Funding Member Dues oEach Different oSEFLIN model provides highest revenue dues are based on size of budget – full members are large libraries and are all OCLC full members oTBLC model now based on budget also – only 2 really large libraries – 3-4 good-sized county systems. Graduated number of Service Credits based on dues are provided.
Funding Cont. LSTA Grants oBecame competitive grants in 1998 oStrength for State –Promotes Innovation and Piloting of New Programs oWeakness for MLCs – Unstable funding, only partially sustainable without federal $$. oFull funding of State Library Cooperative Aid would help.
Funding Cont. State Library Cooperative Aid oFirst Funded 1993 oStatic funding at $1.2M annually – divided equally (in a State with a population of over 15 million people) oCap originally 1.2M, raised in 1996 to 2.4M oNon-recurring – challenge each year o2001 Gov. zeroed out o2003 MLCs have hired a lobbyist
Funding Cont. Service Fees, Training Fees oMust be entrepreneurial
Funding Strengths oEncourages creative thinking Example: Librare oEnables us to think outside the box and do things that can only be done cooperatively by many members Examples: Job Placement Service, Web Design Service, Retrospective Conversion Services, Current Cataloging Service, Little Used Materials Storage oAble to meet grassroots demands that are based on level of library development in a specific region Weaknesses oHard to create a unified statement for State funding oThe FL MLCs are different in different places and some of us are far more developed than others
TBLCs Model for Success
Planning Cornerstone of success Meet member needs Keeps us flexible, agile Able to make mid-course corrections Strategic Plan Every 5+ years Process energizes the organization and its members Enables us to involve many people and get their buy-in Last Strategic Plan a 9 month process with a consultant
Planning Cont. Technology Plan Every 3 years Provides focus for our most central functions Required for e-rate Last two plans a short process with a consultant Annual Plan of Service Built from the Strategic and Technology Plans Produced by the Executive Director with a Planning Committee as a sounding board Revised annually - 2 Planning Committee meetings and Executive Director preparation and follow-up
Service Key to Success Libraries join for the services they can build together Since 1995 TBLC has grown from an organization with 6.5 FTE and a $750,000 annual budget to 12.5 FTE and a $2,400,000 budget All Florida MLCs provide training – technology and library skills All support ILL and reciprocal borrowing Only TBLC provides a fully cost recovery integrated library automation system for members who would otherwise find it difficult to maintain a stand alone system TBLC has the most robust service program, the largest staff, the most members and the highest annual budget
Web Site Highlights Services LSTA funded, trained Web Designer on staff Entrepreneurial effort to keep him Strength- Able to have expertise on staff and make it available to members at cost recovery prices Weakness- Few members can get funding to go outside for web site design and maintenance. Sales curve may be too long.
Anywhere-Anytime Library Demonstrates MLC role as innovator This is a web-based service provided directly to the end user Umbrella site soon will replace Alleycat on web page Started as LSTA funded prototype, pilot for a virtual library with Alleycat in Other elements have been added to make it a full service site.
Librare Demonstrates MLC agility Helped libraries get in near the beginning of change Collaborative Cooperative Collection Development New media introduced at low cost per library in about 6 months from concept to availability Through the power of cooperation 34 libraries introduced e-books and continue to develop a targeted shared collection
Alleycat Is a true research and development project Builds on the results of services TBLC began providing 15 years ago –retrospective conversion, bibliographic training, OCLC Group Access This is a distributive cooperatively staffed service TBLC is offering participation to libraries in other regions in cooperation with the MLCs in those regions – one example of cooperatives cooperating Today 42 libraries on 14 servers are offering Alleycat ILL service
Alleycat Cont. Together these libraries: have 108 outlets (places where people can pick up materials), are located in the counties served by TBLC and SWFLN, serve over 3.7 million residents directly and 12,000 FTE higher education students, hold nearly 8.3 million volumes, use 6 different library management products, which are sold by 5 different vendors.
Reciprocal Borrowing Demonstrates MLC role as facilitator Committee driven Self sustaining Low cost – once the challenge of getting materials back to the home library is solved TBLC handles PR and statistical gathering
Delivery Exemplifies MLC role in providing a statewide service TBLC is agent for Florida Library Network Statewide Ground Delivery (Service began May 1998) Represents regional administration of a statewide service Subsidized by LSTA grant from the State Library 75% of cost is paid by participants Alleycat and Reciprocal Borrowing depend on this fixed cost service Interlibrary loan statewide remains strong because of it
V-ref – Ask A Librarian Demonstrates collaboration of dissimilar cooperative organizations Shows how a project can be started in one area and expanded statewide rapidly Utilizes expertise on multiple levels Planned to go live with first service in May An example of a cooperatively staffed statewide service LSTA funded pilot –CCLA and TBLC working together
Organizational Strengths & Weaknesses Strengths Agile Flexible Innovative Weaknesses Dependence on competitive LSTA grant funding Dependence on uncertain, limited State Library Cooperative Aid
Contact Information Diane Macht Solomon, Executive Director Tampa Bay Library Consortium Web Site