LSSI Technical Proposal

LSSI Technical Proposal for the Delivery of Library Services in the City of Santa Clarita, California

Proposal in Response to: Santa Clarita RFP: AD-10-11-03Released August 4, 2010

Due Date: August 16, 2010 5:00 p.m. PST Submitted to: City of Santa Clarita Purchasing 23920 Valencia Boulevard, Suite 245 Santa Clarita, California 91355-2196 Submitted by:Library Systems & Services, LLC 12850 Middlebrook Road, Suite 400 Germantown, MD 20874-5244 www.lssi.com Innovation. Experience. Opportunity. A Brighter Future for your Library. LSSI is an Equal Opportunity Employer

June 10, 2010 Jon Bischetsrieder City of Santa Clarita Purchasing Department 23920 Valencia Boulevard, Suite 245 Santa Clarita, CA 91355-2196 RE: RFP AD-10-11-03: Delivery of Library Services in the City of Santa Clarita, California Dear Mr. Bischetsrieder: LSSI is pleased to respond to the City of Santa Claritas Request for Proposals for the Delivery of Library Services in the City of Santa Clarita, and welcomes the opportunity to offer the residents of the City a more efficient and affordable service model, resulting in enhanced library services and more open hours. This true public-private partnership with LSSI will ensure that the City of Santa Clarita regains local control of the libraries, while ensuring that the libraries are operated in the most cost-effective manner possible. The City will own all the assets of the libraries the buildings, books, computers and furnishings. LSSI will provide the staff and library expertise to administer the day-to-day library operations. We understand that the City will need to negotiate with the County of Los Angeles to purchase the existing Valencia Library building at fair market value, as well as the existing library collections of all three libraries. A contract with LSSI will reduce the Citys costs for library operations, and the resulting savings can be used to fund start-up costs, library improvements, and enhancements to overall services. LSSI will help the City of Santa Clarita use the available library resources to ensure that the Citys libraries become a vibrant community centerpiece. Our proposal describes how LSSI will work with the City of Santa Clarita to improve services in the three City libraries: Valencia, Newhall, and Jo Ann Darcy Canyon Country libraries. The City has pledged to increase the existing budget for books and other library materials by nearly 22%, which will provide fresh popular materials for library users at every visit. Perhaps most important, a partnership with LSSI will enable the City to regain local control of the libraries, including all policies and assets, while managing the Librarys operations through a company with nearly thirty years of library experience and a solid track record of outstanding performance. If City officials so choose, LSSI will explore the possibility of the libraries joining the Inland Library System, which includes the Riverside County Library System, as well as the San Bernardino County, Victorville, Murrieta, Moreno Valley, College of the Desert, and Inyo County Libraries. This would offer Santa Clarita libraries the use of that networks Integrated Library System.

For nearly three decades, LSSIs sole business has been providing innovative services and products to libraries, a specialization that focuses all of our corporate resources on this single operational area. LSSI is recognized as the leader in the provision of outsourced library services. We partner with communities of all types and sizes, ranging from the City of Red Oak, Texas with a population of 10,000, to Riverside County, California with nearly two million residents. LSSIs corporate philosophy is to work as a team with our customers, adding our expertise to that of the local authorities, community library groups, and local library staff members to ensure the best possible service levels are achieved. Since 1997, LSSI has operated the Riverside County Library System, which has expanded under LSSIs leadership from twenty-five to thirty-three branches, two bookmobiles and a city museum. Other California libraries LSSI operates include the Moorpark Library and the three-branch Shasta Public Libraries. LSSI also staffs and operates the fifteen-branch Jackson County, Oregon Library System. In Texas, LSSI operates libraries for the cities of Red Oak, Leander, and San Juan. LSSI also operates seven public libraries for four cities and one county in Tennessee, as well as one county system in Kansas. In each case, under LSSIs administration the hours of operation, programming for the communities, and materials spending have increased substantially. In Riverside County alone, LSSI has helped to raise more than $3.5 million in supplemental funding to improve library services. Perhaps most important, each library has become a visible cornerstone of its community and a destination enjoyed by everyone. LSSI provides highly qualified staff with directly relevant experience, as well as any necessary back-up staff or staffing replacements. LSSI will interview all current staff members who wish to join the new City library system and will give them preference during the hiring process. LSSI currently has a total staff of nearly 800 employees, more than 90 of whom are professional librarians with MLS degrees from ALA-accredited programs. LSSIs staff members carefully adhere to all local operating standards and policies, and are flexible in providing whatever services are needed. In summary, by contracting with LSSI in a public-private partnership for the operation of its libraries, the City of Santa Clarita will enjoy: Complete local control of library budgets, assets, planning and policies Increased accountability Smooth transition from County to City library operations Cost effective operations, with greater efficiencies and lower costs Improved customer service and hours of operation Nationally recognized, award-winning programs tailored to the community.

LSSI offers the City a much greater return on its tax dollars invested in library services. LSSIs proposal, including the prices proposed, is valid through June 30, 2011. If you have any questions about this proposal, please call me on (301) 540-5100, extension 233. We look forward to partnering with the City of Santa Clarita to make the Citys libraries a top community destination. Cordially,

Frank A. Pezzanite Chief Executive Officer (CEO)

Proposal for the Delivery of Library Services in the City of Santa Clarita August 16, 2010

5.1 PROPOSAL IDENTIFICATION SHEETContractors Legal Name:

Library Systems & Services, LLC

Type of entity: Limited Liability Corporation Federal Tax ID: 52-2003416

Person Authorized to Enter into Contracts Name and Title:

Frank A. Pezzanite, CEOAddress: 12850 Middlebrook Rd., Suite 400, Germantown, MD 20874-5244 Phone: 301-540-5100, X 233 E-mail: [email protected] Signature: _________________________________________________________ Date: ______August 12, 2010____________ Fax: 301-540-5522

Business ConfidentialLSSI proprietary information

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DELIVERY OF LIBRARY SERVICES IN THE CITY OF SANTA CLARITA TECHNICAL PROPOSAL TABLE OF CONTENTSProposal Identification Sheet Request for Proposal Form 1. 2. Executive Summary and Introduction Description of LSSI, as prescribed in Section 5.2 of the RFP 2.1 Corporate Overview, History, and Public Library Sites Operated 2.2 Key Staff Members 2.3 Corporate Experience and References 2.4 Current, Pending or Past Litigation LSSIs Proposed Project Plan, corresponding to Sections 5.3-5.7 of the RFP 3.1 Ability to Perform the Scope of Work Described 3.2 Implementation Timeline 3.3 Overall Approach to Providing Services 3.3.1 General 3.3.2 Staffing 3.3.3 Hours of Operation 3.3.4 Circulating and Reference Materials 3.3.5 Planning and Performance Monitoring 3.3.6 Budget and Finance 3.3.7 Facilities and Equipment 3.3.8 Systems 3.3.9 Library Services and Programming 3.3.10 Community Relations 3.4 Operation Plan: Hours, Programs, Services 3.5 Staffing Plan 3.6 Technology Plan 3.7 Measurable Benchmarks and Monitoring 3.8 Relationships with Santa Claritas Current Vendors and Contractors 3.9 Business Model Related Experience and References Conflict of Interest

3.

4. 5.


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6. 7.

Subcontractors City Resources

APPENDICES A. B. C. D. E. Detailed Resumes for Key Staff Members Related Project Descriptions LSSI in the News LSSI Sample Library Administration and Operations Agreement Non-Collusion Affidavit


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SANTA CLARITA LIBRARY ADMINSTRATION AND OPERATIONS TECHNICAL PROPOSAL1. Executive Summary and Introduction

Benefits to the City of Santa Clarita from a Partnership with LSSI Local control of local library resources for local services More effective use of dedicated tax dollars Access to more materials through membership in the Southern California Library Cooperative State-of-the-art technology upgrades

Consider the results of the 13-year public/private partnership between nearby Riverside County and LSSI. Together, Riverside County and LSSI:

created a modern library system with operating expenditures as low as 50-65% of those typical for California libraries upgraded technology to a fiber-optic broadband network, Library 2.0 website, the first print-ondemand service in the state, RFID technology, IM reference services, and a strong social network presence secured more than $3.5 million of outside grant support increased circulation more than 70% increased attendance at library programs 150% oversaw construction of 20 new libraries facilitated major renovations in seven others replaced both bookmobiles added 189,000 square feet of public service space created new programs in early literacy, English as a Second Language, local history, and Latino outreach won awards from ALA and others established a rainy-day fund that reached $20 million in 2007

A partnership with LSSI features uninterrupted library services through a transition during which an LSSI Transition Team hires and trains employees, meets and engages with community partners, and enhances physical library settings as needed. Santa Clarita will enjoy the immediacy of decision-making and control over the use of public monies and, for the first time, will define and monitor the amounts and types of services offered to its own residents.


