Competency D
Apply the fundamental principles of planning, management, marketing, and advocacy
Understanding the Competency
This competency represents the ability to move beyond organizing information and toward actively shaping how information services are designed, implemented, and sustained within an organization. Planning, management, marketing, and advocacy are not separate tasks but interconnected responsibilities that determine whether an information service is effective, visible, and valued.
Planning involves the intentional design of programs, workflows, and systems that align with both user needs and organizational goals. It requires anticipating challenges, identifying resources, and creating structures that support long-term sustainability. Management builds upon this foundation by ensuring that systems operate efficiently through coordination. This includes maintaining consistency in fundamental practices such as metadata application, file organization, and workflow documentation–all of which are essential in environments like archives and digital asset management.
Marketing within an information environment extends beyond promotion. It involves communicating the value of services and collections in a way that resonates with users and stakeholders. As Dempsey (2016) writes, “Libraries will need to assert a role, based on distinctive expertise in ‘knowledge work’ and management of information assets, in supporting institutional reputation management” In libraries and cultural institutions, this often means translating complex or behind-the-scenes work into accessible narratives that demonstrate impact.
Advocacy ties all of the items together. It requires professionals to articulate the importance of information services, secure support from stakeholders, and ensure that programs receive the resources necessary to succeed. According to Evans and Alire (2013), advocacy is essential to sustainability of library and archival services, particularly in environments where funding and institutional priorities are constantly shifting.
Why It Matters to the Profession
Libraries, archives, and information organizations operate within complex ecosystems. Without effective planning and management, even well-intentioned programs can fail due to lack of structure or sustainability. Similarly, without marketing and advocacy, valuable services may go unnoticed or underutilized.
This competency is particularly important as the field continues to evolve in response to digital transformation. Digital collections, media asset management systems, and online engagement strategies require careful coordination and ongoing evaluation. As Mattern (2014) writes, “At every stage, the contexts–spatial, political, economic, cultural–in which libraries function have shifted; so they are continuously reinventing themselves and the means by which they provide those vital information services.”
From a professional perspective, this competency reflects a shift toward a more proactive role for information professionals. Rather than acting solely as custodians of information, professionals are expected to design systems, manage resources, and advocate for their work within larger organizational structures. This aligns closely with my own career goals in archives and creative asset management, where the ability to support workflows, communicate value, and contribute to strategic initiatives is essential.
Awareness of Fundamental Principles in an Information Environment
In an information environment, planning, management, marketing, and advocacy operate at both operational and strategic levels. Planning may involve designing a metadata schema, developing a program schedule, or outline acquisition policies. Management ensures that these plans are executed consistently, often through documentation, standards, and collaboration across teams. Marketing in this context involves making information discoverable and engaging. This can include designing user-friendly interfaces, creating outreach programs, or leveraging digital platforms to connect with audiences. Advocacy builds upon this by ensuring that these efforts are recognized and supported by stakeholders, whether through funding, partnership, or institutional backing.
These principles are particularly relevant in digital environments, where the volume and complexity of information require structured approaches to organization and access. Information management depends on both technical systems and human decision-making, showing how important integrating planning and management with broader organization goals is.
Impact of Fundamental Principles on the Organization
The application of these principles has a direct impact on how an organization functions and is perceived. Strong planning and management create efficient workflows, reduce redundancy, and improve access to information. This is especially important in environments such as digital asset management, where consistency and organization directly affect usability. As Poole notes, “that data deluge presents unprecedented challenges in preserving digital assets across all sectors of society.”
Marketing and advocacy influence how an organization connects with its audience and secures support for its initiatives. Programs that are well-designed but poorly communicated may fail to reach their intended audience, while effective advocacy can ensure continued investment and growth.
Together, these principles shape not only the success of individual programs, but also the long-term sustainability of the organization. By integrating planning, management, marketing, and advocacy into daily practice, information professionals can create systems that are both functional and impactful.
