| What is the name of your team? | Leadership and Management Leadership Team | ||||||||
| Your Name | David Schuster | ||||||||
| Your Email | dschuste@binghamton.edu | ||||||||
| Which report are you submitting? | May | ||||||||
| How many times did your team meet during the past 6 months? | 6+ | ||||||||
| First Activity | |||||||||
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
|
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| Second Activity | |||||||||
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
We did not have a specific goal assigned. |
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| Third Activity | |||||||||
| Deliverables (Fill in bullet point and progress made) |
Develop leaders – with our Leadership Liaisons we have been able to identify and support new leaders in each of our committees. We will be welcoming the mentoring Division Committee as a committee within our Section in the fall. We are also looking at how best to support leaders especially new career librarians and fostering future leaders. |
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| Ongoing Work (Fill in bullet point and progress made) |
Continue to support the Committees within L&M and encourage more programming and resource sharing. The Competencies Task Force is really engaged and I look forward to their report next year and using that as a base for L&M to build upon. I plan to work with the L&M editorial team to review our relationship and identify ways to strengthen our connection with the section and the journal. This did not happen, but I will work with the co-chair of the L&M Section to make that happen next fall. I hope to generate interest in the Task Force’s work on competencies to spur article coverage. |
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| Fourth Activity | |||||||||
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | Continue to hone in on the role of the Leadership and Management Section within Core. Strengthen the goals and build programming within the section emerging from the committees. Work within the Section to help the Chairs succeed in maintaining activity in their groups. Revisit and plan for updates to the existing Competencies for Library Leadership and Management, ensuring that we gather input and concerns from volunteers who worked on their initial creation. The existing foundational competencies were adopted and published by LLAMA in 2017 and became part of LLAMA's content coordination activities. Planning for updates might include assessing whether the existing set of competencies continues to address the needs of library leaders and managers, adding newly relevant competencies, and adjusting descriptions and further reading suggestions to take into account the activities of the last 6 years. |
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| Fifth Activity | |||||||||
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | In our appointments this year I believe we brought more diversity of job types into the committees. | ||||||||
| Is there anything Core could have provided during this time that would have helped your team with its work? | The Core staff have been great, and Todd, with his weekly “what’s happening in Core,” is a tremendous asset! We just need to direct people to that page each week so they can stay abreast of Core activities. I am still finding that people are unaware of the Core classes and other professional development opportunities within Core. My 3 years on the committee have helped tremendously in putting the Section on a firmer footing and in developing a clear understanding of its purpose. | ||||||||
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | Lots of potential for future section work: Leadership and management development activities are happening all across ALA, but they tend to be division-specific and not necessarily aligned with one another. Core L&M could provide coordination or cross-promotion. I have also realized that many of the other Divisions lack strong professional development specifically for leadership and management. We could fill a gap. In our discussions with our chairs, we encourage them to host Section Webinars. We have great volunteers who are leaders, and we demonstrate their abilities and the community's needs to them. |
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| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | Infrastructure is key. The challenges of using Connect and the antiquated systems can make it very cumbersome for new chairs to learn and understand the expectations. Core has a great thing, and we know it lives within a larger organization, but that organization is not responding adequately to its divisions' needs. | ||||||||
| Please share any additional comments, concerns, or suggestions you have. | The realization that L&M was LLAMA has helped reframe our purpose and direction. Knowing this was a strong group before the merger has helped us determine what we can become and how to rebuild. The nomination this spring has brought people onto committees and provided additional support to get new ideas and work done. As noted during the CALM conference, even though there is a void in our profession in leadership training and we are seeing a lot of administrative change, I plan to position L&M to help fill that void. | ||||||||
| Today’s Date | 06/08/2026 | ||||||||
Category: Leadership and Management Leadership Team
Leadership and Management Leadership Team – December 2025 Report
| What is the name of your team? | Leadership and Management Leadership Team |
| Your Name | David Schuster |
| Your Email | dschuste@binghamton.edu |
| Which report are you submitting? | December |
| How many times did your team meet during the past 6 months? | 4-5 |
| First Activity | |
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
I struggled to secure leadership for all the committees. Once that was done, I asked each leader on the leadership team to join a committee as a liaison. This will help us as a team know what activity is actually happening within the section. I also realized many of these committees needed more guided leadership than in the past. My phrase as chair is “Let’s make Core L&M as strong or stronger than LLAMA!” |
| Second Activity | |
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
We do not have a strategic goal assigned, but our member engagement committee surveyed to understand what our users are looking for. |
| Third Activity | |
| Deliverables (Fill in bullet point and progress made) |
Charge – Core’s Leadership & Management(L&M) section provides library workers from any positional level or library type a place to connect for learning opportunities and information sharing within the profession. We help members explore and develop skills related to leadership, project management, strategy and planning, vision, evaluation and motivation – while connecting the theoretical constructs to real and practical experience.
