-34 Indiana is moving to local, formal cooperation through the ALSAS. As ALSAS become established, many innovative programs will result. However, ALSAs will undoubtedly find that many desirable programs have state-wide impact and will require larger support than one or two ALSAs can provide. A state cooperative center, working with the ALSAs, will provide Indiana libraries with an efficient cooperative structure. This structure should help ensure that programs are developed at the most practical and economic level to meet local needs. Center Organization, Operation, and Funding No evidence was found to support the idea that different types of libraries should be served by different networks. Rather, findings affirm the benefits of a single network for all libraries. Consideration was given to many organizational patterns. After weighing the disadvantages and advantages of various alternatives, the most suitable organization was determined to be a separate non-profit organization. This allows for high visibility for the center, wide participation by librarians throughout the State, and an organizational basis compatible with many other networks. Examination of the organizational provisions of Indiana's Library Services Authority Act of 1967 (printed in full in Appendix A) revealed its general suitability for a state-wide cooperative bibliographic center. The Act provides for: 1) Formation of a non-profit municipal corporation (called a library service authority), 2) Contractual service agreements between Indiana libraries and the authority, 3) Participatory management, and 4) Mechanisms for contracting for, and termination of, membership in the authority. The Act provides a great deal of flexibility in 1) provide library services, 2) employ staff and obtain equipment and property, 3) receive funds from members, Federal agencies, and donors and expend funds without appropriation, 4) adopt by-laws, administrative procedures, 5) enter into contracts and invest funds, 7) have tax-exempt status in Indiana. Overall, the Act provides most features required and avoids many restrictions that have hampered other networks. There are some regulations that are cumbersome such as the paperwork involved in annual contract renewals, the audit and supervision by the State Board of Accounts, and required bonding of certain employees. In general, these controls are tighter than required for operation as a private non-profit organization. However, tight controls are not always bad, particularly when large funds are involved, and, overall, the advantages far offset the disadvantages. It is recommended that Indiana's cooperative center be established under this Act. To comply with the Act's designation requirements, it is recommended that the center be named the Indiana Cooperative Library Services Authority (INCOLSA).* The name INCOLSA will be used hereafter in discussing the proposed center. * To some, the term "Authority" has dictatorial overtones. Readers are reminded that, in this case, the operative definition is "a public agency or corporation with administrative powers limited to a specified field." The Tennessee Valley Authority is a similar agency at the Federal level. -36 Funding will be a problem. Libraries will have to recognize the benefits of membership. That such benefits can be realized is shown by the many cooperatives and networks that have retained members over long periods, including periods of decreasing local library funding. Four basic funding sources are: membership fees, Federal and State funds, and foundation grants and donations. All of these must be aggressively pursued. The total annual library expenditure in Indiana was estimated at $75,000,000. Theoretically, at least, INCOLSA could be funded reasonably well if each library allocated even one percent of its budget. The fallacy of this, over the short run, is that concerted action would be required by over 2,000 librarians and governing boards. Even so, for the near future, it may well be that major support must come from member libraries. It is always easier to spend someone else's money, but it makes it more difficult to obtain State and Federal funds, and foundation support, if library members aren't willing to provide basic funding. It should be incumbent on INCOLSA's management to operate within reasonable budgets and to avoid grandiose schemes and commitments. After allowing for an initial settling in period, library cooperatives should be judged like any other service. Are its products useful? Are real needs met? Is demand growing? Is clientele expanding? Adopting an entrepreneurial stance from INCOLSA's inception should do much to ensure success and longevity. Recognizing the need to allow Indiana libraries to accommodate INCOLSA into local budget cycles, the COBICIL project included a search for basic funds. A LSCA grant was obtained to allow initial funding should Indiana libraries express interest in establishing INCOLSA. This grant covers an initial three-year period for a modest program. -37 It is recommended that, soon after its establishment, INCOLSA management should: 1) Advise members and potential members of annual fees so these can be allowed for in budget planning, 2) Seek Federal and foundation funds for specific projects, and 3) Study means for seeking State funding for part of INCOLSA's operation. Initial operation rests on three basic components: a facility, a director, and members. Major factors for each component are discussed below. Criteria for locating the INCOLSA center were based on operational needs and long-range goals. These include: 1) Location convenient for visitors, e.g. nearby transportation, good access, and parking, 2) Ability to expand as program grows, 3) Lowest possible annual cost, 4) Access to low-cost meeting facilities, 5) Potential site for data processing equipment, 6) Reasonably equitable access for all members, and, 7) Convenient access to facilities, preferably on a 24-hour, 7-day basis, if required. Indianapolis is recommended as the most suitable setting. Its advantages include location at the center of the State, convenient travel for in-state and out-of-state visitors, proximity to the State Library and other State agencies, access to support services such as computer services, printers, business services, and conference facilities. The administration of library networks is a specialty for which none of our profession has been trained. The INCOLSA Director needs library skills and an ability to administer an organization that does not have a parent agency upon which to rely. -38 The Director's major tasks include research and development planning, representation of INCOLSA to other groups, communication with INCOLSA members, program administration, and continuing assessment of Indiana's library needs. Thus the Director will be of major importance in implementing INCOLSA and developing its initial programs. Among major qualifications are enthusiasm, ability to communicate effectively, working knowledge of libraries and data processing, interest in all types of libraries, and administrative ability. The tentative organization chart on page 39 shows the relationship of the Director to other INCOLSA organizational units. Potential INCOLSA Services Four major program areas were identified from Survey responses. These are: reference and bibliographic services, bibliographic control services, delivery services, and educational services. Reference: Respondents noted several desirable reference and bibliographic services. In order of preference these are: 1) Development of a union catalog to support 2) Bibliographies of: a) new titles to match local library in- b) subjects of high current interest, and 3) Information retrieval from machine-readable data bases in special subject areas. Types of bibliographies suggested included subject bibliographies, list of Indianaia, materials for juvenile readers, reference and bibliographic tools by ALSA area, listings and indexes of special collections, and various types of union lists. Bibliographic Control: Bibliographic control ser |