Evidence 1
In INFO 284: Moving Image Archive and Collections (Spring 2025), I developed a proposed film festival title Animated Films: From Cel Animation to Digital. This artifact demonstrates my ability to apply planning and management principles by developing a structured program, and reflects my understanding of how programming can serve as both an educational tool and a form of advocacy for the historical and cultural value of moving image media. In addition, this project required me to think beyond content selection and consider how a program functions within an institutional and public-facing context, including issues of access, audience engagement & controversy, and feasibility.
Description of the Artifact
This project required creating a cohesive program that traced the technological and artistic evolution of animation, while also addressing the logistical considerations necessary for implementation. The program that I developed included a curated selection of films that represented key milestones in animation history, supported by a structured screening schedule and clearly defined selection criteria. Each film was chosen based on its contribution to a specific advancement in animation such as the transition from cel animation to xerography, the integration of live-action and animation, the development of stop-motion techniques, and the emergence of computer-generated imagery.
To support the educational goals of the program, I incorporated supplementary elements, such as an expert panel, prepared discussion questions, and contextual materials for each film. The inclusion of panelists with backgrounds in animation, archives, and film history was intended to provide multiple perspectives and deepen audience engagement. The discussion questions were designed to encourage critical thinking about both the technical and cultural implications of the films, including their historical context and ongoing relevance. This required identifying where and how each film could be accessed, whether through streaming platforms, physical media, or licensing services.
A significant component of this project involved developing detailed distribution and acquisition information for each film. This required identifying where and how each film could be accessed, whether through streaming platforms, physical media, or licensing services such as Swank. In doing so, I considered not only availability but also the practical realities of hosting a public screening event, including licensing restrictions, format compatibility, and potential costs. The aspect of the project reinforced the importance of understanding access as both a technical and administrative process within moving image archives.
In addition to content selection, the project involved designing the overall structure of the event. I organized the films into thematic sections that allowed the audience to follow a clear progression through animation history, while also balancing longer feature films with shorter documentary content to maintain engagement. The schedule was designed to function as a realistic, multi-day program that could be implemented by a cultural institution, such as a museum or archive, with consideration given to pacing, audience attention, and program flow.
Justification and Connection to the Competency
This artifact reflects planning by demonstrating how a conceptual idea can be developed into a structured and implementable program. The selection criteria ensured consistency and alignment with the program’s education goals, while the scheduling and thematic organization created a clear and intentional narrative for audiences. This required not only subject knowledge, but the ability to anticipate how users would experience the program over time.
It also demonstrates management through the consideration of logistical factors such as access, distribution, and program flow. Identifying streaming and acquisition options required an understanding of how moving image materials are accessed and managed within institutional contexts, including constraints of licensing and availability. Additionally, structuring the program in a way that balanced content, time, and audience engagement reflects an awareness of how programs must be managed in practice, not just conceptualized.
The program also incorporates elements of marketing and advocacy. By framing the festival around the evolution of animation, it communicates the cultural and historical significance of these films in a way that is accessible to a broad audience. The thematic structure and inclusion of well-known and lesser-known works serve to both attract interest and expand audience awareness. Furthermore, the integration of expert panelists and discussion components positions the program as an education and engaging experience, which can increase its perceived value and encourage attendance.
From an advocacy perspective, this project highlights the role of programming in promoting the relevance of archives and moving image collections. By presenting these films within a curated and contextualized framework, the program demonstrates how archival materials can be activated for public engagement and education. This aligns with broader professional goals of increasing access to and appreciation for audiovisual heritage.
Overall, this artifact demonstrates my ability to design and structure a program that integrates planning, management, marketing and advocacy. It reflects a shift from simply understanding content to actively shaping how that content is presented and experienced within an information environment.
Evidence 2
For INFO 256: Archives and Manuscripts (Fall 2024), I created a policy for the appraisal and acquisition of family photographs, both digital and physical. This artifact demonstrates my ability to apply planning and management principles through the development of a formal appraisal and acquisition policy. It also reflects how structured decision-making supports long-term preservation and access within an archival context. While grounded in a personal collection, the project required me to approach the work through a professional lens, applying archival theory and best practices to a real-world scenario.