|
| Ongoing Work (Fill in bullet point and progress made) |
Many of the committees were newly formed and lacked a clear understanding of their charge. I went back into the wayback machine and reviewed LLAMA pages to get information about activities and then shared this with the Chairs of each committee. I also helped them to clarify what our expectations of their groups were. The competencies task force is meeting, and I hope that we will be able to use their outline once the review is complete to encourage programming going forward. I plan to work with the L&M editorial team to review our relationship and how we can strengthen the connection with the section and the journal. |
| Fourth Activity | |
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | Continue to hone in on the role of the Leadership and Management Section within Core. Strengthen the goals and build programming within the section coming out of the committees. Work within the Section to help the Chairs be successful in activating their groups. Revisit and plan for updates to the existing Competencies for Library Leadership and Management, ensuring that we gather input and concerns from volunteers who worked on their initial creation. The existing foundational competencies were adopted and published by LLAMA in 2017 and became part of LLAMA content coordination activities. Planning for updates might include gauging whether or not the existing set of competencies continues to address the needs of library leaders and managers, adding newly relevant competencies, and adjusting descriptions and further reading suggestions to take the activities of the last 6 years into account. Recruitment for committees – |
| Fifth Activity | |
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | Need to identify diverse people currently serving. Potentially add additional individuals with diverse backgrounds to committees. It would be helpful as people register if we had more background information on them. |
| Is there anything Core could have provided during this time that would have helped your team with its work? | The Core staff have been great, and Todd, with his weekly “what’s happening in Core,” is a tremendous asset! We just need to direct people to that page each week so they can stay abreast of Core activities. I am still finding that people are unaware of the Core classes and other professional development opportunities within Core. My 3 years on the committee have helped tremendously in moving the Section to a firmer footing, with a clear understanding of its purpose.
Is there a privacy issue with providing contact information to Section leadership to encourage members to become active? We are not getting many volunteers to appoint. In my last round of appointments, I had a couple of people not actually get or find the appointment email, so I had to do them from my work account. Some documentation on the Volunteer database would also be helpful. How to change things on the appontment email, who is getting notified etc… |
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | Lots of potential for future section work: Leadership and management development activities are happening all across ALA, but they tend to be division-specific and not necessarily aligned with one another. Core L&M could provide coordination or cross-promotion. I have also realized that many of the other Divisions do not have strong professional development specifically for leadership and management. We could fill a gap. In our discussions with our chairs, we encourage them to host Webinars for the Section. We have great volunteers who are leaders, and we demonstrate their abilities and the community's needs to them. Once the competencies are complete we would really like to focus on using those as spring boards to focus on for training, workshops, L&M publications, CE etc… Leadership is such a crucial need in the profession right now we need to figure out how to strength what we have and can do for the benefit of the profession. |
| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | Infrastructure is key. The challenges of using Connect and the antiquated systems can make it very cumbersome for new chairs to learn and understand the expectations. Core has a great thing, and we know it lives within a larger organization, but that organization is not responding adequately to its divisions' needs.
