Policies & Procedures

ULA Policy & Procedures

Section 1 – Introduction

1.1 Purpose and Use of the Manual

Service in ULA represents a significant contribution of time and effort. This policy and procedure manual contains the basic information you will need to function effectively in the office you have been elected or appointed to.

Read the manual in its entirety, noting how your specific office relates to the association as a whole, and then study carefully those sections most pertinent to your assignment. Use the information here to help you plan and carry out your responsibilities effectively. Become familiar with the annual calendar, the deadlines you need to meet, the procedures you are expected to follow, the forms you should use, and the association bylaws and policies that relate to your activities. Doing so will help you serve more effectively and enable the association to provide significant member benefits.

The manual will be posted to the ULA website so that anyone wishing to review it may do so at any time. The association year begins after the annual conference when the new officers are welcomed and trained. As you leave office, pass on information that relates to your groups current goals and projects.

1.2 Annual Updates

The new board convenes in June with a training session prior to the first board meeting.

At this meeting the president presents a schedule of meetings for the year. In addition to the June meeting, the board typically meets in September, December, February and April.

The Executive Committee meets prior to the Board meetings. The Program Board meets as needed.

1.3 General Responsibilities of Officers

When you accept an elected or appointed office in ULA, you should be aware of the general, as well as the specific, responsibilities of that commitment. You must be willing to commit yourself to fulfilling these responsibilities as well as you can. The following suggestions will help you serve effectively and gain the satisfaction of having done your job well:

  • Attend all meetings required of you and be prepared to contribute your best thinking and judgment.
  • Plan and conduct meetings you are responsible for so you get the most out of the time and the people present.
  • Meet all deadlines for submission of goals, budgets, nominations, agendas, minutes, program plans, etc. Chairs should make a copy of the minutes of all their meetings available to the president as soon as possible after each meeting.
  • Act as goodwill representative of the association as you meet with colleagues and the public on library and professional issues.
  • Be creative and innovative in your approach to your assignment. Think in terms of what will be best for the association, its members, and the library professional as you plan meetings, workshops, and other activities.

1.4 Suggestions from ALA Chapter Handbook

The Association Board Member

The function of the board of directors is to establish policy and review major policies and procedures of the association. Board members have specific legal and fiscal responsibilities to the members of the association.

Here are some suggestions to consider while serving on the board:

  • Representing the Membership
    Elected as a director, the board member represents the ideas and concerns of colleagues. The success of the association depends on the performance of the board members.
  • Study your association’s constitution and bylaws and other documents
    Stating its purposes, objectives, and methods of operation. These documents chart your organization’s operation and spell out what the association can and cannot do. As a director, you can help change some of these rules if they need to be changed. Until a rule is changed through formal procedures, the association must adhere to it.
  • Even if you were elected by a specific region or a section of the association, as a board member you are responsible for considering the needs of the membership at large. Your statesmanship as a director will be measured by your ability to judge and plan on the basis of overall considerations. It is your responsibility to determine what your members need and want, and to bring those needs to the attention of the full board. You also should suggest ways in which these needs can be fulfilled.
  • You are closer than most of your fellow members to the operation of the association. When you make statements about the association, members will tend to believe you–to accept your statements as official policy. For this reason, association leaders should consider careful what they say and do. Well-informed, constructive criticism is essential to the operation of a healthy board. If you are critical of an association policy or an issue under consideration by the board, know when and how to present your views. Your president will advise you on issues that need priority attention, and your concentration should be focused on these areas. Your input and professional opinion will be valuable.
  • Members of the board of directors can be held individually or collectively liable if someone decides to challenge the legality of your association’s action. You must therefore behave prudently in your role as a director. Make all efforts constructive. Strive to build a stronger organization that reflects current and future needs of the members and profession. Your role as an association director is to guide the profession. To do this effectively, you must address yourself to the major problems facing the association and not concern yourself with insignificant administrative details better assigned to others.
  • Do your homework! To be an effective director you must be well informed. It is imperative that you study the issues and details relevant to the subject about which you must make a decision.

1.5 Board of Directors Meetings

Great contributions will be made through intelligent and active participation in board of directors’ meetings. Productive meetings require preparation and participation.

Here are a few suggestions:

  • When an agenda is issued prior to the meeting, study it carefully. If there is any item on it you do not understand, contact the president and ask for an explanation.
  • During the meeting, stick to the agenda. Wait until the president asks for discussion of subjects not on the agenda before bringing up new business.
  • Learn the exact purpose of the meeting and determine in advance how you are going to contribute.
  • Keep your responses short and to the point. You are not there to deliver an oration.
  • When you speak, do it clearly in a voice everyone can hear. Wait until you have the attention of the entire board before you begin your remarks. The presiding officer should ensure that a desirable atmosphere exits.
  • Side conversations are distracting and should be avoided. If you think your remarks weren’t heard, repeat them.
  • If your remarks are lengthy or involved, sum them up at the end of your discussion. Someone may have forgotten your objective before you have finished.
  • If aimless discussions arise on subjects that require study or research, stop them with a motion that a study committee be appointed. This is one of the best methods for moving a meeting along and adjourning on time.
  • Don’t hesitate to comment, criticize constructively, or disagree. Know your subject and ask for support from members who believe as you do.
  • If you disagree with a speaker, ask questions at the proper time. Make sure remarks are completely clarified. Pinpoint them in a direct summation that everyone can understand.
  • If you have a comment, ask for the floor rather than joining aimless group discussion. Genuine contributions may be lost in confused conversation.
  • There will always be dissenters or those with different points of view on particular subjects. Ask others to summarize their convictions. This permits a more thorough examination of an idea that could be highly constructive when completely understood.
  • Hurriedly passed motions usually don’t receive the consideration they require. It’s better to table a motion until the next meeting than to pass one you will later regret.

1.6 Committee Participation

The most common reason for forming a committee is the desire for group participation in the solving of a problem. For a committee to feel its existence justified, its product should be something that no member of the committee could have done alone. A committee’s work should contribute to the efficient operation of an organization. A committee should be concerned with the communication of information and should assist the leadership in the decision-making process by providing needed information.

Types of Committees

Standing committees may be provided for in the association constitution and/or bylaws as they perform a continuing function. Examples are committees for nominations, awards and finance.

Ad hoc committees are usually appointed to accomplish a specific objective and are dismissed upon completion of a study or work.

