Daniel Noonan, Candidate for Nominating Committee

Daniel W. Noonan

Digital Preservation Librarian,
The Ohio State University

“Focusing on creating the perfect slate may leave us disappointed if we cannot craft that faultless one we had in mind. Further, pursuing the ‘perfect’ may be allowing us to bring too much of our personal biases into play.”

PROFESSIONAL EXPERIENCE

• Associate Professor, Digital Preservation Librarian, The Ohio State University, 2017–present.
• Assistant Professor, Electronic Records/Digital Resources Archivist, The Ohio State University, 2011–2017.
• Electronic Records Manager/Archivist, The Ohio State University, 2006–2011.
• Supervisor, Electronic Records Management, State of New Jersey, 2001–2006.
• Digital Documents Librarian, New Jersey Institute of Technology, 2001.

EDUCATION

• Master of Library Service, Rutgers University, December 2000.
• Bachelor of Science, Construction Administration, University of Wisconsin, 1985.
• Frye Leadership Institute Fellow, 2007.
• Leadership Trenton Fellow, 2003.

PROFESSIONAL ACTIVITIES

• Society of American Archivists: Electronic Records Section, Steering Committee (2007–2010, 2014–2017), Chair (2015); Task Force for Research/Data and Evaluation (2017–present).
• Midwest Archives Conference: Program Committee (2016). 
• Mid-Atlantic Regional Archives Conference: Local Arrangements (2003). 
• Archives Leadership Institute: Steering Committee (2013–present); Faculty (2013–2015).
• Kent State University: School of Library and Information Science, Adjunct Faculty (2009–2012).

SELECTED PUBLICATIONS AND AWARDS

• “Analog, Digital, Electronic…Oh My!” Ohio Archivist, 2016.
• “Does Size Matter in the Digital Age? Reappraisal Considerations for Syllabi,” Archival Issues, 2015.
• “Digital Preservation Policy Framework: A Case Study,” EDUCAUSE Review, 2014.
• Chapter Leader of the Year, Greater Columbus Chapter, ARMA International, 2012.
• Renee Becker Swartz Leadersip Award, Rutgers University, School of Communication, Information and Library Studies, 2001.

SELECTED PRESENTATIONS

• "Down the Rabbit Hole: Data Normalization, Migrations and Access within a Digital Preservation Framework," Digital Library Federation, 2016.
• "The Research Forum @ 10: Observations," Research Forum, Society of American Archivists Annual Meeting, 2016.

An essential component of the Nominating Committee’s work is identification of rising and seasoned leaders within SAA and the archival profession who embody the varied facets of professional diversity. Describe how you interpret this core responsibility and how you will identify candidates who represent a variety of backgrounds and perspectives and who demonstrate commitment to SAA’s strategic goals.

CANDIDATE'S RESPONSE

One of the goals in our Society’s strategic plan is “Meeting Members' Needs.” I believe chief among its sub-goals is “Foster an inclusive association and profession through greater diversity of membership and expanded leadership opportunities.” We can only truly achieve this goal if we have an inclusive and diverse leadership. The Nominating Committee plays a key role in advancing and cultivating this endeavor. The Committee is unique among the elected roles within the Society as it is reconstituted every year, thereby lending itself to greater potential for influencing the diversity and inclusiveness mix on a regular basis.

The essential role of the Nominating Committee is to develop the best possible slate of candidates in any given year to present to the membership to vote upon and elect to office. To assist the membership in making those tough decisions, the Committee is further charged with developing relevant questions for each of the candidates to address. So how do we develop the most robust, diverse and inclusive slate of candidates for Vice President/President Elect, Council, Treasurer, and Nominating Committee?

As we begin to approach the process of identifying candidates, we cannot do so working from the premise that we are identifying the perfect slate; rather, the Committee has to develop the best slate. Focusing on creating the perfect slate may leave us disappointed if we cannot craft that faultless one we had in mind. Further, pursuing the ‘perfect’ may be allowing us to bring too much of our personal biases into play.  We need to keep in mind that we have an abundance of talent in the Society from which to draw, and therefore establish an initial pool of candidates that is diverse and inclusive as possible. An inclusive pool—derived from an open call, Section and leadership recommendations and the knowledge of the Committee members—will have applicants that vary in race, gender, ethnicity, institutional types and sizes, age and time within the profession, among other factors. The pool needs to be broad not only to be inclusive, but because there are potential candidates who may not be willing to serve, willing to serve at this time, or currently unable to serve. Based upon review of and interviews with potential candidates, the Committee can then develop a slate of candidates, maximizing inclusivity, which best compliments the existing elected leaders within the Society.

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