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
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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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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Proposal for the Delivery of Library Services in the City of
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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