1. BACKGROUND

In recent decades, the Inter-American Institute for Cooperation in Agriculture (IICA) has actively promoted and implemented projects and activities in the field of agricultural documentation and information. The initiatives that the Institution has participated in have helped strengthen national structures, and to some degree, have helped improve library services in the region. This, in turn, has improved access to bibliography in the sector.
The actions undertaken by the institution in this arena have gone through several stages, at each turn adopting new trends in the field of documentation and agricultural information. New strategies have been promoted, coordinated and developed, sponsoring growth in the sector.
It is important to highlight the important initiatives carried out in the region in the last 30 years, which have made it possible to incorporate cooperative actions and/or networking:

• The Inter-American Information System for Agricultural Sciences (Agrinter) was established in 1972 as a means to strengthen and systematize the mechanisms for cooperation among Latin American and Caribbean countries in the field of documentation and information science. The resulting database, produced in 1975, published the Agricultural Index for Latin America and the Caribbean. Though the Index ceased to be published in 1986, at that time 144,575 entries had already been compiled in the database.

• With IICA's support, in 1993, a compact disc was produced that included 37 databases for the agricultural sector. These databases were collected from various institutions in the region. The disc was produced at the University of Colima.

• Several regional or hemispheric networks were formed, in a coordinated effort between international institutions such as: IICA, CATIE, CIAT, and INIBAP, among others, as well as select national organizations. The networks focused their attention on creating databases and establishing certain specialized services, some of which are still offered.

• A workshop was held in Washington DC in January 1994, with the objective of designing a project to implement an inter-American agricultural information system. This activity was financed by the Inter-American Development Bank (IDB) and promoted by the National Agricultural Library of the United States and the Inter American Association of Librarians and Agricultural Information Specialists.

• In 1996, the second edition of the compact disc, Agricultural Databases of Latin America and the Caribbean was produced.

• In 1996, the IPLA project was undertaken by IICA and CABI, sponsored by the IDB. This project produced several products, including : AgroAmbiente (a database on CD with information produced in Latin America and the Caribbean); CABI Thesaurus, translated to Spanish; and training for librarians and information specialists.

• Agri2000 was developed in 1998 as a meta-database of bibliographic information for Latin America and the Caribbean.

• In 1998, IICA's Technical Consortium developed thInter American Agricultural Reference Center (CRIIA), defined as an articulator of information networks in the Americas whose scope encompasses the entire hemisphere.

• A Study of the Situation of the Agricultural Information Units in the region was carried out in 1998 by IICA. The results offer a diagnosis of the current situation of the agricultural documentation centers in the region.

The removal of IICA as the coordinator of Agrinter and the overall weakening of national structures resulted in the System's dissolution.

Nevertheless, on reviewing the aforementioned achievements, it becomes clear that both the infrastructure and the will required to reactivate and consolidate the System still exist. Consolidating the system would go far to solving common problems faced by the information units and encourage efficient development, helping them confront the challenges of the new economic order in the region.

In 1998, IICA identified documented information as a priority after reviewing the background information. At that time, the institution sought financing from the Kellogg Foundation to establish an information system that would cover agriculture, rural development and related fields in order to meet the information needs of professionals, students, development institutions and the rural communities. This system would create a network of agricultural information units from throughout the Americas and the Caribbean that would be called the Agricultural Information and Documentation System for Latin America and the Caribbean (SIDALC).

The strength of the network would be based on the agricultural information resources and the technical capacity of the Inter-American Institute for Cooperation in Agriculture (IICA), the Tropical Agriculture Research and Higher Education Center (CATIE), and the agricultural libraries and documentation centers throughout Latin America and the Caribbean (LAC).

The 1998 report which discusses the situation of the agricultural information services in Latin America and the Caribbean, indicates that there are marked differences in capacity among the different information units in the region. There is a high percentage of units with few resources and little institutional support. This gap negatively influences the quality and the quantity of the services they offer. The inequality between units has also affected regional projects that require cooperative efforts.

