL can assist theselibraries.
'Objective D2. Implemen a program based on above assessment.
SOURCES FOR GOALS, SUBGOALS, AND OBJECTIVES:
1. Activity Mbdel:
Goal:II is conceptually the same as Goal 2.Subgoal A-ia conceptually the same as ObjectiveSubgoal B isconcePtUally the same as ObjectiveSubgoal D is conCeptually the same as Objective
2. Membership Survey:
A.
B.
C.
The following statements were rated very desirablethe respondents:
by over
7ACRLneeds,toiNigOrously promote standards and guidelinescollectionsreferences, etc." 53% (133 people)7ACRLIshOuldatrengthen and better publicize.its advisorythatare provideVto libraries and academic institutions."
50% of
for personnel,
services53% (130)
3. President s Program:
Standards were ranked third; advisory services eighth.
Brainstorming highlights included: suggetition of closer work with accredita-tion agencies; request for more publicizing of standards; more coordination;identification of areas needing guidelines or standards; help in implemen-tation.
4.:OpenTorum:...
Aaked:for.aid.to libraries in providing service to users..:Aakedfor.more on improving access to informationAsked ,for greater impact on the accreditation processAsked.for the inclusion.of statistics.
5. Peksonnel Study Group"Report:
No specific recommendations.
6. Other:
No specific recommendations.
GOAL III. TO PROMOTE AND SPEAK FOR THE INTERESTS OF ACADEMIC AND RESEARCHLIBRARIANSHIP.
Subgoal A. To enhance awareness of the role of academic and researchlibraries among.non-library professionals and organizations(e.g., accrediting bodies, higher education associations,scholarly and professional societies) and to develop effectiveworking relationships with them.
* Objective Al. Create oportunities for academic librarians to interactwith other professionals in the academic community.
Objective A2. Develop new alliances with other professional organiza-tions.
Objective A3. Develop materials library staff can use to enhance ad-ministrators' ilnderstanding of academic libraries.
Subgoal B. To monitor and speak out on government and private sector acti-vities likely to affect academic and research librarianship,including legislation, and fiscal and political support at alllevels.
* Objective Bl. Establish ACRL as the association with the authority tospeak for the academic library profession on issues ofimportance tO higher education and academic libraries.
B2. Strengthen membershi0 efforts:tO affect and influencegovernment andjorivate seCtOr activities, includinglegislation, funding, and quality higher education.Provide:Assiatance for librarians seeking additionalfiscal support for theii libraries.
Subgoal C. To support and participate in the recruitment of outstandingpersons to the field of academic and research librarianship.
Objective Cl. revelop mechanisms to attract high quality candidates.Objective C2. Support the .recruitment of.members of underrepresented
groups to academic librarianship._.Objective C3. Promote.:theHadoption Of Personnel policies that enhance
the status,'professional.development, and working con-ditions of:-academic librarians.
Subgoal D. To help shape library education programs in accord with theneeds of academic and research librarianship.
SOURCES:
Activity Model:
Goal statement is exactly the same.Subgoal A is similar to Objective B; Subgoal B is similar to Objective F;Subgoal C is similar to Objective C; Subgoal D is the same as Objective D.
Objective DI. Develop an action plan describing how library schoolsmight address academic/research library needs.
. Membership Survey:
These statements were rated very desirable:
"Fiscal and political support (including support of appropriate legislation)for academic and research.librarians needs to be strengthened." 59% (146)
"ACRL should strive to increase public awareness of the role of academic-andresearch libraries." 60% (150 people)
"Awareness of the 'role of Academic and research libraries should be enhancedby ACRL,among such groups as scholarly and professional organizations."607. .(150 PeoPle)
"ACRL should monitor and help shape library needs of academic and research.librarianship.". 50% (123.people)
.7ACRL should'take a more actiVe role in speaking out on government activities(3f potentiallmpact upon academic and research librarianship." 52% (130)
-'"[ACRL)3hoUld] strengthen alliances with other professional and scholarly. organizations" (e.g.', the AAAS, ACE, etc.) 53% (133 people)
encourage ACRL members to attend meetings of other professional.50% (126 People)
,i7
GOAL IV. 10 PROMOTE STUDY, RESEARCH & PUBLICATION RELEVANT TO ACADEMIC ANDRESEARCH LIBRARIANSHIP.
Subgoal A. To identify study and research topics & to encourage, improvement in research skills.
*.Objectilie AI. Develop research priorities regarding academiclibrarieS,and their role in higher education.
Objective A2. Develop incentives or programs to encourage librariansto.engage in research.
Subgoal B. To support research projects, report works in progress anddisseminate research results.
* Objective Bl. Seek grant funds for the creation of research awardsand for carrying out research projects.
Subgoal C. To advance the professional knowledge of academic librariansthrough an effective publishing program.
.Objective Cl.,Explore electronic publishing possibilities for ACRLpublicationa.
* Objective C2. Review the.ACRL publications program to.ensure that it.supports Association mission, goals, and objectives.
SOURCES OF GOALS, SUBGOALS, AND OBJECTIVES:
1. Activity Model:
Goal IV is similar to Goal 4Subgoal A is similar to Objective CSubgoal D is similar to Objective A.
. Membership Survey:
The following statements received high agreement on desirability:
"publicatioria (e.g., C.E. syllabi,should continue to be sponsored by
i'Research leaves'for academic and63%'(161 people)
President's Program:
ranked #1.
conference proceedings, books, journals)ACRL." 56% (142 people)
research librarians should be encouraged."
Participants.encouraged paid research leaves for librarians, suggested grantfUndinufOrresearch, suggested'electronic publishing, and suPported a
-'.reyieWof.phe publishing program.
Open-Forum:
Suggested Choice, BCL III be here, rather than in Goal II.
Personnel_Study.Group Report:
No specifiC recommendations.
6. Other:_:
.,MeMbeis at Research. Clinic and Research Development/Committee recommended
,publishing a manual on research.
-Revised 3/27/86 14
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ACRL STRATEGIC PLAN
and speak for the interests of academic and research librarianship.
Objective Strategies Responsibility Resources
1:o monitor; and, speak
out on government and)riVate :Sector activ-
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tieS:likelyto'affect,idademiCandr.research:
iscalandA)olitiCakH, -
upport atall
*B2 Strengthen effectivemembership efforts .
to affect and influencegovernment and pri-vate sector activities,including legislation,funding, and thequality of highereducation.
. Create a checklist oongoing legislationthat comes up for rereview and separatelist of currentissues.
ALA Washing-ton Officeassist inkeepingcurrent
$
°Staff tin
B3. Provide assistance forlibrarians seeking ad-ditional fiscal sup-port for theirlibraries.
a. Collect and publiciz.examples of grantapplications andbudget proposalsfrom successfullibraries.
°Any membersubmit
°Staff collectand store,publicize
°Volunteertime
°Staff timos
b. Cooperate with LAMAor another group inpresenting a fund-raising Workshop.
ACRL andLAMA staff
'Staff tim7$:recover.
support:andjuirtici-tte4nthe'iecruitment10etentionof out-7:anding'personsto theLeld of academic and:search librarianship.
Cl. Develop mechanisms toattract outstanangcandidates to acadei-ic and researchlibrarianship.
a. Prepare one recruit-ment brochure peryear for a targetedaudience such aslibrary schools,undergraduates, pareprofessionals andhigh school andcollege counselors
°MembershipComm.
prepare ''aro-
chures°Staff produceand distri-bute
Volunteertime
°Staff Um(
Ted objectives were identified as priority areas.0/24
To:promote and.speak for the interests of academic and research librarianship.-
:Subgoal.. Objective Strategies Responsibility Resources
o:support and. partici-atein the.recrUirmentniLieiention:Ol'out-tanding-:personS...to. the
iel:Cof academic.andesearch librarianship.
.
Cl. .Develop mechanisms toattract outstandingcandidntes to academ-
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.
b. Encourage localchapters to developrecruiting programsaimed at high schooland college students.
°ChaptersCounciladopt
°Volunteextime
°Possiblefor development ofmodel
c. Target research onthe relationship ofpersonnel standardsto the recruitment,development, andretention oflibrarians.
°ResearchComm.
°Volunteer-time
.
C2. .Support the recruit-ment of members ofunderrepresentedgroups to academiclibrarianship.
y
. .
a. Offer scholarships..
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°Comm. select
°$°Consultan°Staff tim
b. Identify and cooper-ate with other organ-ization pursuing therecruitment ofminorities.
.
°Prof. Assoc.Liaison Comm.°PersonnelOfficersDiscussionGroup°Staff iden-tify others
'Promote inC&RL News
°Staff Um°Volunteertime
c. Encourage librariesto hire minority
student workers.
°Promote inC&RL News,
.°Staff timc
etc.
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Sub oal. 1
GOALS
Contribute to profeisional development
Enhance capability to Serve needs of users
,SUBBOALS.. :
:Advince.professional knowledge.through publishing 33,
; Bevelep'effective,working relationships.with .
non-libiary'profesiienali, organizations 26,
BeVelop. siandardir.guidelines . 24,.
.
. Encourigel.evaluate:oPerations, services innovations 26
Enhance4wireness among non-library professionals,
:orgintzatiOni.
HeWihaPe:libraii:education programs
Identifyi..exploiei'acLon problemslissues
Identify.research tOpics, encourage. iokovement
:in skills
. .
OBJECTIVES
Assess effeitive way to assist libraries serving.
Minorities 26. . .
Create.opportunities for,professional:interaction 26
Create.process for asieising needs'I':evaluating
profeisional%develapment.activities- 22
,Coordinate-.CE:progrimijit6:.related organizations 22
Bevelovaction.pla0OrlibrarY-ichools-to address
i-changinOeedi 2 32
Develop.alliances'withlrofessional organizations 27
Develo0-guidelines forevaluating performance,, , .. .,
.
outputf,:libraries;:Y- 24
fleveloOnCentiveslirograms.to:lencourage research 32 33
Develop-materiali to.enhance administrators'
under.itanding of librariei 27
Bevelop.Sechaniims'to'ittract highLluality
candidates 29, 30
Develop :reiearch priorities 32
Establiih ACRri authority 'for academic library
profession 20
Expand opportunities'to particirte 20, .
Explore..eleitrOnic publishing possibilities' 33, 34.
ImplemeWprogram to 'assist libraries serving
. minorities 26
19-23 Promote, speak for interests
24-26 Promote study, research, and publication
34 Monitor, speak out on government, private
sector activities
27 Promote professional identity, peer reinforcement
25 Provide advisory services
Provide career counseling, placement information
Sponsor, encourage opportunities for updating,
26, 27 learning, gaining awareness
32 Strengthen libraries serving minorities
26 Support, participate in recruitment, retention
Support research
Increase dissemination of ACRL standards,
guidelines
27 Increase financial support for section programs
Increase understanding of accreditation process
Lower cost to participate
Promote'adoption of personnel policies to enhance
status, development, working conditions 31
Promote identification, collection, dissemination
of statistics
Promote information about positions available 23
Provide assistance for librarians seeking
additional fiscal support
Publicize Advisory Services
Publish Choice and 13CL regularly
Review ACRL Publications Program
Review policies for awards
Review procedure for administering awards
Seek grant funds for research
Strengthen efforts to affect, influence
government, private sector activities
Support recruitment of members of underrepresented
groups
Use programs, publications to identify issues,
problems 26
STRATEGIES
Analyze economics of online positions-available
database 23
Approach potential donors 33
Assess need to re-establish 50-state legislative
network ". 28
Assist in preparing AAHE publication on searches
.for positions 27
Carry out'.cost/benefit:study 34
Collect, publicize exampfts of grant applications,
budget.proposals . 29
Collect, publish personnel policies 31
26-32
32-34
28, 29
22, 23
25
23
19-22
26
29-31
33
24
21
24, 25
19
25
29
25
34
34
22
22, 23
33
28,29
30,31
Commission paper an topic from list of priorities
Compare ACRL, ALA awards
Consider establishing ACRL awards banquet
Contact outside funding sources
Continue reports in C&RL yews on successful
innovations
Cooperate in presenting fund-raising workshop
Coordinate statistics efforts with outside agencies
Create advisory group from minority members
Create checklist of ongoing legislation
35 53
32
22
23
19
26
29
25
31
29
STRATEGIES,Icont'd.1
, Create packet of materials on how to influence
legislators 28
CreateSections Programming Fond 21
Decide on impleientation mechanism for awards 22
Develop aicreditation package for regional accredi-
tations I 24
Develop, administer, national needs assessment
everi five years 22
Develop, publish background paper on statistics
gathering process 25
Develop, submit funding proposal .19
Disseminate'personnel policies, practices 31
Distribute.new,ACRL,standards 24
'Encourage chapters to participate in activities
emphasizing career. choices 31
Encourage chapters to use Chapters' Special
Programming funds to support members' research 33
Enceurage hiring of minority student workers 30
Encourage lOcal chapters to develop recruiting
prograai 30
Encourage paid research leaves 32
Encourage units to identify innovation in their
Establish links for, cooperative professional
deveiopient
Establish.or create resource files
Get ALA approval for fundraising'
Hold national conference every 3 years
'Hold workshop to gather advice on libraries serving
'minorities
Identify appropriate technology for publication
Identify, cooperate in recruitment of minorities
Increase funding for Chapters' Special Programming
Fund
Investigate exchange programs among North AcJican
college librarians
Hake, implement decision on ulectronic publishing
Monitor government activity in statistics
Offer CE course via alternative mode
Offer Research Clinic
Offer, discounted conference fees to other
associations
Offer discounts.for CE courses
26
22
28
33
20
26
33
30
20
23
34
25
20
33
27
19
Offer new workshop, institute, symposium 19
Offer scholarships
Partially subsidize one preconference far section
which has not had one 21
Partially subsidize publication of bibliography
unable to attract commercial publisher 21
Participate in national statistics decisions 25
Play role in defining commonly used data elements
in academic library statistics. 25
Prepare ACRL Publishing Plan 34
Prepare, present one new regional/local program 20
Prepare list of ACRL publications 34
Prepare packets of materials for work with deans,
provosts, presidents, trustees 27
Prepare recruitment brochure 29
Present ACRL Publications List, Plan to Board 34
Provide financial support for presentations at
non-library meetings 27
Provide forum for research in progress 33
Provide funds to implement recommendations of Task
Force on Performance Measures 24
Provide material on evaluating academic library 25
Provide 'placement service at Division national
conferences 23
Publicize ACRL Research Committee list of priorities 32
Publish article by non-librarian in ACRL journal 26
Report on Advisory questions; failures 25-"
Review report of Task Force on Library Education,
adopt recommendations 32
Sponsor 2 forums with papers by nem-librarians 27
Sponsor joint programs with other associations 26
Target STS, CJCLS, CLS for special development 21
Target research on relationship of personnel
Standards to recruitment 30
fetlet research an women, minorities in
librarianship 31
40VA six associations per year, set up joint
qctivity 27
,1"tv:a with ARL to iaprove library school curricula 32
Write articles, announcements on ACRL standards
for non-library publications
Write proposals for research proJects
19,30
24
33
Snbjedt Index:AAHE
ACRL
----aUthOrit f
-.H-Board
..'7.tleadquarterioffiCe
--"-ReseirCh Coiiittee
.747Annuil'COnference:..
awards.
ARL
Academic
libraries/librarians
Accreditation
Action plaa
Administrators
Advisory
--groupquestions
services
Articles
Associations, targeted
Awards
Awareness
.BibliographY
'.Books.for College Libraries
Budget- proposals
CUL News
CJCLS
CLS
CE.courses
.Candidates, job .
Career-
---"-thqtres.-
ant:vs .
27061 -----Special Programming Fund
Choice
19(111;lalc)120(26)1
22(114;4a;A5;B1)123(213)
2402;240,26(C4E1;
Alb)127(10,211(111)1
33(21) ,34(C4C2;213)
28(111)
34(2c)
35
32(Ala)
3311b)
21(30
2211a;20
25(4c)135
32(D1h)
19(411)12014A),
21(I0),2214A;111,
2311;140,211111;All,
..25(11;3b;A4;4(1103)
26(Il;C;III;A;A1),
27(1.11;A;AI;A3) ,2811II;
Bp1)129(III;1401
301I11;C;Cl;C2),
31(111;C;C2;2f;C3)
32(III0;1110/01),
33(Ii4C)134(1Y;C;),35
2412a;A3;30,2503;310
32(01)
24(20,27(A3;3a)
31(20
25(1a)
25(B1)
211(2b),26(Alb)
26(A10,27(1c)
2201;10)2;20,
2318212b)
19(A)120(A),21(A),
26(A)127(A)
2113d)
34(C3)
29(30
25(40,26(Dlb),
31(30
21(3b)
21(3b)
19(10,20(1d)
29(C1)130(C1)
31120
231C1
301lb/31(20,33(2d)
College
-----counselors
-----librarians, exchange program
--students
Competencies
Cost
benefit study
Database, positions availablr
Development
of librarians
Discounts
Division national conferences
Donors, research funds
Educational needs assessment
Electronic publishing
Exchange programs
Financial
resources
support
Forums
Fund-raising
Funding, funds
Government activity
Grant
applications
funds
research
Guidelines
High school
counselors
students
Higher education
201%1,33(2d)
34(C3)
29(10
:ant)
30(16)131(2d)
1V0)120(A) ,21(A)122(A) ,
1901)
3;t1b)
23(1b)
1N1c)
19(10,27(1c)
23(1a)
33(1c)
22(A4;40
34(C1)
25(i0
35
MAU127(10,29tB3)
2/110,33(2b)
29(3b)133(111)
19(1d)120(20,210a11.
