Introduction
Kane argues that perceptions of the roles and functions of information professionals have varied widely, as noted by Haycock & Romanick (2018, p. 57). Furthermore, in today’s digital era, the widespread access to information makes everyone seem like an expert. However, as long as there is information, there will be a need for information professionals. These professionals have the opportunity to specialize in various areas within different organizational settings. We will review three information organizations, focusing on their missions, client bases, governance structures, funding, and institutional affiliations to explore potential career opportunities for professionals.
We first gander at the public library system. In broad terms, “the mission of the public library is to serve as a local gateway to knowledge, providing a foundation for lifelong learning, independent decision-making, and cultural development for individuals and social groups” (IFLA/UNESCO, 1994, p. 1). Furthermore, the public library functions as an information resource within the community, offering a wide range of knowledge and data to its patrons. It is seen as an active contributor to education, culture, and information dissemination, playing a vital role in promoting peace and spiritual well-being. Additionally, the library facilitates continuous learning, autonomous decision-making, and cultural advancement (p. 2). These libraries target small business owners, job seekers, people with disabilities, refugees, newcomers, lonely individuals, tourists, homeless people, teachers, families with young children, teens, students, and the elderly (Pinch, n.d.). When grouping these people together as communities, “information professionals must work with their communities rather than for their communities and must keep their focus on people rather than institutions” (Hirsch, 2022, p. 123).
“In governing a library, the library authorities make decisions with regard to various aspects of planning, operations, and management of a library” (Management of Libraries and Information Centres and Knowledge Centres, n.d.). In public libraries, the authority may be the Directorate of Library Services, a local or state library authority, or a library board. The librarian reports to this governing body. Library legislation, if it exists, specifies the designated authority in the Library Act. In the absence of such legislation, the Director of Library Services typically assumes the role of the library authority (Management of Libraries and Information Centres and Knowledge Centres, n.d.). Public libraries are mostly funded by local, county, and state governments through taxes. Still, municipal taxes are in play as well as funding from individual donors, foundations, and corporations ((EveryLibrary Action, n.d.). With that being said, public libraries are government institutions.
Next, we take a look at special libraries. Bedford observes that libraries renowned for their diverse subject matter are predominantly located in non-university settings, as highlighted by Haycock & Romanick (2018, p. 71). They are established to offer information to users across various fields, including medicine, government, law, and corporate sectors. It is said that “many special libraries and information centers have collections that are unavailable to the general population; therefore, the public is unaware these information centers even exist” (Hirsch, 2022). Semertzaki (2011) explains that the purpose of a special library is to consistently supply information to a specific group of users, aligning with and supporting the objectives of its parent organization. The specific mission of each library varies according to the sponsoring institution (p. 6). The institution’s clientele is usually a defined group of users such as lawyers, doctors, scientists, etc. Information professionals develop strong connections with their clientele, which allows them to stay attuned to and effectively meet their clients’ needs by providing timely and relevant information (Hirsh, 2022). In general, the authority over a special library lies with the Board of Directors or Board of Trustees of the governing body. The librarian reports to the Managing Director or another high-ranking official, though the specifics can vary from one library to another (Management of Libraries and Information Centres and Knowledge Centres, n.d.). Special libraries are federally funded. The Library Services and Technology Act (LSTA) made this possible (ALA, 2023). Other ways include grants and donors. Walsh (2011) notes that special libraries are typically dedicated to serving a specific institution and usually focus on a single subject.
Our final library to examine involves the school library. As noted in Hirsch (2022), Harlan describes how school libraries “serve the learning needs of the school community by providing resources and instruction” (p. 91). Furthermore, the school community refers to both students and teachers alike. As defined by AASL, noted by the American Library Association (ALA) in the Role of the School Library, “school libraries are dynamic learning environments that bridge the gap between access and opportunity for all K–12 learners” (n.d.). As stated earlier, this type of library serves the student and teacher alike, working side-by-side to help with the curriculum. They design inquiry-based learning features, strive to include everyone, and make students aware of the global community (ALA, n.d.). School librarians are governed by the Board of Education, the superintendent, and the district administrator (ALA, n.d.). Leiberman (2023) reports that states utilize Title I funds and the LSTA, and he also notes that school librarians often use their own money to acquire library materials. School libraries are associated with educational institutions (Wisconsin Department of Education, 2023).
Evidence
My first artifact to show mastery of competency B from INFO 204 is my group project involving the Starter Library. My role was established as a researcher, and I focused the attention on our mission, clientele, governance, funding, and any affiliations we may have elsewhere. The mission of the library is to make sourdough starters that will live out a lifetime and to increase our patrons’ intellect on how to keep starters going. We want to be the institution that gives everyone a jumpstart on this baking journey. We serve the San Francisco community with diverse demographics, including white, Asian, Hispanic, and African American individuals who are interested in the art of sourdough baking. The library is made up of twelve employees, starting with the Library Director, followed by the Collections Manager who oversees two Reference Librarians and two part-time assistants. A business manager who has two part-time assistants conducts payroll, funding, and a few other responsibilities. The technology team deals with digitizing content, website functionality, and support within the physical building. Funding comes from the state and county, federal grants, and Friends of the San Francisco Public Library. Institutional affiliations include Flour Pantries.
My second artifact to use comes from INFO 293 on Optical Networking. I want to show there is a different environment located in a library system. Information Technology (IT) professionals are part of the library personnel to help users and other librarians alike obtain information faster. We can think about the role networking can play in allowing students to obtain digital content faster, therefore increasing the learning speed. We can think about cloud computing and the allowance of more data to be stored at academic institutions and to be shared with other institutions. I think about our own California. These information professionals are working behind closed doors to satisfy the information needs of patrons. I discuss the entertainment industry in my paper. Because libraries can have online dominion, information in the form of audiobooks, movies, etc., can now be brought into a patron’s home thanks to an IT expert.
For my final artifact from INFO 204, I refer back to my Covington Alzheimer’s and Dementia Library. My mission aligns with the Oak Park Public Library in Oak Park, Illinois, which is mentioned in my report. It states, “the people of Oak Park choose this community, not just as a place to live but also as a way of life. Oak Park has committed itself to equality not only because it is legal, but also because it is right; not only because equality is ethical, but also because it is desirable for us and for our children. Ours is a dynamic community that encourages the contributions of all people, regardless of race, color, ethnicity, ancestry, national origin, religion, age, sex, sexual orientation, gender identity or expression, marital and/or familial status, mental and/or physical impairment and/or disability, military status, economic status, political affiliation, or any of the other distinguishing characteristics that all too often divide people in society.” My clientele, although still diversified, is geared toward members of the dementia and Alzheimer’s community.
Conclusion
In my teaching and librarian duties, I monitor the funding we receive for textbook orders and ensure it stays within a certain dollar amount. I also interact with students daily in a school setting, helping to ensure their informational needs are met. I communicate with our IT team to repair downed computers, etc., or ensure networks are working properly when college tests are given to classes. I answer to the principal for any software or book needs within our media center. Tech material on how we can improve speed for the students to have quick access to information will serve me well for my needs in the position I am in right now. I will continue to look at magazines from different publishers when the time arises to order new material for teachers.
References
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Hirsh, S. (2022). Information Services today: An introduction. Rowman & Littlefield, an imprint of The Rowman & Littlefield Publishing Group, Inc.
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