We have long-time LLAMA members who don't know where it went. They don't know how to re-engage. |
| Please share any additional comments, concerns, or suggestions you have. | With the realization that L&M was LLAMA that has helped reframe our purpose and direction. Knowing this was a strong group before the merger has helped to provide what we can become and rebuild. I hope that in the spring we can nominate people to committees, and that the committees can again start building and doing additional programming, not just for Core but for anyone looking for Leadership & Management training. This is a void in our profession, and we are seeing significant administrative changes. |
| Today’s Date | 12/15/2025 |
Leadership and Management Leadership Team – May 2025 Report
| What is the name of your team? | Leadership and Management Leadership Team |
| Your Name | Jennifer Steinford |
| Your Email | jennifer.steinford@columbiasouthern.edu |
| Which report are you submitting? | May |
| How many times did your team meet during the past 6 months? | 4-5 |
| First Activity | |
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
|
| Second Activity | |
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
N/A |
| Third Activity | |
| Deliverables (Fill in bullet point and progress made) |
|
| Ongoing Work (Fill in bullet point and progress made) |
See above. |
| Fourth Activity | |
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | Recruit new committee members – at least 2 more for AY25-26. Organize L&M Section committee chairs to support their efforts to identify projects, goal, content, etc. Write the member survey report, and share the takeaways with committee and Section leadership. Work with committee chairs to develop evaluation tools for Section content. |
| Fifth Activity | |
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | Interestingly, EDI-related topics did not rank at the top of member professional development interests. We suspect this type of content is readily available elsewhere is Core and ALA. However, we continue to strive for a variety of perspectives and backgrounds on the Member Experience Committee. |
| Is there anything Core could have provided during this time that would have helped your team with its work? | All the committees in this Section are just getting off the ground – more support, guidance, and structure from Core and/or the L&M Section would have been (and would still be) helpful. |
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | Workplace culture & retention Emerging trends & best practices in library management Supervisory skills |
| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | |
| Please share any additional comments, concerns, or suggestions you have. | |
| Today’s Date | 07/07/2025 |
Leadership and Management Leadership Team – May 2025 Report
| What is the name of your team? | Leadership and Management Leadership Team |
| Your Name | David Schuster & Judy Matthew |
| Your Email | dschuste@binghamton.edu |
| Which report are you submitting? | May |
| How many times did your team meet during the past 6 months? | 4-5 |
| First Activity | |
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
This spring the leadership did a lot of promotion to get volunteers for committees for the Leadership & Management Section. Attending 2 sessions virtually, IG Week along with the Volunteer fair, Judy is also attending ALA to hold a discussion and represent Leadership. Lightfoot and Ornat reviewed all existing charges in the handbook to clarify or make adjustments. The majority of the spring work was around Forum proposals and scoring them along with continual work on the Handbook. |
| Second Activity | |
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
Focus on section-level membership and relationship-building – we attended webinars and ALA to have discussions with people interested in our Section. The Member Experience Committee was putting a survey together to help gather information related to this goal as well. |
| Third Activity | |
| Deliverables (Fill in bullet point and progress made) |
Many of our committees have new leadership and we have been working on meeting with them to stay engaged and provide direction. All committees were looking for volunteers so hopefully this year with all the new appointees the committees will have a strength in numbers to carry out their Charge. As this was a building year and clarifying things on the website communication hopefully next year will be better. Leadership did attempt to reach out to committee and IG leadership to foster support. |
| Ongoing Work (Fill in bullet point and progress made) |
Communication will continue to be a goal of this Section leadership. We are formulating a plan to help the individual committees ensure they stay engaged, and can ask questions of the Leadership Team. |
| Fourth Activity | |
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | The Leadership Team will: Assign individual team members to Committees to ensure activity and communication between committee members and the Leadership of the Section. Leadership will schedule and request feedback on the activities of the committees at least twice in a 6-month period. Encourage presentations for ALA 2026 in June, demonstrating the strength and expertise of Core. Encourage committees to provide Zoom content to membership that was noted as a need in prior surveys. |
| Fifth Activity | |
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | As we reviewed Forum presentations, we tried to be inclusive in the types of libraries and the presenters that were selected to move forward. |
| Is there anything Core could have provided during this time that would have helped your team with its work? | Are there specific goals for engaging membership? Request a number of presentations or Zoom options for membership to engage with each Committee? As new leaders come on encourage them to read the Handbook for Core.