The Committee Chair

A committee without strong leadership is handicapped. If an association has a central staff, the committee chair should seek their help, guidance, and information. Ability to preside and guide the committee toward a definite goal will determine achievements. The following guidelines should be helpful:

  • Always start the meeting on time and work with a definite agenda.
  • State the reason for the meeting at the beginning, briefly and clearly.
  • Provide committee members all the information relating to an issue, both pro and con. Review the committee’s objectives relative to the objectives of the association.
  • Keep the meeting moving; interest lags when action lags. Get as much participation as possible. Keep responses short; get to the point; insist on order and talk to the group, not to individuals.
  • Don’t disagree with the individual who has the floor. Ask questions if you disagree, but remember that as presiding officer you should remain neutral.
  • Make sure adequate minutes are kept of each meeting and that they are distributed to each committee member.
  • Check at the end of the meeting to see if members feel that all relevant subjects have been covered adequately.

 

Section 2 – Elected and Appointed Officers

 

Duties of Elected Officers

 2.1 President

The president is responsible for the overall operation and administration of the association, its programs and activities. The specific duties listed in the Bylaws include:

  • Presiding at all association, Board of Directors, and Executive Committee meetings.
  • Nominating people to fill vacancies on the Board of Directors between elections.
  • Performing all duties that usually pertain to the office of president that do not conflict with duties and powers specifically granted to other officers.

To a great extent, the success of the association depends on the ability of the president to exercise strong leadership, to establish goals and objectives to be achieved during the year, to coordinate the work of the other elected and appointed officers and committees, and to see that they follow established policies and procedures and meet all applicable deadlines.

Much of the president’s success depends on the preliminary work done during the person’s tenure as vice president/president-elect.

The president also serves as the presiding officer of the Board of Directors and Executive Committee of the Board of Directors.

2.2 Vice-President/President-Elect

The vice-president/president-elect is second in command and fills in for the president as necessary. A major role of this officer’s responsibility is to prepare for tenure as president. The Bylaws specifically list the following duties and responsibilities:

  • Preside at all meetings in the absence of the president.
  • Perform duties assigned by the president.
  • Preside over the Membership Committee.
  • Appoint the historian, parliamentarian, and the chairs and members of all committees prior to the annual conference.

In addition to the above responsibilities, it has become traditional for the vice-president/president-elect to plan and conduct a leadership seminar for incoming officers. The outgoing officers and committee chairs are also invited so they can pass on materials and provide information to the new officers to make the transition as smooth as possible.

The incoming president should introduce the goals and objectives established for the coming year, distribute a planning and activity calendar, outline the budgeting procedures, and otherwise lay the groundwork for a successful administration. Time should also be provided at the seminar for the executive committee, the section and round table officers, and the standing committees to meet in individual sessions to begin their planning and budget development for the new year. The seminar may also include training sessions in leadership skills. The vice-president/president-elect also serves as a member of the Board of Directors and the Executive Committee of the Board of Directors.

 2.3 Immediate Past President

The immediate past president helps the association maintain continuity from one administration to the next and also performs the following duties as listed in the Bylaws:

  • Chairs the Finance Committee.
  • Serves as an ex officio member of the Nominating Committee.
  • Performs other duties as assigned by the president or Board of Directors.

The past president also serves as a member of the Board of Directors and the Executive Committee.

2.4 Board of Directors

The Board of Directors consists of all the elected officers of the association, the immediate past president, the president-elect/vice president, the chair of each subsidiary unit, the executive director, the treasurer, and the recording secretary (ex officio). The board is chaired by the president. The duties specified in the Bylaws are as follows:

  • Hold meetings at least quarterly.
  • Take the initiative in determining the policies of the association.
  • Assume charge, control, and management of all association property.
  • Approve an annual budget and all expenditures of funds, including approval of any expenditures approved subsequent to approval of the annual budget.
  • Be responsible for the association Home Page by working with the Web-Committee

While members of the board are responsible for approving the policies and expenditures of the association, suggestions for discussion of pertinent issues may be made by any member of the board, any subsidiary unit or committee, and any member of the association. The success and activity of the association will greatly depend on the active involvement of all board members in reviewing materials, suggesting items for meeting agendas, and attending and participating in all meetings.

When a subsidiary unit or committee chair cannot attend, a substitute should be appointed. To conduct official business, a quorum of eight voting members must be present at the meeting.

2.5 Executive Committee

The Executive Committee shall act in behalf of the Board of Directors to facilitate the business of the association.

  • The Executive Committee shall act for the Board and make decisions on matters requiring action before the next board meeting, subject to later review of The Board.
  • The Executive Committee shall act on matters specifically delegated by the Board to the committee.
  • The Executive Committee shall act on matters affecting the budget that require immediate attention.
  • The Executive Committee shall make recommendations to the Board on matters of association policy, operations, activities, and priorities.
  • The Executive Board shall submit to the historian all records, including minutes, goals and objectives, and annual reports, of all association units and subunits, no later than sixty (60) days following the annual conference.

2.6 Executive Director

The executive director has the following responsibilities:

  • Email and other correspondence directed to the membership, sections, round tables, committees, and others as requested by the Board.
  • Updates the membership database.
  • Manages the web presence (including workshop and conference sites, registrations and statistics).
  • Purchases approved items for round tables, sections and committees (when requested to do so).
  • Advocates for the association.
  • All other duties assigned by the Executive Committee.

Since much of the credit for the smooth operation and continuity of the association is attributable to the person appointed to serve in this position, this person must make every effort to execute these and other duties in a timely and effective manner. It is particularly crucial that all web posting and email be handled expeditiously. To accomplish this, the executive director is authorized by the Bylaws to receive a salary. Consequently, this office carries with it an especially strong imperative for efficiency and effectiveness.

2.7 Treasurer

As the association’s fiscal officer, the treasurer shall:

  • Maintain all financial records of the association, receive all monies payable to the association and disburse funds in payment of association expenditures.
  • File association income tax returns and maintain the tax exempt status of the association.
  • Maintain liability insurance for the association.
  • Invest association funds not required for current operations in appropriate financial sources to obtain the highest return consistent with prudent fiscal policy and security of funds.
  • Present quarterly and annual financial statements to the Board of Directors and a report of the financial status of the association at the annual meeting of the association.
  • Arrange for an annual review of the financial records of the association at the end of each fiscal year by a committee independent of the finance committee; consisting of people with accounting experience from within the library community. This committee shall submit a report to the Board of Directors.
  • Activities of the treasurer shall be conducted under the direction of the Finance Committee in accordance with the ULA Policy on the Monitoring and Investing of Funds.
  • An audit of the treasurer’s financial records may be ordered at the discretion of the Executive Committee.
  • The treasurer shall serve as an ex officio member of the Finance and Executive committees and the Board of Directors.
  • For services performed, the treasurer shall receive a salary to be determined by the Executive Committee with the approval of the Board of Directors.

