Statement of Competency
Introduction
Libraries are largely considered to be the physical face of library and information science. People, when asked about what one might find in a library, they might mention books, newspapers, computers, and a circulation desk. The physical trappings of a library exist because of the work done in the background. This competency discusses the central principles of planning, management, marketing, and advocacy as they apply to the field of library and information science.
Planning
Organizational success is a direct result of successful planning. In the field of library and information science, a strategic plan is what is commonly used to chart a course for a library or similar information organization. Joseph Matthews articulates that strategic planning presents “a significant opportunity to unify management, staff members, stakeholders, and customers through a common understanding of where the library is going, how everyone can work to achieve a common purpose, and how the library will measure and report its progress and levels of success” (Matthews, 2005, p.58), but Rosenblum (2022) stresses that this can only be done by stakeholder “buy-in”. I see planning here as a way to set the stage for how marketing, management, and advocacy can work in concert to achieve the most advantageous result. Matthews (2005) stresses that planning should be a continuous activity, and not an effort that takes place every few years. Consistent evaluation in organizations is the best way to stay current with policy and technology, both of which see frequent change.
Management
Information organizations are places that are radically diverse, and therefore the management theories, strategies, and policies that guide and shape them must be equally flexible. Moran (2018) notes that while librarianship doesn’t necessarily entice leaders as a profession, libraries and other information organizations still need leaders and managers. Elements needing oversight such as budgets, collections, and staff are constants for any information organization. Information professionals have many management theories and strategies from which to choose, and Rachel Gordon notes that “most managers pick and choose elements from theories that either make sense to them or match their management style, or seem to apply to their particular management situation” (Gordon, 2005, p. 260). This, she notes, is ‘contingency management’. Gordon (2005) also stresses that no one management theory will be universally applicable, and therefore persons in management positions must remain flexible in their approach.
Marketing
In libraries and among other information professionals, marketing is commonly seen as the “final step” (Romaniuk, 2018, p. 119) of program or policy creation. Marketing in the LIS field is becoming more essential to the provision of information services. This is, in large part, a result of the way in which we receive, process, and deliver information. Social media is now a ubiquitous and integral part of any organization, making marketing an absolutely essential component of LIS planning and outreach. Susan Alman (2022) advises with the use of social media, that the relationship between the organization and individual be interactive rather than a one-directional communication strategy as this engages the constituency allowing for depth of understanding. Social media platforms now constitute a large sector of our media, and information professionals who are adept in these arenas will find their services in great demand.
Advocacy
Social justice has long been a defining role for information professionals. Serving and uplifting the public through equitable service provision is fundamental to the LIS profession. Not only do information professionals often find themselves at the intersection of policy and public need, they are often the ones leading the rally cry. Patrick Sweeney (2022) expands on the idea that library and information professionals are advocates to their communities by speaking to their roles as advocates for libraries in general. This gets political. Funding, largely through taxes, is an issue that people need to care about, and Sweeney (2022) asserts that this can best be done by cultivating relationships between an LIS professional and the patron/constituent. An incredible resource exists for the LIS professional at https://www.ala.org/united. Here, one can find salient information on workshops, training, legislative measures and political updates to inform their advocacy work.
Evidence
INFO 282: Scope Creep Discussion Post
This artifact comes from INFO 282: Project Management with Dr. Sean Gaffney (Spring 2025). For this discussion post, we were asked to research “scope creep” and how it relates to project management. Scope creep is the uncontrolled expansion of a project’s scope without proper adjustments to resources, timelines, or budgets, and is one of the most common reasons projects fail. It is a central issue in project management and can derail a project by means of both time and cost. This supports the Competency by demonstrating the knowledge gained in the practical matters of project management in work, team, and individual spaces.
This work directly supports Competency D because the discussion post exercise required me to consider and reflect upon the balance between personal and organizational adaptability and managerial fixedness while revealing that project management (and management in general) involves anticipating risks and remaining loyal to the project’s original goals. By researching and analyzing scope creep I demonstrated my ability to apply theoretical principles of project management to ideas on how one might proceed in a practical application.
INFO 210: Community Librarianship Discussion Post
This discussion post addresses the social infrastructure found in libraries and how our communities can be fortified with local library leadership, outreach programs, and resources. Librarians will always have the desire to help and advocate for patrons, and moreover, their communities. Ever since the Covid-19 pandemic, these ideals have certainly been tested. It’s an insurmountable task to assess how the pandemic shifted and changed libraries’ plans and management policies, but the communities in which librarians serve are always a priority, and as the world changes, librarians will always need to adapt to serve and advocate for them. Learning from those with direct experience is one way to strengthen policies.
This artifact fulfills Competency D by highlighting the advocacy and marketing aspects of library work. By examining how my local library navigated the pandemic, I recognized the importance of drawing on community feedback and learning from direct experiences. This discussion post reinforced my understanding that librarianship requires active and imaginative advocacy, leadership, and strategic management in response to community change.
INFO 204: Change Management Essay
This essay was completed in IFO 204: Information Professions with Dr. Sean Gaffney. For this assignment, we were asked to read ‘Who Moved My Cheese?’ by Spencer Johnson and write a 5-page essay reflecting on the theme of “Change Management” This assessment revealed themes of management, acceptance, and leadership and how an individual in a management position can be proactive in their management style by anticipating and expecting change. In sum, management is enhanced by being proactive instead of reactive.
I have never gravitated towards leadership or management in any way. I have much to learn in this specific domain, but through this assignment’s book reading and written reflection, I demonstrate that I understand the importance of this management theory and its applications. This artifact shows how I am developing the mindset needed to plan strategically and be adaptable in my approach.
Conclusion
Information practice involves the synthesizing of several planning and managerial strategies. While I have not worked in a paid position yet that has required me to demonstrate these skills, I have put many of these skills into practice as the volunteer Collections Manager for monca. I found INFO 282: Project Management to be an especially beneficial class, as it covered both the theoretical and practical matters of import, while also illustrating that effective management for information organizations can strengthen the professional, the institution, and the community alike. Staying current on effective managerial strategies as well as seeking opportunity to exercise these skills will help me stay relevant with regard to this competency.
References
Alman, S. W. (2022). Communication, marketing, and outreach strategies. In S. K. Hirsh (Ed.), Information services today: An introduction (3rd ed., pp. 374-387). Rowman & Littlefield.
American Library Association. (n.d.). United for Libraries. https://www.ala.org/united
Gordon, R. S. (2005). Accidental library manager. Information Today, Inc..
Matthews, J. R. (2005). Strategic planning and management for library managers. Bloomsbury Publishing USA.
Moran, B. B. (2018). The new manager: What you need to know to achieve managerial success in today’s libraries. In K. Haycock & M.-J. Romaniuk (Eds.), The portable MLIS: Insights from the experts (2nd ed., pp. 103–118). Libraries Unlimited.
Romaniuk, M. -J. (2018). Libraries and marketing: So essential but so misunderstood. In K. Haycock & M.-J. Romaniuk (Eds.), The portable MLIS: Insights from the experts (2nd ed., pp. 103–118). Libraries Unlimited.
Rosenblum, L. (2022). Strategic planning. In S. K. Hirsh (Ed.), Information services today: An introduction (3rd ed., pp. 255-270). Rowman & Littlefield.
Sweeney, P. (2022). Advocacy. In S. K. Hirsh (Ed.), Information services today: An introduction (3rd ed., pp. 388-396). Rowman & Littlefield.