24(10,28(1482),
33(2d;lalb15)
25(40,28(402h
29(102)
29(30
33(81)
33(01)
24(A;A102) ,25(A)
29(1a)
30(0)131(2d)
241A2;2a1,26(11) ,27(11),
28(1311132)132(A1)
Incentives 32(A2)133(A2)
Innovation 26(1);DI;DIa)
Institztes 19(1b)
Issues 26(C1C1)127130128IBIll
29(20
Journal editors, ACRL 26(Alb)
LAMA 29(31)
Legislation 20(102;20,29(102;
checklist 29(2c)
Legislative network 211(21)
Library
associations 22(50
education 32(0110
schools 22(50,29110,32(D1;lb)
Local activities 21)(2a)
Manuals 24(10
37 55
iterialOackits.
emberthii±
NirioritieierVing
-"members:"".-recrUitment of
--4itudentt.,,
:AlatiOnal2.0nferences
Mpeds,:asiUSsmint/evaluation survey
."..-organizations:
-----professionals
----publications
Officers
i Opportunities
Organizations, related
Output measures
Papers
25130,27(30,28(2a)
28(02)129(B2)135
261E;Ell
31(2d)
30(C2;2b1c)
31(2d)
20(2b)123(1a)133(2b)
22(A414a)135
27(1e)
25(4c)126(AIAla),
27(A;A212a13b)130i2h1
26(A;A1)127(A;A1)
35
19(A)120(A02)121(A),
22(A)126(A1)127(A1)135
22(A5)
241All
25(4d) 27(1d)132(Alb)
Peer reinforcement
Performance measures, evaluation
Personnel
--policies/practices
-----standards
PlaCemeni service
Policies, publishing
Preconferencns
Priorities, research
Private sector activities
Professional
-----associations
--- ----Joint activities with
development
22111021,23(41121
24(A1)
31(C3;3b)135
30( 1c)
23(1a)
34(2b)
21(3c)
32(A1;lalb)
28111;B2),29(8182)
22150,26(NAla) l
27( N1c02;2a)
27(2a)
19(1;A1llald)120(1;A2;
20,21(1)12214A41
5a),23(1)131(C3)135
-------- --program evaluation 22(A4)
identity 22(B;02)123(B;B2)
knowledge 33(C)134(C)
positions 23(C1)127(3b)
status 31(C3)
Programs 20(2c) ,26(C1;Ala)
Proposals 19(1d)133(Bla)
Publications 21(3d)124(2b)125(4d),
26(C101b)127(1d;3b),
32(Alb)13=1;Clal
-----nonserial 34(2a)
--program 34(C;C2;2b1c)
serial 34(2a)
Publicity 21(11)
Publishing. .
electronic 34(C1)
plan
program
Recruitment
brochure
Regional programs
Regions, targeted
Related organizations
Research
---Clinic
---Development Committee
- manual
forum
grants
incentives
- leaves, paid
libraries/librarians
- priorities
--programs- projects
skills
support
topics
Reserve fund
Resource files
Resources, financial
Retention
SID
Scholarships
Sections
activities
development
preconferences
programs/proJects
special Programming Fund
Skills
Standards
Statistics
Status of vomen
Student workers
Support
fiscal
political
34(2b,c)
33(C)134(C;C2)
29(C) 130(C;lblciC2;
2b,c),31(C)C2;2d),35
29(1a)
20(2c)
20(2b)
22(A5)
30(1c)131(2f)132(1Y;
A;Al;Alalb;A2;2a),
33(1Y;A;A2;241)01;la)
34(IY)
33(2c)
33(2c)
33(2c)
33(2b)
33(81)
32(A2)133(A2)
32(2a)
19(101) ,20(10;A2)1
21(1;A)122(10;1)1
23(1;8iC),240E;All,
25(11;4d;11)128(11;C;
Ill;A)1271111;All
20(111;B;i1291111;140,
30(111;CIC1),31(111;
C)32(III;D;DlOY),
33(1V)13411V0135
32(11)
32(A2)133(A2;2d)
33(8111101a)
32(A) ,33(A)
33(20B)
32(A)133(A)
35
28(1a)
35
29(C)130(Cilc)135
21(3b)
19(10,30(2a)
21(3b)
21(3b)
21(3c) .
21(A3)
21(3a)
19(A)120(A)1211A1,22(A
24(A;A2;21,b)125(A)
25(A40dIe)
31(2f)
30(2c)
28(b)129(B3)
28110,29(B)
ymposiums
Task Force on Library Education Report.,.;-.Task. Force an Performance Measures
Technology ,
Underepieientedgeoups
_
1911b)
32(D1a)
24(1a)33(Cla)30(C2) ,31(C2)
26(Dla)User needs
:Marking conditionsKorkshops
:1
24(11) ,25(11),26(11)31(C3)
19(113) ,26(Ela) ,27(1d),29(3b)
RESPONSIBILITY INDEX
ACRL Baird (19) lAla; lAlc IAN Choice staff (34) II/C3
(20) 1A2a
(22) 1Blb Cincinnati Committee
(23) 1B2b; IC1b; 1C1c
(24) IlAla; IIA2a Committees
(25) IIA3b
(26) IIEla; IIIAla
(27) IIlAlcj 1IIA3b
(30) IIIC2a
(31) IIIC2d Consultant
(32) IIIDla
(31) 1VC1c; II/C2c
ALA staff member (23) ICla
ALA Washington Office (29) IIIB2a; IIIB2b
(29) IIIB2c
AcademiC Library Statistics Committee (25) 11A4a; IIA4b;
IIA4c; IIA4d;
11A4e
(31) IIIC3a
(21) IA3;
(33) 1VA2c
(22) trilb; IB2a
(23) IB2b
BCL (Books for College Libraries) staff (34) IVC3
Academic Status Committee
Activity Sections Council
Anderson, D. (consultant)
Awards CUmnittee
Budget and Finance Committee
C/111, News
(19) lAlc
(20) IA2a
(34) IVC1c
(30) IIIC2b; IIIC2c
CJCLS (Community & Junior College Libs.
Section) (21) IA3a; 1A3b
CIS (College Librar!es Section)
CLR
Chapters Council
(21) IA3a; IA3b
(23) Inc
(33) II/A2c
(20) IA2a
(30) IIICIb
(31) IIIC2e
(33) II/A2d
, Editorial Board
Education committees, sections
Executive committees
Executivs Director
Joint coamittee
Journal editors
LAMA staff
Legislation Committee (ALA)
Legislation Committee (ACRL)
Members/member units
Membership Committee
Officers
Personnel Officers Discussion Group
(33) NAZI
(19) IAN
(21) IA3d
(27) II1A3a
(30) IlIC2a
(20) IA2d
1221 IA4a
1231 ICIb; IC1c
(24) IIA3a
1251 11A3b
1201 IlIBla
(33) IVA2c
(34) II/C1b; IVC1c
(31) IliC3b
(34) 1VC2b
(22) IA5a
(21) IA3a; IA3b
(27) IIIA2a
(32) IIIDIb
(26) IIIAlb
(29) III93b
(M) 11192a
1201 /1102a; 1IIB2b
(19) IAlb
(24) IIA2b
(26) 1lDla; lID1b
(27) I/IAld
1281 IIIBla
(29) IlIB3a
(33) II/A2c; 11/B1c
(29) IIICIa
(27) IIIA2a
(27) IIIA3b
(30) IIIC2b
(31) IlIC3a
PrisidenCs Program (27):111Ald
,
Professional Association Liaison Committee (22) 1A5a
(26) IllAla
(27) 111Ale
(30) II1C2b
'Professional Education Committee (19) lAla; IAlb; IAlc
(20) 1A2c
(22) 1A4a; IA5a
Program Committee (20) IA2b
Publications Committee
Research Committee
Standards and Accreditation Ummittee
(32) MI6; 1VA2a
(33) IVA2c; 1V111a;.:
1VB1b;
IVCIa
(34) IVC1b; Ink;
IVC2a; 1VC2b;
IVC2c
(24) 11A1a; 11A2a;
IIA3a
(25) I1A3b
Task ftrce 1271 1I1A3a
(21) 1A3d
(34) UM; IVC2b (ULS) University Libr%ries Section (21) IA3a
(30) IIICIc Vendors (33) IVC1a
(31) 1I1C2f
(32) IVAla; IVAlb;
IVA2a
(33) 1VA2b; IYA2d;
IVB1a
STS,(Science & Technology Section) (21) 1A3b
Sections
Staff
(19) lAld
(21) IA3c; 1A3d
f(22) 1A5a
(27) II1Ald
(19) 1Alb; lAlc; lAld
(20) 1A2a; IA2b; IA2c;
IA2d
.(21) 1A3a; IA3b; 1A3c;
1A3d
(22) 1A4a; IBla; IBIb;
702a
(23) TB2b; 1Cla; IC1b;
1Clc
(24) IIAla; IIA2a;
lIA2b; IIA3a
(25) 1IA3b; 11A4r1
Ulna
(2) IlD1b; IIElal
IllAla
(27) 111A1c; 1/1Ald;
II1A3a
(28) Illela; II1112a;
1I1B2b
(29) II1B3a; 11133b;
1I1Cla
(30) 1I1C2a; II1C2b
(31) 1I1C2d;
11IC3b
(32) 11101a; Willa;
41
'STRATEGIC MANAGEMENT DIRECTIONS
The achievement of the goals subgoals, and objectives included in this
plan depends on the existence of a stable and well-managed association. ACRL's
strategic directions over the five years encompassed by this strategic plan
-include:
1. Positioning ACRL as the most significant American association of acade-,
mic.and research libraries, librarians, and librarianship: the asso-
ciation Which represents them, speaks for them, asserts their
interests, and assists them in reaching their goals.
2.. Managing the financial resources of ACRL by relying on sound budgeting
'and ,accounting principles; including the building and maintaining of a
reserve fund,equal to at least 50 percent of the average annual expen-
ditUres over the three most recently completed years.*
. Maintaining a dedicated and competent staff by depending on sound per-
sonnel practices, including careful selection, adequate training, par-
ticipative management techniOes, and opportunities for profeasional
development.
4. .Seeking new members through a variety of recruitment techniques, while
extending efforts to retain present members, including regular
assessments of member needs.
5. Supporting all elected and apkinted officers in fulfilling their
leadership.rOles, through carefully prepared programs of orientation
and staff personal attention.
6. Workingscollaboratively with other ALA units for the good of
librarianship as a whole.
. Providing a-Headquarters office as a communications center, information
.resource, and central meeting and work place.
*The American Society.of Association Executives recommends a reserve of oneyear's-:operatingexphses. ALA is moving in this direction.
43JSS 86 10/24SP17
. Implementation: An Overview
the,ACRL Board has approved.the five-year plan, the Board will forward:ittothe:Plannirv, T-Amittee and instruct the Committee to implement It. The'.eharge:::of:thej, Committee was recently revised so that one of its primaryresponeibilitj.es L8 itOW to implement,-evaluate, And revise the Association'sA3trategie-plan In the plah,the highest prioritY:or critical objectives havebeefOitairedThis designation of:high priority Objectives will be helpful inthejMplementation'prOdess. The report-also inCludes a timeline targeting aapeeifieyear-for thejiMplementation of each tritical objective.
Evaluation And ReVision'.
The Planning Committee is also responsible for the evaluation process, Which.tileanseValuating.4rogess towards statedjpala,-objectives, and strategies in the
hierarchy.,:theobjectivesand'itrategies are the levels Which-arethe.most apecific:.AnUmeasurable.'. :The Planning Committee will need to deve-l*ascheduletoeValUate,Jevise andiextend'the:plan on a cyclical basis. Themost deSiable timejramejor_ACRL's planJs an important issue in terms ofeXtention,This:.first:plan 'covers five years, butbecause of the difficulties.:ol'projeCtinvtheluture very far in advance, there are advantages to mid7range_Strategiellandwhichcover three years. The proCess of implementation will.:help:-:tOdetermine:if five years is the most effectiVe and manageable time framefor ACRL's:plan,
'Involvement Of key units
There areother Units and key individuals Oho play an important role in theplanning proCeas.- The ExecUtiveiDirector participates in developing the strate-gic:plan:aa an ex Officio.member of the Planning Committee. With her staff, shealai) drafts an annUal'operating plan Which proposes an action plan for each
. strategy targeted for,the.year.. These actimplans identify needed resourcesand point:out fiscal implications.
..TheiExecUtive Director is also an ex officio nicikr of the Budget andFinanee Committee and serves asa.link between the planning and budgeting pro-c.esaeS....*The..psildget and Finance Committee deals with the fiscal implications of
objectivegandstrategies.. The budget is prepared based on the annual operating13lanwhichj8 reviewed in draft form by the Budget and Finance Committee. AB aresult ofthis proceta, the budget recommended by the Committee to the Board of.Directora reflects the priorities identified in the strategic Plan.-
TheChallenges Ahea&
,HIn summary, the success of a structured planning process depends upon theinvolvement and-fcOordination of a number of ACRL units. During the development.ofthestrategiC:plan, two issues were raised Which are beyond the scope of theTask Force or any Single unit and which the Board of Directors may wish to con-siderThe.first issue is the ongoing peed to coordinate ACRL planning with ALA
:A3laniling and to explore how the impItmeptstion'of'ACRL's plan will mesh with ALAA:thinning activities.
*,:TheeeCOnd issue is how to evaluate the effectiveness of the strategic plan.es a whole.in terms of carrying out ACRL's mission. This evaluation issue is:clifferent Irom. the Planning Corimittee'S responsibility to measure progress-:toWards:individual goals and objectives. According to planner Wayne Lemburg theideal' strategic-plen "... provides a unifying identity, sense of purpose, philo
,
sophy,:ankdirection to an organization" (Wayne A. Lemburg, "Charting the FuturethroughStrategic.Planning," Association Management, October 1980, p. 152). AsACRL'eTlan is.implemented, its leaders will want to find a means of evaluatingit with.thieideal
'JSS 86 0519
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4
. Recommended-changes to ACRL's Financial Policies Implicit in the Plan
It is important:to note that the Plan implies certain financial policy changes,and that,the Plan CanOnly be adopted in full if these changes are made. The-.Task Force' therefore:,Calls these to the attention of the ACRL Board:
1. Reserve .funds are used:.
° 'to,inCrease support to sections* where targeted* through a.special.programming fund* through.pie-Conferences
to increase support to.chapters* throUgh.the special programming fund
to make continuing education more accessibleto publish certain itemsto:Aicitribute'standards. free of charge
0
o trirecruit:.members of...underrepresented groups (scholarships)to:deVelop incentive Programs to encourage librarians to do research
Grant funds are used to:
o help SUpport desired programso carry out special .proc.t:s
. Dues revenue supports services for all members, including:
o recruitment and retention activitiescommitteessections
o chapters-o AlscUsSion,groupso advisory serviceso research and statistics projectso jobline'o some programs at Annual Conference
4.. These are.self-supporting:
serial:publications.o non-serial publications, with special exceptions'continuing education, with special exceptions° National Conferences0. Pre-Conferences, with special exceptions
D. Development of the Annual Operating Plan
This is.the proposed process for the development of an annual operating plan:by Staff and'its approval by the Board. To add years to the Strategic Plan,another, separate process, dominated by member contributions will bedevised by, the ACRL Planning Committee.
July ACRL Budget & Finance, Planning, and Board of Directorsapprove mission, goals, and objectives for upcoming year.
August Staff retreat - I.dt day - to consider the following year(not the one beginning the next month, but the one afterthat) using the timelines in the Strategic Plan as a guide.Action planning takes place in broad terms.
September During orientation of Vice-President/President Elect, plan-ning process is described.
October Executive Committee reviews draft action plan.
November Staff drafts annual plan.
December Staff drafts budget, based on annual plan draft. Budgetdistributed to Budget & Finance; annual plan draft goesto.B&F, Planning, and Board.
January At Midwinter, draft is discussed. Tie-in with budget iskept in mind.
Budget & Finance, Planning report to Board regarding theirreactions, modifications of draft annual plan.
Staff works on modifications suggested at Midwinter, revisesplan and budget.
February Staff presents draft budget to ALA COPES.
April Revised plan considered by ACRL Executive Committee.
May Any additional revisions mules
June Plan distributed
July Approval by Board on recommendation of Executive Committee andBudget & Finance.
SUGGESTED FORMAT FOR ANNUAL PLAN
'Mission Statement
II.. Goals:.
Subgoals
/V. Objectives.
V. Critical Objectives
-.VI. Strategies
VII. Action plan for each strategy targeted for the yearClearly indicates deadlines, person(s) responsible, resources needed
VIII. Budget as an expression of this plan
E. Dissemination
DeCisions.about disseminating this.plan will be made by the ACRL Board of.Directors.:. The Task Force would like to make the following suggestions.
1. A.complete copy of the Plan, as here presented, be deposited in theERIC system.
An eye7catching printed brochure be prepared for broad distribution.This.would briefly describe the_planning process; would include
Snd objectives; bum. Ize the background papers andidentify:strategic management directions...
. An article be prepared for C&RL News.
PENDIX, A .MEMBiR NEEDS REPORT
Membership Profile and Key Statistics
'Table'MNI containseome information about ACRL members and other academiclibrariane. Although there are more women than men among ACRL members,the.ProPortionfis. lower than in the library profession as a whole.IlIemberstend.::t6,have degrees in addition to their library masters; more
. typicallY:asecOnd masters,degree, but -- in increaaing numbers -- thePh.D.Con1Pared....tO'other divisiOns .of ALA, ACRL has a higher percentage oftherOtalnumberof ita target market in its membership.' About 15% of thememberre,:attend national conferences of the Association. 69% of the.mem-bers haVe,belonged'ro'ACRL for.less than 10 years, 46% for less than 5.'TherypicalnieMber is in her-thirties, works in public services in an ARLlibrary,.and.hasparticipated somewhat in ACRL activities. ACRL has about8000.personalMembers and 1000 institutional members. This means thatabout 35% of all academic librariané belong to ACRL and about 32% of all:academic libraries beloug to ACRL.,
Table MN2 shows a five-year history of division membership. Table MN3, themost current division membership figures, with comparisons to last year;'Figure MNI shows.a bar graph of division membership history, and TableMN4, ACRL personal-membership.by state.
ACRL members'are aiso,tood. attenders at ALA Annual and Midwinter conferen-ces. In every case, from rhe Philadelphia conference in 1982, through theDallas conference in 1984, a greater percentage of the attendees were ACRLmembers than:are. represented.in ALA as a whole., In Philadelphia, 28.9% ofthe attendees were ACRL-members; at the time only 25.9% of ALA memberswere ACRL members. In Los Angeles, these figures were 30.6 and 20.6; inDallas, 29.8 and 21.2, and.in Chicago,'29.3 and 23.2.
II. Member Needs Survey and President's Program.
In the'fall of 1984, a survey was distributed to a random sample of 600ACRL members. A copy of the survey, with all responses included, isappended. (Attachment MN1)
At. the Chicago Conference, 1985, members,had the opportunity to par-ticipate in the gathering of information for theTneeds survey. They wereasked to rank theten items_othighest agreement from the survey resultsin priority order and to discuss the'means of accomplishing'these goals.Figure,MN2 shows the statements; Figure MN3 indicates the rankings.Table MN6'is a content analysis of the discussion.
. III. Personnel Study Group Report SUmmary
'The ACRL Academic and,R0earCh Library Personnel Study Group, which.had'broadly repreaentative membership, reviewed aspects of ACRL's mission,
and,objectives,' dealing with personnel. It concluded that ACRLwes,not in ti,strong position to-address upcoming personnel issues, com-missioned.a:paPer13y Alan Veaner, and presented a report with recommen--dations.in:the'areas of.External Relationships (intensify efforts to workacademiC:constituencies); Professional Standards and Research (on person-neltatandardp);''Staff Development; Education (graduate:and continuing);and RecrUitMent'(inzeneral,-and of minorities). The recommendationshave-,beenAncluded in ihe Plan.
able.MN1,-
SPLATACRL Membership Characteristics
Attribute
Degrees° 2-year degree:°''4-year degree.°
°. Other grad. degreePh.D.
°- Other
PliCe -of Employment'* Community Collegeo 4-yr".'liberal artsComp.4-Yr.
o Research/Doc non ARLo Research/Doc ARLOther
Type of worko Public'Serviceo Tech ServicesCollection Development
o Systems/Auto.Administration
o Library' Educationo Othero Combinations
Activity: Participationo Level 0o Level 1O Level 2
o Level 3
1 2 3
Roszers King Anderson
8%
36%20%25%10%
37.5%62.5%
6%
32%88%39%15%9%
29%11%
3%
2%
28%2%
9%
16%
32%32%27%9%
no Averagedata 44.2
35% 44.7%65% 55.3%
2%95%3%
11%
no nodata data
no nodata data
4
Membership Form
no data
no data
no data
all academic85%
37.3%18.1%9.7%2.2%
3.3%23.6%
no 18%..Total no datadata # ldship.
positionin sample.may beinaccurat
. Sharon Rogers Questionnaire for President'
. King Research:reported 19823. Dordthy Anderson JAL January 1985.