 2.8 Historian

Duties of the office:

  • Work to save and preserve the historical record of the Utah Library Association by arranging to have association records sent to the ULA Archives at University of Utah (preserved records are digital or paper).
  • Encourage members to submit their own records about ULA to the Archives.
  • Work with the staff of the UU Library Special Collections to see that the records are deposited there and help with the description of the documents.
    • The UU Marriott Library staff will do the processing of the ULA collection as a part of their assignment as the caretakers of the ULA Archives.
    • Research done in the ULA Archives is generally done on site at the UU Marriott Library.
  • Work to promote the importance of the history of ULA for members and the community by arranging programs for ULA on historical subjects.
  • Work to produce publications, videos, websites, handouts, etc. that focus on ULA history.
  • Serve as the spokesperson for the association for questions or inquiries that surface about ULA history.
  • Work with the ULA leadership to recognize significant events and prominent individuals in ULA’s past for recognition.

2.9 Parliamentarian

The parliamentarian is appointed annually by the vice-president/president elect.

 

The duties of this office are those that usually pertain to this function but may also include other assignments. The Bylaws specify that this person serves as a member of the Bylaws Committee and “advises association officers on matters of parliamentary procedure.”

 

It is important for the parliamentarian to attend all board meetings and all public meetings of the association where parliamentary procedures are required. The service on the Bylaws Committee is to assure that the best form is followed in bylaws statements and provisions.”

 2.10 Program Board Chair

The Program Board Chair is appointed for a two-year term by the vice- president/president elect. This includes one year as vice-chair/chair elect and one year as chair. He/she serves as a member of the Board of Directors and as an ex officio member of the Executive Committee of the board.

The Program Board Chair works with the Conference Planning committee on ULA annual conference programming. He/she is not responsible for selecting programming for the ULA annual conference. Rather, he/she collects and disseminates proposals to sections and roundtables, and is available to assist with assessment of program submissions as the conference programming board sees fit. The Program Board Chair organizes conference programming based on the selections of the sections and roundtables.

The Program Board Chair is also responsible for supporting, through promotion, etc., other ULA sponsored/co-sponsored programming throughout the year. These events include, but are not limited to, Youth Services Roundtable workshops and the ULA Fall Workshop. The Program Board Chair may appoint a planning committee to help with various aspects of the work.

The Program Board Chair is responsible for producing a report, as requested by the ULA President or Vice-President/President-Elect, or at the end of his/her term. This report details the contributions he/she made to ULA the previous year, as well as suggestions for items for future chairs to address.

 

Section 3 – Meetings and Conferences

The Association Bylaws and the Section and Round Table Bylaws and Committee Charges specify that a certain number of regular meetings must be held, but they do not set a maximum number of meetings. Officers and chairs of the association and its units must be aware of the meetings required and use their best judgment in calling additional discretionary meetings.

3.1 Association Meetings

  • The association is required to meet annually at such time and place as the Board of Directors determine.
  • Notice of the annual meeting must be sent to each member sixty (60) days prior to the meeting.
  • The board is also empowered to set a registration fee.
  • Any motions to be presented at the meeting must be presented in writing before or at the time the motion is made.
  • A quorum for transacting business at the annual meeting general sessions or business meetings consists of those present.
  • Special meetings may also be called by the board or upon written request to the board by ten percent (10%) of the association members. These meetings are to be convened by the president. Notice of the meeting date and the business to be transacted must be sent to each member thirty (30) days prior to the meeting.
  • The annual meeting is traditionally held at the annual conference.

3.2 Board of Director and Executive Committee Meetings

  • The Board of Directors is required to meet at least quarterly.
  • Notice of such meetings is to be published quarterly in the association newsletter, and any member of the association may attend.
  • Officers who miss two consecutive meetings without valid excuse can be excused and their office be declared vacant.

3.3 Subsidiary Unit and Committee Meetings

  • Subsidiary unit and committee meetings are held at the direction of their officers or as specified in their bylaws or charges.
  • Unit chairs are required to attend Board of Directors meetings or to send a designated representative.

3.4 Annual Conference

  • The Annual Conference is the single most important activity sponsored by the association each year.
  • The conference of the association is held at the time and place specified by the Board of Directors.
  • The Program Chair is responsible for conference planning and may appoint a Conference Planning Committee to assist with various aspects of the planning.
  • All conference plans, however, should be approved by the Board of Directors.
  • It is recommended that the Board of Directors set conference locations and dates two to three years in advance to assure the availability of needed facilities on the dates and times desired.
  • A Conference Planning Manual has been developed. Please refer to this manual for specifics about planning the Annual Conference.

3.5 Joint Conference

Historically, ULA has held joint conferences with MPLA and UELMA. When these are negotiated, a contract should be signed. An example of a joint contract drawn up from a previous ULA-UELMA conference is available from the historian or from a previous program chair.

 

MPLA generally schedules its conferences five years in advance, which will necessitate longer than usual advance scheduling for ULA. They will also draw up a draft contract that can then be further negotiated. These joint conferences generally result in higher income so they are encouraged.

 

Section 4 – Association Policies

 

4.1 Travel Reimbursement Policy

The Board of Directors has authorized reimbursement for part of the mileage expenses incurred by officers, committee members, and subsidiary unit officers in the performance of their duties. This policy was adopted to insure that all qualified ULA members, regardless of their location in the state, would be able to serve in official positions in the association without incurring undue financial burden.

However, reimbursement is subject to the following limitations:

  • Before submitting a request for reimbursement, an attempt should be made to obtain support for ULA involvement from the employing library.
  • Only miles in excess of 500 miles per year are reimbursable.
  • The rate of reimbursement is the amount allowed by the IRS for charitable travel.
  • Reimbursement requests must be submitted on the ULA Travel/Phone Reimbursement Request form (available online) and should be submitted for the fiscal year at the end of the year only.

4.2 Presenter Reimbursement Request

ULA will reimburse current members for motel/hotel rooms, gas, and registration fees in the following instances:

  • Fall Workshop presenters
  • Members of the ULA Continuing Education Committee needing to attend the Fall Workshop.
  • Presentation at other ULA unit sponsored programs.

