A successful library involves leadership and careful management. The management perspective starts at the big picture level, establishing goals and objectives, planning for implementation, determining value and promoting community and stakeholder relationships.
There is so much overlap among the tasks related to managing a library that it is difficult to separate them into mutually exclusive buckets. If something seems to be missing in one of these competency sections, it’s likely that it is covered in another section.

• Budget & Funding

  While libraries face stagnant or reduced budgets, the demand for library services increases. The ability to prioritize assumes high importance and must be based on solid numbers and processes. Due to the wide variety of funding structures for libraries, these competencies are more general than specific. The Budget competencies are interrelated with most other competency areas.

  1) Understands and employs basic budget and finance concepts and terminology
  2) Establishes effective financial management processes and services
  3) Identifies and pursues multiple funding sources for the library

• Community Relations

  Fundamentally, the library directors and leaders have to believe in the value of the library and its services in order to demonstrate its value to the community and form strategic relationships to promote the vitality of the library.

  1) Demonstrates the impact and value of the library
  2) Builds support for the library
  3) Maintains positive public relations
  4) Forms strategic partnerships with community organizations

• Facilities

  The significance of the library as “place” underscores the importance of atmosphere, usability, and safety in the physical environment for your community.

  1) Creates a welcoming and user-friendly physical environment
  2) Creates and maintains a healthy and safe environment

• Laws, Policies & Procedures

  Well-written policies and procedures, based on sound legal footings, help all levels of staff to be consistent in their relationships with patrons, colleagues and other stakeholders. (see also: Technology: Systems & IT > Technology Policies)

  1) Understands, applies and explains applicable laws
  2) Develops policies and procedures
  3) Creates policies and practices to ensure safety and security

• Marketing

  Relying on past reputation and word-of-mouth appreciation from patrons may not be enough to insure survival in the face of dwindling tax or government support. Effective marketing can overcome misconceptions, get the community involved, and attract new audiences.

  1) Understands and applies marketing theory and practices
  2) Develops an ongoing marketing plan

• Organizational Leadership

  While library services involve many roles and staff members, the guidance and driving force originate with the director or manager. Examination of any dynamic and successful library will usually reveal an effective and energetic leader at the top.

  1) Provides vision and guidance to library staff, board members, and the community
  2) Contributes effective strategies and decisions
  3) Provides effective leadership of all stakeholders and teams
  4) Applies effective change management

• Personnel Management

  Productive performance by its personnel is the backbone of a successful library. Whether or not you prefer the term Human Resources Management, the strategic oversight of your workforce is key to achieving the library’s mission and goals.

  1) Conducts effective recruitment and selection
  2) Leads and empowers employees
  3) Establishes effective strategies for performance management
  4) Applies legal standards and requirements for performance management
  5) Works appropriately with consultants and volunteers

• Project Management

  The multiplicity of factors involved in managing any library project demands an organized approach. Basic project management skills enable the process for coordinating people, time, money, and deliverables.

  1) Employs sound project management principles and procedures
  2) Leads work teams effectively
  3) Monitors and evaluates projects

• Staff Training & Development

  Staff development continues to be one of the most important needs in libraries. From the smallest library to the largest, training staff has become critical to meeting the library’s mission within the changing landscape.
  Technically, this is a subset of Personnel (HR) Management, but it is called out separately due to the primary focus that WebJunction places on this set of competencies.

  1) Creates a learning environment within the library
  2) Plans for and supports staff career development opportunities
  3) Develops and implements appropriate training strategies
  4) Develops effective methods to evaluate learning initiatives

• Strategic Planning

  A coherent overall plan that aligns with the library’s goals and community needs will help the library provide successful programs and services.

  1) Designs and implements an ongoing strategic planning process
  2) Evaluates the success of the strategic plan

• Trustees and Friends

  The Library Board (Trustees) plays a critical role in the governance of the library. Friends of the Library and Library Foundations provide vital support of the library, raising money and solidifying community relations. It is a primary responsibility of the director to enable the operation of these groups. The relationships with Friends groups and library foundations are different but equally important.

  1) Manages the relationship and communication with the Library Board
  2) Sustains the library's relationships with the Friends Of the Library and the Library Foundation