Back of ALA-membership form.
64
Program, 261 respondents.
'Attribute
Type of responsibilityo Hirector/Deano Assistant/Assoc. DireCtoroDepartie0t Head
o.Supervisor':
° Non-Supervisory
-Years:of membershipo 075o
6-1011-15
o 16-2020+
Positions in academic libs.
Conference attendance
Boston.MinneapolisSeattle
Geographical Regions
North AtlanticGreat LakesSoutheast"West/Southwest
ALA_Rogers King Anderson Membership Form
46%23%11%9%12%
no 21120data
Projec-tionfrom.
sample
15 107114 103615 1200
42.6% 33.7%23.4% 22.3%7.4% 20.8%
2616% 23.1%
of those who belong to chapters.
20.9%9.9%26.4%16.8%26.0%
no data no data
Actual
180012701220
OtherACRLStats.
33%28%13%
24%
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1986 DI VIS ION MEMBERSHIP AS UF 6/30/86AASL A:RL ALTA ASCLA ALSC L1TA LAMA PLA
PERSONAL - NEW
A10!,:,SPECIAL7-FREEAONORARY FREQ
654 183
1 1 1
.TOTAL (08' 555iH,TOTAL' 6/30/85 .1627 '607H2.ER.S0 4 41: RENEW,LS.
1110'.. 3968 6944 1)53 831:SPEC! AL4FR EE
169 599 21 52IVISION.:' 5 37 1. 3
CONT.7-FREE 83 .179 7 39'..40N0RARY FREE. 18 20 a8 19
PAGE 2
RASD RTSD YASD TOTAL
61 3)2 186 194 441 242 234 167 33711 1 1 1 1 1 1 1 11
184 62
186 71
TOTAL ' 4243 7779TOTAL 6/30/85 3859 70532ERSONIAL - 1E! NSTATES
PAID'SPECIAL-FREEt.IFE_FREE..
L IFE-0 [VISION:ONT.-FREE-IONORARY FREETOTAL 139 194 25 28TOTAL PERSONL 5090 8528 1309 1034TOTAL 6/30485 5583 7867 1290 1.034
DRGANI LATIUM - NEW
1100 9441088 940
139 194 25 28
PAIDFREESPECIAL-FREE
1. TOTAL
TOTAL 6/30/85
105 44 1C 10
105 4487 30
DRGANI ZATI ON RENEWALS
'AIDFREESPECIAL-FREE
669 10691 1
, TOTAL 670 1070TOTAL 6/30/85 637 1063
. DRGANI ZATI ON-REINSTATES
'AID:.FREESPE:1417FR EETOTAL.
;;.TOTAL...16/30/85..
r't TOTAC6/30/85.
17
10 1)9 9
.117 3 481
317 7.59
298 352
1 3 1 7
16
788 11 31740 11052 308 364
58 7 8' 9759 1540 13996323 8972 1598
1 3
331 364
1398
303
230
187
234
195
213
442307
243
245
235261
168
92'
3382
3973
2092 3 2 20 298 3 3956 3 09 1 4119 1212 33469112 120 234 267 235 932 122 22636 17 18 11 22 23 4 147113 8 53 202 109 108 87 988
18 20 20 15 19 19 18 204
2341 3385 3308 4451 3476 4601 1443 370712206 .3566 3098 4132 3238 4418 1390 34988
80 80 82 152 85 94 37 996
BO 80 82 152 89 94 37 9962724 3652 3585 5045 3804 4930 1648 414492511 3892 3395 4541 3588 4779 1512 39992
22 24 21. .
736 24 25 31 346
22 24 21 30 24 25 31 34629 20 22 41 21 18 23 309
518 887. 755 674 978 986 507 77081 4
518 7z,17 755 675 978 986 507 7712503 902 728 645 963 1009 491 7591
1 2 11 11 10 8 109
9 12 11 9 11 10 8 1097 9 7 8 8 12 11 94
549 923 787 714 1013 1021 546 8167539 931 757 694 992 1039 525 7994
3273 4575 43 72 5759 4817 5951 2194 4 96 163050 4823 4152 5235 4580 5818 2037 47986
ALAK
AZ
AR
CA
CO
CT
DE
DC
FLBA
HIIDILINIAKS
KY
LAME
MD
NA
NIMN
MS
PIO
UT
NE
NV
141
NJ
MilMY
MC
NO
OH
OK
OR
PA
RISC
SD
TN
TX
UT
VIVA
WA
WV
WI
WY
PRS'J
VICANADA
PUSCANAL ZONIll
OTHER
TOTAL
APR
Psl. Org.
97 9
18 1
107 6
30 9
848 45108 ,6
159 15
33 2
112 9
218 27
15 1:7
34 2
17 4
569 45
255 16
115 12
117 B
79 14
107 14
21 6
220 20
406 32298 16
147 13
41 7
136 12
33 565 6
31 2
41 3
238 26
48 5869 68
212 2028 3
345 31
BO 10
86 8
451 4272 10
63 13
27 5
133 8386 34
32 533 2
249 19
161 /528 5
172 12
23 5
20 7
1 0
3 1
269 66
1
1
1
209 108
tratiOna.71gUres, ACRL (E.courses,17..nference11981, through AU Annual Conference, 1985.
AIA:Annual. 1981San Francisco
12
307
77 participants
AVM Nat'l Conf. 1981-41inneapolis
CE1011 21fr"... 102 10CE 103 13CE 201 7CE 202 34CE 301 13CE 501 9CE 982 118 comses 108_participants
ALA Annual. 1982PhLladelpbia
CE 101 30a 103 6CE 104 29CE 105 14CB 201 9CE 202 26CE 501 15CE 503 68 Courses 135 participants
AlA Mld44inter1983--Oan Antonio
CB 101
Cd 104a 301
3 ooursea
201011
41 participants
ALA AnnUal 1983Los'Angeles
a .101 17CE 103
, 12- CE 105 11.CE 106 15CE 202.CE 503 9.
6 courses 86 participants
Table 14N5
MA Mid 14,qter 1984Washimton
CB 101CE 106CZ 107CZ 5014 courses 51 participants
ACRL Nat'l Conf. 1984Seattle
CB 107 2.8
CE 108 16CE 109 15CE 110 27CE 201 15CE 202 35CB 205 19CB 501 228 axirses 184 participants
A1A Annual 1984 Dallas
CE 107 19CB 111 19CE 112 24
CE 202 13CE 205 176 courses 106 participnta
AIA NicHlinter 1985 Washin$ton.
CE 101 9CE 112 8CE 205 12CE 501 114 courses 40 participants
1612
176
ALA Annual 1985Chicago
CE 101CE 107CE 110aCE 111CE 201CE 202CE 205CE 206CZ 3019 courses
24
18
12
12
71510179
124 participants
TatilL I PAVICIPANIS P. 952ram i COURSES
PREMED P. 60952 E0 16
MEM& OF 16 PALUICIPANTS/OXIBSES
KOAttration Figures, ACRL CE CoursesHALA.Annual Conference 1981 Through ALA Annual Conference 1986
Mid Winter 1986-Chicago
14
15
1512
56 participants
CE 106CE 103aCE 112CE 2065 courses
ALA. Nsi/1 Conf. 1906-Baltimore
.CE.101 22CE 107. .26CE.108a 13
.PE 413 24
,0014 9cE 202 15CE-206, 17CE 301- 18
9CE'504-: 9CE'505: .1611 courses 178 participants
, . . ..
',ALA Annual 1986New York.,
23'CE:113 19CE 114H 9CE:505 10:CE 506CE 507 13.
72
TOTAL # PARTICIPANTS...1;202TOTAL # COURSESPRESENTED t. 81
AVERAGE OF 15 PARTICIPANTS/COURSE
.Table-MN-8 STRATEGIC PLANNING TASK FORCE, ACRL
MEMBER NEEDS.ANALYSIS - PART 2ANALYSIS OF BRAINSTORMING ACTIVITY ON FIVE TOP-RANKED ACTIVITIES
PRESIDENT'S PROGRAM,JULY 8, 1985
51:_tables each discussed the five top priority association activities. Ideaswere.grouped together to clarify trends._
I PUBLICATIONS
Specific suggestions
Clearinghouse of some kind
Total timesmentioned
articles to be submitted online 1
online bibliographic access toACRL publications 1
online data access (on-demandpublication?) 1
other 1
4
Employment ads July/August issue is not good; manyjobs available at that time 1
Financing
! Grants
Make sure all interests are'reflected
costs are absurdly high 1
look for.outside Gupport for journals 1
monographs are too enpensive 1
support use of ALANET to make publi-_cations accessible 1
4
seek grants for research and publi-cation 1
offer small ones to help members:publish prepare articles andmonographs 1
2
research libraries,.too 1
colUmn on commUnity and junior col-legcs in C&RL: 1
articlesof general interest 1
broaden base.of articles. . 1
use good chapter materials in associ-ation7wide publications' 2
have sections contribute as a way of:.strengthening them (and chapters) 1
include small.colleges and small'
Some for libraries some for indivi-duals- 1
aim at:largest. possible audience 1
:more on community & junior colleges 1
.,encOUrage.seCtion publications 1
1
.:PUBLICATIONS cOnt'd
Liaison..7related piggyback on faculty associ:.!c.2
'.publications 1
encourage ACRL members to puir in
'other journals and fiel4f; 1
recognize members! publi_ty-:., inCSERL News 1
3
::Maintain continue publications keep up the good work 9
keep all ve have 1
continue the excellent job 1
Monographs.
11
'publish more 2
'mare:small monographs on specific,narrow..topics 3
"ocCasional papers" on specific issues 1
.solicit,scholarlypublications indiverae:areas 1
.ennotated"bibliographies on specifictopics . 1
conference proceedings of small :
conferences 1
specific.klts/manuals on workshops 1
operating manuals for cost accounting,performance measures, strategic plan
...ming. 1
ACRL'handbook 1
too.expneive 1
do a survey to further ;:;evelop themesrising from C&RL 1
make something like specific kits fordifferent size libraries 1
15
tooks for College Libraries update more frequently 2
publigh supplements 1
publish Online 1
4
_Conference Proceedings continue free to attendees,especially printed 2
publish as:si,on as possible- allow:longer lewltime Tor juried
conference papers 1
imprO4e quality 1
Andex them. 1
on microfiche with hard copy abstracts 1
7
Prizes
Promotion & Marketing
:Quality
strengthen present, vs. start new 8survey members re: need for new
publicationsbe open to need for new, publications 1
be cautious in starting new ones 1
perhaps expand 2new kinds: theme, jobs 1
review publications for need of newones, of discontinuing, of newformats 1
15
offer for excellence in publishing 1
to attract better manuscripts 1
to authors 1
3
general 1
monograph prices restrict marketing 1
make purchase simpler: accept purchaseorder vs. cash w/order 1
3
emphasize quality 4use qualified reviewers, refereer 2use Outside:readers forcritiiue of:methodology' 1
monitor-calibre 1
-Maintain:,high atandards 3.main:tain good educational r.!ak 1
improve:editing .:. ,' 1
edit,:statietics articles b tables)1attra O. i-,Mi::' manuscripts 1
offert&A:1: 1_impro.4 3incroc 1:..--,or of screening process 1
improv:: .:;1ity. Of Conference pro-:ceediriti
continue to upgrade quality of existingpublication's 1
1
22
Encouragc Research & publication award! 1
recognition in.C&PZ ;,.'4,48 even if not
library-related 1
encourage 1st timeluthors 4promote adequate research leave:support 4grants.-in7aid 1
. PUBLICATIONS coned
Encourage Research & Publication encourage publication by ACRL mernbersin collegial journals 1
funding for 1
research funds for writing 1
special column for new resercherstie in with continuing education 1
assist librarians to produce betterarticles, research, etc. 1
(cont'd)
Serials
:C&RL News
16
do not proliferate 3
don't change titles 1
do not need RBML 1
mix of research, hosi-to & how-not-to;practical & research 3
less.emphasis on statistics 1
more Opinion - philosophy 1
cross. ,divisional news & publications 1
use caution in establishing new ones 1
give.jobs top support even when'$ tight 2theme journals 1
book reviews late 1
online.publication of FJLS Choice 1
16
increase size or frequency 1
theme issues ' 1
give.suthors,feedback 1
include collection on CJCL's 1
greater currency 1
too many articles by Library schoolfaculty - they're ,tot on front line 1
more:practical artitNes to even it up 1
analyze value: do a qualitative survey 1ia:there.a sufficiet number of pro-
spectarticles? 1
most important publication,. with Choice 1bigger print 1
11
expand 2
disseminate preliminary resulta ofongoing'research 1
use foraurveys 1
Column'on grant. availability 1
continue_and. strengthen research notes 1_ .
abstract section newsletter highlightshere 1
':ggligliZkA2,41041.tf.rett
. PUBLICATION cont'd
.C&R.L News (cont d) consider the expanding role of C&RLN 1
report chapter activities 1
9
improve timeliness - especially science 2run full-fledged reviews of non-printmaterials 1
foreign language coverage 1
signed reviews good 1
editorial control improved 1
with C&RL, most important of our pubs. 1
have online via ALANET 1
continue non-print reviews 1
add software reviews 1
keep up good work 1
expand multi-media materials; integratewith subject 1
12
continue 2encourage, so they keep on 1
do in clusters of sections w overlapin interest : 1
for disWssion groups 1
enlarge to'allow publication ofsubstantial. articles 1
sectiOn-.!Ijobs" should have more support 1.abstract:highlights in C&RL News 1
review funding primities 1
9
don't need 1good
avoid proliferation of narrow subjectspecialties like rare books 1
3
have online via ALANET 1
improve - especially Choice 1
speed up production 1
make.C&RVmore Current 1
evaluate.publication dates routinely 1
book revieWs late 1
5
75
1,61.
. PUBLICATION cont'd
Miscellanenus/sPecific ideas
II...STANDARDS
Accrediting agencies
-Coordination
Develop ,tandards/Guidelinesfor:
develop publications for faculty 1
use to develop awareness regardingadvisory services 2
solicit more articles 1
use electronic publication 3current contents service 1
use to let members know what servicesare available & guidelines . 1
expand ALANET 1
10
promote cooperation among 1
link:with them 8sOend money on this? 1
libraxians-an: teams 5
lobbymnie:aggressively, 2
promOte.to:,them: 4
develOpCnoperatively with 1
,gettheM to:incorporate ours in theirs 6get,theintoico,:take us -seriously 1
Input-from them. 1
endOrSement by ,
.
1
do:PaPerSattheir. meetings? 1
maintainIe make aVailable a list of"excellent libraries" for 1
33
coordination of standards 3
with other ALA units 2
with other'schools & professional.organizations; 4
ARL especially 1
with-groups that carry weight withadministration 1
endorsement by others 1
12
2 year Colleges 1
library education for academic'librarians 3
Units establish in their areas of. expertiseContinuing education-cost accounting standards 1
-:research leave (prof.:devel.) 1
Machine Readable Files 1
3
2
.STANDARDS cOnt d
Member input1
. hearings: seek broadly 2committeesneeds survey 3representatives of sections 1
7
Miscellaneous
Promotion .
Publication of
1PUrposes of
Atesearch.
mention library standards inuniversity catalogs 1
make more specific 1
make stronger and supportive 2"atmosphere & secondary use be-evaluated"be sure all ACRL interests represented 1
"academic" (preferred) vs. "faculty"status
locate standards for membeis 1
need quantitative standards 1
9
7publicize successes 1
publicize with administrators 2publicize outside library cOmmUnity 3article'in Chronicle 'of Higher Eduation 2give speecheeregarding standards. 1
Publicize,with legislators 2publicize availability 1
course on importance of 1
20111
put all together and disseminate asa group
on floppies, microfichefree
more frequently in_C&RL Hews
4
upgrade quality of service for alllibraries
give everybody a goal 1
should be achievable; not impossiblyhigh
1
useful1
4
to est:!blish norms: 3base standards on these
explore different approaches tomeasurement
to define what's minimal and what isoptimal
( ' ' : :
.:STANDARDS cont d
Develop Standards/Guidelinesfor:(coned)
planning process 2needs assessment tools 1
priority setting 1
A/V & software 1
performance evaluation 3for these five priority items 1
extended campus services 1
output measures 3
Bibliographic Instruction 1
Enforcement
Implementation
collection development (incorporatenew technology).
salariesvolume countsservice 3terminology )
educational requirements 3new technology 1
professional: non-professioral ratio 1
staffing criteria 2university level: quantitative
standards 1
specific disciplines 1
branch campuses 1
comparable worth 2
46
3
concentrate on areas not now covered 1
there are too many; take care inchooning new areas 1
present activities fine 1
more would be counter-productive 1
4
1
publidize.,where successful 1
program at a conference on 11G., irdsare:impleMented_.
encourage ARL directors to apply them 2offer consultant/facilitators to helpinstructors revise & discuss 1
course on how to use with administra-tion"tip sheet how to use"
guidelines on 5strategies for 2survey .present status 2find out .how librarians use 2
17
1
III. LIAISONS coned
"Infiltrate" other organizations more communication with faculty(coned) members' associations 1
Financial Assistance
Cooperatil,e activities withother organizations'
encourage our members to give papersat other meetings
reach out to others 1
send our publications, brochures, et:c.to others 1
offer workshops at others' conferencesto explain library importance tofield 1
43
1
. encourage academic librarieJ to supportstaff travel to other meetings 3
provide money fu- staff to attend andwork with other associations 1
encourage ACRL members (thru funding)to join other professional associa-tions 2
provide money for members to attendother conferences 2
stipend for best paper in non-libraryjournal 1
seek joint grant support 1
subsidize joint membership 1
re-fund BI Liaison 1
fund having experts in targeted organi-zations participate in ACRL programs 2.