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Introduction In the vast County of Los Angeles, sprawling nearly 5000 square miles, forty cities operate their own libraries, independent of outside governance and entirely responsible for their finances, operations, and effectiveness. The largest of the countys cities whose libraries are still under County control is its fourth largest and fastest growing Santa Clarita, a city of more than 177,000 people. As the Citys leaders ponder how to better govern services being provided to its citizens, the Council is contemplating a withdrawal from the Los Angeles County library system and an associated analysis of how to most effectively run its three libraries. The provision of library services to best meet the publics needs is the goal of the Citys recent request for proposals. Sixty-three communities nationwide currently operate their libraries through a partnership with Library Systems & Services (LSSI) located in nearby Riverside, California for west coast operations, and in Germantown, Maryland, for national leadership. The contractual arrangement ensures that both partners accomplish what they do best: the community leaders define their libraries policies, priorities and collections; LSSI implements those policies and operates the libraries. In addition, LSSI ensures that the infrastructure (staff, technology, overhead operations such as accounting and human resources, etc.) functions well and efficiently. The technical proposal which follows describes how LSSI would operate Santa Claritas three libraries, under the general direction of the City Manager or his designate. The sections conform to those required by the RFP: the first four sections describe LSSI (as dictated by Section 5.2), and the remainder present LSSIs proposed Project Plan, as prescribed by the other sections of Part 5 and the technical requirements of Part 4. 2. 2.1 Description of LSSI Corporate Overview, History, and Public Library Sites Operated

Library Systems & Services, LLC (LSSI) was founded in 1981 by Frank and Judy Pezzanite to provide technical and administrative services to libraries in communities, federal agencies, universities, school districts, and corporations. Early clients were primarily large departments in the federal government such as the US Department of Energy, the Library of Congress and the Smithsonian Institution; most continue today as LSSI customers after more than 20 years. In 1997, LSSI won its first large public library contract to operate the Riverside County (California) Library System, which consisted at that time of 25 library branches and one bookmobile. LSSI continues to operate this library system, which has grown under our leadership to its current size of 33 branches and two bookmobiles. Our nationwide network of public libraries now includes communities and libraries of tremendous diversity: we operate large multi-site systems such as Riverside County, California; single-site small libraries such as San Juan and Red Oak, Texas; sites that have expanded under our leadership like Jackson-Madison County, Tennessee and Riverside County; sites with


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historical/genealogical installations such as Germantown and Jackson-Madison County, Tennessee, Finney County, Kansas, and Riverside County; and those that have struggled under severe budget-constraints such as Jackson County, Oregon. LSSI embraces these differences and brings new energy and resources to all of our contract sites, regardless of their characteristics or circumstances. 2.2 Key Staff Members

LSSI attributes much of its success in administering sixty-three library sites nationwide to a robust mixture of experience and skill setsfrom persons employed directly in the communities we serve as well as those at the corporate levelto support our work in those communities. Frank and Judy Pezzanite are the co-founders and owners of Library Systems & Services, LLC. As LSSIs CEO, Frank Pezzanite has more than thirty-five years of experience working with library automation, including ground-breaking technology and library systems advances. Among his many accomplishments is the development of the award-winning MINI MARC minicomputer cataloging system, one of the first systems to use optical disk and compact disc technology; and the design and implementation of interlibrary loan networks for the states of Louisiana, Mississippi, and Iowa. He also spearheaded the development of LSSIs Virtual Reference product and 24/7 reference call center capability. Judy Pezzanite is an MLS-degreed librarian who has facilitated large library operations for more than thirty-five years. She has consulted on numerous projects with federal government agencies, and has directed staff performing a wide variety of technical library tasks. She was the author of MARC Format Reference Cards for Books, Serials, Visual Materials, Authority Data, and Holdings Data. Ms. Pezzanite is a member of LSSIs Transition Team, and has been instrumental in the start-up of each of LSSIs public library services contracts. Together, Frank and Judy Pezzanite have advanced LSSIs growth and development by building a unique and dynamic team of outstanding library professionals dedicated to delivering superior customer service. Their vision has enabled LSSI's national network of community public libraries to grow. They continue to support and inspire LSSIs library managers and staff in community libraries coast-to-coast from corporate bases in California and Maryland. Overall leadership for LSSIs public library contracts is provided by Ron Dubberly, LSSIs President for Public Library Operations. Mr. Dubberly brings to this position nearly forty years of experience as a library director and consultant, including serving as Director of the renowned Seattle (WA) Public Library and the large Atlanta-Fulton County (GA) Public Library. He worked as a library consultant for ten years before joining LSSI, providing professional guidance to libraries across the US on building projects, strategic planning, service improvements, and planning for results. He is a past president of the Public Library Association (1978-80), and one of the moving forces behind that Associations development of the Planning for Results Process. He was a member of the 1987 and 1998 committees who created the publications instructing librarians in how to use this process at the local level to achieve superior results. Mr. Dubberly has consulted with both local officials and national experts to bring best-practice thinking to important library functions such as collection development, programming, strategic planning,


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and professional development. He leads strategic planning sessions for LSSIs customers, and provides guidance and mentoring to LSSIs librarians throughout the country. Mr. Dubberly supervises LSSIs public library operations with the help of two Vice Presidents, Mark Smith and Steve Coffman. Mark Smith, LSSIs Vice President for Public Library Operations/West, oversees LSSI's contracts with Moorpark, Riverside County and Shasta County in California, as well as with Jackson County, Oregon. He has worked for LSSI since 1999; prior to joining LSSI, Mr. Smith worked for the Texas State Library and directed communications services for the Texas Library Association, the largest state library association in the US. He also worked as a library director in New Jersey. Mr. Smith has helped to secure more than $3.5 million in grants for the Riverside County Library System, and was instrumental in winning Riverside County the honor of hosting ALA's prestigious Arbuthnot Lecture in spring 2010. He is the author of three books on library subjects, most recently co-authoring the title, Training Library Staff and Volunteers to Provide Extraordinary Customer Service (Neal-Schuman, 2006). He has also written several articles on libraries and library services for library publications. Mr. Smith was the recipient of the 2003 California Library Association Member of the Year Award, and played a key role in organizing CLAs legislative efforts to seek support from Congress for library issues. Mark Smith will be the Vice President responsible for oversight of the operations of the Santa Clarita libraries. Steve Coffman, LSSIs Vice President of Library Operations/East, joined LSSI in 2000. He oversees all library operations for LSSIs client libraries in Tennessee, Texas, and Kansas. Mr. Coffman initially headed LSSIs Product Development team, concentrating particularly on the companys Virtual Reference research and development project, including the creation and management of a 24/7 reference call center. He previously worked for the Los Angeles County Public Library, where he pioneered web-based reference services. Mr. Coffman is recognized nationally as one of the library professions forward-thinkers and has written many articles for library publications including What If You Ran Your Library Like a Bookstore? (American Libraries), and Building Earths Largest Library (Searcher). For LSSI, he has explored alternative library funding solutions, collection development and cataloging technologies, the establishment of meaningful library metrics, and the codification and implementation of best practices for libraries. Luther Brady, LSSIs Senior IT Manager/Network Administrator, is based in LSSIs California offices. His experience includes more than twenty years of work with integrated library systems and library networking products, including previous positions with Dynix, GEAC, RetroLink, and AutoGraphics. As a result of his long career specializing in library automation, Mr. Brady has developed an extensive network of contacts throughout the library vendor community, and through these contacts and his own personal experience is able to quickly resolve most technical issues encountered. Mr. Brady and his staff support technology advances in all LSSI-operated libraries nationwide. Among other accomplishments, he has upgraded the Riverside County Library System webpage to make it a true Library 2.0 site and has directed the conversion of several of the Riverside County libraries from barcode symbology to RFID technology.


