Statement of Competency D
Apply the fundamental principles of planning, management and marketing/advocacy.
A library or archives are organizations like any other that requires the knowledge of management, strategic planning and marketing to exist. Libraries are often faced with funding issues and archives are often on the chopping block when it comes to budget cuts. Much of this is due to smaller libraries and archives not promoting their importance within the larger institution. Librarians and archivists today cannot ignore the necessity of knowing how to manage employees, build company culture, create effective strategic plans and implement outreach programs for their institution.
Planning
Developing strategic plans is necessary for a library or archives to achieve goals and maintain their mission statement. A library still subscribes to the more traditional hierarchical structure many other types of organizations use. Thinking about the organizational fit should be done prior to implementing a strategic plan to insure success. Since the strategic plan tends to come about when the current situation is no longer working, one thing that should be taken into consideration is the current organizational structure and if it should be reevaluated.
In addition to knowing how to implement a plan, whether it serves short or long-term goals, a library professional should be aware of some useful evaluation tools. The use of a Pareto chart for data analysis can be used to view where the most frequent problems are coming from. A Gantt chart can also be an effective tool for large project scheduling. Before a plan is implemented, communication and team discussion is vital to avoid any pitfalls that may be encountered during the process. A haphazard plan will waste valuable time and money for an institution already facing budget issues.
Management
Managers use their philosophies to frame a company culture that ideally builds moral and a strong team. A good manager should display leadership skills and communicate their mission to employees. Lack of communication breeds distrust and rumors among employees. This type of information dissemination is often seen in businesses with a classic bureaucratic organization. Adaptability, communication, risk taking, problem solving and trustworthiness are among the traits an effective leader should possess. These traits are characteristic of transformational leadership skills that are highly desirable in a library environment.
Marketing/Advocacy
In these days, it is imperative for public libraries to go outside the constraints of their own budgets and get active with the community, business, city council, etc. This reciprocal relation has proven invaluable and necessary. There are many great examples of libraries using community outreach to network and generate funds and community support for their public library. The "Engaged Library Toolbox" provides examples of public libraries engagement in their community and the reciprocal relationship it brings. The report provides worksheets for a library to access their community and their involvement in it. This community involvement not only increases patronage, but creates can create another stream of revenue for the library attracting investments.
Through my MLIS education, I have vastly improved skill sets in these business issues. I was able to take my knowledge, apply it to my current job, and see where their management strategies shine or fail. I also became a more valuable team player by knowing how to function within a group and deal with various personalities. I now feel confident I not only have traditional library skills, but also the ability to work in a team or even manage all aspects of a small library or a solo archivist/librarian situation.
I was able to hone planning skills in the LIBR 266 (Collection Management) assignment Library Materials Selection. After analyzing statistical demographic data in the service area of the San Jose Public Library, I had to select materials on a $500 budget. This required judgment on which materials would have a higher rate of circulation and use the budget wisely. This task illustrates my ability to effectively plan budget spending. Libraries have to make the decision between quality and quantity of library materials when planning collections. In the case of a public library, I lean towards a demand-oriented philosophy, as the duty of the library is to provide for the needs, wants and demands of patrons.
The structure of my LIBR 256 (Archives and Manuscripts) class was organized in a way that would prepare students to run an archives from management to collections development and advocacy. The assignment, Capital Improvements Plan, shows my ability to build a 5-year improvements plan for a small library. I needed to gauge which environmental issues should be dealt with first. Each issue required research on best practices and vendors to complete a proposed budget for my improvements plan. Also included is a job description for the library’s special collection archivist. Managers need to know which skills are needed for their institution to run properly.
The LIBR 204 (Information Organizations and Management) assignment, Management Issues, is evidence of my ability to communicate as a library manager with a library director on the delicate issue of outsourcing. I was given an issue often faced by library managers and through research on listservs and library journals to get an idea of how these issues are handled. The memo exemplifies my communication with staff on this issue and what proactive steps I have taken to show the library as in important tool, not to be outsourced.
The final piece of evidence, NHPRC Grant Proposal, shows my skills in marketing in advocacy. By approaching the NHPRC for grant funds, I have to sell the importance of my library and the significance of my project. The grant contains description of my workflow process, including my intention of use EAD compliant XML for access, library staff, outreach program for promotion and budget. This assignment demonstrates wide variety of skills necessary for building patronage for the library. It requires strong organizational skills and competency to use grant funds in an effective way to promote my library’s collections.
References
Urban Libraries Council. (2005, December). The engaged librarian: Chicago stories of community building. Retrieved from http://www.urbanlibraries.org/files/ULC_PFSC_Engaged_0206.pdf