For the above stated reasons, the plan of action of SIDALC outlines two distinct levels at which Information Units may participate:

a. National Networks with the dual objectives of 1) strengthening the structures in the countries and helping improve access to information produced, and 2) forming a network of networks with cooperative products and services.

b. A consortium, formed by information units with superior resources which make it possible for them to maintain equitable strategic alliances, and to participate in such a way that the cost/benefits of services, products, training, equipment, collections etc. are equitably shared. Through this consortium, the sustainable growth of all the information units in Latin America and the Caribbean would be promoted.

2. FRAME OF REFERENCE

The upsurge of new technologies, progress in telecommunications, increasing needs and demands of the users are all part of the pressure currently facing libraries. This makes it imperative that they meet these challenges fully and participate as proactive agents, offering services and products that satisfy their clientele, or users' expectations. This requires a new approach to information services that takes into consideration the needs of the users that are served, the different formats in which the information can be offered, new technologies, telecommunications and cooperative efforts. If libraries do not take action, they run the risk of not surviving or becoming obsolete in the face of the rapid, drastic changes occurring today.

The challenge facing libraries at the turn of this millennium is to form a united front that would make it possible to confront common problems such as: budget cuts; response time for services; obsolete equipment; untrained personnel; out-of-date collections; and weakened services.

 A. Identifying the Problems

The development of Information Units the identification and easy access to information produced in the region, have all been negatively affected by problems identified in several forums and studies. These problems can be summarized as follows:

a. Lack of information policies: this includes governmental and non-governmental institutions and reflects the limited support provided to the information units by these institutions.

b. Resources: to a large degree, this is a result of point (a). Limited budgets (when they exist at all) affect:

Personnel: the vast majority of information units operate with the minimum staff necessary. It is also important to note that the staff's level of education is not sufficient to adequately administer the information units. There seems to be no awareness on the part of the institutions' management that trained personnel should be hired for the information units. There are few professional training opportunities for information unit staff.

Investments: investments in up-dating collections and equipment are continually cutback to the detriment of the services offered as support to research, education and technology transfer. Budgets earmarked for library operating costs are also weak, which negatively affects them.

c. Collections: while there are libraries in the region with magnificent collections, increases in annual subscription costs, especially for scientific journals, make it more and more difficult for these libraries to keep even their basic collections up-dated, much less to add new titles. There is a lack of knowledge about what collections exist within the countries.

d. Information Services: the vast majority of information units offer traditional services, even when advanced technology is available. Most services are offered to the scientific community, but very few services are directed at extensionists, farmers and/or private enterprise. The existing resources are not fully taken advantage of due to the lack of tools necessary to identify them. The exchange or sale of services is complicated by a lack of mechanisms that would facilitate transactions on a regional level.

e. Costs of Information: document delivery services offered by commercial agencies are generally costly.

f. Libraries as a business: It is necessary to increase efforts tending toward converting the information units into businesses that could be partially self-financed.

B. Cooperation

Formal and informal cooperation has existed in the field of information services for several decades. Libraries have created associations to do joint projects or to share resources and services. But these associations have tended to focus on a single, specific goal, for example: collective catalogues, photocopying services, interlibrary loans, training, professional up-dating, etc.

However, as Anglada stated, "for libraries today, cooperation has ceased being instrumental and has become strategic."

The main goal of every library is to make information available to its users or clients in a fast and timely manner; nevertheless, factors such as the increase in the production of information, the diversity of formats in which it can be obtained, an increase in the number of points of access, high cost, reduction of budget allocations for the libraries, the proliferation of computer hardware and software, and other factors, show that no library is self-sufficient enough to fulfill its mission. On the contrary, they should seek cooperative efforts as their main means of survival, and utilize them as a basis for improving services and products and ultimately serving their users.

 The Benefits of Cooperation

The flowcharts shown in figures 1 and 2, illustrate that good cooperation in the field of library science is approached in stages. That is to say, according to how the cooperation progresses, it can be applied to the acquisition of materials, information analysis, offering of services and cooperative products, or human resources and administration.

