Nancy Davenport

ALA-APA was created to fulfill several functions for ALA members: advocacy, more vigorous than that permitted to ALA, an organization with a 501(c)(3) status; to focus attention on the need for significant increases in library staff salaries; and to provide a mechanism to create certification programs for individuals. Each of these resonates with me and each is integral to what I want to accomplish as President in 2008–2009.

There are two large research propositions that should help fuel our thinking—the future of librarians in the workforce and return on investment (ROI) studies that several library systems have done. I’ve used the ROI studies as a basis for speeches and added sections that demonstrate how valuable libraries are to their communities by measuring the value of volunteer hours donated to the library, by correlating the reading scores of area schoolchildren with participation in summer reading programs, and by bringing to the forefront the same quality of life measures that are used by museums and galleries. We don’t exist alone in most communities; we are partners with the schools, the galleries, museums, archives and theaters that make up the cultural components on modern American life. When we combine forces, we multiply the benefits we each bring to each other and to the whole community.

We have a very active example of such collaboration at the Public Library in the District of Columbia—the Enhanced Business Information Center, a partnership of the Library, the Office of the Deputy Mayor for Economic Development and the Small Business Administration. Housed in the Library and used heavily by the small business community, the Center provides access to business databases and journals, weekly seminars on business life from applying for loans to selecting the best software for a particular enterprise to negotiating the permitting and applications process of the City. To the business people who depend on the Center, we are a vital and important part of their daily lives. It’s easy to measure our contribution to their return on investment and the improved quality of life for their families. Like many other libraries, we are part of the cultural community—providing space for piano studio recitals, hosting poetry slams (in English and in Spanish) for the teen set and staging book and film discussion groups. The high tech-bookmobiles visit senior centers in the morning and recreation centers in the afternoon, providing both access to technology and teaching technology—a rolling bridge over the digital divide.  

Some library theorists worry about the future of librarians in the workforce—I don’t. While our organizations and our services change and evolve, our skills change and evolve as well. Two years ago I was asked to moderate a discussion with public library directors on the question of what they expected of a new graduate. Though the directors gave a range of answers to the questions, they were unanimous in wanting new librarians who held dear the values of intellectual freedom, the right to privacy and access to information. They wanted staff that could reason their way through problems, could be groomed for leadership roles and who expected that the technology they use to deliver library services would change every five years. They wanted flexible skill sets and permanent values. What we are seeing as colleagues are wooed to businesses and corporations is the expanded role librarians are playing in navigating through the information thicket—bringing our well-known and respected talents to organization, analysis and preservation of information. We are not losing them as librarians but we may well be losing them as active members of our Association as they look for niche communities of interest. So the question for us is—do we try to lure them back or do we partner with SLA, MLA and other specialized associations for specific programs or seminars? We are trusted partners with these associations on issues of copyright and Internet neutrality—we just have to have the will to work with others and share the costs and the benefits of such cooperation.

Our strong advocacy for the library user is a hallmark of ALA; from copyright matters to the Patriot Act to censorship, ALA has a sterling reputation for leadership. I would be honored to represent us in such issues and I believe that I have both the passion and the experience to do so with credibility. I have dealt with challenged books and challenges to Internet access. I’ve written about how libraries protect children while still helping them to find the information they need and to explore where their imagination takes them.

To circle back to the beginning—how does this affect library salaries and conditions of employment? ALA-APA and its leadership must use every tool and every forum to talk about the value of libraries to scholarship, to education, to business and to research and to our quality of life. We must prepare a veritable arsenal of examples and images that rivet attention on the extraordinary value we bring to our education and civic life. We must focus on the people who provide the service—who teach kids to read, who lead the book discussions, who find the information on business, who research the thorny problems and who digitize the special collections. We must focus our efforts on our vast collection of personal contributions that add up to our collective value to society.

Jim Rettig
http://rettigforala.org

I believe in the ALA-APA! Since its creation I have made an annual financial contribution to ALA-APA. Because I believe in the ALA-APA I have included it in my presidential campaign platform. In my platform I pledge to “Strengthen the ALA-APA so it will make a positive difference in the lives of library workers.” Because I have made this pledge, past ALA and ALA-APA president Mitch Freedman, one of the driving forces behind ALA-APA’s advocacy mission, supports my candidacy for ALA and ALA-APA president.

The ALA president sometimes receives honoraria for speaking engagements. They donate these to ALA or ALA-APA. As president I will designate that any honorarium I receive be divided equally between the ALA-APA and the Spectrum Scholarship fund.