This reimbursement does not apply to the annual conference and reimbursement will only be granted if applicant’s institution will not cover the full cost.

Receipts must be submitted for reimbursement along with the Presenter Reimbursement Request Form (available online).

4.3 ULA Policy on Fund Raising

  • Fund raising efforts pursuant to the goals and objectives of the Association should be an on-going concern of the organization.
  • All fund raising by the Association and its units, as well as the purposes for it, shall be presented to the Program Board Chair and the Board of Directors for approval.
  • Fund raising efforts should be directed to the public as well as to the members of the Association.
  • Corporations should be approached for contributions.

4.4 Policy for Actions on Intellectual Freedom Issues – Scope of Responsibility

The Intellectual Freedom Committee of the Utah Library Association (ULA) is hereby assigned the responsibility to investigate and make recommendations relating to the principles of intellectual freedom as set forth in policies adopted by the ULA Board of Directors and the membership of the Utah Library Association. These policies include the Library Bill of Rights, The School Library Bill of Rights, Statement on Labeling, and the Librarian’s Code of Ethics.

The Committee shall have full authority to interpret all pertinent ULA approved policies in implementing this policy for actions on intellectual freedom issues and conducting activities to meet its committee responsibilities.

Nothing shall be understood, implied or interpreted as granting or vesting in the committee any policy-making function for any unit of the Utah Library Association. Nothing in this limitation, however, shall preclude the committee from referring to any appropriate unit the need for ULA policy.

4.5 Complaints

All complaints of alleged violations of intellectual freedom received by the Utah Library Association, regardless of the unit or individual receiving such, shall be forthwith transmitted to the committee. Upon receipt, all complaints shall be acted upon in an objective manner in order to provide fair and just treatment for all. The decision by the Intellectual Freedom Committee to accept or reject a complaint, implies no supposition as to the rightness or wrongness of the complainant or the validity of the complaint.

When a complaint is received, whether oral or written, the committee shall supply a standard form to be called a Request for Action. The form is to be completed, signed, and returned to the committee by the complainant.

Until a completed and signed Request for Action is received by the committee, no investigation or recommendation will be made.

That a completed and signed form is necessary for formal action in no way precludes the committee from taking informal action, such as, but in no way limited to telephoning the complainant or gathering additional information, advising the complainant of local channels for the redress of the grievance, or notifying alternative sources of potential support, as appropriate. In some instances, “informal” action may include an actual visit to the complainant, whether by a member of the committee, or by another person or persons the committee so designates. Such visits, however, will be undertaken only on the approval of the chair of the committee, or his or her designate.

“Informal” action may include such emergency action as the committee agrees is necessary and appropriate.

After receiving a completed and signed Request for Action, it shall be the responsibility of the committee to determine whether the matter is one which should be considered by this committee.

If the committee determines that action should be taken, it shall then determine the most appropriate course of action. Prior to undertaking any action, the committee shall determine whether or not an adequate remedy is available from another source. Such an alternative remedy should be pointed out to the complainant, and the committee may offer its assistance in the complainant’s pursuit of that alternative. The committee shall then determine its course of action:

  • Among, but not limited to, the possible courses of action are an inquiry or referral of the matter to a more appropriate agency or organization.
  • If at any time after filing of the Request for Action, the case involves a law suit, the committee may recommend to the ULA Board of Directors that the Board, after seeking legal counsel, file an amicus curiae brief, or take other appropriate action. The filing of an amicus curiae brief, however, should be normally limited to cases involving issues of primary importance to the Utah Library Association, which have not yet been determined by the courts.

Complaints may be withdrawn by the complainant, upon written notification to the committee or its chair, at any time prior to the institution of formal action.

The committee may decline to proceed further with a complaint at any point in the proceedings, when in the judgment of the committee, further action is unfeasible. In an instance when the committee declines to proceed, a report of the reasons why no further action is recommended shall be made by the chair to the ULA Board of Directors, which may either approve or disapprove the committee’s action.

4.6 Inquiries

The committee may decide to attempt to arbitrate and mediate the problem, or it may determine that arbitration and mediation are not appropriate or would be to no avail and may proceed directly to a formal inquiry. If the committee determines that the problem cannot be resolved through arbitration and/or mediation, and that the matter warrants a formal inquiry, then the committee shall so notify the complainant. In such notification, the complainant shall be apprised of the seriousness of such an undertaking, and shall further be informed that he or she has ten business days from the date of notification to withdraw his or her Request for Action. If at the end of the ten-day period, the complainant has not withdrawn the Request for Action, the Intellectual Freedom committee shall commence a formal inquiry. Once the formal inquiry has begun, no complainant may withdraw his or her Request for Action except by written communication to the chair of the Intellectual Freedom committee. A majority vote from the committee is required to cease the process for formal inquiry.

In proceeding with a formal inquiry, the committee shall gather all of the facts pertinent to the matter by reviewing all relevant documents and other materials, by interviewing the parties concerned, and through other appropriate means.

All interviews shall be conducted in the following manner:

  • Each individual shall be interviewed singly by the committee.
  • The committee may call an individual back for further questioning if additional information is needed.
  • The committee may solicit information from individuals connected with the incident under investigation if they do not come forward voluntarily.
  • There shall be no minutes or tapes of Intellectual Freedom Committee interviews.
  • All matters seen, heard and discussed by members of the Intellectual Freedom Committee in the course of a fact finding investigation shall be treated by them with the utmost regard for privacy and confidentiality. Members of the committee may, however, be subpoenaed and compelled to testify in a court of law.

Following the completion of a fact-finding investigation, a report of the findings and recommendations shall be prepared. All members of the committee should examine the draft report, indicating their concurrence or disagreement with its findings and recommendations. The Report(s) of the committee shall be finalized by a majority vote. Reports of the committee shall be sent to the president of the Utah Library Association who shall direct copies to the ULA Executive Secretary, the ULA Legal Counsel and to the Board of Directors for further action.

It shall be the responsibility of the Intellectual Freedom Committee to recommend appropriate action, based on the facts gathered in the investigation and reported in written form to the ULA Board of Directors. Reports of fact-finding investigations shall be considered highly confidential and shall not be made public, except as authorized by the ULA executive Board.

Reports of fact-finding investigations, including revisions and recommendations for further action, as determined by the committee, shall be reviewed by ULA Legal Counsel prior to submission to the Board of Directors.