There continues to be a need for "How to use Connect"… |
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | |
| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | It seemed like we had good people on committees, but they did not self-start. Lots of assistance was requested of leadership. This may be partially due to the new committees that were formed within the Section. There is no public evidence that these groups have met over the last six months to a year. |
| Please share any additional comments, concerns, or suggestions you have. | |
| Today’s Date | 06/11/2025 |
Leadership and Management Leadership Team – December 2024 Report
| What is the name of your team? | Leadership and Management Leadership Team |
| Your Name | David Schuster |
| Your Email | dschuste@binghamton.edu |
| Which report are you submitting? | December |
| How many times did your team meet during the past 6 months? | 4-5 |
| First Activity | |
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
After successfully surveying membership in the Fall and Spring of 2023/2024 the section is working on redefining groups based on the needs voiced by the members. We have two interest groups merging (Dialog with Directors and Library Leaders and Managers) with several new groups activating their committees and the hard work of programming and planning. As a leadership group we are working hard to get the Handbook updated for our section. We have been discussing how to help jump-start activity at the section, committee, and interest group levels by connecting with committee and interest group chairs to find out what kind of support they need. We have also worked on suggestions for L&M-specific updates for the Core Handbook.
|
| Second Activity | |
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
Focus on section-level membership and relationship-building – We continue to work with our leadership groups, and new Chairs to ensure the work they are doing has impact. We are also reviewing organizational structure and 2 IG’s are merging – Dialog with Directors and Library Leaders and Managers |
| Third Activity | |
| Deliverables (Fill in bullet point and progress made) |
As noted we are working diligently to support our chairs within the section. |
| Ongoing Work (Fill in bullet point and progress made) |
Working with Core staff to update links and problems with the website and getting Connect groups activated for the IG’s and committees to communicate. We have updated lots of broken links, worked with Core staff to provide google workspaces for the committees and ensured the Connect is operational within the groups. |
| Fourth Activity | |
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | – Continue to hone in on the role of the Leadership and Management Section within Core. – Continue to update the website and ensure the organizational communication pieces are in place for the activities of the Section. – Work within the Section to help the Chairs be successful in activating their groups. – Revisit and plan for updates to the existing Competencies for Library Leadership and Management, ensuring that we gather input and concerns from volunteers who worked on their initial creation. – The existing foundational competencies were adopted and published by LLAMA in 2017 and became part of LLAMA content coordination activities. Planning for updates might include gauging whether or not the existing set of competencies continues to address the needs of library leaders and managers, adding newly relevant competencies, and adjusting descriptions and further reading suggestions to take the activities of the last 6 years into account. |
| Fifth Activity | |
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | From the survey of membership we are trying to provide services requested by the membership regardless of their ability to travel and participate in activities. We rotate the Leadership meeting morning and afternoon to ensure timing for access to attend meetings. |
| Is there anything Core could have provided during this time that would have helped your team with its work? | The Core staff have been great, but it is difficult for the Executive Director to be the contact with all of the other responsibilities and managing Core Forum. The need for staff becomes ever more evident. |
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | Lots of potential for future section work: – Leadership and management development activities are happening all across ALA, but they tend to be division-specific and not necessarily aligned with one another. Core L&M could provide coordination or cross-promotion. – In talking with our chairs, we encourage them to do Webinars for the Section. We have great volunteers who are leaders and demonstrate to them their abilities and the community's needs. |
| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | Infrastructure is key, and with the Website migration, the challenges with using Connect, and the antiquated systems can make it very cumbersome as new chairs to learn and understand what some of the expectations are and when they will be coming. Core has a great thing, and we know it lives within a larger organization, but that organization is not responding adequately to its divisions' needs. |
| Please share any additional comments, concerns, or suggestions you have. | We have struggled to understand the role the Leadership and Management Section plays in Core, especially in light of other division groups. We would encourage the Board to discuss how you see these leadership development activities across Core fitting together. Following that discussion, L&M Section Leadership would welcome a directive for how the section can support what the Board is looking for, and an overview of what our relationship to these other groups should be. |
| Today’s Date | 02/11/2025 |
Leadership and Management Leadership Team – May 2024 Report