ALA-APA’s Purpose and History
The ALA-APA: the Organization for the Advancement of Library Employees was created in 2001–02 with two purposes:

• Certification of individuals in specializations beyond the initial professional degree
• Direct support of comparable worth and pay equity initiatives, and other activities designed to improve the salaries and status of librarians and other library workers

ALA-APA has experienced growing pains, as does every other new organization with ambitious goals and a profoundly important mission. But it is maturing, thanks to the tireless efforts of its director, Jenifer Grady, and the unstinting support of Keith Michael Fiels, its executive director.
ALA-APA depended optimistically on donations to help it get through its start-up period. It now has several revenue streams. The Certified Public Library Administrator (CPLA) program is up and running. Various library schools and professional associations have been approved as course providers and a number of candidates are working towards certification. Fees paid by providers and certification candidates provide revenues to ALA-APA. In the past year it has benefited from sales of two salary surveys: the ALA-APA Salary Survey 2006: Librarian—Public and Academic and the ALA-APA Salary Survey 2006: Non-MLS—Public and Academic. Subscriptions to the Library Worklife newsletter also generate ALA-APA revenue. All of this adds up to good news! At the 2007 Midwinter Meeting in Seattle ALA-APA treasurer Teri Switzer reported that ALA-APA was on track to post a profit in the first quarter of fiscal 2006-07! This is a promising trend.

In addition to donations from supporters, ALA-APA has depended on a loan from ALA. As ALA-APA generates profits, it will repay that loan. More importantly, as it pays off that loan, it will be able to better address the second part of its mission—advocacy for better compensation for all library workers. Thus far ALA-APA has had neither adequate staffing nor resources to expand that much-needed advocacy program.

We needed a robust advocacy program long ago. We need it now! In the ALA-APA we now have an organization that can work for the direct financial benefit of ALA members and all other library workers. That is why we need to devote time and resources to strengthen ALA-APA so it can carry out this part of its mission. It affects all of us and has the potential to benefit every one of us.

Strengthening ALA-APA
During my visits to various boards, committees, and caucuses during the Midwinter Meeting I received a question I had not prepared an answer for. That question was, “What is your exit strategy for the ALA-APA?” Until I heard the question’s last word I thought I was being asked how to untangle the mess in Iraq. I could answer the question only by sharing my plan for ALA-APA—that it thrive financially, that it develop advocacy programs as successful as those reminding us to buckle up in cars or urging us to contribute to breast cancer research and that ALA members will be able to measure the success of these advocacy programs in more take-home pay.

My work on behalf of ALA-APA antedates my nomination for president of ALA and ALA-APA. In the spring of 2006 while serving on the ALA Executive Board (which doubles as ALA-APA’s board), I and several fellow board members urged the Board to have a frank and vigorous discussion about ALA-APA’s finances and future. That discussion has had positive outcomes. The board established two new committees in ALA-APA—its Publishing Committee and its Promotion and Fundraising Committee. These committees held their first meetings in January in Seattle.

Any ALA member is eligible to serve on ALA-APA committees. We have a wealth of talent among our members! As ALA-APA president I will ask two groups to volunteer and to recommend others for the ALA-APA Promotion and Fundraising Committee. These are ACRL’s Library Development Discussion Group and the independent Academic Library Advancement and Development Network. Both offer pertinent expertise and experience. We also have members with extensive experience in publishing—as authors, executives, marketing specialists, editors, etc. As ALA-APA president I would appoint one or more publishing professionals to the ALA-APA Publishing Committee. (I would, of course, take care that anyone appointed to this committee does not have ties to a publisher that could be viewed as a competitor to ALA-APA’s developing publishing program.)

Synergy between my ALA Platform and ALA-APA
As president I will serve as spokesperson for both ALA and ALA-APA. My pledge to be an advocate for libraries of all types, for our legislative agenda and for intellectual freedom dovetails with ALA-APA advocacy on behalf of library workers.

I also want ALA to work with other library associations to collaborate on our shared goal of developing a library workforce as diverse as the society we serve. Yet we compete with more remunerative professions. When we make progress on library worker compensation, we will be able to make more progress on diversity.

I also want to experiment boldly with new ways of doing things in ALA so that we can increase members’ opportunities for meaningful participation, ways complementary to committee service and elected office. Engaged ALA members will be more likely to work for ALA-APA as it develops more programs that can benefit from the many talents of ALA members.

Future Success
Success for ALA-APA’s advocacy program will not come in a burst like a life-changing mega-lottery win. It will result from hard work, dedication and persistence of the sort that Jenifer Grady and Keith Michael Fiels have exemplified. I ask you to join me in that hard work. I also ask for your vote for ALA and ALA-APA president so that I can fulfill my pledge to provide ALA-APA with leadership that will strengthen it so that it can fulfill its potential and promise.

Even if at some time in the future ALA-APA’s financial success is such that it does not absolutely need donations, donations will help it extend its reach. The more it can marshal resources for advocacy for library workers, the more it will succeed. So, even if it doesn’t “need” contributions from supporters, I will continue to support it. I know not every ALA member can afford to write a check to ALA-APA—that, after all, is exhibit #1 of the need for ALA-APA and its advocacy role!