14
negotiate for reduced and special jointmembership fees 3
publish bibliographies in others'publications 1
form coalitions on specific topics 1
hold meetings.back to back 1
seek.joint goals 1
have ACRL President make overture toother preSidents regarding workingtogerher - common interest , 1
approach others for joint workshops andconferences 1
formal liaisons 1
(multi-Iear) 1
joint liaisons 1
disctOline basedliaison 2
offer assistance. with.computerizatton..ond index production 1
negotiateregniding institutionalAlricing of journals - 1
cr exchsnga of journals at Member-prices: 2
joint C.B., instructors, pre-con-ferences 3
!A!,
-II..STANOARDS cont'd
Updating
IlL LIAISONS
Government.Liaisons
Open ACRL .to others
Infiltrare" other organtzations
reassess rcTularlyschedule revisionsevaluatemore frequently
1
9
2
14
lobbying for aademic library needs 1
fund travel of ACRL members to, professional meetings to discussfinancial/political impact of federal
. legislation on libraries 1
more diplomatic contacts 1
3
encourage faculty to publish in libraryjournals; solicit papers 2
invite faculty to speak at ACRL con-ferences 1
invite'reps.from other disciplines andorganizations to ACRL conferences asspeakers,,discussion leaders 10
sell ourselves 1
More coMmunication with faculty 1
encourage organizational memberships byother organizations 1
develop "affiliate organizational"membership
17
1
encourage poster sessions by librariansat other meetings 1
exhibit at other meetingssend formal ACRL reps to other meetings 5get institutional membership in other
organizations 2
encourage our member's to join and beactive in other organizations 4
encourage our members to publish inother journals 11
make highleveljnitial contacts 1
identify 'their goals and give betterservice 1
identify appropriate committees there',or.help establish 1
supply .speakers and consultants tootherorganizations, especiallyofficers
'ILL. LIAISONS cont'd
Cooperative activities withA)ther organizations (cont'd)
-Specific organizations forliaisons
Information
Program activity
joint committeesjoint articles and publicationsjoint conferences
1
2
3
27
AAUP 3
ARLISCollege Art AssociationMLAAACJCAACAAHE 1
AALLAmerican Association of Historians 1
other library orvn:.zations too 1
accreditating bodtas (regional) 5
and subject-based 1
disciplinary groups 1
administrative groups 1
database groupsdraw up a list of target organizations
"mutually-beneficial" 2
23
report on others' activitiesin Chronicle of Higher Educationeducate other groups in mutual?con-cerns, e.g., control of sciencepublications
require liaisons to report back viaACRL publications
outreach thru publicationspublicize scholarly activities andpublications of ACRL members 1
develop programs that can be presentedat other professional conferences
repeat successful and appropriateprograms
co-sponsor CE activities andinstitutes
identify common concernswork on legislative concerns inexchange visits by ACRL leadersother associations
joint activities at regional level
1
1
common 1
and
Local'activity provide help to local librarigs to: link at their level 1
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Local activity (cont'd) local campuses should encourage andfund section chairs to go to sub-ject professional associationsconferences 1
crossover meetings by local chaptersand local academic organizations 1
3
Identify and strengthen existing1
links
Other ,
IV. CONTINUING EDUCATION
Subject or content
.1985 08 30 JSS
find out what organizations our membersbelong to; use these links 3.use ALA membership form to do this 1
identify goals of other organizationsso as to give better service 1
use activity sections as liaisons withdisciplines 3
(develop guidelines to help)start with associations where ACRL has
been successful, publish conferenceschedules, encourage librarians tosubmit papers and attend 1
10
encourage recruitment of scientists 1
be careful not to duplicate work ofother liaison committees 1
increase visibility 1
encourage recognition of bibliographiesby other associatIons 1
publish a directory of librarians withinterdisciplinary grant-writing ex-perience
1
use library technology to link intoprofessional groups and theirinterests 1
librarians should take courses indiscipline areas 1
-broaden and deepen range of contacts 1
mix with booksellers... 1
9
more variety 7more in-depth (practical) 5career development 1
fee-based services 1
preservation 1
solicit member ideas 9role of faculty member 1
program for paraprofessionals 1
up-to-date library development 3
.9 782
.:CONTINUING-EDUCATION Cont'd
-Subject or content (tont'd)
Instructors
Alternative Delivery Systems
1985 08 30 JSS
interdisciplinary programming 1
automation (hardware & software) 1
procedures for online library services 1
strategic planning (in & outsidelibrary field) 1
not have same workshops year afteryear 1
selecting integrated systems 1
expand present programs 5
how to influence legislatures 2
how to terminate non-productive staff 1
how to deal with problem employees 1
salary and contract negotiation 1
cost accounting 1
teach politics of academic life tonewcomers 1
clarify levels 1
training in research methodology 3
encourage mentoring 1
online catalog & reference 1
governance and management patterns inlibraries 1
preparing staff for automation 1
leadership 1
library reorganization 1
emphasis problems and procedures 1
repeat research conference offeredat annual in as many locationsas possible 1
oral panel presentations 1
60
quality for regional 1
allOw state people to give workshops 1
train at Mid-winter 1
train trainer for regional workshops 5
greater variety 1
develop apprentice program 1
library faculty for evening andweekends 1
national bank of talent to offer CE 1
develop regional roster of trainers/CE 1
knowledgeable ones please 1
14--
video courses 15
satellites 7
correspondence courses 2
literature review for informal CE ofeach 1
self-directed instruction for home use 2
explore formats 1
explore cheaper formats 1
83
cont'd
-
Alternative Delivery Systems televise (live across country) 1
:.(tOnt'd) ;* use C&RL News to share information 1
video cassette 1
-Links with'other organizationsor academia
Location
Financial and Marketingor Other Resources
1985 08 30 JSS '
schedule concutrently with otherorganizations
join with other ALA divisionslibrary schoolsstate library associations 1
avoid competion with other divisions 1
with'professors to let them know whatstate of the art is 1
13
32
4
2
6
regional 30increase accessibility local 26resources for state chapters 12
less emphasis on national 2
smaller cities 1
designate certain people as regionalresource people 1
pre-conference state association mtgs. 1
hold in less expensive locations 1
sponsor sessions that would involveentire staff at library site 1
transportable CE 1
state chapters should be encouraged todevelop programs 1
77
more subsidy--give scholarships 5
control costs 2
seek 3rd party support 1
1-day workshops at reasonable prices 3
approach commercial vendors for 3
moneytimestaff
lower prices 9
group prices 1
cost recovery for members 1
co-fund with chapters 1
Chapters promote CEshare.slush fund foe local programming 1
incentives or assistance for furthergraduate woek 1
source of funds information 1
promote with publications 1
fund.travel of ACRL staff to chaptermeetings 1
keep costs at break even (no profit) 1
reduced rate for local chapters 1
9984
.76NT1H6ING.,66CATION
Financial and Marketing'or Other-ResoUrces (cont'd)
Miscellaneous
V. CHAPTERS
Awards
Financial aspects
subsidize costsuse fewer people for program -- bring
doWil cost 1
provide grants for CE courses 1
ACRL set aside fund to offer nationalprograms locally 1
(possibly use dues)increase stipend to chapters for local
CE
1
1
25
protect poster sessions for broadparticipation 1
accreditation and standards for CE 1
abolish minimum of 12 participants 1
increase information on CE resources 1
act as a clearinghouse 4
designate people as resource peoplein region 1
prdmote publications list 1
limit enrollment to small groups 1
"package" programs presented at annualconference by ACRL committees andtake on road 1
evening programs1
credit for CE thru library schools 1
monitor programs 1
hold other than at conference 1
national database resource guide 1
send out cassettes with tasks toaccomplish before CE courses 1
18
establish an award for chapters 1
joint dues for chapter and nationalas a package deal 1
increase amounts allocated to chapters 14be-equitable-regarding-number-ofmembers in a state 1
get grant funding 1
give chapters money to give out toindividuals to do research andprojects 1
maintain support 2
shared "slush" fund for regionalprograms 1
1890
Financial aspects cont'd)
Programming
how will support at state/local levelaffect national support 1
increase dues for incorporatedservices 1
shorten time for grant request 1
find a sponsor to help establish asupport system 1
fund,a regional meeting . 1
underwrite program development 1
don't spend all.on newsletters 1
give chapters money for their officersto travel to conferences for selvesand jtinior membersparticipate in CEget leadership trainingfund publicationssupport chapter programs 1
help support chapter programs 1
consider a salary-related dues scheduleexplore problems of differing fiscal
years 1
33
staff assist chapters more 1
exchange program ideas among chapters;encourage this; setup a network 4
establish a programs "clearinghouse"for chapters 2
let chapters influence national pro-gramming more 3
bring more CE (co-sponsor?) programsto local levels 16
encourage variety in programs includ-ing technical services, publicationservices 1
expand speakers program 6
encourage timely programs 1
videotape and duplicate programs, e.g.,on candidates for national offices 1
emphasize programs 1
regional and state conferences shouldbe promoted 1
prepare-conference-planning kits withsuggestions for topics,_lists ofspeakers 1
assist small chapters with good pro-grams thru speakers bureau, etc. 1
be sure chapters are involved inregional CE programs 1
40
prftotion
Recruitment
State/Regional Associationrelations
New chapters
more in C&RL News:. publicize, report
meetings, 6
advertise and promote local chapters 4
put out newsletters for chapters 1
publicize benefits of having a localchapter
get more visibility at the local level 1
exchange communications 1
publish a list of chapters 1
do more for chapters, then publicizeit
3
2
19
make available lists of national mem-bers for recruitment at local level 1
staff help extend chapter participation 1get new people in 1
3
clarify relationship of chapters andstate/regional associations
should not be necessary to belong tostate association to be an ACRLchapter member
ACRL should work better with statechapter
help chapters organize regional co-alitions
don't compete with them
esta7-lish morehelp (guidelines, etc.) in establish-ment of new ones 2
a conference on how to establish achapter 1
a kit on how to establish a chapter forstates that don't have them 1
"seed" individuals as a way to en-courage more chapters 1
stimulate development of chapters inareas where none exist 1
1
1
4
IMprove relations with nationalorganizations
improve structure of representationat national level
clarify relationship between nationalACRL and non-ACRL members who arechapter members
make national more visible at locallevel
10287
2
1
2
5
-CRAPTERS.cont!
-
.IMprove,relations with national encourage. chapter people to join'national
important to have good communicationbetween ACRL staff and chapterofficers
increase support from ACRL staff andofficers
organizations (cont'd)
Miscellaneous
1
-2
'14
encourage special interest groups atlocal level 1
leadership training for chapter lead-ers 2
use chapters as training ground forACRL officers 1
stress local purpose 1
provide assistance to help upgradechapter local talent 1
joint chapteraCtivity should be en-couraged 3
focus efforts here 2have student chapters 1
have JMRT at local level 1
very important, especially in remoteparts' of U.S. 1
chapters should reach out to new mem-bers
. 1
staff and/or officers do a brainstorm-.ing tour around country 1
create Task Force to investigate waysto give chapters a higher priority 1
have meetings at ALA conferences forchapter officers 1
help states too small to have chapters 1
use chapters to recruit members fornational 1
survey chapter members on needs 1
establish means for providing consulta-tive assistance and financial assist-ance for worldwide chapter activities 1
1985 08 30 JSS 103, 88
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Figure MN2 STATEMENTS FOR PRIORITY SETTING
ACRL.continuing education ptograms should be expanded so thatacademic/research librarians may learn new skills .and keep old
skills current.
2: ACRL shoUld support state and.regional. chapters in order toencourage a sense of professional identity and peer reinforcement.
ACRL ehould develop and promote vigorously standards and guide-lines for academic libraries (such as personnel, collections,
faculty status).
ACRL should strengthen and better publicize the advisory servicesthat.it provides to.libraries and academic institutions (e.g.,recommendations for consultants, information on what otherlibraries are doing).
ACRL should take a more active-role in speaking out on governmentaCtivitiee including Aegislation having a potential impact on aca-
demic and research librarianship.
ACRL should monitor and.help shape library education programs inaccordance with the needs of pcedemic and research librarianship.
7. ACRL should strengthen its alliances with other professional andscholarly organizations, thus increasing public awareness of therole of academic and research libraries in the higher educationcommunity' (e.g., American Council on Education; AmericanAssociation for the Advancement of Science; American Historical
AssOciation).
8. ACRL should continue to sponsor publications (e.g., continuingeducation syllabi, conference.proceedings, books, journals).
9. ACM-should-encourage-research leave for academic litiediians.
10. ACM should sample member opinion quickly and reliably for suchthings as program evaluation, planning, setting priorities.
10690
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ttachment MN
1
-,ASSOCIATION OF COLLEGE AND RESEARCH LIBRARIESA onnstnri or IIIE AMEITICAN uonAnv ASSOCIATION
50 EAST HURON STREET CHICAGO. ILLINOIS 60811 (312) 944.6780
TOt 600 Woofed ACRL Nembors
FRONz Sharon J. RogersACRI. President, 1904-85
:tt
sum Priorities for ACRL
4/Lit,ux)
ACRL Is a dynamic, growing professionalorganization. Am can provide meny
- servIcosior Its mombors -- but it can't do everything. ma. needs your hoip
fo determine whet !is priorities should be.
.
YoU.are one of the 600 Acnt members who hes boon asked to contributo about one
hour of.your t1mo to iisess.ectIvItles that ere or coUld be supportod by ACRL.
: The statements In tho enclosed questionnaire are taken from Ihe "Activity
Nodal for 1990" which wes adopted by the Board In 1982. '(rou may road tho
complete Activity Nodal In the Nay 1982 fARI. Hess, pp. 164-169). For each
possible ACM-Initiative, you ere asked to respond to two quostIonsl
is this something ACRt can dot
is this somothlng you wamt'ACRL to dot
Aalt mombers end iholr Ideas about supporting academic ilbrarlanshlp will be
the.1985 ACRL Prosident's Progrom at the annual mooting in Chicago as we
.present the summary and analysis of your rosponses to this survey.
ParticIpanis In tho 1985 Prosidont's Program thon will take your opinions.
discuss end deboto altornatIvos, and build a consensus on future prioritlos
for ACRL. The final results will bo prosonted to the assombiod participants
(if our computers collate It all proporly and Immediately) and fo the second
Board mooting for action by tho ACRL Board. Tho rosuits will also bo
published in MI News.noxt summer.
Continuing Information about the 1903 Pres:dent's Program will appear In COL
&BC. The Soptombor, 1984 issue outlinos the basic plan on pp. 401-402.
Please accept my sincere thanks for making ihls contrWgitIon to ACRL end lho
1985 President's Program. The questionnaire should bo roturned immediately,
but no later than Novomber 2.
DIRECTIONO
-the 401lowing rankings are to bn used when answering questions.
Latch question will be ranked on two dimansinnst
Feasibility/Practicality: can ACRL do this (or
continue to do this, If applicable)?
Preference for Implementation (i.e., Desirability): do I
want ACRL to undertake (or continue) this task?
Within each dimension are 5 possible response categories. On the
right7hand side of each question, please circle the number in
each category ,(1.4., Feasibility and Desirability)
...Mich reflects your opinion.
FEAS/OILITY/ PRACTICALITYPREFERENCE FOR IMPLEMENTATION(DESIRABILITY)
Definitely Feasible I Vary Desirable I
Possibly Feasible 2 Desirable 2
Possibly Not Feasibly 3 Undwilrable 3
Definitely Not Feasible 4 Very Undesirable 4
No Opinion/ Don't. Knot.. 5 No Opinion/Don't Know n
ts
FOR OFFICEUSE ONLY Li
The following sat of questions portainu to ACRL's goal of
contributing to the total professional development of academicand reaearch
Continuing educati8n programashould be encouraged and espandedin order to allow acadamic andresearch librarian, to learn new %:skills and Update competonciea.
In place of ContinuingCducationprograms, find/or in addition totherm, thw number of articlesappearirig in the Uemy which dos!.with the state of the art oFacademlc librarianship should be
:
expanded.
Acm should Increase-and expandthe publicatiO oF reports whichadvance professional knowledge.Eoamplasof:auch publications'indludwi ,Conference proceedings,LYalliAtIOLI Ditaluucconlc102tCUGUI20 and POLiOffPikligncaublc intelumn PgacsbingIn GnlIcas 1.112c2rIsnxThe Nem) should summarizearticles from journals Ilko theChcpaclg and the 4outogof ingbec gdggatigo so thatacademic.andsresearch librarians 7.can remain informed ofdevoloOments in the profession,and in higher education.
In place Of.educatIonal Journal .
abstracts,- or in addition to them,CnIleue sod Bencecch Lltuclusshould Include a current awaranaak:column.
(1-3)
FEASIBILITY
1 2 3 4 0160 64 11 15 2
64 25 4 6 1
VEOIRABILITY
1 2 4 5
175 60 9 9 2
69 24 4 4 1
(4-s)
1 2 3 4 5 1 2 3 4 5 (6-7)
127 86 12 21 7 87 109 8 37 1550 34 5 8 3 34 43 3 14 6
1 2 3 4 5 1 2 3 4 5 (0-9)
122 97 16 18 0 122 104 10 14 4.48 38 6 7 0 48 41 4 6 2
1 2 3 4 5 1 2 3 4 5 (10-111
96 91 18 40 9 76 64 17 63 37
33 36 7163 30 25 7 25 14
1 2 3 4 5 1 2 3 4 5 (12-1
115 101 16 14 7 9) 1.05 21 27 12
45 40 6 6 3 35 41 8 11 5
11194
a.
ArAdemir And research librariansshntild have more opportunities(1.e., beyond the establishmentof professional standards) to
participate in determining.thefuture of the profession. ,
fien1 chapters shoUld encourage a
sense of professional identityand peer reinforcement so that
thoaa members unable to attend
%row, At V iiat1nal 'conferences are
not alienated.:
Public relations'mechaniemswhich promote professlonal and
peer identity, suCh as thePibliogrephic InstrimtlonLiaison Froject,-should be
encouraged.
C ounsoling and placement(or academic and researchlibrarianship should bystrengthened by the following(please answer each entry)l
increasing the informationavailable on internationaljob exchanges.
a.
b. offering more careercounseling courses within
the Continuing Education
prograrm.
c. providing chapter level career
counseling.
lhe following set of questions pertain to ACPLe goal of improving
ervice capabilities of academic and rch libraries.
FEA31n1L1TY
1 2 3 4 5
41 98 33 64 11
DE0114ADILITY
1 2 3 4 3
101 94 29 20 7
%: 17 40 13 26 4 40 37 12 8 3
1 '2 3 4 5 1 2 3 4
76 97 22 50 6 134 81 23 21 6
%: 30 39 9 20 2 52 32 9 5 2
2 3 4 5 1 2 3 4 5
71 112 37 24 5 83 96 37 26 10
%: 28 45 15 10 2 33 33 15 10 4
1 2 3 4 5 1 2 3 4 5
73 113 25 34 6 72 104 31 37 9
%: 29 45 10 14 2 28 41 12 15 4
1 2 3 4 5 1 2, 3 4 5
58 120 26 39 8 56 111 30 41 16
%: 23 48 10 16 3 22 44 12 16 6
1 2 3 4 5 1 2 3 4 3
39 97 32 69 11 59 98 34 47 13
%: 16 39 13 28 4 24 }) 14 19 5
ACM needs to vigorouslystandards and guideline,prtsonnel, collections,refer'ences, (etc.
promotefor
1 2 3 4 5 1 2 3 4 3
131 80 17 21 3 133 79 15 19 72:: 52 32 7 8 1 53 31 6 8 3
4512
(14-15)
(16-17)
(10-19)
(20-21)
(22-23)
(24-23)
(26-27)
ACRL should strengthen andbetter publicize its advisory'
---eirvites-that7-are-provided-toIihraries'and academic1netktutions.
InnOVation ln'academic andaaaaa rch library servicesshould continue to berewarded through.suchvehicles as new workshops andspecial.awards.
. .
Fiscal and political supportlincluding support ofappropriate legidlation/ for'academic and researchlibraries peeds to bestrengthened
ACRLishould develop istronger working relationship'with ,the ALA Washington Officeto help strengthen fiscaland political support.
FEASIRILITY
1 2.3 4 5
114 92 14 17 5Z: 47 38 6 7 2
DEBIRADLUITY
1 2 3 4 5 .