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Jemima Perry, LSSIs Director of Training and Transition services, is also located on the West Coast but serves all LSSI sites as LSSIs corporate trainer and educator. Her curriculum varies based on local library requests for help as well as on identifying areas of library practice that are changing and evolving to meet new needs in the library profession. Ms. Perry has developed multimedia coursework for a variety of customer service topics, including dealing with difficult patrons, modeling and teaching customer service behaviors as a supervisor, and improving telephone etiquette. She also provides instructional sessions mandated by state or federal regulations on topics such as harassment-free workplaces. Ms. Perry works closely with LSSIs on-site staff members nationwide, provides access to professional development resources, and identifies sources of information accessible to all LSSI senior staff through their companyprovided memberships in the American Library Association. Ms. Perry serves all LSSI sites as appropriate through a mixture of on-site and long-distance services. Graphic arts support for LSSI-operated libraries is provided by Yesenia Araiza, a professional graphic designer who has worked in LSSIs California office since 2006. Her beautiful graphic work provides a highly professional look to LSSI programs and services. She has designed posters, brochures, fliers, and bookmarks to promote programming at most of LSSIs library sites. She has designed library cards for all west coast locations, including an innovative set of four alternate designs from which users in Jackson County, Oregon can select when getting a new card. She also designed the artwork for the eyecatching Riverside County Bookmobile launched in June 2008. Ms. Araizas artwork is also used by libraries outside of LSSI. Last year, the Southern California Library Cooperative (SCLC) contracted with LSSI to have Ms. Araiza design the publicity materials for the Statewide Da de los Nios/Da de los Libros web page; those designs can be viewed at http://www.diacalifornia.org/. Her work for the LSSI's graphic artist designed Moorpark, California Library won a PR Excellence artwork and text for Riverside's new award, and her art has been featured in the Liquid bookmobile: Spanish on one side, Library Design magazine. Ms. Araizas services help English on the other. to ensure that all publications created and distributed by LSSI-operated libraries are professionally designed and produced. She joined LSSI after a career in marketing art for the San Bernardino Sun newspaper. Bob Windrow has more than 30 years of experience with library automation. He has led LSSIs sales and marketing activities since joining the company in 1990, most recently working with LSSIs team on an RFID project in Santa Clara County, California for a collection of 1.6 million items in eight branches and two bookmobiles. He began his career at Xerox as District Sales Manager and was named Salesperson of the Year, then was Vice President of Sales with CLSI, an early ILS vendor. At Informatics, Inc., Mr. Windrow was Director, Sales and Marketing for three years, developing successful advertising and promotional campaigns. Just before joining LSSI, he was President/COO of Nationwide Fulfillment Systems, realigning middle management to focus on client services for a dramatic improvement in customer satisfaction.


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These nine senior, key staff members are supported by LSSIs headquarters staff of MLSdegreed librarians, human resources specialists, IT and network administrators, and accountants. As a corporation, LSSI has professional librarians at all levels: as owners, senior officers, headquarters staff, library managers at individual sites, members of the Board of Directors, and advisors on the LSSI Advisory Council. An equally valuable resource to our client libraries is LSSIs corps of senior staff located in LSSI-operated libraries nationwide. They form a corporate network of library expertise, offering insight and support to each other, and occasionally working to provide corporate support in other locations. 2.3 Corporate Experience and References

Following is a list of LSSIs current public library administration and operations customers and their contact information. We encourage Santa Clarita officials to contact any of these customers for more information about our performance. Detailed project descriptions for each of LSSIs current public library contracts are included in Appendix B. Client Arlington, TN Collierville, TN Finney County, KS Germantown, TN Jackson County, OR Jackson-Madison County, TN Leander, TX Millington, TN Moorpark, CA Red Oak, TX Riverside County, CA San Juan, TX Shasta County, CA Contact Person Russell Wiseman, Mayor James Lewellen, City Administrator Rocky Cook, Board of Library Trustees Sharon Goldsworthy, Mayor Danny Jordan, County Administrator Sharon Younger, Library Board Chair Biff Johnson, City Manager Richard Hodges, Mayor Jennifer Mellon, Sr. Management Analyst Tim Kelty, City Manager Teresa Gallavan, County Librarian J.J. Rodriguez, City Manager Peggy OLea, Library Foundation Director and Library Advisory Council Chair Telephone (901) 867-2620 (901) 457-2200 (620) 272-3680 (901) 757-7252 (541) 774-6003 (731) 668-7367 (512) 528-2712 (901) 872-2211 (805) 517-6247 (972) 617-6831 (951) 955-8916 (956) 702-6420 (530) 246-0146

2.4

Current, Pending or Past Litigation

LSSI is not a party to any current or pending litigation. In the past five years, LSSI sought an administrative hearing in Florida regarding the interpretation of a state statute; and in one site, a former LSSI employee alleged discrimination after his dismissal, a charge that was subsequently found to be without merit.

3.

LSSI's Proposed Project Plan (See Sections 5.3-5.7 of the RFP)


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3.1

Ability to Perform the Scope of Work Described

LSSI has operated public libraries under contractual arrangements with cities and counties for thirteen years. LSSI proposes to administer all of the day-to-day operations of Santa Claritas three libraries under the general direction of the City Manager or his designate, ensuring the efficiency and effectiveness of the services provided, as well as a reduction in the costs to provide those services. LSSI also has a strong corporate commitment to providing an outstanding level of customer service to the citizens of Santa Clarita, and will provide staff training tools and citizen feedback mechanisms to make this a reality. 3.2 Implementation Timeline

LSSI's timeline for implementing the scope of work will ensure that all library services will continue without disruption, and that innovations and upgrades will be planned and implemented quickly. After Contract Award, Before Actual Start of Contract Advertise in local media for applicants for open library positions Meet with interested incumbent library staff members o Introduce LSSI o Explain LSSIs hiring process o Answer questions Hold introductory meetings with: o Santa Claritas City Manager and his staff o Friends of the Libraries groups o City Council members, committees, staff o Library volunteers o Other library stakeholders and interested parties Define the staffing configuration for each location Staff the System: o Interview interested incumbent library staff members o Make job offers as appropriate o Interview and hire new applicants for any remaining open positions Schedule and hold LSSI staff orientation session for all employees, both incumbent and new library staff members: o Review LSSI benefits package o Discuss performance expectations and performance reviews o Discuss transition from public to private employment o Answer questions Perform the LSSI Five-Star Assessment: o Examine current facilities o Review existing library policies o Analyze library operations o Evaluate existing programming


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o Review collection development procedures o Identify immediate and long-term upgrades needed to match customer needs. Further refine the Transition Plan: o Incorporate relevant topics from the proposal o Incorporate any agreements reached during contract negotiations. Develop plans for other upgrades as needed, based on the Five-Star Assessment and other input. Specify details of any new services proposed. Review terms of existing relevant City contracts, such as that for janitorial services. Establish formats and timelines for required periodic financial reports. Establish formats and timelines for required reports incorporating performance measures.

