Competency D

Statement of competency

Introduction

Libraries are complex organizations that require careful planning and management to operate effectively, efficiently, and optimally. Librarians must train and oversee library staff, negotiate with vendors, partner with other establishments, create and adhere to budgets, report to their parent organizations, and more. They must also market the library and its resources to the public, community, or clientele that they serve. Furthermore, libraries advocate on behalf of the library to invested stakeholders. Planning, managing, marketing, and advocating for libraries are all necessary components to their functionality and future longevity.

Planning

Plans give an organization a framework to work with and a direction to move forward. Rosenblum (2018) states that “Within the context of library and information management, a strategic plan allows an information organization to achieve its goals and objectives by identifying those projects, programs, and activities that are essential to and consistent with its core mission and overarching vision” (p. 233). Usually, these strategic plans are laid out over three to five years, which gives the library a reasonable period to achieve its goals and keep pace with current community needs and expectations. It also gives the organization a succinct time frame in which to examine the impacts and outcomes of previous plans and make adjustments as needed. Before librarians create strategic plans, they typically do an environmental scan and a SWOT analysis. An environmental scan assesses the current and future trends occurring in the community and what their potential impact could have on the library. A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is used to assess what the library is doing well, where it is lacking, how it can improve, and what potentially prevents them from progressing. Once these external and internal assessments are completed, the library can use the information garnered to create a strategic plan that is tailored to the community’s and the library’s needs, wants, and goals.

Libraries also make short-term plans, for programs (small, medium, or large), services, or one-time partnerships. Within a strategic plan, librarians set short-term objectives to be met in three, six, or twelve-month intervals. By breaking down the plan into small objectives, libraries can work towards a larger overall goal that is years in the making. Besides, results in progression encourage staff morale to continue working towards the overall goal. Whether plans are short-term or long-term in scope, they are important to make so that the work librarians need to do is focused, goal-oriented, and can be measured for success. Without plans, there is no way to know if your library is heading in the right direction or what needs to be improved upon or changed to better serve the library’s mission and vision.

Management

Just as planning is integral to keeping an organization on the right track, proper management is needed to make sure a plan is carried out. Librarians manage budgets, collections, staff, and relationships with vendors, partners, and their parent organization. A budget is a financial plan that controls and tracks the revenue and expenditures of an organization. Jones (2018) explains that “With a strategic plan in place before budget preparation, the plan guides how budget allocations can support strategic objectives and the types of expenses departments should plan for in the upcoming budget year to achieve those objectives” (p. 260). Since library funding is typically derived from public or institutional support, librarians are expected to be fiscally responsible and report back how, where, and why money is being spent.

Collection management is an ongoing process of planning, budgeting, evaluating, selecting, acquiring, processing, maintenance, and weeding a collection. With the increasing popularity of e-books, digital audiobooks, electronic periodicals, and streaming services, librarians have had to work with online vendors, publishers, and keep track of subscriptions. Adjacent to collection management is managing technology. Library computers, printers, copiers, scanners, 3D printers, internet access, and any other technology the library has needs to be kept serviceable for both patrons and staff. Another responsibility of library management is navigating the partnerships libraries make with outside organizations. These need to be fostered and mutually beneficial so the library can continue to depend on them.

Last but not least, librarians manage library staff and the library’s daily operations. Payroll, schedules, supervisory duties, meetings, and assigning tasks are part of the job as a library manager. More importantly, is how one goes about their leadership role. Open, clear communication is integral to good leadership. As is direct but compassionate feedback, leading by example, holding others and oneself accountable, admitting when mistakes have been made and apologizing sincerely, and resolving conflicts peacefully. Furthermore, it is important to uplift those under you and push them towards leadership roles whenever possible. One day they will have to take up the reigns of responsibility and the more practice people have, the better they will be at fulfilling leadership positions. It also helps employees to be more invested in their work when they have a stake in the organization.

Marketing

Libraries must compete with other nonprofit organizations and private companies that provide similar goods and services to the public. Librarians can no longer assume that the library has inherent value to their community or even to their stakeholders. That is why libraries must market themselves so that libraries can rebuild that social capital. Alman (2018) highlights that “Information professionals engage in marketing and public relations whenever there is a need to inform the targeted segments of the community served by a particular message, service, or program” (p. 339). Social media, traditional media outlets, and advertising within the library can be utilized to promote the library’s outreach endeavors. Additionally, library marketing should be addressed to current and potential patrons as well as the library’s parent organization and staff. The library is trying to deliver services to its intended audience, however, this approach also reaches those that support the library’s success. This is important because it informs library staff, the parent organization, and stakeholders of what the library is doing and opens itself up for input and feedback.

Advocacy

Through the recent economic downturns, push for privatization of public institutions, and the Covid-19 pandemic, libraries have faced budget cuts, hiring freezes, and branch closures. One way to remedy these hardships is through advocacy. Advocacy is like being a cheerleader for the library. The goal is to convince parent organizations, stakeholders, and patrons to invest in the library. With increased funding, libraries can offer more programs and services, extend their hours, hire and train new staff, update aging technology, replace worn-out furniture, improve facilities, and renovate or even build new library branches. Stenström (2018) elucidates that, “successful advocacy campaigns are built on an understanding of decision making, context, timing, the economic climate, and the individuals involved in funding information organizations” (p. 344). Advocacy is as much of a part of librarianship as planning, managing, and marketing. Time has proven that libraries cannot rest on their laurels and that advocacy is an ongoing process.

evidence

conclusion

Planning, managing, marketing, and advocating are the behind-the-scenes aspect of librarianship that make the organization function smoothly. Without these aspects of the profession, libraries would be untenable and likely would not have endured as long as they have. Planning ensures that libraries identify and strive to meet the goals that align with their mission. Management enables such plans to come to fruition. Marketing promotes the library to the public and its stakeholders. Lastly, advocacy makes librarians champions of their library and encourages others to increase their support. These four skills have taught me how to be an effective leader and secure the longevity of my library.

reference

Alman, S. W. (2018). Communication, marketing, and outreach strategies. In S. Hirsh (Ed.) Information services today: An introduction (2nd ed., pp. 331-342). Rowman & Littlefield Publishers. http://ebookcentral.proquest.com

Jones, S. F. (2018). Managing budgets. In S. Hirsh (Ed.) Information services today: An introduction (2nd ed., pp. 256-265). Rowman & Littlefield Publishers. http://ebookcentral.proquest.com

Rosenblum, L. (2018). Strategic planning. In S. Hirsh (Ed.) Information services today: An introduction (2nd ed., pp. 231-245). Rowman & Littlefield Publishers. http://ebookcentral.proquest.com

Stenström, C. (2018). Advocacy. In S. Hirsch (Ed.), Information Services Today: An introduction (2nd ed., pp. 343-353). Rowman & Littlefield. http://ebookcentral.proquest.com