130 86 17 10 353 35 7 4 1
1 2 3 4 5 1 2 3 4 5
f36 109 13 31 4 99 110 15 18 37.: 35 45 5 13 2 40 45 6 7 1
1 2 3 4 b 1 2 3 4 5
94 92 16 36 8 146 59 16 21 6%,: 38 .37 7 15 3 59 24 6 8 2
1 2 3 4 5 1 2 3 4 5 134-'3:0
97 91 32 20 7 122 66 34 19 87.: 39 3? 13 8 3
49 27 1418 3
The following set of questions refers to ACRL's goal of promoting andspeaking for the interests of academic and resoerch librarianship. .
Projects that further the 1 2 3 4 5
75 115 17 32 5recognition of librarians asfull.academic partners (e.g.,
7 31 47 7 13 2the BibliographicAnstructional "Liaison Project) should beundertaken...Fore frequentlyand vigorously.
ACRL'Uhould strive toincrease public awarenessof the role.of academic andresearch libraries.
2 3 4 5. 116 92 12 22 4%: 47 37 5 9 2
11396
1 2 3 4 5 (36-371
112 84 21 21 9
45 34 9 9 4
1 2 3 4 5 (30-39)
150 67.11 16 460 27 4 6 2
The following activities shouldba part of an ACRLcomprehensive strategy studyaimed at increasing visibillty,spokesmanship andrepresentatione
a. Strengthen alliances withother professional andscholarly organizations(e.g., the AmericanAssociation for theAdvancement of Science,American Council onEducation, etc./
b. establish joint committeeswith other profeusionalorganizations.
C. encourage ACRL members toattend meetings of otherprofessional associations;
FEASIBILITY DESIRABILITY'
I 2 3 4 3 1 2 3 4 5 e5S-59)
88 103 20 26 6 133 81 17 13 8Z: 35 44 8 10 2 53 32 7 5 3
1 2 3 4 5 1 2 3 4 3 Itin-131/
68 107 25 41 6 111 87 27 20 6
%: 28 43 10 17 2 44 35 11 8 21 2 3 4 5 1 2 3 4 3 (62-63/
92 107 17 23 7 126 81 21 13 937 43 7 9 3 50 32 8 5 4
The followin g. set of questions refer to ACRL'u goal of promotingstudy and rills/arch relevant to academic and research librarianship.
Publications, te.g., ContinuingEducation syllabl,conferenceproceedings, books,journals1should continue to be.sponsored by milt..
National conference. providean acceptable forum for thediseuesion-anJ dissemi-nalion.pf research results.
0 Vehicles other than theNational Conferences areneeded in order to.discussand diuseminate researchresults.
2128 19? 132 1 7 142 90
%: 51 3 3 5 3 3 56 36
1 2 3 4 3 1 2
3 4 3 U.4-65/15 4 2
6 2 1
3 4 3 thh-h71
101 96 16 24 7 9.) 105 16 23 13%: 41 33 7103 36 43 6 9 5
1 2 3 4 3 1 2 3 4 5
73 100 33 26 11 100 84.34 229%: 30 41 14 11 4 40 34 14 9 4
I6D-h9)
Awarenens of the roln ofmadl-mic and research librariesahnold he enhanced by ACRL...rung such groups A51
a. regional accreditingagencies.
h. government agencies.%: 29 42 8 15 6
c. scholarly and professlona1organizations..
d. other segments of thelibrary professlon.
In an effort to support andparticipate in the recruit-mr.fit of'promislng persons to.thn library.field, ACRL shouldt
a.
.FEASID1LI1Y (ESIRADILITY
1 2 3 4 5 1 2 3 4 5 (41)-41)86 103 18 31 6 123 82 19 20 3
%: 35 42 7 13 2 50 33 8 8 11 2.3 4 5 I 2 3 4 5 (42-43)
71 102 20 37 14 111 85 19 16 15 %: 1,5 35 8 7 6I 2 3 4 5 1 2 3 4 3 (44-45)
117 98 7 17 7 150 78 8 8 47.: 47 40 3 7 3 60 31 3 3 2
I 2 3 4 5 I 2 3 4 5 (46-47)
89 91 22 33 6 els 90 27 35 77.: 37 38 9142 35 37 11 14 3
develop and disseminate its 1 2 3 4 5 1 2 3 5
own literature on academic 83 104 13 35 7 80 95 16 41 13librarianship. %: 34 43 5143 33 39 7 7 5
. work locally on recruitmentof graduate students. 35
15c: sponaor graduate.school
fellowships.
nun. should monitor nd helpshape library educationprograms in accordance with theneeds'of academic and researchlibrarianship..
Avm should take a moreactive role in speaking out on-government act1vities ofImEential impact upon academicAnd r -h libririanship.
I 2 3 4.3 I 2 3 594 25 76 11 56 85 36 5( 2039 10 31 5 23 34 15 20 81 2 3 4 5 1 2 3 5
56 102 25 44 14 88 9) 25 25 17%: 23 42 10 18 6 36 37 10 10 7
I 2 4 5 I 2 3 3
70 102 16 46 11 123 77 18 18 10%: 29 42 6 19 4 50 31 7 7 4
I 2 3 4 5106 98 5 29 8
7.: 43 40 2 12 3
I 2 3 4 n130 76 11 23 952 31 4 9 4
(48 -49)
(30-31)
(52-33)
(34-35)
(S6-37)
The need for researchshould be more stronglypublicized and promoted.
ncRL needs to encourageimprovements in r eeeee chsfills
Continuing Educationcourses In researchskills should be offeredmore often io improve
h.sillis.
ACM. should enhancelts.efforts st identifying andpublicizing issue. andInpicy requiring study andmmmmr
ACRL should strengthenits efforts at securing
'funding for and*'commissioning of researchprojects .through suchmeans as the Institutefor Scientifi6.InforMationAm. Fellowships or thy'Statistics Task Force.
Research leaves foracademic and researchlibrarians should beencouraged.
ACM should activelyencourage, endorse anddlsweminate ithroughsperlal editerial columnsIn Ity'Journals2 therr4ults of relevant
e ch undertakenpUtpide the libraryprofession.
A clearinghouse forrelevint research ip.progress should beemtablisheed.
857.: 34
827.: 33
777.: 32
967.: 39
797.32
100
7.: 40
957.: 39
6326
FEASIDILiTY DESIRADILITY
I 2 3 4 5 I 2 3 4 5107 19 30 7 87 99 25 29 1143 8 12 3 35 39 10 12 4
1 2 3 4 3 1 2 3 4 5112 16 30 5 114 95 14 24 446 712.2 45 38 6 10 2
1 2 3 4 5 1 2 3 4 5114 17 29 7 96 1(X) 20 23 6
47 7 12 3 33 40 8 11 2
I 2 3 4 5 I 2 3 4 5113 13 19 4 115 106 14 14 246 5 8 2 46 42 6 6 1
1 2 3 4 5 . 2 3 4 5113 23 23 6 119 92 21 8 10
46 9 9 2 48 37 8 3 4
1 2 3 4 5 1 2 3 4 582 16 43 8 161 71 11 7 433 6 17 3 63 23 4 3 2
2 3 4 5 1 2 3 4 597 20 28 6 121 82 19 20 839 8 IL 2 48 33 8 8 3
I 2 3 4 5 1 2 3 4 5
91 30 53 10 87 93 30 31 1037 12 21 4 35 37 12 12 4
(70-71)
(72-7:3)
(74-75)76-80
(4-5)
(6-7)
(0-9)
( 1D -11)
(12-13)
11699
01
The following set of questions pert:Ins' to 610mW additiohal ACRLactivities in.the areas of membership and administration.
The format of Rationalconferences (e.g.,structure, frequency,length, and location)ehould be studied forpossible modifications.
Alternative modes ofconference and workshopdelivery .(e.g., videotapes,recordings, decentrall-zation).should be studied.
ACRL should encourage the'establishment of morediscussion groups,encompassing a wider rangeof topics.
Market analyses of theneeds of conferences andwOrkshoOs should beUndertaken.
ACAL should .consIder newformats for GQ111M/0 mod13svutEcb 1.11cmcisp, such.eso
FEASIDILITY DES1RADILITY
1 2 3 4 5 1 2 3 4 5100 98 27 13 8 91 87 36 26 10
%: 41 40 11 5 3 36 35 14 10 4
1 2 3 4 5 1 2 3 4 5
93 107 19 22 5 89 97 24 35 6%: 33 .43 8 9 2 35 39 10 14 2
a. more pages%: 17. 32 17 27 6
b. Increased frequency7.: 12 25 16 35 11
C. monographicsupplements
d. section's fordiscussion andresearch reports
Consideration should begiven ,to alternatemodes for dpplementarYpublishing (e.g., microfilm,single copy/on demand,online, etc.).
1 2 3 4 5 1 2 3 4 577 93 34 26 12 70 80 41 45 13
%: 32 33 14 11 5 28 32 l6 18 5
1 2 3 4 5 1 2 3 4 :5
47 103 41 39 11 46 85 52 47 157.: 20 43 17 16 5 19 35 21 19 6
(14-15)
(16-17)
(20-21)
1 2 3 4 5 1 2 3 4 5 (22-23)40 76 41 65 15
1 2 3 4 523 60 37 84 27
1 2 3 4 544 90 42 46 15
7.: 19 38 18 19 61 2 3 4 5
58 121 23 26 107.: 24 51 10 11 4
. 1 2 3 4 5
51 86 40 47 167.: 21 36 17 20 7
117100
18 58 43 97 30 7.: 7 24 17 39 121 2 3 4 5 (24-25)
7 35 4/ 118 47 7.: 3 14 16 48 191 2 3 4 5 (26-27)
37 84.43 5415 34 17 22 12
1 2 3 4 5 (28-29)55 118 27 30 1822 48 11 12 7
1 2 3 4 5 (30-31)
39 76 58 3116 31 17 23 13
ACRL should considernewsletter or column in anrxisting journal addressedto the higher educationcoMmunity (e.g., collegesand universitiets,accrediting bodies,government agencies, etc. ).
ACRL ihottld continue todenign Continuing Educationcourses in the format of acoordinated and integratedcurriculum of presentationsat progressive grade levels.
ACRL should seek to relateits Continuing Educationprogram to useful parallelofferings of other agenciesor associations.
CE course packages shouldbe offered byr
FEASIBILITY DESIRABILITY
1 2 3 4 5 1 2 3 4 568 94 28 46 11 94 87 25 32 12
7.: 28 38 11 19 *4 33 35 10 13 5
1 2 3 4 5 1 2 3 4 562 100 46 26 5 51 107 55 27 4
7.: 26 42 19 11 2 21 44 23 11 2
a. mallZ: 35 37 14 10 4
b. television%: 14 37 22 21 5
C. teleconferencing 20 20 5d. Computer Assisted
Instruction
Continuing Education course1.111.104 should be
available for thdividual oryr tH11/ WM.
ACRL should continue toxiIn. it* commitmentto the establishment of new
local chapters.
ACRL'should continuee fforts aimed at rational-itiog AM./chapter'relattonships,w orh as thy recent revisionin ACRL funding of chapters.
1 2 3 4 5 1 2 3 4.5
57 105 33 28 8 62 106 41 25 87.: 24 44 16 12 3 26 44 17 10 3
%:
%:
1 2 3 485 89 33 24
1 2 3 434 88 52 501234
30 101 48 471 2 3 4
41 100 48 3417 42 20 1,4
T.2-3 4
89 106 23 1737 44 10 7
5 1 2 3 4 59 84 8:3 32 31 17
1 2 4 513 44 96 48 39 155 1 23 4 512 40 100 42 47 155 1 2 3 4 514 55 96 50 31 1256 2313322g .143 55
7 112 99 18 13 43 46 40 7 5 2
1 2.3 4 5 1 2 3 4 5
63 93 51 27 7 64 80 54 34 1426 39 21 1t 3 26 33 22 14 6
1 2 3 4 5 1 2 3 4 5
47 87 77 20 3 43 81 88 19 57.: 20 37 33 9 1 20 34 36 8 2
(32-33)
(34-35)
(36-37)
(30-37)
7.: 34 34 13 13 7(40-41)
18 40 20 16 6(42-43)
%: 16 41 17 19 6(44-45)
(46-47)
(40 -4?)
(50-51)
In linu of some funding, ,
ACRL should deliver moreservices to chapters, suchan counseling andprogramming.
Career counseling andplacement activities, suchas the existing Jobexchange roster forInternational exchanges,should be enlarged.
'ACRL's advisory/referralcapability should bebroadened to include a'consulting roster and/orskills directory.
A Board member should beassigned to meet with andact AS liaison, but,advocate, for each ACRLstinding.committee.
A Public InformationCommittee composed ofAgfilL's Past President,the ACRL councilor, and theExecutive Director, shouldbe established to coordinatethe communication of ACRLviews and positions to thelarger library communityand higher education(mg. press releases).
The Planning Committeeshould remain responsiblefort
A. short range planning7.: 44 30 17 7 1
b. periodic review of long-range goals and objectives.
o The Doard should be/
encouraged to become moreconscious of the fullcosts (dollars and stafftime) of programs.
7.:
`X,:
7.:
7 :
. 7.:
FEAGIBILITY DESIRADILITY
1 2 3 4 3 1 2 3 4 3 (52-53)
36 109 38 49 7 41 100 44 47 1115 46 16 21 3 17 41 18 19 5
1 2 3 4 3 1 2 3 4 3 (54-35)
41 133 23 32 5 49 119 25 41 9.17 58.10 13 2 20 49 10 17 4
1 2 3 4 3 1 2 3 4 3 (36-57)
43 123 30 34 6 46 111 37 39 .1218 53 12 14 2 19 45 15 16 5
I 2 3 A 3 I 2 3 4 3 ' (no-n9)33 85 70 39 11 40 70 81 41 1316 35 29 16 4 16 29 33 17 5
1 2 3 4 5 1 2 3 4 3 (60-61)
57 110 40 25 5 65 97 ho 28 1124 46 17 11 2 27 40 17 12 5
1 2 3 4 5 1 2 3 4 3 (62-63)
104 71 40 17 3 88 te 45 19 6 7. : 37 34 19 8 31 2 3 4 5 1 2 3 4 5 (64-65)
112 73 40 9 0 107 82 44 7 248 31 17 4 0 44 34 18 3 1
1 2 3 4 5 1 2 3 4 5 (66-67)
126 72 ./9 10 2 137 61 29 8 253 30 12 4 1 56 28 12 3 1
119
There should be anupgrading of executivestaff salaries tobe equivalent with astrong academic.librarydirectorate.
' Brwater permanence inheadquarters personnelshould be sought.
ACRL should commission thedesign of an improvedManagement InformationSystem program to aid indecislon makinU-
(CRL leadership shouldincrease,its voice in andsupport of Acm obJectivesin ll forums touch asgovernment agencies,profeusional circle.,scholarly circles, etc./.
ACRL should re-commission astudy of the feasibility ofuttlielng teleconferencingtechniquei tot
a. extend programs deliverycapabilfty to local,regional and nationalaudiences.
. fEcilitate conduct ofBoard, section andcommittee business.
The feasibility ofdevelopwient of futurefiles for online remoteterminal access, such as:
a. committee rosters
b. research-in-progressfiles
c. skill. directories7;: 21 48 16 13 1*
d. placement listings%: 28 52 11 8 1
e. committee histories
FEASIBILITY DESIRABILITY
1 2 3 4 5 1 2 3 4 530 78 55 74 12 61 97 55 30 8
%: 12 31 22 30 5 24 3) 22 12 3
27 93 3155 85 471102 44 321 117.: 11 36 28 22 3 19 41 23 8 4
1 2 3 4 5 I 2 3 4 5.
2A 83 74 60 10 18 78 W 54 228 34 30 24 4 7 31 32 21 9
1 2 3 4 CI 1 2 3 4 5
69 122 12 37 8 105 109 17 19 223 49 5 15 3 42 43 7 8 1
1 2 3 4 5 1 2 3 4 543 101 44 49 12 59 81 45 44 22
%: 17 41 18 20 5 24 32 18 18 9
1 2 3 4 5 1 2 3 4 540 92 52 54 11 45 62 56 43 23
%: 16 37 21 22 4 18 33 22 17 9
% : 25 47 14 10 '3 17 40 17 18 31 2 3 4 5 1 2 3 4 5
61 113 34 24 8 41 98 41 44 201 2 3 4 5 1 7 3 4 5
60 125 31 21 3 68 110 33 24 9%: 25 52 13 9 1 3 45 14 10 4
2 3 4 5 1 2 3.4 351 115 37 32 1 50 101 AO 37 12
2 3 4 5 1 2 3 4 n67 126 27 13 2 86 106 28 16 8
I 7 3 "t 1 7 3 4 343 112 AO 3) 6 28 77 46 75.18
%: 18 47 17 16 2 H 32 19 31 7
(12-13)
(11.-.17!
(20-21)
(22-23)
(24-2n1
(26-27)'X: 71 4 17 11 r,
(70.7?)3'; 41 11 7 3,,^.1,,
Workshops and orientationsossluos should be hold forAll new committee appointees.
tesdersh1p/group dynamicsworkshops for newly electedofficers and committeechairs should be sponsored.
Ad hoc committees shouldcontlnue to functionpromptly, and to bedischarged on a timelybasis.
Acm should encouragemeasures, such as byrelieving taff ofcommittee paperwork, to
.enhance the economicaloperation of committees:.
mu. leadership shouldcontinue to develop itsability to samplemembership opinion reliablyand quickly for such thingsAO program mvaluatien,pl'annlng, settingpriorities, etc.
Acm should continue tostudy the comparative costsof in house versuscontracted services forManagement InformationSystems, conferenceplanning, publishing,telecommunications, etc.
The electronic mail systembetween headquarters andmember., ACRL committees,officerm, etc.'should becontinued.
ACRL should commission antudy of the work load andwork flow in the main office
FEROIDILITY DEBIRADILITY
1 2 3 4 5 1 2 3 4 5 (60-69)
71 102 19 45 4 110 99 16 16 13
7.: 29 42 8 19 2 44 40 6 6 31 2 3 4 5 1 2 3 4 5 (70-71)
53 103 26 51 5 80 87 29 37 14%: 22 43 11 21 2 32 35 12 15 6
1 2 3 4 5 1 2 3 4 5 (72-73)
128 84 15 12 3 155 67 13 7 47.: 53 35 6 5 1 63 27 5 3 2
1 2 3 4 5 1 2 3 4 5 (74-73)
66 9). 36 36 11. 101 81 33 17 87.: 28 38 15 15 5 41 33 16 7 3
1 2 3 4 3 I 2 3 4 5 (76-77)
101 105 10 22 3 133 89 12 8 470-00 IR.