The level and type of operational resources provided by LSSI during this start-up phase will include substantial hands-on assistance from a transition team of senior managers including Frank Pezzanite, Judy Pezzanite, Ron Dubberly, Mark Smith, Jemima Perry, Luther Brady, and, as needed, other corporate staff members who specialize in needed functions such as human resources, accounting, and planning. At Contract Start Open all libraries on the schedule agreed upon in the contract Begin appropriate staff training Begin service and operations enhancements in agreement with the City and LSSIs own Five-Star Assessment Implement plans for circulation, planning, performance monitoring, budgeting, furnishings, equipment, services, programs, and community outreach Compile and submit sample monthly and annual performance reports

Midway Through First Year and Periodically Thereafter Assess progress according to established milestones Consult with designated City representatives, library managers, community groups, and library staff members regarding needed refinements Revise plans for upcoming contract periods

During the contract start up and later implementation phases, the level and type of operational and administrative resources provided by LSSI will include regular guidance and resource planning from LSSIs senior staff members, located on-site, in our California headquarters, or in our East Coast locations. LSSI developed our Five Star Assessment process to quickly gather key data about each of the libraries we operate at the start of a new contract. The Assessment includes an analysis of each librarys facilities, collections, automation, equipment, and programs. It covers topics including ADA accessibility; location, size, and condition of restrooms and parking lots; size and


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furnishings of community rooms; lighting in each of the librarys areas; staff facilities; and the condition of the carpeting, roof, paint, HVAC units, and shelving. The completed Assessment document provides a snapshot of each library and its condition, and serves as a baseline comparison for future improvement. It also identifies areas of liability which need immediate action, helping to prioritize tasks to be completed. LSSI will complete a Five Star Assessment for the Santa Clarita libraries as quickly as possible after contract award. Evidence that LSSIs transition approach works can be found in highlights from our library operation contracts in Oregon and Tennessee: In Jackson County, Oregon, LSSI re-opened fifteen library branches less than three weeks after the signing of our contract, almost two weeks earlier than required by the County. LSSI re-opened the refurbished and reorganized Germantown (TN) Community Library with a well-trained and totally new staff in less than three weeks. Collierville, Tennessees Lucius E. and Elsie C. Burch, Jr. Library re-opened with a mix of incumbent and new staff members in only two weeks. In Germantown and Jackson, TN, existing Refurbished childrens area resources were seamlessly integrated into the an immediate hit with families! libraries new operational structure to maximize (Germantown, TN) their usefulness. For example, LSSI reorganized library space in both locations to provide better line-of-sight for library staff members to monitor activities in the stacks and better security for library users. LSSI created special areas for teens and young adults in Collierville, Germantown, and Millington, TN by bringing together library resources that were previously scattered throughout the collections. We also created larger areas in which to hold library programs, particularly the programs for children and their parents. In Arlington, Millington, Germantown, Collierville, and Jackson, TN, LSSI installed bright new decorations to clearly identify childrens areas in the libraries so they could be seen from the libraries entrances, highlighting existing resources, and making them more attractive and exciting.


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3.3

Overall Approach to Providing Services Accomplishment of General Requirements of Section C4 of the RFP General

3.3.1

LSSIs overall approach to operating a communitys libraries is to establish and maintain a constructive, effective partnership, drawing on the strengths of each party. This partnership will allow the City of Santa Clarita to define local policies and service priorities based on the values and needs of its residents, while delegating the day-to-day library operations to LSSI's staff with its expertise in library leadership, technology and day-to-day operational functions. 3.3.2 StaffingLSSI: Employee Satisfaction = Low Employee Turnover LSSI offers its clients continuity and stability of library staff. US companies average 25-30% employee loss each year; LSSI experiences only 13%. US Bureau of Labor Statistics reports a 23-24% annual employee loss in the US West region. LSSIs West region sites in California, Oregon, and Texas experienced only 15% turnover. Over time, these differences grow: for 2000-2009, US companies averaged a 24% employee loss annually, attrition that would mean a loss of more than 90% over ten years. Turnover at LSSI has been much lower: after 13 years of LSSIs operations, the Riverside County Library System still has nearly 60% of its original staff. LSSIs demonstrated stability offers cost savings and better customer service to all of our library clients.

LSSI will staff the City libraries with experienced, well-qualified staff members who will provide services and programs to library customers during all hours the libraries are open to the public. LSSI emphasizes staff training in order to achieve outstanding results; in addition to basic library skills orientation, LSSI will also present a corporate orientation program for all employees to explain the unique responsibilities of contract staff members to the community, to elected and appointed officials, to Library Friends organizations, and to other interested library stakeholders. LSSIs training opportunities are described further in section 3.5 below. As noted in the sidebar, our staffing, training, and corporate benefits contribute to a satisfied, stable workforce. 3.3.3 Hours of Operation

LSSI will staff and operate the libraries on a schedule approved by the City during contract negotiations. A detailed description of LSSIs proposed hours of operation for the libraries is included in Section 3.4 below. 3.3.4 Circulating and Reference Materials

Research suggests that the two most important predictors of library customer satisfaction are the availability of items wanted and the helpfulness of library staff. In consultation with public officials, LSSI will build a collection that is responsive to the needs of the community, current


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and authoritative, and available in appropriate formats. LSSI will create a Collection Development Plan for the library, with goals for materials in each sub-collection. LSSIs Collection Management Team will review the existing collections in the three libraries to assess the age, condition, and subject relevancy of each collection to meet community needs. This review will use data such as historical circulation and collection usage statistics, and basic demographic data about the community. Where available, LSSI will also review non-library data, such as data pinpointing local trends. LSSI will also use interlibrary loan request data and other indicators of the types of materials not currently held by the library but in demand by the community. LSSI will use this data to update the definition of the ideal collection for the City and will assess the collection against that portrayal. Based on the data gathered, LSSI will create a comprehensive Collection Development Plan for the Santa Clarita libraries to include: A Short-Term Plan recommending remedial action necessary to adjust the current collections to better meet community needs and cost estimates associated with any needed additions to the collection. A Long-Term Plan describing the types and quantities of books, electronic resources, and other materials the library should be purchasing to meet community needs. This Plan will be presented as a prioritized, three-year purchasing program to ensure that the librarys resources are used effectively and the collection grows in a systematic and global way. It will include a program to systematically evaluate and replace outdated material, as well as an analysis of the correct proportions of the librarys collection for print, non-print and electronic resources based on the demand for and usage of each type of material. LSSI will ensure that the Plan is realistic within the Citys anticipated future financial resources. A Discard Plan to systematically weed and replace obsolete, dated, and/or damaged materials in the collection. LSSI will weed the collection only with the approval of public officials.

Guided by the provisions of the Collection Development Plans (both short-term and long-term), LSSI will purchase materials on behalf of the City. LSSI currently spends more than $6M a year on books and other materials for the 63 libraries we operate; our combined purchasing volume commands the highest available discounts from vendors for both materials and processing costs, higher than a single library could obtain on its own. Also, because we operate so many libraries and collections, LSSI has a dedicated Collection Management Team staffed with experienced collection specialists who are available to assist the local library staff with routine tasks like order placement and tracking, and collection weeding. This Teams expertise will also be tapped during the crafting of the Collection Development Plan so that needed acquisitions can be planned in advance to take advantage of volume discounts. LSSI will also review cooperative arrangements with other library organizations and networks which would benefit the City of Santa Clarita and its residents. Among the options we will explore are joining the Southern California Library Cooperative (SCLC) and membership in the


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Inland Library Network (Riverside, San Bernardino, and Inyo Counties, as well as several independent city libraries). The primary goal of cooperating with other libraries within a network structure such as that provided by SCLC is to provide access to additional library resources for the Citys residents. LSSI has read blog comments by library users during the current conversation about Santa Clarita separating from LACoPL, several of whom stressed their dependence on materials borrowed from other branch libraries within that system and their fear that without access to these additional materials, Santa Claritas libraries will have little to offer users. The City has projected a substantial (22%) increase in the librarys budget for materials; this, plus an upcoming opening day collection for the new Newhall Library, will result in an influx of new, popular material into the Citys libraries. In addition to investigating membership in library networks, LSSI will place a high priority on purchasing more materials requested by library users, in accordance with our analysis of local trends. SCLC is an association of 45 independent city and special district public libraries located in Los Angeles, Orange, and Ventura counties which have agreed to cooperate in providing library service to the residents of all participating jurisdictions. SCLC provides member libraries with a resource-sharing network and a means for enhancing the level and diversity of resources available to library users, while reducing duplication of effort. In addition to providing loan privileges to residents of other member libraries, the SCLC Reference Center provides a secondlevel reference referral service for members, enabling them to provide answers to difficult questions without purchasing the range of expensive resources required for in-depth research. This function is housed at LACoPL, and enables independent libraries to offer a fast and in-depth level of reference beyond the scope of their in-house resources by relying on the very extensive reference collection at LACoPL. SCLC also offers a delivery service to link members for quick transfer of loaned materials to enhance the sharing of resources. 3.3.5 Planning and Performance Monitoring