Upon acceptance and approval of reports of fact-finding investigations by the Board of Directors, the full report, a summary thereof, or a statement may be published in Utah Libraries/News and other appropriate media, if so determined by the Board of Directors.

4.7 Sanctions

Sanctions may be defined as the appropriate penalty or penalties incurred for violations of one or more of the ULA approved policies to which this policy relates, including, but not limited to, The Library Bill of Rights, The School Library Bill of Rights, Statement on Labeling, and the Librarian’s Code of Ethics. If, in the judgment of the Intellectual Freedom Committee and the complainant, continued negotiations might result in an amicable solution to the problem, the Board of Directors, on the recommendation of the Intellectual Freedom Committee, may authorize a lapse of time of no longer than six months between the board’s acceptance of the Intellectual Freedom Committee report and its invocation of sanctions. The publication of the report would also be subject to this six month delay. When the facts gathered in a case so warrant, one or more of the following sanctions may be recommended:

  • Publication of a report that includes a statement of censure indicating the strong disapproval of ULA because of a violation of one or more of the policies to which this relates.
  • Suspension or expulsion from membership in ULA.
  • Listing of parties under censure in each issue of Utah Libraries/News as long as the censure is in effect, as a warning to persons considering employment in an institution under censure that its practices and policies are in conflict with ULA policies concerning the principles of Intellectual Freedom. On the same page with such listings of censured libraries and individuals shall appear the following statement:

“The fact that the name of an institution appears on the censured list of administrations does not establish a boycott of a library, nor does it visit censure on the staff. There is no obligation for ULA members to refrain from accepting appointment in censured libraries.

The ULA advises only that librarians, before accepting appointments, seek information on present conditions from the ULA Board of Directors.”

Sanctions can only be applied upon the completion of full fact-finding inquiry, leading to a formal report on the basis of which the Intellectual Freedom Committee recommends the imposition of appropriate sanctions. No sanction shall be imposed except with the approval of the ULA Board of Directors.

4.8 Appeals

Should the committee recommend, and the Board of Directors approve, the application of sanctions, the principals shall be notified that an appeal hearing may be held before the ULA Board of Directors to allow a final opportunity for appeals. A request for such a hearing should be made by the principals within forty-five days after receipt of notification. Copies of the report shall be forwarded to the individual(s) or group(s) sanctioned at the time of this notification.

4.9 Removal of Sanctions

Sanctions may be withdrawn when the conditions causing their original imposition are corrected, and when there is reason to believe that ULA policies and principles concerning intellectual freedom will be observed in the future. To effect the removal of sanctions:

  • Each year the committee shall query sanctioned individuals and/or institutions to determine if conditions warrant removal of sanctions.
  • The sanctioned party may request the ULA Board of Directors to review the case. The board shall refer this request to the Intellectual Freedom Committee for an inquiry and a recommendation. The sanctioned party shall have the responsibility of furnishing pertinent information as to why the sanctions should be removed.
  • After conducting a fact-finding investigation, the committee votes to recommend to the ULA executive Board that sanctions be removed or retained and that appropriate notice of the board’s action be published in Utah Libraries/News.

4.10 Alternatives to Sanctions

In addition to the possible sanctions, other recommendations for action can include, but are not limited to, the following:

  • Distribute summaries of the final report to the library and educational press, to newspapers, and to other appropriate media, with a statement that copies of the report are available from the committee.
  • Assist, as appropriate, in finding suitable temporary employment for individuals who have lost their positions as a result of acting in defense of Intellectual Freedom.

4.11 Program Review

In order to assure the full implementation of this policy, a review of the program will be made at least every three years. The review of the nature and frequency of cases, the conduct of the program, and the effectiveness of the program will be conducted by the Intellectual Freedom Committee, and approved by the ULA Board of Directors. The committee will present its report and any recommendation for program changes to the Board of Directors.

 

Section 5 – Relations with other Organizations

 

MPLA Representative

 5.1 General:

Each MPLA member state is represented on the MPLA Executive Board by one state representative. Each representative’s term of office is for two years, beginning at the first MPLA Executive Board meeting following the representative’s selection. Representatives are selected in accordance with each state association’s constitution and/or bylaws. A representative may be appointed by the MPLA President if a state association fails to elect or appoint one within four months following the annual conference at which the previous state representative’s term expires.

A state representative must be a member in good standing of MPLA.
State representatives serve as voting members of the MPLA Board of Directors.

5.2 Duties:

State representatives serve three broad purposes:

  • Promotion of MPLA membership within the state represented.
  • Transmittal of publicity from MPLA to the state and from state to MPLA.
  • Two-way liaison between the MPLA Executive Board and the state association’s Board of Directors.

Both MPLA and the state associations can be strengthened by mutual cooperation; the state association representative is the primary vehicle of that cooperation. Representatives are not only the state association’s representatives to MPLA, but also MPLA’s representative to the state associations. Active support of MPLA and its objectives is as important as loyalty to the state association. If for reasons of personal conviction, wholehearted support of MPLA is not possible, it is suggested that the appointment be declined and that the state association appoint another person.

The duties of state representatives are not specifically tied to a convention timetable, but pertain throughout the term of office as follows:

  • Attend state association board of director meetings and report on the activities of MPLA and MPLA Executive Board.
  • Attend MPLA Executive Board meetings and report on the activities of the state association and the association’s board.
  • Each year, upon request, provide the MPLA executive secretary with a complete up-to-date list of all potential MPLA members in the state for purposes of mailing membership brochures and personal letters from the state representatives.
  • Represent MPLA at the state association’s conference; request time during the program to speak on MPLA activities and promote membership.
  • Obtain membership brochures and MPLA information from the MPLA executive secretary and the Public Relations Committee and be sure they are included in state association conference packets.
  • See to the placing of MPLA publicity, including that generated by the Public Relations Committee, in the state’s library press.
  • Provide the MPLA Newsletter editor, and the Public Relations Committee with library news of the state, including:
    • State association officers, activities, programs, conference, etc.
    • Library personnel changes.
    • Innovative programs.
  • Investigative possibilities of joint MPLA/state association conferences or places in the state to hold MPLA conferences.
  • Actively assist the MPLA Conference chair when an annual conference is to be held in the state.