7.: 42 44 4 9 1 54 36 5 3 2
1 2 3 4 5 1 2 3 4 5 (4-5)
106 94 15 21 6 119 9J 21 10 7%: 44 I ) 6 9 2 4 8 36 9 4 3
1 2 3 4 5 1 2 3 4 5 (6-7)
71 82 67 19 4 70 77 75 20 47.: 29 34 28 8 2 28 31 30 8 2
1 2 3 4 5 1 2 3 4 5 (ll -9)
42 84 73 29 12 30 66 87 41 22%: 18 35 30 12 5 12 27 35 17 9
1 21
104
FEAOIDILITY DEOIRADILITY
Funding should bestrengthened and increasedfar a program of Incentiverewards fori
a. best research 1 2 3 4 5 I 2 3 4 5 (32-33)
64 108 19 39 11 80 91 20 41 15 7.: 27 45 8 16 5 32 37 8 17 6
b. Innovative ideas I 2 3 4 5 1 2 3 4 3 (34-3n)
62 10? 21 39 11 95 84 19 37 13 %: 26 45 9 16 5 33 34 8 15 5
c. most active chapter 1 2 3 4 5 1 2 3 4 5 (36-37)
35 95 40 51 18 31 60 44 76 34
%: 15 40 17 21 8 13 24 18 31 14
The following questions are Included In this survey so that
necessary demographic and attitudinal data may be collected. It
will be used to determine If different groups within ACRL'smembership have different priorities for ACRL
What Is your age group?
5 M _21 2o-zW93 31-40 51_ ii-no 65_ 01-60 _26 61+% 8 36 20 25 10
What is your sex?
5 M _96 Male160 Female37.5 62.5
What academlc degrees have you completed?apply)
lt
15 7-ywar: college degree 6
f75 4-year college degree 32225 m. L Q. 88101 Other graduate degree 39_38 111.0. 15_23 Other (p 1 easy spec I f y)
(30)
(3?)
(Check all that (40-45)
Which typo. of institution beet describes your plaew of (46)
umpinyment?X
_15 Community College 6_38 Four-year Liberal Arts College 15_29 Cnmprrhenlive Four-year College i I
.42 Peuearchtpuctural Granting Institution (non API. mrmber)lfi._89 Research/Doctoral ()renting Institution (Am member) 15.43 Other (please specify) 17
i
Which of the following best describes the type of work you do? (47)
2.1! -Public -Bervi-ces (Reference, Interlibrary loan, 29Bibliographic Instruction, Oovernment Publications,Media, etc.) .
2 Technical Services' (Acquisitions, Cataloging, Serials,
etc.)Collection 'Development 3
Systeme arid Automation 2
_Z Administration 28
.Library Education 2
Other (please..specify) 9.-- 41 tailibinations . .16(--Are.you eligible for. tenure Identical to the teaching.facult-Wt
your institution?
114 y ,115 -No 9_ Unsure% :Tiar .4 .
I. your position ranking identical to the ranking used forteaching faculty (e.g: assistant professor, associate professor,
professor)?
105 127Yes No 4 Unsure% 71-170. -5-4 -2-
(40)
(49)
Ooes your institution provide.financial support for professional cno)
travel?
Y'es .22N0 _8_ Unsure88
you'answered yes to the above question, have you uned (nt)
such financial support?
208 ,15Yes No Unsure
-93 7
,
Ara you eligible for sabatical or research leaves"'
. 125 _21 No a Unsure% 51 . 37 12
cnn:.now many years have you been a member of ACRL7
0-3
. 46
58 6-10 _27 11-13 _22 16-20 30 "more than 20
23 11 9 12
. .
Do you 'belong to an ACRL regional chapter?
111 Yrs 103 NO _23 Don't Know 15L No Regional Chapter Available
44 41 9 6
(34)
If you answered yes to the above gut/elution, to which chapter (33)au lemt !mime'
Art. you a member of any ACRL Comm1ttee(s)7
_2_8 you 216 No 9 Dont Know
11 85 4
(36)
If Yes, what comm1ttre(s)7 (57-62)
If you do ngt hold an ACRL committee appointment, wouldyou be Interested in having one? (63)
_97 Yes 42 No _22 Unsure _11 Not applicable
43 19 34 5
ereIf you answd Yes or Unsure to the above question, do you (64)feel you.could get an ACRL committee appointment?28 23 47_51 rrobably _41 Probably not _85 Don't. know__4 Not applicable
2
Have you ever served on the ACRL Doard7 (65)
O Yes 263 Ne% 4 96
Did yoU vote in the last election for ACRL officers7 (66)
175Yes _47 No 3.1_ Unsure% --69 19 12
Have you attended an ACRL regional chapter meeting within the (67)
peat threw years?
103 yys 150 No---% 41 59
Nave you attended an ACNL national conference?
% 15 84 1
1970 (Boston)._36 yes 2M). No _a_ Unsure
% 14 86 1
(6(1)
1901 (Minneapolis)( _33 Y u.es 2 No _7 Unnur. (69)
1904'Weattlelt Az Yes 2419_ No _2_ Unsure(7(i)
% 15 84 1
HaVe you attended an ALA Midwinter Conference within the past (71)
three Years?
_95 Yes 164 No
% 37 : 63
Navs_you attended an ALA Annual meeting within the past three (72)
years?
311 Yes _88 No
66 34
MIK $reguently do you read the Qtaltun Btsuaccb
UCV27A. 66 26 5
170Alwaya 68 Frequently JA Sometimes___158.1dom _j_ Never
2What amount of the caltill E
GIMMIACQS.LUCISCLINI Utt(11 do you
read?
54 All 112 most 55 About half _37 Some _1_ Nona
%. 21 43 21 14
How frequently do you read GIALggg nod Bgageub WICArAcs7
--- Always22Freguentl y 27Oometime5 _lo Seldom Never
% 58 28 10 4
-What amount of Qcilltom and Bev:acct.' Litcncis2do you reed?
_341111 _94 Most 74. About Half som% 36 29 22
.FLEASE USE THE ENCLOSED POSTAGE PAID ENVELOPE AND RETURN ny NOVEMBER 2
Nona
THANK YOU AND LOOK FOR THE ACOULTB OF yowl CONTRIBUTION.
FOR OFFICE USE ONLY
Coder D. 1=11=1 CIE:1EDOCICI
A
125108
(73)
(74)
(77,)
4 7h )
(77-791
APPENDIX"B STRATEGIC FACTORS REPORT
I. External Factors Analysis Statement
The lirst draft of this statement was prepared by the ACRL Planning Committee.It was then revised by the ACRL Strategic Planning Task Force and incorporatedinto their planning process, which will culminate in a written five-year planfor the Association. The statement is .essentially an updating of the environ-mental considerations portion of the original ACRL activity model (College &Research Libraries News, May 1982, p.16)
A. .Economic Considerations
1. The concept of information as a commodity will increasinglyinfluence decisions relating to libraries.
2. Steady-state or declining purchase power will be availableto academic/research libraries.
. Costs of computing hardware will decline; the costs ofsoftware and telecommunications will increase.
4. Competition between libraries and other organizations, bothon campus and in the for-profit sector, will increase.
5. Libraries will be expected to increase productivity.
B. Political Consideiations
1. Information will be an increasingly important strategic factorin domestic and international markets and in world politics.
2. Conflict will escalate among government, business and academiaover, the ownership, value, and control of information.
3. Federal government attitude toward academic/ research librarieswill be increasingly laissez-faire.
. State governments will increase efforts to centralize authority/control over tax-supported higher education, including academiclibraries.
5. The distribution of computing power will diminish the politicalimpact of national consortia.
6. Local, state, & regional computer7based networks will continueto develop.
7. There will be continuing international pressure for biblio-graphical standardization.
APPENDIX B'
C. Social Considerations
1. Equality of opportunity for women and minorities will continueto be an elusive goal.
2. Illiteraty. will continue to be a problem in spite of the efforts.of exhoo1n, libraries, and the educational reform movement.
3. Well-organized political and religious groups will continue tomount challenges to intellectual freedom.
. The development of massive databases may threaten individual privacy.
5.. Academy-based research activity will advance slowly.
6. The demographic profile and educational needs/expectations ofcollege students will continue to change.
7. The use of non-print and micro-based materials in research andcollege teaching will increase.
8. Society will continue to press for dollar accountability.
D. Technical Considerations
1. Word processing/communication/computer technology will improve andproliferate.
2. Advances in storage technology will alter the way in which infor-mation is published and distributed.
. Changes in technology will change the kinds of informationservices provided.
4. Libraries and the for-profit sector will be in competition to meetthe demand for speedier delivery of information/documents.
. Personal ownership of word processing/computing/telecommunicationshardware and software will continue to increase.
. As the use of terminals and microcomputers grows, access toinformation will become more decentralized.
. Preservation methods for disintegrating library book stocks will.become more effective and more widely used.
E. Human Resources
1. The.rigorous competency standards of the educational reform movementwill improve the.performance of both teachers and students in publicschools.
APPENDIX B
Scholarly communication will continue in its present state ofrelative good health; researchers, scholarly publishers, andlibrarians will continue to be the major links in the process.
3. Libraries will not become less labor intensive but will requirea new mix of staff and skills.
4. Libraries will remain in competition with other organizationsfor staff.
Society will require training and the help of intermediaries touse proliferating online information sources.
6. Information management and 'data processing staff will be in-creasingly costly to hire and retain.
rev. 7/6/85
II. -Opportunities and Threats
Opportunities and Threats Facing ACRL
Opportunities . Threats
Increase membership base, minorities.
Use new communications technology tooffer programs, conferences.
Seek,new members nowin other. divisions & associations; especiallyattract members with special interesin scienCe.
Develop more effective MIS to aid inplanning.and programming.
Use strategic planning process tobetter.communicate what ACRL isand does.-
Facilitate research and scholarship.
Fund raising: for associations; forlibraries.
.Joint activities with other.associa-:tions andAivisions.
Loss of members due to weak programming.
Other associations: SLA, MLA, ASIS,state associations.
Other divisions: LITA, LNMA, RTSD.
Increased association dues.
Public relations image of.academiclibraries and librarians.
Negative image of ACRL within ALA.
APPENDIX B A
Market Analysis
Market Analysis of the Association of College and Research Libraries
(Historical, Present, and Future)
° Overall markets and consumers.
Professional librarians
Nonprofessionals?
Working in
0
0
college librariesuniversity, librarieslibraries in large research institutionslibraries in nonacademic research institutionscommunity college librariespreparatory school librariesresearch institutesbusinesses catering to academic and research libraries
ACRL now has as members 8,000 of the est. 22,000 professional librariansworking in academic and research libraries in the US.
Economics.
Librarians' salaries are relatively low among professionals. In nonARLuniversity libraries, the average professional salary is $24,100. Fewlibraries pay their employees' professional association dues. Many academic libraries provide at least partial reimbursement for theiremployees to attend one professional meeting per year.
Competitive trends.
Many librarians are seeking alternative careers. The movement betweenlibraries and vendors as a career path is increasingly common.
S?ecial libraries are often perceived as offering better salaries andmore opportunity for advancement than academic libraries.
Careers in information brokering often become attractive to academic andresearch librarians
,Association competition. .
7 SeVeral other associations are in direct competition with ACRL forAnembers:'ASISi SLA, MLA, AALL
-7- Some associations. are not in Competition for members, but do competeeffectively for Our:members' time and commitment: ARL, RLG, OCLC
APPENDIX B
-- Several associations attract members of part of the ACRL community;archivists - SAA; historians -- AHA, others - Soc. for ScholarlyPublishing, e.g.
, 0Technological.
Library technology is involving many more academic and researchlibrarians.
Also, use of technology by librarians for personal and associationbusiness is on .the increase.
Some librarians resist technology and do not wish to use it.
Many jobs in academic libraries require use of online systems forreference, circulation, and technical services.
Government/Political/Legal.
State government intervention in public universities internal budgetingand accounting is on the increase; libraries are experiencing a greatneed to justify expenditures; are learning to behave in a similar wayvis-a-vis their professional association
Tax policies under consideration may jeopardize gift and contributionsrevenue to libraries in academic institutions.
Public institutions experience frustration with government regulationsmade without understanding of library constraints.
Copyright issues involving computer hardware and software meanlibrarians must learn about the law and implement it carefully.
ACRL is affected by government regulations regarding its non-profit sta-tus as an "educational" organization.
OSocial.
The overall trend toward decentralization is of significance to ACRL.Encouragement and support of chapters caters to this trend. A movementtoward regional offerings of courses, institutes, and other learningexperiences can also address this.
Within the library community, academic librarians are sometimes perceivedas elitist. ACRL is the largest:and most financially stable divisionof ALA -- sometimes perceived negatively by other divisions.
o History.
A brief history of the Association is at Appendix A
JSS 86 0505
115
3
ATPENDIX C STRATEGIC AUDIT REPORT
I. Programs and Activities
ACRL's major activities fall into the following categories:
Publications: ACRL publishes College and Research Libraries, a journalof serious articles on'academic librarianship; College and Research
: Libraries News,...a news magazine including reports on library projects!Rare-Books and Manuscripts Librarianship, a journal concerninglibrarlanship as practiced in special collections; newsletters of itssections; Choice Magazine, a magazine of eviews for academic libraries;and non-serial publicatiens including reports of committee and section pro-jects, the-series Publications.in Librarianship, and statistics reports.
Membership Activities: ACRL provides membership services, recruits new mem-bers and seeks to maintain present members; supports the activities of itsBoard and Executive Committee and its Budget and Finance Committee; alloca-tes funds for the support of its sections, chapters, and committees andstaff support for discussion groups; provides advisory services; carries onstatistical and minor research activities; and operates a Jobline.
Conferences and Professional Development: ACRL holds a national conferenceevery, three years; offers continuing education courses at ALA Midwinter andAnnual Conferences and at the ACRL National Conferences; makes courses andother activities available at the regional level; & holds an annual precon-ference of its RBMS Section.
Judith L. Hegg's recent article in the Journal of Library Administrationpresents an excellent analysis of some aspects of the participation ofacademic librarians in continuing education activities. Ms. Hegg derivesa profile of academic librarians who do and do not participate in suchactivities. ACRL participation can now be measured against some nationalfigures, and some marketing initiatives are now underway using this data.
Table SA 1 presents registration figures for ACRL courses from ALA Annual'Conference, 1981, through the division national conference, 1986. A totalof 1130 participants took part in 76 courses during this time. In general,evaluations tend to fall in the excellent and good categories.
Funded Projects: ACRL seeks funding for projects which serve its membersbut which it cannot fully support. Recently the major such project haslbeen .a series of workshops offered jointly by PLA and ACRL on humanitiesprogramming and was funded by NEH.
Research: While remaining one of ACRL's goals, this had not been effec-tively.addreSsed until the 1984-5 year, when the Committee on Research',.Development, ad hoc, developed a plan for Research Clinics and implemented-the first such clinic at the 1985 Annual Cohference of ALA. Plans forextending this. activity are now underway. The impact on.the'quality ofpapers.:presented at the National Conferences is expected to be :felt by the1989 Conference in Cincinnati.'
A summary.of ACRL programs and activities, with approximate figuresshowing input and output measures is attached as Table SA 2.
AMT:NUIA U
U. Policies
ACRL is a mature association, although it has undergone constant growthand reorganization in order to remain a viable organization for its mem-bers. Its activities are based in a firm foundation of policies and pro-cedures which give direction to its programs and activities, allow forconsistent decisions to be made, and permit continuity of operation.Among,the foundations documents are the Constitution and Bylaws and guide-lines regarding chapters, responsibilities of officers, the Budget andFinance Committee, other Committees, elections and appointments, meetingsand cOnferences, publications, copyright, ethics, free materials, legisla-tion, and standards.
III. Present Strategies
ACRL is in need-of strategic ,planning because its strategies are ratherhaphazard. For the past several years our strategy for budgeting conser-vatively in anticipating revenues and generously in anticipating expenses,has.been sUccesSful. .Stringent.fiscal controls have been exercised, atleast partly betause ALA policies have kept salaries down and haveconstrained eipenditures: In addition, a strategy of developing non-duessoUrCes .of revenue has been successful in bringing ACRL publishing andconference/continuing education programs to a point where they return alltheir directcosts, and most of their salary and other indirect expenses.Funded projects'have been sought and carried out as a way of supplementingdues revenue.fo.accomplish member goals.
The success of these'strategies has resulted in the growth of a reservefund, now amounting to about six months' expenses. Future planning mustgive direction to the programs and activities of the association, helpingits leaders maintain a safe financial reserve, while effecting. the desiredgoals.
ACRL has an active policy of pursuing new members and retaining existingmembers. Work with library schools, letters to academic appointees,follow-up letters to those who drop their membership, and mailings to cer-tain targeted groups have been used to solicit members.
In the area of_publications, ACRL has a policy of publishing short worksof somewhat limited distribution. With the exception of its four serialsand the-Publications in Librarianship series, ACRL does not aspire tobeing"a major publisher. For the most part, works published grow out ofACRL unit activities.
In its effort to encourage research and publication, as well as making,professional development opportunities available to its members, ACRL usesnational.conferences, held every three years according to ALA policy. Thegener4itrategy of professional development and continuing education is'in tranaition, Irom a program heavily based on courses offered at ALA'Annual and Midwinter conferences and at ACRL National Conferences, to onewhich.provides learning opportunities in a variety of formats, locations,and times.
APPENDIX C
Alone among divisions, ACRL has pursued a strategy of chapter development.ACRL chapters bring association activities to the member, supportingprogram activities at the local level and offering another opportunity formember participation.
ACRt is also, coMmitted.to a member-driven Association-wide planning pro-cess, exemplified by the work of the Task Force. In addition, ACRL is'eonsciously'and by choice operating as a division of the.American LibraryAssociation and hasa commitment to supporting the concept of'one libraryassociationfor'all.types of.libtaries and all library ,functions, withdivisions enhancing.:thevalue Of ALA membership in general, andACRL inparticular serving the needs ofacademic and research librarians.
IV. Structure
ACRL and:its sub-units have 182 cOmmittees. Of these, 89 are."housekeeping committees," serving such functions as nominating,budgeting, membership, planning, and conference programming. Most fitinto the present set of goals amtl objectives; .scime 35 do not; they servespecific goals of sUbrunits. Committees are appointed by the President tocarry out.a specific charge.. There are 26 standing committees andEditorial Boards which are charged with ongoing functions of the asso-ciation. Task Forces and ad hoc committees are used to serve time-limitedpurposes.
Sections are membership units selected by members at the time they join orrenew their membership in ACRL. There are three type-of-library sections:University Library Section (ULS), College Library Section (CLS), ,ndCommunity and Junior College Library Section (CJCLS.) 10 typP-otsections are based on the kind of work their members do. ThegE lude:Anthropology and Sociology (ANSS), Art (ARTS), Asian and African iediS),
Bibliographic Instruction (BIS), Education and Behavioral Sciences (EBSS),Law and Political Science (LPSS), Rare Books and Manuscripts(RBMS),Science and Technology (STS), Slavic and East European (SEES), andWestern European Specialists (WESS); and Women's Studies (WSS).
Discussion Groups afford a less formal structure, permitting members todiscuss matters of common interest, without electing officers, holdingcommittee meetings, or dealing with budget and administrative affairs.
Ohapters.are.important organizations related to ACRL. Not all chaptermembers are ACRL members, and most chapters are actually sub-units ofstate.library.asaociations. The Chapter structure allows academic andresearch librarians to meet close to home for purposes of professionaldevelopmentland networking. There.are 36 chapters at the end ofMidwinter, 1986..-
121
V. Strengths and Weaknesses
The Task Force identified these major strengths and weaknesses of theAssociation at its April 1985 meeting:
Strengths Weaknesses
largest division
Most money
Not addressing.needs of science andtechnology librarians; systemspeople; tech, services people;museum libraries
Publications program Perception of being "elite"
Broader perspective than justinformation and technicians
ACRL members serve-on ALA.committees
Strong,staff
Fragmentation
People don't know what ACRL is
Not enough links with other associatio
Standards basis; good evaluation Not enough research done onof programs by members librarian
Good officers Poor image of librarians in academiccommunity
National conferences Too many meetings in a year
JSS 86 0505
. Programs and Activities.