LSSI will begin a short-term and long-term planning process immediately after contract award because the results of this process will guide the establishment of the Libraries goals and objectives. LSSIs fundamental objective is always to provide the best and most cost-effective library service possible in each of the communities we serve; however, defining what is best for a particular community is not always easy. Consequently, our first objective in administering the Library System will be to begin a strategic service planning process with full partnership by the City to establish service goals, priorities, and measurable objectives for assessing progress towards goal achievement. This effort will yield benchmarks for critical library success indicators such as circulation volume, number of visits to the library, program attendance, availability of materials, and efficiency indicators such as operating cost per hour, cost per circulation, and cost per square foot. As part of the planning process LSSI will work with public officials and other library stakeholders identified by the City to establish clearly defined goals for each of these measurable indicators. The library staff will track progress toward these goals through the use of statistics, and will focus on improving library services and library usage by the community on a continuing basis.


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The Libraries goals and Plans will be revisited and adjusted at least annually on a schedule that works best for the City of Santa Clarita, and LSSIs library staff will routinely monitor all available sources of data about the libraries communities and will collaborate with officials to define adjustments to the services we provide to keep up with the communities needs. LSSI will work with the City to use library statistics in conjunction with information gained through other community sources to chart a course for the Citys library services. LSSI will also review the Librarys policies and procedures on an annual basis, and make recommendations for any needed changes to the City. In addition, LSSI will carefully, consistently, and accurately collect all core library performance measures and use statistics required by the California State Library Public Library Statistics, and will ensure that this data is submitted to the State Library in a timely fashion each year. Using those requirements as a minimum, however, we will also provide additional detailed information to the City as required for its deliberations. 3.3.6 Budget and Finance

Fines and Fees Establishing policies regarding the collection of library fees and fines will remain the prerogative of the City. LSSI will consult with public officials and the library staff, as requested, regarding the setting of fines and fees, and, if desired, will provide recommendations for these policies based on an analysis of the Librarys current policies and its service goals and priorities. As appropriate, we will compare with the policies in effect at neighboring libraries. After the City has approved the fine and fee schedule, LSSI will propose procedures to guide the library staff in their collection. Fine and fee policies and procedures will address the issues of a grace period for overdue items, overdue notifications, fee-based services, collection and payment of fines, and resolving user problems or protests of fees. Revenues All revenues from fines and fees will be coded to appropriate cost centers to allow these revenues to be tracked accurately by the City. Deposits will be made in the manner dictated by officials, and LSSI will establish cash management procedures to ensure that a minimum amount of cash is on hand in the library at any one time, and that all deposits are handled in a timely and accurate way. Periodic Financial Statements For all contracts, LSSI maintains detailed financial records and employs standard accounting practices to ensure scrupulous internal control of, and full accountability for, client resources. All payables and payroll will be administered via Deltek accounting software that ensures adherence to strict federal government contract standards. All invoices will be coded to appropriate accounts and logged into the accounting system, and checks issued from LSSIs Germantown, MD office, with the exception of smaller invoices that are paid out of LSSIs West Coast office in Riverside, CA to ensure faster turnaround. All employees will maintain online semi-monthly timesheets that record hours worked and allocate time according to project cost


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centers. Reports specific to each of the library facilities will be supplied to the City at monthly, quarterly, semi-annual and annual intervals and upon demand at any time. As with all LSSI contracts, all financial records pertaining to this contract will be organized and retained at our corporate headquarters, and will be fully auditable at any time. Annual audited financial statements will be provided to the City to demonstrate LSSIs continuing financial stability. In addition, LSSI will coordinate with public officials to ensure that the timing of these reports facilitates their use in the Citys preparation of annual budgets. Alternative Revenue Sources Traditional sources of library revenue such as taxes and bonds may not meet current and future library operating costs. LSSI has aggressively sought a variety of alternative revenue sources including grants, foundation funds, research funds, and property mitigation fees. Our library staff members in Riverside County, for example, have successfully written, received and implemented more than $3.5M in grants to support literacy programs for adults and children, teen reading programs, and tutoring and outreach programs for Latino residents. Additional grants have been awarded to other LSSI libraries to support new library construction, collection development, marketing and outreach. LSSI brings extensive experience in grant writing and implementation to our libraries, and we will continue to work with the State Library of California as well as with Federal and other sources to win grant funding for programs and resources of interest to Santa Clarita. Other avenues we will explore on Santa Claritas behalf include: Corporate and organizational sponsorships and underwriting of library resources and programming. Annual Fund Drive for the library, along with planned giving and earned income programs. Book-based donation programs

LSSI currently handles the federal E-Rate applications and submissions for each of the public libraries we operate. We submit all required paperwork as quickly as possible to ensure prompt reimbursement for the communities we serve. 3.3.7 Facilities and Equipment

Santa Clarita will retain responsibility for major projects or upgrades to library buildings, grounds, systems, utilities, landscaping, HVAC, lighting, capital improvements to the library facilities, and routine maintenance (including landscaping, phone, garbage, pest control, fire extinguishers, alarms, electric, gas, water, and sewer services). LSSI will be responsible for the routine janitorial services in all three library facilities. 3.3.8 Systems

LSSI will support automation and other systems required to effectively operate the libraries. Specific needs are discussed below.


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Library card issuance LSSI has been responsible for the implementation of several new library automation systems during the transition phase of its library administration contracts. In cases where a community was withdrawing from previous affiliations, as is the case in Santa Clarita, we have provided new library cards for all users. Working with the City to ensure adherence to City standards, LSSIs graphic artist designs the new library cards. In Jackson County, Oregon, for example, LSSIs graphic artist designed three separate library cards so that library customers could choose their favorite design, which has proven to be a very popular option. All proposed library card designs will be submitted to the City for review and approval before the cards are ordered. LSSI has established good contacts with several library card vendors, and can provide cards costeffectively and quickly. Issuing the new cards efficiently to City residents can be accomplished in several different ways. In Germantown, TN, LSSI placed card applications in convenient public locations such as schools, as well as at the library, during the three-week transition period All applications filled out and turned in before the library re-opened were pre-entered by the library staff members into the ILS, and library cards were initialized and linked to the system. This pre-processing allowed the library staff to provide 2500 new cards to library users on opening day. Financials LSSI maintains financial reports that show library customers transactions that result in money being paid to the library. Examples are the payment of fines and fees, payments for copying and printing, and other payments, including cash collected by library staff for Friends of the Library book sales, meeting room rentals, the sale of incidentals like blank CDs and headphones, and any special program charges. LSSI proposes that Santa Clarita implement a library cash management system, which together with the librarys automation system will automatically track most cash collected by the library. A library cash management system provides a mechanism for library customers to pay fines and fees, either in person or remotely over the internet, using credit cards. When payments are received by a cash management system (such as Envisionwares eCommerce services), the payment information is automatically transmitted to the librarys automation system, clearing the customers record of the fines that have been paid. Access to Internet LSSI will maintain free public Internet access for all library customers and will consult with City officials regarding the feasibility of adding new services, such as voice-over-internet protocol (VOIP) services and video teleconferencing, and will deploy these services as approved and appropriate. LSSIs technical staff will assist with the configuration of local public Internet access. LSSI recommends the use of PC scheduling and monitoring software such as Envisionware that allows the public to make their own computer reservations and ensures the consistent application of policies governing Internet use. Should Santa Clarita lack this capability, LSSIs technical staff will work with local officials to make it available. LSSI will also work with the City to specify its Internet policy, including proposing alternate policies,


