In order to have a functioning library, librarian's must take basic steps that include planning and programming, managing employees and day-to-day functions of the library, and marketing which includes both outreach and merchandising. Obviously no one manager or entity above or beyond the library will take care of the library itself and successful management and support of all aspects of the library. Therefore it is crucial for every part of a library team to have a basic and thorough understanding of the fundamental principles of management, planning, advocacy, and marketing. A library and it's library must be able to work within a budget and understand the fiscal sources of which a library operates under. Libraries must be able to stay current and be able to advocate for it's patrons and community and ultimately for itself as a relevant, crucial part of the community and society. Staying connected to professional advocacy groups such as ALA (American Library Association) and attending trainings and conferences through ALA or other groups is a continuing step in the right direction. Libraries must be patronized. The "numbers" have to be there. The collection and programming must continue to be relevant and reflect its community, and ultimately the world around us. And most of all, the library must be able to articulate its ability to serve society to the public, government and/or other financial sources of operations such as donators and The Friends of the Library.
Every aspect of managing a library is interdependent. The understanding and ability to function and manage a library will decide the fate of its existence both on a small scale and a large scale. Community leaders in financial peril, as we see in almost every area in the United States today, are forced to make hard decisions. If a librarian is not able to advocate and communicate its ability to serve the community, as well as the show a need for it's services, it will not be able to survive in a time when unnecessary services are being cut citywide. And on a larger scale, libraries need to move into a new age, show that they are a step ahead of technology and are still the gatekeepers and protectors of information retrieval. They need to successfully manage and implement services they portray the mission of libraries and show librarians as advocates of information and intellectual rights as the world becomes a more technologically and politically complex place.
Demonstrative Works:
In Artifact 1, I created (with group members Diggy Gomez, Michelle Norris and Jennier Siedman) a "SWOT" strategic planning and programming for a Teen Zone in a library scenario. We were to choose a real brick and mortar library but create a fictitious SWOT and scenario. The information here does not represent fact or figures in the actual Beverly Hills Public Library (at the very least it may represent common knowledge of the area of Beverly Hills as apposed to any actual numbers and facts), but it does show the ability to create a SWOT. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. In this SWOT a newly built Teen Zone is being examined and a detailed planning is being suggested. Complete with a letter to Board of Directors, a Mission Statement, details about the Strengths, Weaknesses, Opportunities, and Threats, action plans and programming over a three year period, this SWOT demonstrate the very careful approach and understanding I have in managing, planning, programming, advocacy, teen services, and professional presentation and correspondence. Every team member had input in this project and I personally created the colorful presentation of the document.
In Artifact 2, I present a Banned Books Week mock display and tools for programming around my personally created theme, "A Burning Desire to Read Banned Books." This artifact shows both my advocacy for intellectual freedom and my ability to translate that into an eye catching display and outreach program. Banned books weeks is a time honored week in library services and philosophy. I present here my belief in the idea that marketing and merchandising is almost equally important in getting our message out not only during banned books week, but every day. Having a background in merchandising at Borders Books & Music, I take pride in visual outreach and representation. I set out to demonstrate that proficiency here because I believe libraries are in need of this skill. In this toolkit I provide activities, speaker ideas, fliers, bookmarks, and even a book display (all created by me in photoshop & iPhoto). I am familiar with very basic photoshop skills and completely proficient in iPhoto and iMovie.
In Artifact 3, I attached a simple philosophy of management that draws on my past experiences in leadership and my new-found research on specific library management practices. I believe that the most successful leaders work with a team and when they are able to delegate and trust their employees, a new, higher level of professionalism and leadership are reached.
Finally I included Artifact 4, because I feel it is very important to be aware of trends. I also feel it is equally important to embrace current technologies and new ways of serving our communities. The ability to keep a library relevant and draw in new users (especially hard to reach demographics such as teen users) will rely solely on a librarians ability to do the research, pay attention, and think outside the box. Something as simple as a movie night solely for teens, can draw in new patrons that will be coming to the library for life as a result. The ability to make it happen by figuring out the licensing, financial allotment, space, and projecting cost are all part of artifact four and ultimately the ability to manage, plan, advocate, and market the library.
Artifact 2: Marketing - Banned Books Display + Programming
Artifact 3: Philosophy of Management
Artifact 4: Teen Movie Night Proposal
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