 

State Association Conference Responsibilities

5.3 MPLA Executive Secretary

  • The MPLA Executive Secretary must be apprised of the state association conference dates well in advance of the conference so that he/she can
    • Send the MPLA exhibit, membership brochures, membership directories, MPLA ribbons, conference packet stuffers, and free membership drawing applications to the conference locale.
    • Set up MPLA Exhibit Space: Space must be booked with the state association conference exhibit coordinator for the MPLA exhibit. The exhibit is often located in the conference registration area, and requires at least one table in addition to the exhibit itself. The entire exhibit requires a space similar to that required by a 3′ x 8′ table. C. MPLA President
  • If possible, the MPLA president should be invited each year by the state representative to attend his/her annual state conference. The state representative is responsible for making the necessary arrangements with the MPLA president. MPLA has traditionally covered the cost of transportation and lodging, and meals.
  • Time for the MPLA president to give a membership appeal during the conference should be requested from the state association president.

5.4 MPLA Exhibit Assembly and Materials

The MPLA exhibit arrives in a large suitcase and must be assembled. Assembly may require at least half an hour, and two people. The exhibit table must be stocked with membership brochures, newsletters, free membership drawing applications (and a receptacle in which to place the applications), and membership directories.

5.5 Free Membership Drawing

Time should be requested in advance for the drawing to be held at a banquet or large gathering. The state representative is responsible for publicizing the drawing, and for providing a box in which to place the application blanks. After the winning blank is drawn, the winning blank and the remaining blanks should be mailed to the MPLA executive secretary.

5.6 Return of MPLA Exhibit

The state representative is responsible for sending the MPLA exhibit back. Use mailing label(s) included in the exhibit procedure manual. Send UPS and insure for $500.

5.7 Membership Promotion Responsibilities

  • Status of MPLA Members and Non-members within State.
    Each year, the state representative should request from the executive secretary, an up-to-date listing of MPLA members within his/her State, so that non-members can be contacted for potential membership. Request MPLA conference and regular stationery and envelopes as needed from the executive secretary.
  • Retrieval of Dues
    At the spring MPLA Executive Board meeting, the state representatives are given a list of their states’ former members, or members who had not paid their dues. State representatives are responsible for contacting each party on the list with a renewal appeal, and sending all corrections of the status/address information to the executive secretary.
  • Encourage prompt payment of MPLA annual dues by state associations.
  • Resolve problems with membership by acting as liaison with MPLA executive secretary.
  • Membership Promotion Appeals
    • MPLA membership promotion appeals should be made regularly at state association meetings, and other library function.
  • In addition to the exhibit, one may request an MPLA membership promotion poster.
  • Promote MPLA state pre-conference grants, professional development grants, Jobline, and continuing education programs.
  • Provide MPLA membership applications for state associations when they send out annual state association dues renewal forms.

5.8 Reporting Responsibilities

  • Annual Reports
  • For the state association: report on MPLA.
  • For MPLA: report on the state (due before the MPLA Newsletter August issue deadline of July 7).
  • Annual reports for state association boards need to be copied and sent to the MPLA executive secretary.
  • Reports at Meetings
  • At state association meetings: report on MPLA and MPLA membership.
  • At MPLA Executive Board meetings (generally three times a year–May, December, and Joint Conference): report on state’s library activities and state association.
  • A copy of the written report to the state association board shall be sent to the MPLA executive secretary.
  • Written reports for state association boards should be executed on MPLA stationary: written reports for MPLA Board should be executed on state association stationary.

5.9 MPLA Newsletter

Provide the MPLA Newsletter editor with library news of the state: 6 issues a year. See that the Newsletter editor and the executive secretary are on the mailing list for the state association and state library newsletter. Publication deadlines for the six MPLA Newsletter issues are listed in the publication information box in each Newsletter. Encourage libraries in state to mail their press releases and newsletters to the Newsletter editor, and to place him/her on their mailing lists. Newspaper clippings should also be sent when available.

5.10 Utah ALA Chapter Councilor

Duties

According to the Bylaws of the ULA, the association areas of focus include “professionalism” or effective relations between ULA and ALA. The Chapter Councilor is in a strong position to create and maintain those relationships that ULA and ALA have created and maintained throughout their respective histories. (ULA Bylaws Article 4, Paragraph A)

“The ALA chapter councilor shall be elected to a three-year (3) term by the Association, to assume office at the close of the ALA annual conference in the year 2000 and every third year thereafter. The councilor shall serve in accordance with ALA bylaws and policies. The councilor shall be a member in good standing of both ULA and ALA.” Please note the beginning and ending term of office. Working with the outgoing or incoming councilor will be critical to the transition of the office. (ULA Bylaws Article 8, Section 6)

“The Utah ALA chapter councilor represents ULA to the American Library Association and the association to ULA. This person must be a member in good standing of both associations. The term of office is four years to commence at the close of the ALA annual conference in the year the representative was elected or until a successor is elected and qualified. The new Councilor must be accredited to ALA by the ULA executive secretary in advance of the first meeting after the new Councilor is elected. All members of ULA vote for the chapter councilor, not just members of ALA in the association.

The ALA Bylaws, Article IV, Section 6, specifies that:

A vacancy in the membership of Council representing a state, provincial or territorial chapter, or a division of the Association, may be filled by the chapter or division on an interim basis. Each chapter or division shall accredit its interim council to the secretary of the Council in advance of the first meeting after selection. The interim councilor shall serve as a voting member until the next regularly scheduled election or for a maximum of one year by which time an election shall have been held to elect a successor.

The ALA Policy Manual (section 6.l.3) specifies that:

Chapter Councilors and Councilors-at-Large should work together to establish library issue caucuses at state and regional library association and type-of-library association meetings with the goal of identifying, developing information, and communicating recommendations on library issues to ALA Council and/or other appropriate bodies.

The chapter councilor is expected to attend all Council sessions at both ALA Midwinter Meetings and Annual Conferences during the term of office and all chapter caucus meetings, at one of which each councilor briefly reports on library issues in their states and state associations. This is a great place to pick up new ideas for ULA as well as to share our good ideas with others. In addition, the Councilor should attend meetings of the Chapter Relations and Membership committees. The Councilor is also encouraged to attend the Membership Meetings held at the Annual Conference and other meetings where issues pertinent to chapters are being discussed, such as hearings on ALA policy issues, i.e., intellectual freedom, professional ethics, etc. The Chapter Relations Office of ALA sends to each councilor a list of meetings of interest to chapters prior to both Midwinter and the Annual Conference to help in selecting meetings of greatest interest to chapter councilors.