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advising on the pros and cons of each proposed policy, and, once adopted, ensuring that all policies are carefully adhered to in a fair and consistent manner. Assisted by LSSIs automation staff in Riverside, CA, the local IT staff will also maintain each librarys computer equipment, as well as its telephone and data networking infrastructure. This staff will also complete all E-Rate application forms in a timely manner in order to receive the maximum possible refunds for service. Access to electronic databases LSSI will review the electronic databases Santa Claritas libraries currently subscribe to, and the way that access to these databases is provided and controlled. Typically, some databases are accessible only to in-library customers (like the premier genealogy database, Ancestry.com), while others can be accessed by library customers at home over the internet, using their library card numbers as authorization codes. Initially, LSSI will continue to make available whatever electronic databases are currently accessible. However, LSSI will analyze the usage of each of these databases to determine whether or not the usage levels warrant the high cost of some of these resources, and will make recommendations to the City about continuing or discontinuing some titles. In addition, we will research other databases which might be useful to library customers, including databases which can be provided cost-effectively through library networks and other cooperative library organizations. Filters Filters are sometimes added to library internet and Wi-Fi services to restrict access to potentially questionable websites. The issue of filtering internet access is typically addressed by a library policy. LSSI can suggest wording for such a policy and knowledgeably discuss the pros and cons of various filtering policies and strategies based on experience gained in working with filters in various public libraries across the nation; however, the ultimate policy formulation will rest with the City. LSSIs library staff will implement whatever filtering policy is adopted by the City and will make sure that it is applied consistently in all three library locations. LSSI will also collaborate with City officials to analyze available filters and to ensure that any filters selected for use comply with local and library standards. Because filtering is a hot button issue for library users, LSSIs orientation and training programs will describe any filters being used and the librarys filtering policy so all library staff members understand how to correctly address questions about filtering. Public access online catalog, circulation, acquisition, cataloging modules These modules are all included as part of the Librarys current Sirsi Symphony integrated library system (ILS) provided through the LACoPL. When the City library separates from the County system, LSSI will replace Symphony with a new ILS, providing all the same modules and functionality. The new system will either be a Sirsi Symphony replacement, or another leading integrated library system providing functionality comparable to that of Symphony. LSSI has a large staff of IT technicians who have received special training from Sirsi and are skilled in


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operating the Symphony system; LSSIs staff are experienced with all leading ILS systems, and will be able to ensure a smooth transition regardless of which system is selected.

Replacement of all workstations As discussed above for the Librarys ILS, the workstations currently being used by the City libraries have been provided by LACoPL and will need to be replaced when the City separates from the County library system. We assume that each library has a functioning T1 line at a minimum. LSSIs Cost Proposal provides a per workstation cost for the purchase of replacement or additional workstations. LSSI has handled the purchase of all new workstations for other locations, including Riverside County. Because of its buying power, LSSI is able to broker the best possible price for hardware purchases and our extensive expertise in automation systems ensures that LSSIs technical staff members will be able to purchase the functionality necessary for the smooth operation of public and staff library operations. Other systems LSSI has used effectively in public libraries LSSI will review possible technology upgrades which would result in an enhanced customer experience and, in many cases, would also free staff time for more face-to-face interaction with customers. Technology can quickly and accurately handle low-level, mundane library tasks (like item check-outs), while library staff members complete higher-level, customer-oriented tasks. Some possible technology upgrades for Santa Claritas consideration might include: Networked printers: If not already installed in each library, LSSI recommends implementing networked printers to provide printing from the librarys public access computers to a central location in the library. Networked printer systems such as that offered by Pharos can be set up to print only after a user pays for the copies to be printed; this controlled printing eliminates the possibility of customers printing stacks of paper and then not claiming or paying for the printed copies, wasting the librarys paper and ink. It also helps people make fewer printing mistakes, reducing the amount of paper tossed into recycling bins or trash cans. In addition, it gives customers 100% confidence that what they print wont be seen by anyone until it reaches their hands. Networked printers reduce to a minimum the amount of staff time required to operate the library computer printing function, because the printer can be located at the service desk for the library, providing a convenient location for customer payments as well as for printer maintenance tasks such as replenishing ink and paper. Computer scheduling system: If not already present in each of the libraries, LSSI recommends installing a computer reservation system such as Envisionware to track and coordinate public access to the Internet, including reservations, sign-on and sign-off. These functions, which are handled manually by staff in many libraries, consume staff time and often result in customer frustration and complaints. Computer reservation systems allow


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customers to reserve computers themselves, and automatically sign new users onto the computer and sign old users off when their sessions have been completed. Most systems also restore library-established computer defaults at the conclusion of each user session, erasing any information entered or viewed by the previous user, and ensuring that no objectionable or private information remains to be seen by the next user. Cash management system: If each library does not already have a cash management system installed, LSSI recommends that such a system be implemented. Cash management systems interface directly with the librarys integrated library system to allow library customers to pay any fines and fees either remotely or in the library using their credit cards. These systems also let customers manage balances and credits on their library accounts. In addition, such systems save library staff time, eliminate staff handling of money, ensure accurate transactions, and provide a clear audit trail. These systems can also interface with the networked printing function, automating the cash collection for printing as well. Radio Frequency Identification (RFID) technology: The libraries are currently using barcode technology rather than RFID technology to manage the materials inventory function. To provide more efficient charge, discharge, and self-charge functions for library customers, LSSI recommends that costs to implement such an RFID system be investigated. RFID systems rely on the installation of a small RFID tag in each item in a librarys collection. This tag transmits a radio signal which can be used to inventory the collection, and to work with RFID scanners to automatically check books out. The RFID tags are so effective that users can place a stack of several items on a self-check machine, and the machine will automatically check each item out to the patrons library card. RFID is just as effective at checking materials back in to the collection, showing that the item has been returned by the customer and is ready to be circulated. RFID tags also work with library security systems, sounding an alarm if a customer leaves the library with items which have not been checked out properly. Their accuracy ensures a higher level of customer satisfaction, and fewer customer complaints about materials which have been returned to the library but incorrectly checked back in to the collection, resulting in the assessment of erroneous fines. Self-check technology: Along with RFID technology, LSSI recommends that Santa Clarita consider more self-check stations for customers, and the enhancement of existing stations with newer technology. The librarys existing self-check terminals use barcode-based technology to perform check-outs for customers, which means that each item must be checked out individually, one by one, a time-consuming process when a customer has many items to check out. As described above, RFID tags permit multiple items to be checked out at once, greatly speeding the self-check process. Self-check stations using barcodes are also more difficult to use; the proper barcode position under the scanner is critical to ensure that it can be read.Self check-out station in Redding, CA is designed for ease of use by customers.


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RFID technology instead relies on transmitting a signal, and doesnt require the customer to open the cover of the item, or to precisely position the item. Combined with the installation of an e-commerce system, an RFID implementation will guarantee a higher percentage of self-check to free staff for other types of customer service interactions. As mentioned in Section 3.6 below discussing the development of a Technology Plan, LSSI will consult with City officials about these and other possible upgrades. LSSI will maintain the librarys website, and will ensure that users have access through the website to the librarys online catalog, online full-text databases, customer account information, and the librarys online calendar of events, as well as to other pertinent library information. LSSI has installed a new Web 2.0 website for Riverside County customers and will investigate the advantages of introducing a similar new website in Santa Clarita. LSSI will also maintain the librarys computer equipment, including new work stations, servers, and other hardware. 3.3.9 Library Services and Programs

LSSI will ensure that the level of services provided to the citizens of Santa Clarita will be at least equal to that currently being provided. Services provided in LSSI-operated libraries typically far exceed pre-LSSI levels. LSSI will maintain all of the Librarys current interlibrary loan agreements, and in addition will investigate other possible arrangements. LSSI will ensure that the Santa Clarita Libraries establish membership in the Southern California Library Cooperative, allowing residents to enjoy access to the collections of all participating SCLC libraries as well as other benefits of system membership. In the administration of Santa Claritas libraries, LSSI will comply with all California laws and regulations governing the provision of public library services, including, but not limited to, the California Library Services Act. LSSIs enhancement of existing services will draw heavily on our experience in sixty-three other library sites and the repertoire of programs, materials, and contacts we have established. Our programming is discussed in more detail in Section 3.4, below. 3.3.10 Community Relations Mark Smith, LSSIs Vice President of Public Library Operations, will serve as LSSIs management representative and liaison to the various Santa Clarita Friends of the Library organizations. LSSIs staff members maintain healthy, cordial relationships with the Friends groups in all of our contract sites. Participation in Friends groups has often increased at libraries managed by LSSI, and we value the input and insights of the Friends into library operations, new initiatives, and library support, both financial and in the form of volunteer hours and activities. LSSI has occasionally established other advisory groups to augment the work of the Friends, and to engage persons who might not otherwise be active at the library. For example, teens represent one of the most frequently underserved groups in public libraries. To gain a better understanding of the information and resource needs of teens, several LSSI libraries have created Teen