Description of the Artifact
This project required developing a comprehensive framework that addressed selection criteria, retention conditions, and long-term preservation consideration. The policy included a clearly defined mission statement that established the purpose of the archive, emphasizing both preservation and accessibility for future generations. I also outlined the scope of the collection, specifying that it would include both physical photographs requiring digitization and digital images stored across social media platforms such as Facebook, Instagram, and Myspace.
A central component of the policy was the development of appraisal criteria. These criteria balanced historical, emotion, and narrative significance, ensuring that the archive would reflect both major life events and everyday moments. This approach was intentional, as it aimed to create a more complete and authentic representation of family history rather than focusing solely on traditionally “important” milestones.
The policy also addressed practical and technical considerations necessary for long-term management. This included specifying acceptable file formats, such as JPEG and TIFF to ensure future accessibility, as well as guidelines for handling duplicates and maintaining quality standards. In addition, I incorporated procedures for digitizing physical materials, recognizing the importance of preserving fragile items while improving access through digital surrogates.
Another key aspect of the project was the inclusion of collaboration and ethical consideration. The policy outlined the need to work with family members to gather context, verify information, and obtain consent for the inclusion of images sourced from social media. This reflects an understanding that archival work often involves multiple stakeholders and requires sensitivity to issues of ownership and privacy.
Finally, the policy included criteria for deaccessioning, which is often overlooked in non-professional contexts. By establishing conditions under which materials could be removed or replaced, such as the discovery of higher-quality versions or concerns related to relevance or privacy, the policy ensures that the archive remains organized and sustainable over time. The project was informed by archival theory, particularly Ham’s approach to appraisal, and was grounded in my family’s experience with the loss of photographs due to fires, which reinforced the urgency and importance of preservation planning.
Justification and Connection to the Competency
This artifact demonstrates planning through the development of a structured and forward-looking framework that guides decision-making over time. By establishing clear criteria for appraisal, acquisition, and retention, the policy creates a sustainable system that can adapt as new materials are added. This reflects an understanding that effective archival work requires intentional design rather than reactive collection.
It also reflects management by addressing how materials are organized, maintained, and evaluated throughout their lifecycle. The inclusion of retention conditions, file format standards, and deaccessioning criteria demonstrates an awareness of the ongoing responsibilities involved in managing a collection. Rather than treating the archive as static, the policy recognizes it as a dynamic system that requires continuous oversight and refinement.
In addition to planning and management, this artifact incorporates elements of advocacy. By formalizing the importance of preserving both significant and everyday moments, the policy communicates the value of personal archives and their role in documenting lived experience. It also highlights the risks associated with neglecting digital preservation, particularly when materials are stored on unstable platforms without backup.
While this project is personal in nature, the principles applied are directly transferable to professional archival settings. The ability to create clear, structured policies is essential for ensuring consistency, accountability, and long-term sustainability within any information organization. This artifact demonstrates my ability to translate archival theory into practical application, while also considering the human and emotional dimensions of preservation.
Overall, this artifact demonstrates my ability to develop structured, sustainable systems for managing information. It reflects a comprehensive understanding of how planning, management, and advocacy intersect within archival practice, and how these principles can be applied to support both immediate access and long-term preservation.
Evidence 3
The final project was a theoretical social media marketing strategy for Dark Horse Comics, with a focus on improving engagement on platforms such as Instagram and TikTok. It was in no way sponsored or commissioned by Dark Horse Comics, LLC, but was developed as a strategic exercise grounded in real industry practices. This artifact demonstrates my ability to apply marketing and advocacy principles by developing a strategic approach to audience engagement through social media. It highlights how information professionals can communicate value, increase visibility and connect with users through platform-specific strategies.
Link: https://docs.google.com/document/d/1EUShhaqI_62OO-t4g0syZ5-0yNuL-eXkpGioAauek_A/edit?usp=sharing
Description of the Artifact
The goal of this project was to identify opportunities for growth, particularly in reaching younger audiences, and to develop strategies that aligned with current digital trends and user behavior. The project focused on how Dark Horse Comics could expand its presence on TikTok and Instagram, where short-form, visually engaging content drives discovery and interaction
A key component of the project involved identifying potential influencer partnerships within niche communities such as comic book readers, manga fans, cosplayers, and BookTok creators. I developed a curated list of influencers whose content and audience aligned with Dark Horse’s catalog, along with specific collaboration ideas that would feel natural to each creator’s platform. These included formats such as “first read” reactions, cosplay features, unboxing videos, and collection tours. The emphasis was placed on authenticity, recognizing that audiences are more likely to engage with content that feels organic rather than overly promotional.