| What is the name of your team? | Leadership and Management Leadership Team |
| Your Name | Judy Matthew |
| Your Email | matthewj@wpunj.edu |
| Which report are you submitting? | May |
| How many times did your team meet during the past 6 months? | 6+ |
| First Activity | |
| Please summarize work accomplished, decisions made, and follow-up actions determined during the past 6 months. Your summary can be a narrative or bullet points, see below for reporting on specific areas. |
|
| Second Activity | |
| If your section has a specific strategic goal assigned, update any progress made on this goal. |
|
| Third Activity | |
| Deliverables (Fill in bullet point and progress made) |
Leadership and ongoing communication both within the section and between the section and Core leadership/other sections |
| Ongoing Work (Fill in bullet point and progress made) |
– Volunteer Management |
| Fourth Activity | |
| What will your team be working on for the next 6 months? Write these goals in SMART goal format. | There will be focus on the new committees so that they have all the support to fully develop charges, priorities, and projects using the Core Committee Charge Template. The section leadership will work with the working group to ensure progress on L&M CORE Competencies is on track. There an identified need for a document repository of templates to share amongst professionals in the field. |
| Fifth Activity | |
| How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas? | Library Leaders and Managers Interest Group held active meetings with many attendees. These sessions covered issues of wide ranging interests such as AI, DEI and neurodiversity. The New Leaders & Managers committee will hopefully offer others interested in L&M the support and ideas to grow within their organizations. |
| Is there anything Core could have provided during this time that would have helped your team with its work? | |
| Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your section’s work. | Should we suggest a best practices in series? For example, employee evaluation processes, adapting to union worker environment and how to read contracts? Should there be a CORE repository for policies, procedures, etc? Emerging trends white paper, with contributions from each Section. |
| Please describe anything you need to bring to the Core Board for discussion or action at their next meeting. | |
| Please share any additional comments, concerns, or suggestions you have. | |
| Today’s Date | 05/29/2024 |
Leadership and Management Leadership Team – December 2023 Report
The group met 6+ times this quarter.
Activities
Summary of work accomplished, decisions made, and follow-up actions determined during the past 6 months
The team has been focused on getting the Section organized and focused, and identifying priorities. In order to do this, we’ve taken and evidence-based approach and spend recent months collecting data from a variety of sources. We surveyed our L&M members, held “kitchen table conversations” at Core Forum, and spoke with previous LLAMA members about their experiences and perspectives.
Progress on Goal Assigned in the Strategic Plan
Section Leadership Teams are responsible for this strategic goal: “Focus on section-level membership and relationship-building.” Our work has been specifically focused on finding out what our members want so that we can structure the Section to provide it.
Progress on Deliverables
{Progress on Deliverables:60}
Progress on Ongoing Work
We will update to the new charge template this spring, which will include Ongoing Work items.
What will your group be working on for the next 6 months?
Appoint volunteers to committees, and identify / create new committees based on L&M member interest.
Identify / create new interest groups based on L&M member interest.
Review Core Forum proposals.
Update Leadership Team charge.
Meets Core’s strategic goals for Evaluate and Adjust Core’s Structure, Membership and Value to Members
How did your work contribute to diversity, equity, inclusion, accessibility, or belonging within Core or the library profession? What areas of improvement do you see for your committee or Core in these areas?Our work has mostly been focused on listening and gathering feedback. We have been mindful about collecting this data from a variety of sources, in order to include a diversity of perspectives. Once we are in a position to set a course for the Section, we will have opportunities to purposely engage with these principles.
Submitted by Amanda Click on 01/04/2024
Leadership and Management Leadership Team – May 2023 Report
The group met 6+ times this quarter.
Recent Activities
First Activity
We have been continuing to better understand the role of the Leadership and Management section in the context of Core overall. Most of the section leadership team was not involved in the transition to Core, so the ways in which the section, its committees and its interest groups fit together has seemed somewhat arbitrary. We have had extensive discussion about what L&M should be doing to support Core priorities and to communicate value to members. We have also suggested several changes to help streamline the over experience for Core members, including merging three interest groups with very similar constituents.
Meets Core’s strategic goals for Evaluate and Adjust Core’s Structure, Membership and Value to Members
Second Activity
We have been talking about out how to help jump start activity at the section, committee, and interest group levels by connecting with committee and interest group chairs to find out what kind of support they need. We have also worked on suggestions for L&M-specific updates for the Core Handbook.
Meets Core’s strategic goals for Membership and Value to Members
Third Activity
We reviewed over 40 proposals for Core Forum programs and preconferences and selected a slate of options that we think will be of interest and value to Core members.
