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• 1 media/VC_Libraries_Huntington-Beach-Central-Library_gty-1245549982-RM_1280x640.jpg media/VC_Libraries_Huntington-Beach-Central-Library_gty-1245549982-RM_1280x640.jpg 2023-08-30T17:27:37-07:00 Program Goal - Networking, Collaborative, and Relationship-Building Application 7 Apply persuasion and influence through networking, collaboration, and relationship-building. image_header 2023-11-15T00:24:44-08:00 Applying persuasion and influence through networking, collaboration, and relationship building are all part of strategic partnerships and collaborations. LIS professionals accomplish this when learning the lessons of application and then providing outreach and service to stakeholders when working with other partners and following an established, mutually agreed goal. The MMLIS program delved into strategic partnerships and collaboration theories and applications practiced by LIS professionals. As a result, I present two artifacts that show my understanding of how effective LIS strategic partnerships and collaborations develop by drafting an imagined collaborative proposal and communicating the risks and rewards of potential collaboration through a discussion response.
  
  Huntington Beach Public Library-Huntington Beach International Surfing Museum Project Proposal
  The artifact was a team assignment for LIM 563 Partnerships and Collaborations in Libraries exhibits my understanding of how we, the Huntington Beach Public Library (HBPL), would incorporate potential collaboration with the Huntington Beach International Surfing Museum (HBISM) and the Vans Checkerboard Fund (VCF) in the form of a written project proposal. An element of the artifact that clarifies strategic partnership and collaboration is the BrandFit Matrix. This tool identifies where the organizational goals of the library institution, potential partners, and potential funders intersect. The organizational goals are discoverable in their mission statement (Shaffer, 2003). Once my team and I laid out the mission statement values in the matrix, my team and I determined that HBISM was a great partner to partner with HBPL because they scored 4 out of 5 in which their goals intersect. Then, we saw that the VCF was a fit as a funder because it scored 4.5 out of 5 of intersecting values with both organizations. Understanding cross-organization values is the first step in relationship-building with each other.
  
  Risks and Rewards Discussion Response
  The discussion response artifact is from LIM 563 Partnerships and Collaborations, and it displays my understanding that assessing the risks and rewards of potential collaboration is relevant to cross-collaboration relationship building. The discussion prompt referred to an American Library Association (ALA)-Walgreens case study and asked if the partnership between both parties was positive or negative and who the winners were. The partnership agreements were that Walgreens was to pay $1 million over three years to promote libraries as accurate and reliable sources of consumer health information. In return, the 16,400 public libraries are encouraged to distribute federal government Medicare-Approved Walgreens Drug Discount Card brochures. Some ALA members questioned how ALA selects corporate sponsors and mentioned concerns that ALA is showing preferential treatment of one drug store and that it will undermine the credibility of information professionals. To briefly put it, the risks for ALA were losing respect from some ALA members because ALA did not administer pre-surveys for feedback, library professionals may face backlash in their reputation as information professionals, and the local pharmacies’ profit margins may be negatively affected. Although the relationship building between ALA and Walgreens may be beneficial, its impact on ALA’s relationship with its stakeholders needs consideration, too.
  
  Conclusion
  Both artifacts demonstrate aspects of strategic collaborations relevant to library programming and projects and my knowledge of them, which satisfies the program goal. From these assignments, I learned that strategic collaboration skills are embedded in every library manager’s role because they must identify the risks and rewards of each partnership, propose necessary deliverable adjustments, and decide to forgo the collaboration. From the project proposal artifact, I learned that using the BrandFit Matrix is a beneficial exercise to determine partnership fit based on cross-evaluation of organizational mission statement values. When all parties apply influence through collaboration with an agreed and shared vision, the partnerships will add value amongst themselves and stakeholders.
  
  References
  Shaffer, G. (2003). A new tool in the marketing arsenal. MarketingProfs. https://www.marketingprofs.com/3/shaffer1.asp