ACRL UNITS # PEOPLE # PEOPLE STAFF HRS. STAFF DIRECT TOTALINVOLVED INVOLVED AFFECTED PER YEAR COST EXPENSES COST
Conf. Conf. Committ.Staff: Segal,Bourdon, EberhartDavis, Donnelly,et. al.
" t, Z000 4,550 inconf.year
$ 77,000.(Balto.)
$ 193,000 $ 27,000 $
ions ChoiceC&RLC&RL NewsRBML
23 staffEditorialBoards:27Volunteer
8,000+
Sect. Nsltrs. Editors:17In House pubs. Publ. Comm:
10 43,500 $588,000 $870,000 $1,458,000 $
(85/6)
rig Edu 2 Committeesstaff:
Donnelly.
1.5ftestaff; 18oncommittees
828 participantsthroughMW 85
1,820 $ 30,800 $ 17,900 $ 48,700 $
Lp Staff: Miller, 5 staff, 350 8,000 5,280 $ 89,000 $ 80,000 $ 169,000 $ties: Bourdon, Segal members inCS , leadershiptees, positionsis, Members:
Gps.,14 Sec.,12 Disc. Gps.,26 Comm.,
:ics 36 Chaps.....
7ojects Staff: Donnelly,Segal.
.25ftestaff
8,000 550 $ 9,200 $ 65,800 $ 75,000 $
Members. min.involvement
,
-APPENDIX D RESOURCES REPORT
I. Financial History Summary
Table-AR'1, ACRL Financial History 1980-1985, includes the actual revenuesand expenses for.the years 1980-81 through 1984-85. Also shown are the.percentages of revenue or expense represented by eaCh of the major cate-gories.-
TablesRR'2, 1986-87 Preliminary Budget Executive Summary compares thebudget,for 1986-87 with the budgeted and actual revenues -41nd.expenses forthe'past-two. fiscal years. This version includes actual revenues and.eXpenses for 1984-85.
II. Faeilities.
.The.ACRL staff occupies space on the fourth floor of the Huron Plazaoffice-building at,40,East Huron Street, Chicago. We are on the southwestcornet'Of=the building. We have six indiVidual offices and additionalinternal:workstations to accommodate the present staff and eqUipment.
:-There'ls else a supplies closet whieh includes a. clothes closet, a smalloffice.supplies. Other'office equipment includes two
'-.CPTyord Procerising:stations,'a,DEST Optidal scanner, a TI terminal fortransmitting messages, and'a Compaq Plus microeomputer with telecom-munications, .spreadsheet, and database software.
ACRL also has the use of ALA equipment and facilities, including'an IBMcopier, the ALA membership system on its own terminal adjacent to ACRLoffice space, and an ALA subscription system terminal, also on the fourthfloor. ALA makes available machines to produce transparencies, Kroy let-tering tape, and reduced copies.
The ALA headquarters library is equipped to provide most of the necessarymonographic and serial requirements of the staff and is well-stafied so asto provide reference, circulation, and audio-visual services.
The Choice office in Middletown is also fully equipped.
III. Information Resources
The major management information reports used by ACRL are listed in TableRR 3, below. Staff is building files on the Compaq Plus. For instance,' agrowing database of membership files is in the database and searchableonline, as well as being usable to generate reports and mailing labels.Financial reports are also on the Compaq. Monthly time sheets are calcu-lated using this tool as well. The Budget database is now on the CPT wordprocessor and available for look-up; we will probably move it ix :heCompaq. ALA's data processing department now produces many of tqle reportsreferred to on Table RR 3, and the new automation system is supposed toallow the tailoring of many more reperts and access by divisions usingtheir own microcomputers.
127
137
APPENDIX D
IV. Human Resources
ACRL's 'human resources fall into two main categories: staff and members.
:Thelergest- part of the work'of the Association is carried out by its mem-Working in sections, rhapters, and committees, the members plan and
-carry,out:progrems involving theirmembers and others.. They present.programe-at:local'and national..meetingsvhold discussion group meetings,edit end-publish monographicend seriatworks, teach courses, develop andissue.etudards and guidelines, put on national'conferences, and overseethe"financial activities.
Staff. members.support Such activities through the monitoring of admi--nistrative aspects, such as.actual.production of journals and monographs,-nverseeing.meeting.details,euch as designing, printing, and mailing-brOchureeaboutprograms end.activities, registering.participants,arianging..for,meetings,:workshops,:and: courses, and:controlling the office'procedures'engenderedbythis activity. Staff also:takes major respon:.sibility'for coordinating nctivitiearamongunits; preparing background-documentation fortheBoard....Of Directors,,Executive Committee, Budget andFinanCeCammittee,'":.and:Otheryunitaupon deMand;louilding and maintainingthe:budget:for thOmcoming year;.mOnitoring.the financial situation on aday today be0s;:anewering advisOry:questiona; keeping up liaisons withunits:asTdesignated;,and maintaining'membership-records,, including the'roSterA3f.allUnits.
The 8000.-Personai members work in 14 sections, 36 chapters, and 34 commit-tees and.task forces. There' are 11 staff members: 6 exempt (professionals)and .5 nonexempt.
The:development of leadership among members, particularly the Board ofDirectors, is(rof. serious concern. The rmtcome of the ACRL-led DivisionLeadership Enhancement Program' will be an,nngoing program to ensure thatDivision.officers'haVe an opportunity to visit headquarters, learn about.ALA and division operations,-and meet with officers of other divisions.
ALA as a Resource-
The Policies:ofthe American Library Association in Relation to itsMembership Divisions are currently under revision. These policies setforth:the framework within which the:Divisions operate, including the
yespective responsibilities of ALA, Divisions,.and other ALA units.Division Boards.play an important role in developing such policies.
Highly eignificant as a resource to ACRL are the facilities and servicesprovided-by,ALA.. Without them,SACRL's financial condition would be verydifferent.. An organization of.the size of ACRL would require its.ownreCeptionist, a personnel officer, an.accountant, a mailing facility ofsome kind, a.good. copy machine, a. more fully developed computer system toaccommodate subscription and' membership functions, and would have to payits own rent,:telephone, and furniture expenses. Staff estimates that
APPENDIX D
these,items would cost ACRL approximately $95,000. in initial expenses for-the first Year'(furniture, equipment) and about $65,000. annually in rent,$10,000 annually in telephone costs, and an additional $145,500 annuallyin-salaries-and equipment.
Divisions also.ierVe.as a tesource for ALA. Division staff provide ser-vices to.ALAMembers, both Division members and non-Division members. TheExecutive Directors:in particular spend considerable amounts of time in
-ALA.management activities, ,such as strategic planning,-data processingdesignbudget design work, and interdivisional relations. The ACRLExecutive..Director spent approximately 15.5% of her time in such a acti-Nity in 1984785. ,The dollar value of that time, including benefits, is.$9,271. 'Division.activities also generate revenue for ALA throughovethead"charges.on preconferences, continuing education courses, funded,projects, and division national conferences.
JSS 86 0508
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4
I In houseii rimI s
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OBJECT OF EXPENSE
Meabership ActivitiesMeabership Svcs.Exec. Con. It BoardBudget & Finance Con.
Other.SectionsChapters.ConitteesDiscussion GroupsAdvisory,.LiaisonACRL-100
-.,ResearchStatisticsJobline .
Standards distrib.Other
$30,350.00$16,403.00$2,004.00
$33,054.00$43,505.00$40,055.00$2,616.00
$29,376.00$10 105.00
4350.00$6,348.00$7,190.00$1,024.00
$.00
$20,427.00$38 064.00
4686.00
$24,764.00$37,261.00$40 213.00
1732.00$14,172.00$2,172.00
$49.00$.00
$5,933.00$1 703 00
$20.00
$18,708.00$9,250.00$1,860.00
$37,139.00$37,664.00$34,896.00$1,505.00
$18,260.00
$912.00$3,010.00$2,545.00$1,665.00
$18,708.00$33,910.00
$410.00
$37,139.00$39,578.00$34,896.00$1,505.00
$18,760.008.00COO
$3,010.00$.00
$1,665.00
$32.00
$23,800.00$42,266.00
$740.00
$60,977.00$53,489.00$37,050.00$1,585.00
$16,280.00
$7,418.00$1,820.00$3,545.00
$.00
Subtotal
PublicationsChoiceCIRLC&RL News.In-HouseFJLSBEL
:ILine41,'iLine 42;Line 43
Subtotal
Conferences '& WorkshopsNational, (79,81,84)Pre-& PostConferencesContinuing Ed.
$222,380.00 $186,196.00 $167,414.00 $189,613.00 $248,970.00
$1,092,811.00 $967,294.00$109,872.00 $88,248.00$114,577.00 $126,685.00$27,837.00 $35.646.00$2 296.00 $32598.00
1613.00 $3,310.00
$1 348 206.00 $1,224,781.00
$1 148,183.004105,616.00$145,473.00$33,515.00$2,680.00
$63,272.00
$1,498,739.00
$37,927.00 $362,992.00$25,986.00 $26,939.00$51,529.00 $43,003.00
$271,143.00$24,732.00$48,678.00
$1,148,183.00$104,911.00$146,779.00$33,515.00$2,680.00
$56,150.00$10,000.00
41,502,218.00
$256,528.00$22,223.00$50,246.00
$1,239,673.00$112,454.00$157,447.00$39,492.00$4,46100
$73,750.00
$1,627,279.00
8.00 .$25,000.00$39,361.00
Subtotal
Funded ProjectsNEN,Pro4ect A
:Line 45 NEH ProJect B'Line.46 ALA -Goal 'Award ALine.'47 ALA-Goal Award B
$115,442.00 $432,934.00
$135,523.00
$4,265.00'$.00
$128,029.00_
$62406.00$.00
Alf EXPOSES ,.--""-"Choice,Expenses-.10TAVEXP.'t11/0 CHOICE
ADJUSTMENTS ,-
$139,788.00 -.' $134,435.00
$40
$344,553.00 $328,997.00
$70,209.00 $70,209.00
45,000.00$.00
$64,361.00
$75,000.00
$75,209.00 $70,209.00 $75,000.00
$45,848.00
$1,825;816.00 $1,978,346.00 -...82,131,763.00$1,092,811.00,. $967,294.00,:$1,148,183.00.
$733,005.00 $983,580.008.00 87153,853.00:::.: 870,209.00
$733;005.003'. $8572199:00,; 1913,371.00
-622088.0 $71' 253'
.$.00 $45,247.00
.:i;01941;01E1,8
3942,854.00 1821;18400$70,209.00. L, $-75,000.00
S872,645.00
$411203.00
$746,184.00
-82,589.00
-
198
4".
Line 10: 2 confs.closed out
Line 14: moneyretd. from LBE1Consulting rev.
Line 19: amts.deferred: Balto;BM; NEH
Line 41: SeattleBalta. deferrals
Line 48: atyear end, nounallocatedexpenses;
all charged toprograms.
Line 49: amts.deferred are
BaltolBCLINEH
Line 15: newNEH orant of
$152,000 over16 months.
Line 19: NEN
Net deficit:BCL; equipment.
TableTRR 3
ACRL & ALA Management Reports
Title . Frequency Source Use
Staff time reports
Staff activity reports
Management memo
Choice reports.subscriptions
ChoiceReviews on Cards
Advertising salesAdvertising callsminutes of editorial meetingoverview of monthly activities
C&RL News reports:editorial asst. report
advertising report
Continuing ed. registrations
Exhibitor registrations
Publications inventory
Membership statistics
monthly,cumulative,annual
weekly
monthly
monthly
monthly
monthly
daily at peakregistrationtime
daily at preconferencetimes
monthly
monthly
ataffmembers
staffmembers
Segal
Sabosik
edlander
Friedlander
Donnelly
Donnelly
Davis
ALA;Miller
account for past
budget for future
weekly staff mtg.monthly mgt.
report to keymembers
Segal formonitoring,monthly mgt., memo
Segal formonitoringmonthly mgt., memo
It
monitor progressmake go/no godecision
monitor progressmake promodecisions
monitor; makereprint decisiona
monitor; makepromo. decisions;keep key membersinformed; monthlytigt. memos.
Table RR 3 (continued)
ACRL & ALA Management Reports
Title Frequency Source Use
Chapter statistics monthly, Miller monitor
Section statiStics monthly Miller monitor
Roster and update quarterly Opalka keep mailinglists up to date
Warehouse stock report monthly ALA, Davis monitor stock,make reprintsdecisions
C&RL ReportsEditor's report monthly Editor monitorAdvertising report monthly Choice monitor
monitor mtg. meol
.National ,conference reportsregistrationsamounts deposited
weeklypreceding
ALA D.P. monitor progre
Confs.
Calendar item status report monthly Bourdon & monitorAssistant
Statement of goals & objectives monthly,. quarterly
Segal andall staffreptg. to
monitor
Accomplishments report monthly II
BUdget Performance reports monthly ALA Accounting monitor
Expenditure Approvals weekly ALA Accounting
Travel listing monthlymonthly
ALA Executiveoffices
It
Travel planner and reports whenevertrip taken
Staff member calculate per-tripcost & per-budgetline cost.
and Its Membership Divisions
.;.packground.. When 'ALA adopted the.prineipleAntilivIsinni Would be funded fromInCame'deriVed framdivishm'dties and other
idivision.:aciivitlei it Wasi'neeeSsarYtti'estab-,-'.11sN a i.c'tilrinale for .Sepiirriti*those arias' f'divisiOn' financial reiponSibilitY froM thnSe ofthe.ALA!General FuniCThe' instrunient de7,:veloped.far,,thii.purpose Was.the ,"Dues'.SchedUle:Transition Docitment".iadopted byConnCil in Jan:1976,-;:;ln general the .,Vites Schedule Tkansitirin"Itris-seryirl:ALA7eind
passage ."Or time, the' siv-:,,'era! rethions oldie ALA .dues struCture,' 'andthe onsi.e'into'ihe'neie. headquarters building,
:
is .seemed necessary:to prepare amew'state,:.':
BeiponsiblitY.for revision was'aisigned tOthe' Committee.' on.Progrom .Evaluation 'andSupport (copES). The initial discussions:of
.
ihe operating agreement occurred at a SpeCial
'meeting of division representatives in April1981. From this conference came an extensivedraft (l the agreement.
. COpES ,began Its work at the annual con-ference' in 1981: Since then COPES hasundertaken .the Mowing activities:
; 1) The operating agreement was discussedby'41vision 'representatives, councilors, andCOPES at ihe Plc:Mang and Budget Assemblyat the Sun Francisca conference., .'
;2).COPES.has ina twice With the DivisionEXecntlye Directors to diicuss the.agreement.
3) A t the fall 1981 ExeCutive Board meeting'COPES presented a statement of assmnptionsand principles Whiih Would govern its workon the' ,agreement. Following ExeentiveBpard endorsement 'of ihis direction. COPESprepared a dm f .Which .Was submitted to .theErecutive Board and Council.'? 4)-Atrutidwinter the COPES draft wasagain disCussed at the Planning and Budget
Assembly. Further, it was discussed with theExecutive Board and also was discussed byCouncil for about an hour in the Comminee(tithe Whole.
Following these discussions, COPES pre-pared the draft which Is printed helm Thisdraft will be further discussed at a publichearing at the Philadelphia conference onFri., July 9, and presented to Council foraction.
Conmtents are invited.COPES remains convinced that no single
document can resolve the myriad questionswhich will inevitably arise in Ott organizationas dynamic and complex as ALA. But we areequally convinced thin this statement pm-vides considerable opportunity for autonomy,innovation, and growth for divisions Odle atthe sante time insuring the health of ALA (Cc awhole...4'. William,, SuMmers, chair, Commit-tee art Program Evalmahin and Support.
I. PerposeThis agreement revises and expands the
docUMent ;entitled "ALA Dues ScheduleTransition" which Was adopted by the" ALACouncil in January, 1976. The principal intent .
of the' agreeMent 'is to define the fiscal andadministrative policies between ALA and itsmembership divisioni: The agreement isbased Upon the following basic assumptions:
A. The operating agreement is restricted toALA' and its ,membership divisions: WhileALA does have fiseal and administrative rela-tionships with :other 'organizational unitse.g., offices, roundtables, committees, etc.,these are governed by" other compilations ofpoliey and procedure.'r D. A' primary 'purpose of the operating
agreement is to define those services whichdivisions receive from. ALA. at no cost andthose, for which charges are made' to di-":visioni.- In ,addition, the document seeks toestablish a cooperative framework in whichthe inevitable queitioni of Organizational re-lationship Can be addressed and resolved...
.C.,While it is the plaliCy of ALA to providecOnsiderable autonomy 'and responsibility tothe divisions;,the corporate and legal entitY isthe American Library: Association..The re-sulting requirements of sound audit, account-'ing procedurea,:tax . and legal' requirementsare ALA's and:must be maintained in all actsof divisions.
.
D. Divisions ,of the: association are ex-pected,t4jssume finanCial responsibility fordivision staff and division program aCtivities;including division publiCations, '. within thelimitations Set bY division bUdgetary ceilingsfor the appropriate-fiscal year, as approved by'theALA Executive Briar& .
E:.:,Th is : airee ment shall , be :reviewedperiodieallY..by". all apPicipriale persons and.shall be revtsed no later than Rile years froM. its acceptance. '' .
II. DefinitionsA. Budgetary CeilingALA By-Laws Article IX provides, "
annual estimates of 'income shall be basedupon the unexpended balance remaining fromthe previous year plus, anticipated revenuesfor the next budget year. In no case mayexpenditures be budgeted in excess of theestimates of incoMe arrived at in this manner
" The figure resulting from this calcula-tion iethe maximum level of expenditure fqany division and hence becomes the budgelLary ceiling: The derivation of the budgetaryceiling is a process involving collaborationbetween ALA fiscal staff and division staff,review by the ALA Committee on ProgramEvaluation and Support, and approval by theALA Executive Board.
B. BalanceThc amount remaining in a fund when deb-
its have been subtracted from credits. Di-.vision balances are those sums remaining in abudget account at the end of a fiscal yez:after all expenditures are paid and constituteone element in the budgetary ceiling.
C. Basic SupportThat array of services provided by ACA to
all divisions at no charge as a result of thedivision's functioning as a membership unitof ALA:ALA will support the basic indirect
.costs of divisions. up to the 1981 levels.Whne higher levels result from thc growth ofdivision staff and/or program, additional in-direct costs will be negotiated between ALAand the division. Basic support includes thcfollowing elements:
;A:'Administrative servicesswitch-boardand receptionist services, telephoneequipment, purchasing, shipping, receiv-ing.. Mail distribution, and . warehousespace and service.
2. Conference arrangementsDivisions
will receive the support and assistance ofthe ALA Conference Arrangements Office.Support for annual conference and mid-winter meetings will include such things asAV services, conference telephone ser-vices, staff travel and housing, postage,photocopying and duplication. Exhibitspace and a parlor for division membershipactivities will be provided whenever spaceis available, Meal functions of divisions alconferences are expected to be sel f-supporting.