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Advisory Groups. These groups bring local teens together to discuss the kinds of information and resources teens need and would use most, gather suggestions for library materials to purchase, and discuss ways to attract more teens to the library. LSSI will recommend the formation of similar advisory groups for the Santa Clarita libraries if the City feels that such groups would be beneficial. LSSIs library staff members actively solicit community input and build effective relationships with a variety of library stakeholders in our library sites. Our librarians routinely visit schools, senior citizen centers, local corporations, nonprofit organizations, and other government agencies to establish partnerships for programs and other resources to benefit all parties. Doing so has resulted in formal affiliations with groups such as local historical societies as well as ad hoc or special-purpose working relationships for specific projects. Recent examples are joint efforts with the local gardening club in Collierville, Tennessee, when the traveling Smithsonian exhibit on the White House Gardens was installed at the library for its month-long stay; the longstanding and now formal relationship with the Tennessee Genealogical Society (which resulted in LSSI operating the Germantown Regional History and Genealogy Center); and the serial publication of the book The Call of The Wild by the local newspaper in Jackson, Tennessee to support the communitys Big Read hosted by the Jackson-Madison County Library. Local affiliations have also led to financial support for many of our libraries from merchants such as Target, Wal-Mart, Mervyns, etc. These are isolated examples of LSSIs approach to community outreach. After consultation with public officials and a review of available information about City residents needs, we will draw on these and other experiences to design comprehensive outreach efforts appropriate to Santa Clarita. LSSI will develop a Marketing Plan to promote all existing and new library services to Santa Clarita residents, and will implement the Plan subject to approval by the City. LSSI understands that general supervision of Library operations, including oversight and approval of the Librarys policies and objectives, will be provided by the Santa Clarita City Council, who will have the final authority on all Library matters. LSSIs performance will be monitored by the City Manager or his designate, who will also serve as the Citys designated liaison for day-to-day operational issues. LSSI has included detailed information documenting its strong experience in public library operations in Section 4, Related Experience and References. LSSI has been operating public libraries since 1997; we currently have contracts with thirteen separate city and county governments, for public library operations in 63 libraries in five different states. Five of LSSIs contracts are for county-wide library operations: Finney County, Kansas (1 library); Riverside County, California (33 libraries, 2 bookmobiles and 1 museum); Shasta County, California (3 libraries); Jackson County, Oregon (15 libraries); and Jackson-Madison County, Tennessee (2 libraries). Please see Section 4 for additional details.


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3.4 Hours

Operation Plan: Hours, Programs, Services

The table below displays the RFPs proposed new hours of library operation, with all three branches open on the same schedule. The addition of 10 hours of library operations to two of the libraries each week means an overall increase of nearly 12% in the number of hours open.

Proposed Hours for Each Facility (subject to later negotiations) Library NameValencia Jo Anne Darcy Canyon Country Newhall

MonCurrent 10-9 10-9 New Current 10-8 10-9 New Current 10-8 10-9 New

Tues10-9 10-9 10-8 10-9 10-8 10-9

Wed10-9 10-9 10-8 10-9 10-8 10-9

Thurs Fri10-9 10-9 10-6 10-9 10-6 10-9 10-6 10-6 10-6 10-6 10-6 10-6

Sat10-5 10-5 10-5 10-5 10-5 10-5

Sun1-5 1-5 Closed 1-5 Closed 1-5

Current Hours New Hours Hours Added

53 hours/week 63 hours/week 10 hours/week

Programs in Santa Claritas Libraries Thumbnail sketches of Santa Claritas libraries included in Attachment A of the RFP describe an array of adult programming, childrens story times (for babies, toddlers, and preschoolers), adult and childrens book clubs, and after school events (at least at Newhall). These reflect a start at becoming, as is seen in libraries nationwide, a destination for citizens of all ages to come together to learn, be entertained, and engage one another around topics and activities of broad social interest. LSSI has a successful track record of pushing this national trend further: our libraries provide programmingas appropriate to the sitefor adults, teens, children, the underserved, senior citizens, daycare centers, the rurally isolated, and those in need of literacy and English-language instruction. For example, in Riverside County, LSSIs staff members provide daily programming to all these groups, including a robust countywide literacy and ESL program. (An indication of the range of programming offered in Riverside County can be seen on the RCLS online calendar available on its web site at www.rivlib.net). Among these programs is an innovative Latino outreach program called, Leer Es Triunfar Reading is Succeeding, that has brought thousands of new residents into the library and has had a profound effect on the type and variety of programming offered in Riverside County since 2003. In 2005, this program won the


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prestigious John Cotton Dana Award for Library Public Relations Campaigns, awarded by the American Library Associations Library Administration and Management Association. LSSIs staff in Riverside County has also taken a lead role in the state of California in promoting Da de los Nios/Da de los Libros (Day of the Child/Day of the Book), an annual celebration of books and reading for all children with an emphasis on multicultural and bilingual children. Riverside County staff sought and obtained LSTA grant funding from the California State Library to plan for a statewide celebration of this event that resulted in the adoption of Da de los Nios/Da de los Libros as a project of the California State Library. The Riverside County Library won the Ral and Estela Mora Award from Reforma in 2008 for its work in promoting Da in Riverside County and in the state of California. LSSIs childrens programming often leads to increases in library usage community-wide. Our childrens librarians typically compare current programming with successful programs elsewhere in similar communities. Important considerations include families work schedules and commuter patterns, for example. Successful childrens programs at other LSSI-operated libraries include pajama storytimes, wacky Wednesdays, lap-sit storytimes, and family interactive story-times. All of these are program series, with interrelated themes each week. Puppet shows Engaging Children's Program and crafts classes add variety for older (Millington, Tennessee) children. Many LSSI libraries also use the popular technique of having children read to dogs (called Paws to Read in Riverside County). LSSI has drawn more teens into our libraries, as well. In Finney County, Kansas, for example, LSSI has established a Teen Advisory Board to solicit on-going input from teens themselves about programs of interest and additional services needed. In Germantown, Tennessee, LSSI has begun an extensive anime program, including anime screenings, presentations and demonstrations by anime artists, and the establishment of an anime discussion group. Anime attracts a different segment of the teen population from some more traditional library programs. The anime program was primarily funded through grants received by LSSI for this purpose. LSSI will also work with area schools to facilitate resource sharing and student access to information needed for research projects, and will provide students with access to literature to encourage sustained independent reading. In addition, LSSI will establish the necessary relationships with area schools to continue the Homework Assistance Center currently operating in the Jo Anne Darcy Canyon Country Library. LSSI will design a program of systematic outreach to schools including classroom visits, presentations at faculty meetings and school programs, and class tours of the Library. The Library will also reach out to home-schoolers in the community, offering needed course materials, test packets, and other resources specifically designed for use by home-schooled children.