  1. Several months prior to each ULA annual conference, the chapter councilor should request from the ALA Chapter Relations Office a display unit, ALA ribbons, and promotional literature to be displayed at the conference to make ULA members aware of ALA and to encourage them to join the association. The display also needs to be scheduled with the Exhibits chair on the ULA Conference Planning.”

As Chapter Councilor, you will also be a voting member of the ULA Board of Directors. Because it is critical to have a quorum at the ULA Board meetings, attendance at all ULA Board meetings are required.

The ALA chapter councilor shall:

  1. Obtain instructions from the ULA Board of Directors or the Executive Committee prior to attendance at the ALA Council meetings.
  2. Prepare a brief written report for the ULA Board of Directors within one month after the conclusion of each ALA Council meeting attended on behalf of the Association, and shall submit reports of ALA news and activities to the newsletter editor for publication. (Bylaws Article 10, Section 8)

Submit the State of the Chapter Report to ALA. See the section on ALA Chapter report for more information.

Be prepared to attend:

  • ULA Board Meetings: typically held on the first Friday of the last month in the quarter, but this is subject to change at the direction of the Board or President.
    • An annual training meeting is held so that incoming and outgoing officers may share information. While each incoming ULA President will present new and updated information, attending these training meetings also offers Councilors opportunities to provide other officers a reminder of how the Chapter Councilor can assist them in their duties. Budget forms, officer directories, bylaws, etc. are usually distributed during these meetings and will be useful documents for the Councilor to have.
  • ALA Meetings
    • Council orientation session is usually held Saturday morning during the conference during the conference (both annual and midwinter), for about 2 ½ hours. This is a very informative and valuable session to attend, especially for the first year of office.
    • Council/Executive Board/Membership information session is usually held Saturday afternoon during the conference (both annual and midwinter), for about 1 ½ hours. This usually includes informational items and can be very helpful.
    • ALA Membership Meeting is usually held Saturday in the late afternoon during the conference (both annual and midwinter), for about 1 hour. This can be a very lively session and oftentimes results in resolutions or other discussion items that will be on the agenda for Council meetings.
    • Council I is typically held Sunday morning during the conference (both annual and midwinter), for about 2 ½ hours.
    • Council II is typically held Monday morning during the conference (both annual and midwinter), for about 2 ½ hours
    • Council III is typically held Tuesday morning during the conference (both annual and midwinter) for about 2 hours
    • Council forums are held Sunday and Monday evenings during the conference (both annual and midwinter), for about 1 1/2 hours. The location is usually at a conference hotel. Forums are informal discussions, providing Councilors an opportunity to learn more about issues and items that will be on the agenda for future meetings. They are very informative. While attendance is not required, they are very helpful and strongly suggested.
    • Chapter Council Forum is held during both annual and midwinter conference, usually on Monday late afternoon. ALA Chapter Relations Office (CRO) will post the location and exact times of the forums in their mailing list. This meeting is very helpful as it is an opportunity for Chapter Councilors to discuss issues that are unique to chapters (such as membership retention, organizational structure, programming ideas, etc.). Agendas are driven by those attending. Councilors often go to dinner after the meeting and before attending Council II.
    • Chapter Relations Committees meeting are held during the conference (both annual and midwinter), for about 2 hours. Meeting I is usually held during Council I time block while meeting II is usually held at a time that has no other conflicts. Meeting locations and times will be announced by ALA CRO and will also be available in the program guide distributed during registration.
    • As an ALA Councilor you also serve as a Councilor to the American Library Association-Allied Professionals Association (ALA-APA). Their meeting is usually held Sunday immediately after Council I. it is only held at midwinter (not annual) and usually lasts about ½ hour.
    • While not required, it is helpful to attend the Executive Board candidates forum to hear the platforms and stances for those members of Council that are running for Executive Board. After that forum, the ballots will then be accepted. This forum is only held during the midwinter meeting.

 

Budget

Annual budgets are usually due to be submitted by the July meeting. While preparing the budget, consider travel costs to Annual and Midwinter meetings, hotel, food, transportation, etc. See if your library might be willing to pay some of the costs of attending since the library also benefits from the conference attendance. Final budgets are usually approved at the September meeting for the ULA Board.

The budget should include an amount to be contributed to the ALA Washington Office for lobbying efforts. Also include an amount for ULA membership in the Freedom to Read Foundation. This will be valuable should ULA ever need the assistance of FTR for intellectual freedom issues, which have occurred in the past and will certainly occur in the future. These budget requests are part of the ULA non-conference requests and are usually due to ULA around the first of May. Work with incoming Councilors to prepare and submit budget requests since they will affect their term of office.

Reimbursement for attending ALA conferences may be sent to the ULA Treasurer, along with supporting receipts. A reimbursement request form may be obtained from the Treasurer and is usually distributed during the annual training session.

Other ALA-related activities

Work closely with the ULA Federal Relations Coordinator who shall “serve as a member of the Legislative Committee and shall serve in an advisory capacity to the Board of Directors on all matters pertaining to the ALA Washington Office and federal level concerns.” (Bylaws Article 10, Section 13)

Work closely with other ULA positions in matters that are important or pertinent to ULA, such as:

  • ULA Intellectual Freedom Committee: Issues may need to be communicated to the ALA Intellectual Freedom Committee or to the Freedom To Read Foundation. Work closely with the ULA Intellectual Freedom Committee to ensure these things are being communicated and to avoid any duplication of efforts.
  • ULA Executive Director: You will receive numerous emails from various ALA offices. Work with the ULA Executive Director to ensure this information is being disseminated throughout the association or being sent to the appropriate officers.
  • ULA President and President-elect: ALA invites new President-elects to training at the Annual Conference. Work with newly elected individuals to see if they can attend. They also need to be aware that ALA will be adding their names and email addresses to distribution lists for chapter leaders, chapter relations offices, and general ALA association announcements. Should the President attend the ALA Conference, they may be recognized at Council I, so work with ALA staff to add them to the list of VIPs attending the conference.
  • Affiliations
    • TSRT/ALCTS: ULA Technical Services Round Table is an affiliate of the Association of Library Collections and Technical Services, a division of ALA. It is the responsibility of the Chair of the round table (at the time of the annual conference) to send an annual report to the chair of the Council of Regional Groups and to the Executive Director of ALCTS. In addition, a delegate to the ALCTS Council of Regional Groups may be elected by a majority of the membership of the round table. The election of the delegate should be held thirty days after the annual conference so that the delegate may take office in January following the election. The delegate serves for two years and must be a member of both ALA and the round table.
    • ACRL: The Utah Chapter is affiliated with the Association of College and Research Libraries, a division of ALA. Activities of the chapter are reported to ACRL. Some funding is available as per ACRL formula. The chapter chair must be a member of ALA and the ACRL chapter.
    • LAMART/LAMA COLA: ULA Library Administration and Management Round Table is an affiliate of the Library Administration and Management Association, a division of ALA. As part of the affiliation, it is a member of the Council on LAMA Affiliates (COLA). Normally the LAMART Chair services and the voting member of COLA, which meets during the ALA annual and midwinter meetings. The LAMART Chair may appoint someone to attend in his/her stead or may appoint a second nonvoting representative. The voting member must be a member of both ALA and LAMA.