In addition to influencer strategies, I contributed to the development of a content plan that incorporated trend-based formats and interactive elements. These included ideas such as “If you like X, try Y” recommendation, “Guess the Panel” challenges, artist spotlights, and countdowns to major releases. I also proposed user-generated content initiatives, such as fan art contests and community features, to encourage ongoing engagement and participation.
The analytical component of the project, including detailed research on engagement metrics and return on investment, was conducted by my collaborator, Arad Bulka. My role focused on translating these insights into actionable strategies and content ideas that aligned with both the data and the brand’s identity. This required synthesizing research finding and applying them in a way that was both practical and adaptable to real-world implementation.
Justification and Connection to the Competency
This artifact demonstrates marketing by showing how content and engagement strategies can be intentionally designed to connect with specific audiences. The focus on influencer partnerships and platform-specific formats reflects an understanding of how users discover and interact with information in digital environments. Rather than relying on traditional promotional methods, the strategy emphasizes meeting audiences where they are and communicating in ways that align with platform culture.
It also demonstrates advocacy by positioning content as a means of communicating the value of Dark Horse’s catalog. By highlighting both well-known and lesser-known titles, the strategy supports broader awareness and encourages exploration of the collection. This is particularly important in information environments where visibility directly impacts access and engagement.
Planning is reflected in the development of a structured content strategy that outlines clear approaches to audience growth, engagement, and content creation. The recommendations were part of a cohesive plan that could be implemented over time. Management is evident in the consideration of consistency, branding and ongoing interaction with audiences. Maintaining a recognizable persona with users is essential to sustaining a digital presence.
This artifact also demonstrates my ability to collaborate and translate research into practice. By working alongside a collaborator who focused on data analysis, I was able to take those findings and develop strategies that were both informed and actionable. This reflects a key aspect of professional practice, where decision-making often involves interpreting data and applying it within a broader strategic framework.
Overall, this project demonstrates my ability to integrate marketing and advocacy with planning and management. It highlights how information professionals can use digital platforms not only to prompt content, but to build relationships with users, increase accessibility, and support long-term engagement.
Conclusion
This competency has reinforced for me that effective information work extends beyond organization and preservation. It requires the ability to design systems, manage resources, communicate value, and advocate for the importance of information services within a broader institutional and cultural context. Across the artifacts presented, I have demonstrated how planning, management, marketing, and advocacy function together to support meaningful and sustainable information practices. Whether designing a film program, developing an archival policy, or creating a marketing strategy, each project required thoughtful decision-making centered around user needs and organizational goals.
In my future career, particularly in archives and creative asset management, I will apply these principles by contributing to the development of structured workflows, supporting efficient asset organization, and advocating for systems that improve access and usability. As digital environments continue to evolve, the ability to manage and communicate information effectively will become increasingly important.
To remain current, I plan to continue engaging with professional organizations such as the Society of American Archivists and the Association of Moving Image Archivists, which provide guidance on best practices in management, access, and advocacy. Ongoing professional development will be essential to adapting to new technologies and evolving user expectations.
By applying the principles of planning, management, marketing, and advocacy, I am to contribute to information environments that are not only organized and efficient, but also visible, accessible, and impactful.
References
Dempsey, L. (2017). Library collections in the life of the user: Two directions. Liber Quarterly, 26(4), 349–372. https://doi.org/10.18352/lq.10170
Evans, G. E., & Greenwell, S. (2020). Management basics for information professionals (4th ed.). ALA Neal-Schuman.
Mattern, S. (2014, June). Library as infrastructure. Places Journal. https://doi.org/10.22269/140609
Poole, A. H. (2016). The conceptual landscape of digital curation. Journal of Documentation, 72(5), 961–986. https://doi.org/10.1108/JD-10-2015-0123
