Why Collaborate

The Coalition Champions a Collaborative, Cross-Sector Approach.

This philosophy is driven by the following three imperatives.

We Need to Break Down Discipline-based Silos.

Members of the public demand easy, barrier-free access to the information and experiences they seek, without regard to institutional or disciplinary divisions. This calls for our profession to think of users and user communities holistically, and prepare our workforce to work across boundaries to meet user needs.

Each Discipline Brings Unique Strengths and Answers to Common Challenges.

While we can learn much from one another, there is even greater potential in what we can create together. By leveraging both our similarities and our differences, we will generate creative and effective solutions we could not reach by acting in isolation.

It is in our Collective Economic Interest.

Through collaboration and resource sharing, we can accomplish more than we can acting independently. By collaborating where we share interests, resources are freed up to focus on our areas of specialization. It allows for the creation of larger, more transparent markets for continuing education and professional development offerings, expanding the market for providers, and allowing both providers and consumers to do more with limited resources. Through aligned plans, such as those documented in the National Agenda for Continuing Education and Professional Development across Libraries, Archives, and Museums, we help our organizational efforts contribute toward common national-level goals.

Opportunities for Collaboration

All library, archives, and museum organizations with an interest in continuing education and professional development can contribute to this nationwide movement. Leaders, program hosts and administrators, designers, trainers and instructors can find inspiration in the National Agenda.

In addition, the Spanning Our Field Boundaries white paper identifies the following “collaborative starting points,” or growth areas that are ripe for collaboration:

Digital transitions—management needs an increasingly sophisticated grounding in technology in order to manage staff, vendors/suppliers, and daily operations.

Funding challenges—across each field and sub-field, fiscal pressures require major operational changes, diversification of revenue streams, and increased advocacy outcomes.

Policy changes—a range of federal, state, and local policies have vast implications for our ongoing management of our organizational infrastructures and our collections.

Leadership challenges—leaders increasingly need training to address organizational and field-level issues, ranging beyond subject-specific needs to topics from realms of business, marketing, finance, strategic communications, etc.

Succession planning—across the fields, we have noted that waves of retirement at top leadership positions seem to be complicated by a sense of reticence by the “next generation” to take on leadership positions.