After analyzing past experience in this field in Latin America, it was seen that an emphasis has been given to analysis and compilation of data. As a result, libraries have benefited to greater or lesser degrees in terms of training, adopting of general regulations, enrichment of collections, and up-grading of computer equipment. Nevertheless, the previous library cooperative efforts have been affected by several factors including the following:

1. National and international networks have been created and put in operation as a result of special, limited-term projects financed by international funding organizations. However, once the project is over, the networks have tended to weaken and sometimes even die out completely.

2. Lack of institutional support for the information units so that they may become part of the cooperative system or act proactively.

3. Disinterest or loss of trust among those in charge of the information services toward participating in cooperative ventures.

Based on previous experience, library cooperation should be founded on:

• Trust

• Professionalism

• Interdisciplinary teamwork

• Will

• Serious commitment

It is evident that the efforts and initiative generated by special projects should be taken advantage of. They should be used as means to strengthen a cooperative information system that seeks to benefit all its members so that these may better meet the challenges they face and offer the services and products that their users need. This requires a new attitude, progress and improvement are not possible based solely on aid from external organizations. Professional commitment is essential, based on trust and mutual and equitable work. This is perhaps the most opportune moment to establish cooperative efforts, since technological advancements made in the fields of computer programs and telecommunications offer a range of possibilities which virtually eliminate geographic limitations. This opens the way to endless opportunities for effective communication. If libraries work together, the risk of being undermined is reduced and the possibility of defending individual interests in a decided and joint manner is increased.

Libraries working cooperatively would benefit by:

• Sharing resources

• Identifying and resolving problems about creation, collection, access and distribution of
        information

• Reducing costs

• Sharing experiences

• Working in interdisciplinary teams

• Forming work teams for research and development

• Forming strategic groups

• Developing library societies

• Creating sources for resources

• Developing strategic alliances

• Facilitating and promoting collaboration and cooperation so that libraries can improve and
        expand access and distribution to information resources

Some of the specific benefits to the field would be:

 Products and Services

• Improved cooperative services and products

• Electronic publication

• Effective and efficient delivery services

• Training for users

• Distance learning programs

• Improved users abilities to discover and use the information infrastructure

• Models for a system to identify users

• An adequate distribution system

• Joint advertising, marketing and communication

• A joint strategic marketing plan

• Improved products and services

• Cost effectiveness of the distribution system through any media

• Efficient interlibrary loan

• Reproduction services (reproduction, production and design of services for every type of
        material)

• Reciprocal loans (with special ID cards)

• Electronic services

• Telephone service

• Fast and low cost individualized service

Acquisitions

• Cooperative purchases

• Cooperative development of collections

• Creation of digital library

• Maximized access to information sources

• Best possible prices through purchasing incentives

• More information with less duplication of services through cooperative purchases and
        agreements

• Cooperative subscriptions to print and on-line journals

Human Resources

• Forum for discussion

• Continued improvement of members

• Continuous education

• Professional development and training

Computer Equipment and Programs

• Telecommunications and equipment planning and administration

• Continuous technological improvement

• Access to resources: maximized opportunities for communication and shared resources         among members

• Cooperative automation (development or acquisition of software for integrated automation)

• Teleconferences (for training and program development)

Information Processing

• A cooperative cataloging center

• Reciprocal access

• Metabases

• Ability to share concerns, experiences and problems with regards to electronic information
        analysis and other current topics (feedback)

Cooperative characteristics

• Existence and clear definition of common objectives

• Distribution of jobs and contributions undertaken by each participating institution

• Each institution would maintain its identity (legal independence and strategic authority)

In order for the cooperation to develop and work smoothly, several points should be taken into consideration, including:

The relationship between the partners

In order to maintain a cooperation agreement, there must be a balance between the needs of the individual partners and the cooperative objectives, and between the needs of the participants and the organizations that they belong to.

If cooperation is to survive long-term, it is essential to prevent tension and frustration from arising among the partners. Deliberate effort should be made to create an atmosphere of trust and understanding among the partners. Strong relationships are more effective than strict rules and regulations.