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LSSIs staff members, particularly in Riverside County and in Jackson County, Oregon, have taken a lead position in developing effective programming for adults. In Jackson County, LSSIs staff has created highly engaging series of programs that have brought adults and young adults into the libraries to participate in county-wide reading programs, hear lecture series, join writing groups, and listen to readings by noted poets and authors. In Riverside County, LSSIs staff developed cultural series both countywide and in individual libraries that have significantly increased attendance at library programs and brought statewide attention to the library system. Last year, for example, a series of cultural programs brought thousands of adult participants to the library for author talks, musical programs, lectures, and performances, most of which had a strongly multicultural component consistent with the interests of the communities served. Due to this ever-increasing emphasis on programming, attendance at library events in Riverside County over the past two years has increased more than 88% from 67,862 in 2006-07 to 127,717 in 2008-09. The Riverside County Library Systems reputation for high-quality adult programming led directly to an offer from the California Council for the Humanities to make Riverside County Library their sole partner in a State Library-funded program called Making a Difference. This partnership funded 18 programs in six County libraries designed to encourage individuals to come together in the library to engage in civic dialogues around topics of importance. The California Council for the Humanities and their partner, the Project for Civic Reflection, sought to demonstrate that public libraries are the right and logical venue for the public to meet for stimulating discussions. At several of our libraries, LSSI teaches courses in beginning computer technology and other topics geared specifically toward older users to increase participation by that age group. In Collierville, Tennessee, for example, an AARP Driver Safety program for seniors 55 and older provides a certificate of completion to all participants that can Canvas bags with books and other materials be used to obtain discounts on car insurance. AARP headed to area preschools also provides free in-library tax preparation (Medford Library, Jackson County, OR) services for seniors in several of LSSIs Tennessee libraries. In Jackson County, Oregon and Germantown, Tennessee, outreach staff have established regular schedules for visits to area long term care and assisted living facilities. Similarly, LSSIs program of outreach and service to daycare centers and preschools in both Riverside County and in Jackson County, Oregon, has proven helpful to both the libraries and the centers. In Riverside County, staff members serve more than 2,000 children each year in a


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program that provides over 100 books to each pre-schooler to take home in attractive canvas bags. In Jackson County, Oregon, the Library delivers pre-packed canvas bags of books and other materials to each pre-school on a monthly basis. This program ensures that children in these programs have a constant stream of fresh, age-appropriate reading material. After the initial establishment of such programs, the on-going maintenance effort required is minimal, and the long-term benefits to the community substantial. Services As described in section 3.3.9 above, LSSI will design and implement services and programs which support Santa Claritas goals for library services. The array of services, programs, and events will address local needs, local demographics, and local interests. In addition, LSSIs staff will establish relationships with local groups to help with both scheduling and publicizing the offerings. Associated with each program and event will be appropriate tracking of attendance and documentation of audience and participant feedback. 3.5 Staffing Plan

LSSI proposes to staff the three libraries with a total of 58.5 FTE: 5 FTE in central services and overall administrative roles, 21 FTE in the Valencia Library, 16.5 FTE in the new Old Town Newhall Library, and 16 FTE in the Jo Ann Darcy Canyon Country Library. LSSI will interview all incumbent Los Angeles County Library employees working in the Santa Clarita Library who would like to continue their employment in Santa Clarita, and will consider them for continued employment. From these interviews, and interviews with outside candidates, LSSI will hire sufficient experienced and qualified staff members to operate all Santa Clarita Library branches for the numbers of hours specified in Section 3.4. The number of employees hired will be sufficient to accomplish the tasks set forth in the RFP and LSSIs proposal. All employees hired to work in the Santa Clarita libraries will be LSSI employees, and LSSI will pay all costs related to their employment, including the provision of employee benefits. All staff members who will handle cash receipts will be appropriately bonded, including alternates who may perform these functions only occasionally. During the hiring process, all applicants will complete an LSSI application, and will receive a description of LSSIs corporate benefits. LSSI offers a full range of employee benefits, including annual leave, sick leave, and holidays; health, dental, life and long term disability LSSI librarians focus on patrons. insurance; a 401(k) plan with a 10% corporate match by (Medford, OR) LSSI; tuition reimbursement; direct deposit for paychecks; and a wide variety of insurance options through AFLAC, including short term disability. LSSI offers employee recognition programs,


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including Employee of the Month and Employee of the Year; on-the-spot rewards, which are $5 gift cards for a variety of fast food and other stores; and length of service rewards at five, ten, fifteen, twenty and twenty-five years. In addition, LSSIs website features an outstanding employee each month, and our corporate e-newsletter includes employee profiles and news items. LSSI will provide a corporate orientation session for all staff members hired. Its agenda will be tailored to Santa Clarita employees and will cover LSSIs corporate history, mission, and vision, as well as technical topics such as the use of LSSIs online timecard submission process. Employees will also discuss training requests and will learn of training opportunities available through LSSIs Training Director and other sources. Some of LSSIs training sessions are also available for self-study for new employees, or as a refresher course for all employees. All staff members, both returning incumbents as well as any newly hired staff members, will receive the same orientation regarding local library processes and procedures, including the use of the Librarys systems, the layout and composition of the Librarys collections, and the way to seek answers to specific questions from library users. Our experience with these sessions is that incumbent employees will bring institutional memory and knowledge; and new hires will bring an outsiders fresh look and knowledge of how other libraries have approached the same processes and procedures. This melding of ideas and experience creates a stronger knowledge base for the librarys future growth and development as a community resource. The staffing structure for each LSSI-operated library system depends on the local needs. Each library system has an LSSI library manager who is responsible for overseeing the work of the staff; coordinating with LSSIs management team to request resources; working with the LSSI HR department to provide the necessary paperwork or electronic files for new hires, employee evaluations, benefits registration, etc.; and developing a team of well-trained and cross-trained staff, able to accomplish all of the tasks required in a professional and enthusiastic manner. LSSIs staff members will also collect and report statistics on library use to both LSSI and the City. In addition to the library manager, LSSI will designate a back-up person, who will be in charge and responsible for these tasks in the absence of the library manager. LSSI will more fully detail the staffing structure to be used in Santa Clarita during the transition period, before full library operation begins. We will consider the existing library staffing structure as well as LSSIs operational objectives before defining administrative assignments.

LSSI provides a supportive leadership environment which recognizes and rewards staff accomplishments, while encouraging the professional development of our staff members through several initiatives:

LSSI Offers Training Opportunities (ALA, Chicago, 2009)


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LSSI pays for ALA membership for all LSSI Senior Staff members; this group currently consists of more than forty LSSI staff members. LSSI holds an annual LSSI Day, timed and located to coincide with the annual ALA Convention in June/July; LSSI pays for all Senior Staff members to attend this in-service learning day, followed by the ALA Conference. LSSI schedules an annual Staff Day for most of our multi-branch systems; this mandatory training day for all staff members working at each site includes various learning tracks with presentations about using new library technology, developing better library techniques (for example, storytelling, puppetry, reference, collection development), systems training, interviewing and staff evaluation techniques, etc. LSSI offers partial tuition reimbursement for all employees taking coursework related to their jobs; there are currently fifteen LSSI employees working on obtaining MLS degrees with LSSIs support and sixteen employees who have received their MLS degrees while working for LSSI. LSSI employs a Training Director who creates courses in response to specific training needs of our staff at various locations. Technology Plan

3.6

LSSI will review any existing Technology Plan for the Library. Then, working with Santa Clarita officials, LSSIs IT staff will create a new Technology Plan for the libraries. This plan will evaluate the Librarys current systems and pinpoint needed future enhancements or upgrades, including a systematic approach to the replacement of computer equipment. The Technology Plan will also describe the software and network necessary to ensure robust computer systems to support the Librarys growth and customer service needs into the future. In other LSSI libraries, this analysis has led to such enhancements as the installation of a fiber-optic network in Riverside County, California, the migration of computer services from a consortium to in-house support in Jackson County, Oregon, and the installation of such online services as live homework help, text-based reference and downloadable e-book content for the Shasta County Libraries. 3.7 Measurable Benchmarks and Monitoring

Built into the short- and long-term goals and objectives identified in the Planning and Performance Monitoring tasks (Section 3.3.5) will be an on-going evaluation to ensure that LSSIs Santa Clarita Library team is meeting or exceeding those objectives. This evaluation will consider all key goals and benchmarks needed to determine if resources of all kinds are being correctly allocated, if library materials and services are being used, and what, if any, critical needs are not being met. Examples of typical core performance measurements LSSI would recommend are: Are more people visiting the libraries and using library resources? Does the collection meet the needs of patrons of all ages, needs, langu

LSSI Technical Proposal

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