3. Fiscal servicesroutine fiscal ser-vices including accounting, payroll and re-lated services, assistance with budgetpreparation, travel advances, and creditcards. Divisions will be provided budgetreports at least monthly in such .Jetail asthe ALA accounting system permits.Charges to divisions for ALA services willhe reviewed by Division Executive Direc-tors.
4. Headquarters library services.5. Membership record services.6. Office space Space and related
costs (heat, light. janitorial services) inALA-owned buildings will be provided onan equitable basis considering each di-vision's personnel, equipment and non-warehouse storage needs at the levelutilized in 1981.
7. Office suppliesstandard officesupplies such as pencils, pens, envelopes,etc. The list of standard office suppliesmaintained by ALA will be reviewed an-nually with representative participationfrom divisions.
8. Furnishings and equipmentALAwill purchase and own basic office equip-ment and furnishings such as desks, chairs,file cabinets: typewriters and officemachines. Additionally, divisions maypurchase from their own funds furnishingsand equipment and shall have control over
:!t
ALA Reportthe Use and disposition of such furnishingsand equipment.
9. Subscription servicesto includemaintenance of .records, invoicing, supplyof hack issues. etc. ,
In. Personnel servicesin the form ofrecord maintenance, advertising, testing,orientation (see also section III E on Per-sonnel).- .
1 . Divisions will he supplied with reg-ular mail services at no charge except forspecial mailings. Postage will be chargedto division for letters or, packages wherepostage is more than six times the prevail-ing first class rale.,
III. ProvisionsA. DuesDivisions have the right to establish their
oWn. persimal :and organizational duesstructures: (Adoption of this ludic)/ will re-quire amendMent to the ALA By-Laws Arti-cle I Membership Sec. 2A and 2C. It isCOPES* recommendation that the scale fororganizational dues and the list of benefits formembership contained in 'Article 2C be re-Moved from the By-taWs and that the By;Laws simply idled that organizational duesfor ALA 'shall be established by the Execu.,:live Board and Coincil. ?." . ,
Further..the By.LaWs should he amendedto reflect the same principle for orginiza-tional dues as now exist for personal dues,i.e., division Membersh10' is separate fromALA memheiship and all organizations mustbelong to ALA and must pay division dues inorder to belong in a division.'
The By-Lawi: should :also empower di-visions to establish personal ind organiza-tional dues by vote'of their membership.
Discount and Special proinotion duesauthorized bY the'ALA Executive Board willapply only to that portion of dues applying to'ALA membership;;Divisions will receiveproportionate reimbursement. for < free" di-vision..choices of continuing and life mem-bers. . .
B. Council Actions with FiscalImplications
Council resolutions Which would imposespecific assignments On a division will berevieWed by. COPES with the divisiOn boardof directors to assiss any financial needs im-plicit in (hit assignment. COPES will reportback, to Council with recommendations as toany budgetary adjustments neceisary toplement that assignment prior to final Coun-cil action on that item.
C. PUblishIng Activities .
A division may pUblish materials in threeways:. thriMgh ALA Publishing Services; onits Own; or through, an outside publisher.Mnterials prepared by' a 'diVision must be of-lered ki ALA Publishing Seryices for first
.The 'ALkPublishing Committee has theresponsibility forcontrol of the ALA imprint.ALA's; publishing' program is administeredthrough ALA f,ublishing Services including .
ohtainini copyright and rights and provisionsfor.duplication or republication for ALA and
;
' Divisions exercise editnrial and Manage-rial :.Chntrol ;of their -periodicals.. The 'ALAPubliihing'ComMittee will be:informed of
Iplans for any new division periodicals prior.to publication.
ALA Publishing Services will pay'royal.ties to divisions for division.generated male.rials. Divisions may negotiate with ALA Pub.fishing Services on other variables of publish.ing.
A division has the option of purchasing theproduction and distribution services of theCentral Production Unit. A division may alsopurchase advertising servkes from the Pub.lishing Services Department, in which caseALA Publishing Services guarantees the net .revenue forecast in accord with its annuallyrevised Jnurnal Advertising Plan.
ALA has the sole right to record and mar-ket programs at ALA conferences with theadvance consent of the.units nnd speakers.Royal ties,from the sale of recorded programsof division conference programs are creditedto divisions. Divisions may arrange throughthe Publishing Services Department for re-cording at division preconferences, seminars,institutes, and workshops or they may ar-range for the 'recording and marketing ofthese programs on their own.
D. Printing and Duplicating ,
Divisions will be charged for printing andduplicating services on an actual use basis.
E Personnel ,
Fach division shall be responsible forenerating the income required for the
salaries. wages, and fringe benefits of di-'vision employees. All employees of ALA op .crate" under the general policies and proce-dures established by the ALA ExecutiveBoard and administered by the ALA .Execu-live Director including.the unified classifica-tion and pay plan.
ALA will annually review the need forstaff cost of living adjustments which will beapproved through normal ALA budgetingprocedures. When approved, the cost of liv-ing adjustments, are applicable to al: IM...Aemployees. .
A uniform ;ply olan for ALA staff htt aimbeen establioci In future revisictis ol (bitplan, ALA will Neck to establkh le.,*. 6.v,.../.ant to the variations in size anddivisions. The assignment of thelevel for division staff shall be negoti..-Ac4 ',...ythe Executive Director of ALA and the Boardof Directors of each division.
The process of recruitment. 'employment.retention, evaluation, and terminalion of di-viskm Executive Directors 'shall be a par-ticipatory process iniolving the participationand concurrence of the division Board of Di-rectors. The division's Board of Directorsshall have the opportunity to annually reviewthe performance of the division's ExecutiveDirector.,: Division Executive Directors shall have theauthority fo select, evaluate; and recommendtermination of all division employees consis-tent with ALA personnel 'policies and prac-tices. ,
Cost of interv kw travel for final applicantsfor division Executive Director positions ispaid by ALA General Funds. ALA GeneralFunds also pay.a fixed amount toward movingcosts for professional personnel of divisions.
Division employees who retire or are ter-minated are paid,for unused vacatibn from acentral fund produced from an annual chargeagainst unit salary budgets.
F Division Conference, Pre-con ferences, and Related Programs
Divisions may conduct preconferences,workshops, institutes, seminars, and nationiddivision conferences. A division is responsi-ble for all costs incurred in planning andcarrying out such a conference. Indirect costsare paid to ALA based on the most recentindirect cost study made by the ALA fiscalstaff and approved by the ALA EgecutiveBoard. Net balances (positive or negative)resulting from conferences are posted to thesponsoring division.
In the case of divisional national confer.ences, ALA will pay division income on netfunds received in advance of such confer.ences. An agreement will be negotiated be-tween ALA and each division holding a con-ference with respect to the rate of income tobe paid, when funds begin to earn income,and the point at which the conference accountwill be closed and funds paid to the division.The agreement will also specify the condi-tions under which the' division will pay in-come to ALA if funds are advanced. Allfunds generated by conferences will be underthe control of the ALA Fiscal Services De-partment.
0.Annual ConferencesAnnual conferences of the association are
an association-wide activity pertinent to allmeMbers regardless of divisional affiliation.
Financial sUpport from ALA to divisionsand other, units for annual conference pro-gramming will be the result of an explicit andequitable process in which the divisions par-ticipate.
H. Division Fund BalanceThe Executive Board and Council endorse
in principle the concept of income paymentsto divisions on their annual unbudgeted cashreserves. The reality is that the present ALAaccounting syMem is not capable of produc-ing the needed financial detail. ALA willgive a high priority to upgrading the account-ing systm in-order to implement this princi-ple. During an interim period. the ExecutiveDirector shall begin the initial implementa-tion of this policy with divisions having sig-nificant fund balances to establish proceduresand recommend policies.
I. Special Projects of DivisionsMI requests for external (non-ALA) fund-
ing for division projects must be approved bythe division Board of Directors. Additionally,all proposals and contracts for such funds aresigned by the Executive Director of ALA inthe name of the association. All special proj-ects are conducted in accordance with estab-lished ALA policies and procedures and theconditions of the grant or contract. 0
*FL
APPENDIX E. PROPOSED PLANNING PROCESS
A proposed planning process for theAssociation of College and ResearchLibraries
Prepared by the Ad Hoc Planning Process SubcotnntitteeSusan Klingberg, ChairKeith Russell, Member
ACRL's strategy for planning over the coming years.
At the January 1983 ALA Midwinter Meeting,the ACAL Planning Committee appointed h sub-committee to develop a planni ng process for the As-sociation. The Subcommittee first outlined the ele-ments which the process or model should include.It should: a) producea written plan to guide ACRLfor at least five yearsf b) have a built-in mechanismfor evaluation and feedback; c) accommodate peri-odic reviews and updating; and d) simplify (as wellas codify) the work of the ACRL Planning Com-mittee in carrying out its responsibilities,,.
The model proposed in this report is a strategicplanning model. The strengths of strategic plan-ning have been widely discussed in recent manage-ment literature. In his book Academic Strategy,George Keller discusses the advantages of this ap-proach. He describes strategic planning as ektiverather than passive, responsive to changing condi-tions, competitive, decision-oriented, and partici-patonj (Johns Hopkins, 1983, pp.143-148). An-other distinctive characteristic of strategicplanning is its emphasis on formulating and evalu-ating alternative strategies.
396 / CirilL News
Together, this report and model constitute a"plan for planning" for ACRL. It should first be re-viewed and revised by the Planning Committee be-fore being more widely distributed within ACRL.Following review and revision, the Subcommitteerecommends the appointment of an ACRL Strate-gic Planning Task Force. The Task Force would beresponsible for coordinating the planning processand writing the resulting strategic plan. When thisis aebomplished, the ACRL Planning Committeewould take over responsibility for implementationof the plan, as well as evaluation, periodic review,and updating.
The planning process
Accompanying this report is a schematic dia-gram or model of the proposed planning process(see p.397). This section provides additional infor-mation about the steps in the process. The purposeof each step is explained, and related issues to beconsidered are discussed. Wherever possible, anappropriate group or body is named to carry out
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the step, and other stakeholdars in the process areidentified. An effort has been made to show the re-lationship of steps to one another, The diagram ismeant to be a symbolic rspresentation of the plan-ning process. Aspects such as the sequence of stcpsshould not be strictly interpreted. For example,some strategies may bc approved and implementedwhile the plan is still being written.
The involvement of ALA, ACRL, and ACRLsections and committees Cs represented in steps 6and 7 of the model, undef"Strategy Formulation."Please note that these groups are involved at othersteps of the process as well.
Appraisal
1. Analyze member needs. For this analysis,membership data is reviewed and trends are stud-ied. Current members and potential members areprofiled, as well as others who might make use ofACRL programs, e.g., non-ACRL members whoattend ACRL continuing education programs. Forthese categories, both current and future needs thatcould be met by ACRL are Identified. A formalsurvey of at least a sample of the membership is rec-ommended. ACRL has not done a member tr,'assessment in recent years. President-eiceRogers has also expressed interest in avey. In addition to identifying membersurvey could provide feedback on the effectivenessof programs and services.Contraeng with an out-side consultant would be the most efficient way toconduct the survey.
Other sources of data should also be reviewed,such as membership files and evaluations from par-ticipants in ACRL continuing education pro-grams. All of the data gathered on members andmembers' needs should be synthesized in a writtenmembers' needs statement. The analysis and result-ing statement could be contracted out to a consult-ing firm experienced in member needs analyses.Another option is to assign responsibility to ACRLheadquarters staff, who would work with theMembership Committee. It is expected that suchan analysis coeld be completed in seven months.Providon should be made for updating the memberneeds data periodically.
2. Analyze the external environment. In ailsstep, economic, political, techpieal, and social f ac-tors are reviewed which have an impact on the As-sociation. The Activity Model Committee's finalreport (abbreviated AMFR; ColiL News, May1982, pp.164-69) already does much of this, but itshould be reviewed and updated to cover both cur-rent and anticipated environmental conditions.
The ACRL Planning Committee, since it hasbecn heavily involved with the AMFR, should begiven responsibility for this analysis and for theproduction of an external factors analysis state-ment. Work cn this could begin at any time, and itcould be completed in three months. A literaturereview of recent publications may be a good start-
ing point.3. Identify strategic factors. This step builds on
the activities in the two preceding steps. The datacollected is further analyzed and opportunities andthreats facing the Association are identified and as-sessed. Much of this will be similar to a marketanalysis, where markets and competition are ana-lyzed.
This analysis should be carried out by the ACRLStrategic Planning Task Force and should culmi-nate in a working document which will guide sub-
, sequent planning activities. Suggested completiondate is two months after step 1 is completed (i.e.,the end of month 9).
4. Conduct a strategic audit. The strategic auditis a statement of ACRL's current situation and, tosome extent, how it got there. It identifies the mis-sion, activities, programs, services, policies, man-agement information system, etc., of the Associa-lion, along with strategies It is pursuing. It alsoidentifies and discusses the strengths and weak-nesses of the Association. Much of the work for thestrategic audit was done in preparing the AMFR;that work will only need updating. Another docu-ment to refer to as a model is the American Associa-tion of School Librarians Future Structure Report.,AASL, March 1984), which has elements of a stra-tegic audit and of strategy formulation.
The ACRL Strategic Planning Task Forceskould work closely with ACRL headquarters staffto prepare this report. It should be completed threemonths after step 3 is completed (I.e., end of month12). Step 3 should be completed before step 4, but agood deal of the work can proceed simultaneously.
5. Review and revise as needed the ACRL mis-sion, goals, and objectives. This step should bedone with the ACRL strategic audit in hand.While the mission, goals, and objectives were re-vised in the preparation of the AMFR, arT3thercareful review will be necessary in light of the in-formation turned up in steps 1-4.
This review should be carried out by the ACRLStrategic Planning Task Force. It should be com-pleted two months after step 4 is completed (i.e.,the end of inonth 14).
:154143
Strategy formulation
6. Carry out activities planning. First, it is neces-sary to refer back to the strategic audit for an analy-sis of the current mix of programs, services, and re-search activities, Recommendgtions can then bemade to alter the mix by modifying, dropping, oradding activities.
This stcp can be worked on at any time, but itcannot be successfully completed before the com-pletion of stcp 5. The ACRL Strategic PlanningTask Force should produce written recommenda-tions on activities within one month of the end ofstep 5 (i.e., the end of month 15).
7. Carry out resources planning. This step in-volves reviewing ACRL resources currently avail-
September 1984 / 399
able and those needed in the future. It includes or-ganizational resources, human resources (ACRLheadquarters staff and the membership), office fa-cilities and equipment available to ACRL, finan-cial resources, and the ACRL management infor-mation system. For financial and organizafionalIssues, theALA Operating Agreement will be a use-ful document. The advantages and constraints ofthe present relationship between ALA and ACRLshould be studied.
A resources planning report sh oulhe completedwithin one month of the end of step 6 (i.e., the endof month 16). It is recommended that headquartersstaff prepare the resources planning report accord-ing to guidelines from the Task Force.
8. Evaluate and select best strategic alternatives.Essentially this step bringi together the step 6 and 7reports, and decisions are made concerning the mixof activities and the resources needed to supportthem. An important consideration is the feasibilityof implementing the various alternatives.
The ACRL Strategic Planning Task Force willdo this evaluation and will prepare the followingreport, within two months of the end of step 7 (i.e.,end of month 18).
9. Prepare a written five-year ACRL strategicplan. A five-yearperiod wasselected for the plan tocover because it is a reasonable time span in termsof forecasting. It would be difficult to make predic-tions any further in advance for internal factorssuch as member needs and for external factors suchas advances in technology. Also, a five-year planwould mesh well with the Activity Model, whichlooks ahead to the year 1990. The first five-yearplan should be developed to cover from 1986 to1990.
The plan should focus on the strategies selectedin the preeedingstep. It should also draw on otherkey stcps in the planning process by synthesizingwork done in the strategic audit and in the activi-ties and resources planning reports. The planshould demonstrate how activities and services re-late to organizational goals. It should provide clearand specific direction to all of the elements withinACRL (governance bodies, headquarters staff, sec-tions, etc.). Documents such as the mission and
presidentlpresident elect; and e) two additionalmembers.
Recommendation 3. To kick off the planningprocess, a facilitator should be hire.1 to work withthe Task Force for one day to explain consider-ations in strategic planning, etc.
Recommendation 4. The ACRL Board of Direc-tors should set aside appropriate funds to supportthe wbrk of the Task Force. -Such funding shouldallow additional meetings of the Task Force be-yond those possible in conjunction with ALA con-ferences. Perhaps extra meetings could be sched-uled to coincide with ACRL executive committeemeetings, which some of the Task Force memberswould be attending.
Recommendation 5. The target date for thecompletion of this project should be no later thanthe annual ALA conference in thesummer of 1986.Based on the time estimates in this document, itwill take approximately 18 months to complete theplanning process.
Recommendation 6. Finally, the charge of the
goals statements and possibly some of the previousplanning reports could be included in the appen-dix. The ACRL Strategic Planning 'risk Force pro-duces this report (at the end of menth 18) as Its lastmajor activity.
Strategy implementaticu
10. Implement the strategy that has been devel-oped. The ACRI,Vlanning Committee will overseeand coordinate the implementation of the strate-gies described in the written plan.
Evaluation
11. Evaluate. Since the strategic plan is designedto cover a five-year period, it could be reviewedand updated either annually or biennially. Duringeach review, one or two years could be added to theperiod covered so that thc plan is self-perpetua ting.This review and update would be conducted by theACRL PlanninrCommittee, which would alsoevaluate the effectiveness of the plan and progressin its implementation. On an ongoing basis, theCommittee would aLso informally monitor factorswhich might affect Association plans and activi-ties.
Recommendations for executingthe planning process
The subco;....nittee recommends the followingfor executing the above described planning pro-cess:
Recommendation 1. This report describing theplanning process should be disseminated as widelyas possible within ACRL. It should be published inCollege and Research Libraries News, and in otherways In:ought to the attention of ACRL members.
Recommendation 2. Once a revised report is ac-cepted, an ACRL Strategic Planning Task Forceshould be appointed immediately to begin coordi-nating the planning process.
The Task Force should have 7 members, includ-ing a) at least two regular members of the ACRLPianning Committee; b) one past ACRL president;c) the ACRL executive director; d) the ACRL vice-
Planning Committee should be revised to placemore emphasis on planning as a primary responsi-bility. Within ACRL's governance structure, thecommittee should be responsible for developingplans andstrategies which will help theAssociationachieve its goals and objectives. Ts tesponsibilityLs not adequately described in the current charge.In addition, the task of reviewing and revising thefive-year plan should be added to the charge.
Editor's' Note: The authors prepared this report asmembers of an ad hoc subcommittee of the ACRLPonning Committee. Susan Klingberg, chair, isfrom California State University, Sacramento, andKeith Russell is from the Council on Library Re-sources, Washingtop, D.C. On June 25, 1984, thefull ACRL Planning Committee endorsed this re-port. At its meeting on June 26, 1984, the ACRLBoard of Directors vofrd to endorse and supportthe planning process described in the report and toappoint a Strategic Planning Task Force. ti