Other information

ALA meeting and hotel registration: Attending the ALA annual and midwinter conferences is a critical part of the Chapter Councilors duties. Council meetings are usually held at the convention center while forums and committee meetings may be held at various conference hotels. Due to the amount of time spent traveling between meetings and hotels, it is advisable for Councilors to stay at hotels that are close or convenient to the convention center. ALA provides a block of rooms at all hotels for Councilors, depending on the location, amenities and price one is looking for. ALA also allows “bundled” registrations so that the Councilor may pay for both annual and midwinter conferences at one time. Meeting registration and payment is required before making hotel reservations.

ALA is attempting to reduce the amount of paper generated during its meetings. As a result, agendas, resolutions, reports and other documents are available electronically. Since internet connectivity in the Council room is unpredictable, it is advisable for the Councilor to download documents so that they can be accessed offline or be prepared for alternates to the internet access provided by ALA. Limited paper copies will be available, each day will be a different color, and a portfolio with the Councilors name will be provided for storage of documents. You can typically leave the portfolio in the Council room overnight, but do so at your own risk. Refillable containers are also advised as to reduce the amount of waste that is generated. Brings snacks that can sustain or re-energize you during the meetings (and some to share).

ALA websites:

ALA Acronyms: Since the Chapter Councilor is typically a seasoned ALA member, you may be aware of many of the acronyms used within ALA. These will be heavily used within Council. For a complete list see http://www.ala.org/tools/library-related-acronyms. It helps to be familiar with them so that you know what division, round table, committee, or group might be being discussed.

Conference Programs: It is up to the current Chapter Councilor if you wish to sponsor a program at the ULA Conference or not. If you do, follow established ULA practices to submit an idea and follow through on it. Often times, ULA invites ALA officers and staff to speak at conferences or workshops. While the Councilor is not usually responsible for making these arrangements, be mindful of them and offer to provide any assistance needed. If a program is sponsored, be sure to include any budget requests in the conference budget planning process.

Annual Chapter Report: The Chapter Relations Committee has instructed each chapter to provide an annual report to ALA CRO. http://www.ala.org/groups/all-state-chapter-reports provides links to completed reports from other chapters. Work with the ULA Executive Director, Treasurer, President, and Conference Chair to obtain the necessary information. It is the responsibility of the Chapter Councilor to submit the report.

ALA Mailing Lists: Expect to be placed on four ALA e-lists: ALA Council (ALACOUN), ALA Chapter Councilors (CHACOUN), Chapter Leaders (ALACRO-L), and ALA-APA (ALA-APA).

ALA Staff: ALA Staff that you can expect to work closely with include the Council Secretariat (Lois Ann Gregory Wood), Chapter Relations Office (Michael Dowling, Director) and program officer (Don Wood). In addition, occasional yet valuable information will be obtained from the parliamentarian (Eli Manning) and ALA Executive Director (Keith Michael Fiels).

5.10 Requirements of ALA

The ALA Bylaws, Article IV, Section 6, specifies that:

  • A vacancy in the membership of Council representing a state, provincial or territorial chapter, or a division of the Association, may be filled by the chapter or division on an interim basis. Each chapter or division shall accredit its interim council to the secretary of the Council in advance of the first meeting after selection. The interim councilor shall serve as a voting member until the next regularly scheduled election or for a maximum of one year by which time an election shall have been held to elect a successor.

The ALA Policy Manual (section 6.l.3) specifies that:

  • Chapter Councilors and Councilors-at-Large should work together to establish library issue caucuses at state and regional library association and type-of-library association meetings with the goal of identifying, developing information, and communicating recommendations on library issues to ALA Council and/or other appropriate bodies.

5.11 Budget Request

The chapter councilor prepares and submits a budget request to the ULA Finance Committee for financing attendance at the ALA Annual and Midwinter meetings. Candidates for this office are encouraged to see if their employing library will be willing to help pay part of the cost of ALA conference attendance since the Councilor receives personal and professional benefits from conference attendance beyond serving ULA.) The budget request should also include an amount to be contributed from ULA to the ALA Washington Office for support of its lobbying efforts and an amount for ULA membership in the Freedom to Read Foundation (currently $50). The Councilor obtains checks for the approved amounts from the ULA treasurer and presents these at the appropriate Council session at the Midwinter Meetings.

5.12 Duties

The Chapter Councilor is expected to attend all Council sessions at both ALA Midwinter Meetings and Annual Conferences during the term of office and all chapter caucus meetings, at one of which each councilor briefly reports on library issues in their states and state associations. This is a great place to pick up new ideas for ULA as well as to share our good ideas with others. In addition, the Councilor should attend meetings of the Chapter Relations and Membership committees. The Councilor is also encouraged to attend the Membership Meetings held at the Annual Conference and other meetings where issues pertinent to chapters are being discussed, such as hearings on ALA policy issues, i.e., intellectual freedom, professional ethics, etc. The Chapter Relations Office of ALA sends to each councilor a list of meetings of interest to chapters prior to both Midwinter and the Annual Conference to help in selecting meetings of greatest interest to chapter councilors.

Several months prior to each ULA annual conference, the chapter councilor should request from the ALA Chapter Relations Office a display unit, ALA ribbons, and promotional literature to be displayed at the conference to make ULA members aware of ALA and to encourage them to join the association. The display also needs to be scheduled with the Exhibits chair on the ULA Conference Planning.

5.13 ULA/UALC Liaison

ULA/UALC liaison shall be jointly appointed to a three-year term by the ULA President and the chair of UALC. The liaison must be a member in good standing of ULA, must be currently employed in an academic library, and must be able to attend board meetings of both organizations regularly and report on the activities of each to the other organization.

 

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