ALIA core values statement

A thriving culture, economy, and democracy requires the free flow of information and ideas.

Fundamental to that free flow of information and ideas are Australia's library and information services. They are a legacy to each generation, conveying the knowledge of the past and the promise of the future.

Library and information services professionals therefore commit themselves to the following core values of their profession:

1. Promotion of the free flow of information and ideas through open access to recorded knowledge, information, and creative works.

2. Connection of people to ideas.

3. Commitment to literacy, information literacy and learning.

4. Respect for the diversity and individuality of all people.

5. Preservation of the human record.

6. Excellence in professional service to our communities.

7. Partnerships to advance these values.

Statement on professional conduct

ALIA objects addressed

· To promote the free flow of information and ideas in the interests of all Australians and a thriving culture and democracy

· To ensure the high standard of personnel engaged in information provision and foster their professional interests and aspirations

Principle

People engaged in library and information services are members of a profession committed to intellectual freedom and the free flow of ideas and information.

Statement

Because of the role of library and information services in fostering the social, cultural and economic well being of their communities the people who work in those services have responsibilities for collecting, organising and providing access to information for the clients of their services. The interactions between library and information services and their clients should be guided by the highest standards of service quality and characterised by the highest levels of integrity. Library and information service professionals should observe these standards by:

1. encouraging intellectual freedom and the free flow of information and ideas;

2. exercising their responsibilities within the context of duty of care for the clients of the library and information services they offer;

3. recognising and respecting the intellectual property of others;

4. protecting their clients' rights to privacy and confidentiality;

5. distinguishing in their actions and statements between their personal viewpoints and those of the library and information service that employs them or the Australian Library and Information Association;

6. maintaining and enhancing their professional knowledge and expertise, encouraging the professional development of their colleagues and fostering the aspirations of potential library and information service professionals;

7. assisting clients to understand the most effective ways to gain access to the information they need;

8. avoiding situations in which personal interests might be, or be seen to be, in conflict with the interests of clients of library and information services, colleagues or employers;

9. treating clients and colleagues with respect.

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Competencies for Information Professionals of the 21^st Century.– Revised edition. – June 2003. – Available at: http://www.sla.org/content/learn/comp2003/index.cfm

What is anInformation Professional?

An Information Professional ("IP") strategically uses information in his/her job to advance the mission of the organization. The IP accomplishes this through the development, deployment, and management of information resources and services. The IP harnesses technology as a critical tool to accomplish goals. IPs include, but are not limited to librarians, knowledge managers, chief information officers, web developers, information brokers, and consultants.

What areInformation Organizations?

Information organizations are defined as those entities that deliver information-based solutions to a given market. Some commonly used names for these organizations include libraries, information centers, competitive intelligence units, intranet departments, knowledge resource centers, content management organizations, and others.

Background

The Special Libraries Association (SLA), an organization of dynamic and change-oriented IPs, has long been interested in the knowledge requirements of the field. The Association's members have explored and shared their vision of the competencies and skills required for specialized information management in many forums over the years. The first edition of the competencies document published in 1997 attempted to synthesize and build on earlier work in the light of ongoing social, technological and workplace change. This document has been widely used by IPs, as well as educators, employers, and current and prospective students. The 1997 edition may be found at: http://www.sla.org/content/learn/comp2003/97comp.cfm.

In preparation for the 2003 revision, the committee discussed the latest trends and reviewed other competency documents in peer industries. SLA's revised research statement, Putting OUR Knowledge to Work, with its emphasis on evidence-based practice, was also found to be highly relevant. Evidence-based practice involves consciously and consistently making professional-level decisions that are based on the strongest evidence from research and best practice about what would work best for our clients.The research statement is recommended as a companion document to the competencies. The SLA research statement may be found at http://www.sla.org/content/resources/research/rsrchstatement.cfm.

In the information and knowledge age, specialists in information management are essential - they provide the competitive edge for the knowledge-based organization by responding with a sense of urgency to critical information needs. Information, both internally and externally produced, is the lifeblood of the knowledge-based organization and essential for innovation and continuing learning. Information sharing is also essential for any organization that is attempting to understand and manage its intellectual capital, often in a global context. IPs play a unique role in gathering, organizing and coordinating access to the best available information sources for the organization as a whole. They are also leaders in devising and implementing standards for the ethical and appropriate use of information.

If IPs did not exist they would be reinvented as organizations struggle to gain control over ever-increasing amounts of information in multiple storage formats. The astounding growth of the Internet and the rise of electronic communications and storage media generally have transformed our work and personal lives. Information overload is a growing problem and IPs are needed more than ever to quality filter and provide needed information in an actionable form. In order to fulfil their purpose, IPs require two types of competencies:

Professional Competencies relate to the practitioner's knowledge of information resources, access, technology and management, and the ability to use this knowledge as a basis for providing the highest quality information services. There are four major competencies, each augmented with specific skills:

A Managing Information Organizations

B Managing Information Resources

C Managing Information Services

D Applying Information Tools and Technologies

Applied scenarios illustrate many of the myriad roles and responsibilities that IPs perform in organizations of all types.

Personal Competencies represent a set of attitudes, skills and values that enable practitioners to work effectively and contribute positively to their organizations, clients and profession. These competencies range from being strong communicators, to demonstrating the value-add of their contributions, to remaining flexible and positive in an ever-changing environment.

Core Competenciesanchor the professional and personal competencies. These two core competencies are absolutely essential for every information professional. As educated professionals, IPs understand the value of developing and sharing their knowledge; this is accomplished through association networks and by conducting and sharing research at conferences, in publications and in collaborative arrangements of all kinds. IPs also acknowledge and adhere to the ethics of the profession. The importance of these two cardinal core competencies cannot be emphasized enough; these are paramount to the value and viability of the profession.

The competencies outlined in this document are a set of tools for professional growth, recruitment, and assessment. Specific jobs will require specific sets of competencies at various skill levels. We encourage you to use these competencies to create roadmaps of growth and development for yourself, your colleagues and your organizations.

Core Competencies

Date: 2015-12-24; view: 681