Meets Core’s strategic goals for Membership and Value to Members
What will your group be working on for the next 6 months?
* Continue to hone in on the role of the Leadership and Management Section within Core.
* Reach out to other Core groups that intersect with leadership and management content areas to better define the role of L&M section leadership.
* Survey section members to get a better understanding of what products and activities would be valuable to them.
* Revisit and plan for updates to the existing Competencies for Library Leadership and Management, ensuring that we gather input and concerns from volunteers who worked on their initial creation.
> The existing foundational competencies were adopted and published by LLAMA in 2017 and became part of LLAMA content coordination activities. Planning for updates might include gauging whether or not the existing set of competencies continues to address the needs of library leaders and managers, adding newly relevant competencies, and adjusting descriptions and further reading suggestions to take the activities of the last 6 years into account.
Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your group’s work.
Lots of potential for future section work:
* There are leadership and management development activities happening all across ALA, but they tend to be division-specific and not necessarily aligned with one another. Core L&M could provide coordination or cross-promotion.
* There are also a number of leadership and management-related activities taking place in other Core groups. We would be happy to convene the coordination of these activities to ensure we are not duplicating effort.
Submitted by Lynn Hoffman on 06/01/2023
Leadership and Management Leadership Team – December 2022 Report
The group met 6+ times this quarter.
Recent Activities
First Activity
We have been working to better understand the role of the Leadership and Management section in the context of Core overall. Most of the section leadership team was not involved in the transition to Core, so the ways in which the section, its committees and its interest groups fit together has seemed somewhat arbitrary. We have had extensive discussion about what L&M should be doing to support Core priorities and to communicate value to members. We have also considered several changes to help streamline the over experience for Core members, including subsuming the Assessment section into L&M as a section-level committee, and merging three interest groups with very similar constituents.
Meets Core’s strategic goals for Evaluate and Adjust Core’s Structure, Membership and Value to Members
Second Activity
We have been talking about out how to help jump start activity at the section, committee, and interest group levels. We held an informal conversation at Core Forum to try to get a sense of what people want from Core and from L&M, and much of what we heard was about providing opportunities for mentorship and continuing education focused on skill building. We have been working through the fall to connect with committee and interest group chairs and to find out what kind of support they need.
Meets Core’s strategic goals for Membership and Value to Members
What will your group be working on for the next 6 months?
We will be continuing to discuss the role of the section within Core, and to energize committees and interest groups. We will prioritize supporting Core mentorship activities and encourage presentation of continuing education opportunities around skill development, in response to member discussion. We will develop a plan for the leadership team to actively help and support committees and interest groups as they engage with their members, knowing that it is at these levels where people are most likely to find their "home" in Core.
Is there anything LITA could have provided during this time that would have helped your group with its work?
[??]
Please provide suggestions for future education topics, initiatives, publications, resources, or other activities that could be developed based on your group’s work.
The is lots of potential for future section work, but one of the most apparent is that there are leadership and management development activities happening all across ALA, but they tend to be division-specific and not necessarily aligned with one another. Core L&M could provide coordination or cross-promotion.
Submitted by Lynn Hoffman on 12/30/2022
Leadership and Management Leadership Team – May 2022 Report
The group met 0 times this quarter.
Recent Activities
First Activity
There was usually at least one of the co-leaders of the section in attendance at the monthly Core Leaders meetings.
Meets Core’s strategic goals for Membership and Engagement
Second Activity
Review of the poster and presentation proposals for the inaugural Core Forum in October 2021. Posters and presentations were selected. When the Core Forum was cancelled due to Covid, we were happy to see that some of the presentations became part of the Core Webinar series.
Meets Core’s strategic goals for Continuing Education, Membership and Engagement
Third Activity
We sought help from Core and ALA leaders in finding people to lead the Section as terms of several co-leaders comes to an end in June 2022.
Meets Core’s strategic goals for Membership and Engagement
Fourth Activity
We also sought help from Core and ALA leaders in finding Interest Group members to help review the poster and presentation proposals for Core Forum in October 2022.
Meets Core’s strategic goals for Continuing Education, Membership and Engagement
What will your group be working on for the next 6 months?
—
Submitted by Carolyn Carpan on 06/10/2022