Leadership of the Cooperative Effort

Most agreements have a designated coordinator who directs the general activities such as planning, negotiations with new partners and reports and correspondence to funding institutions supporting the agreement.

The network coordinator should guarantee cohesion and impartiality in terms of activities, management and administration of the agreement. The coordinator should be skilled in the following areas:

Communication: Needs to communicate easily with the other partners, both technologically and linguistically.

Motivation: Needs to create a common culture and goal among the partners, keeping in mind that their reasons for participating in the agreement may not be the same. Create cohesion and solidarity.

Knowledge: Needs to be fully knowledgeable about the agreement, its goals, its organization and its technical aspects in order to plan the roles and contributions of the different partners.

The following is a summary of the relationship between the depth of the individual relationships and the management aspects of one cooperative effort:

When individual relationships are:

Communication among partners: the essence of efficient cooperation is efficient communication that permits the individual partners to forge relationships that go beyond simple professional contacts and offer opportunities for the exchange of experiences and mutual learning.

Good communication:

• Reduces the possibility of errors or misunderstandings

• Makes it possible to rapidly reconcile differing points of view

• Supports the consolidation of interpersonal relationships among partners

The main factors that hinder effective communication are:

It is important to not only recognize these obstacles, but to also try to avoid them by selecting the appropriate communication mechanisms. These can be classified in two broad categories:

• "Traditional" methods of communication: meetings, telephone conversations, fax and
          posted correspondence.

• "Advanced" methods of communication: electronic transfer of documents, electronic mail
        and video conferences.

Traditional means of communication, more efficient from the cost standpoint, can supplement regular meetings. However, mail, telephone and fax should play no more than a supporting role; communications among partners of an agreement cannot survive using these means alone.

The most advanced means of communication are instruments that are being used more and more, although their use is still limited:

In many cases, meetings are the ideal means of communication: direct contact among partners expedites communication of even complex concepts.

Financial aspects

It is important to determine the following aspects:

Who will be responsible for financing? The question is explored from the standpoints of commercial financing or outside funding and solidifies the manner in which the centralized funds should be managed so as to benefit all the partners of the cooperative agreement.

With regard to money, it has been determined that it is important to have financial procedures and identify their nature.

Conflict resolution

Some of the most serious conflicts have sprung from the following situations:

• Little contribution on the part of one of the partners

• Partners have different goals or motives

• Lack of written proceedings of the meetings or the agreements

• Lack of communication

• Impatience with less-experienced partners

• Conflicts deriving from cultural or language differences

• Agreement has one more defined strategy

• Coordinator has little authority

To avoid these situations, it is essential during the cooperation a follow-up process:

• Permanent smooth contact is maintained with the partners in order to prevent conflicts. This also makes it possible to adapt to possible market changes or evolutions, changes in management teams in the participating organizations, and to confront unforeseen financial difficulties, etc.

• Configure some criteria to evaluate the results achieved and a flexible timetable, with
        deadlines for completing objectives.

The tests of success are:

• The objectives are met on the estimated time

• The cost forecasts are met

• There have been no conflicts

• The partners have not had financial difficulties

• Established deadlines are met and the overall operations have been adjusted as agreed
        upon by the partners

• Control over the cooperative effort has been maintained at all times

3. PROPOSAL

In light of the above information, the following is proposed:

• Strengthen the cooperative actions among libraries through the Agricultural Information and
        Documentation System for Latin America and the Caribbean (SIDALC)

• Establish a Consortium of agricultural libraries with libraries that are recognized as first
        class because of their extensive resources

• Hold a meeting as a preamble to the formation of the Consortium

• Prioritize common work areas

• Define concrete activities through a strategic plan

• Define mechanisms for financing

• Establish the most appropriate means of communication for the Consortium

• Formalize the relations through defined agreements with the partners

• Develop mechanisms for efficient delivery of services

• Develop virtual library

• Cooperative purchases

• Cooperative development of collections

• Cooperative automation

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