HomeMy WebLinkAbout2010-08-24 - AGENDA REPORTS - WITHDRAW LACO PUBLIC LIBRARY (2)IMS
Agenda Item:
CITY OF SANTA CLARITA
AGENDA REPORT
C
PUBLIC HEARING City Manager Approval:
Item to be presented by: Darren Hernandez
DATE: August 24, 2010
SUBJECT: WITHDRAW FROM THE COUNTY OF LOS ANGELES PUBLIC
LIBRARY SYSTEM AND ESTABLISHMENT OF AN
INDEPENDENT MUNICIPAL LIBRARY
DEPARTMENT: Administrative Services
RECOMMENDED ACTION
City Council:
1. Conduct a public hearing regarding withdrawal from the Los Angeles County Free Library
system and establishment of an independent municipal public library system for the City of
Santa Clarita.
2. Pass, approve, and adopt a resolution of the City Council of the City of Santa Clarita to
withdraw the City of Santa Clarita from the Los Angeles County Free Library System and
assume the responsibility for the provision of library services within the City of Santa Clarita,
and taking other actions related thereto.
3. Award a contract to Library Systems & Services, LLC for public library management services
through June 30, 2016, in the annual amounts not to exceed: $135,000 for Fiscal Year
2010-11; $3,117,633 for Fiscal Year 2011-12; $3,877,312 for Fiscal Year 2012-13;
$3,935,472 for Fiscal Year 2013-14; $3,994,504 for Fiscal Year 2014-15; and $4,054,421 for
Fiscal Year 2015-16. Authorize the City Manager to sign all contract documents related
thereto, subject to the approval as to legal form by the City Attorney.
BACKGROUND
On July 13, 2010, City Council set a public hearing for August 24, 2010 to consider withdrawing
from the Los Angeles County Free Library System and assuming the responsibility for the
provision of public library services within the City of Santa Clarita.
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The residents of the City of Santa Clarita are served by the County of Los Angeles Public Library
(County Library) through libraries in Canyon Country, Newhall, and Valencia. The City of Santa
Clarita is the largest city in Los Angeles County, and one of the largest in California, to not
operate its own municipal public library. The primary sources of funding used to provide County
Library services within Santa Clarita are the ad valorem property tax and the voter -approved
special library parcel tax. Annually, the County Librarian provides the City of Santa Clarita with
a statement detailing the cost of operating the three Santa Clarita library branches and the library .
tax revenue collected by the County Library within Santa Clarita.
The City of Santa Clarita — Net Contributor to the Los Angeles County Public Library
For Fiscal Year 2008-09, the total revenue collected within the City of Santa Clarita by the
County Library was $6,486,502, and the cost for the County Library to operate the three library
branches serving the Santa Clarita Valley was $6,069,834, resulting in a remaining surplus from
within the City of Santa Clarita of $416,668. (Staff estimates that including the property tax and
special library tax revenue from the unincorporated Santa Clarita Valley, the valleywide surplus
is $2,619,833 for FY 2008-09. In addition, on this basis for Fiscal Years 2003-04 through
2008-09, staff estimates the cumulative surplus earned by the County Library from the Santa
Clarita Valley to be $14,413,637.) In prior years, the City has requested the County Library use
the surplus they earn from the Santa Clarita Valley to build new library facilities for the Santa
Clarita Valley, in particular the construction of the new library in Old Town Newhall. We were
informed that the County Library will not fund construction of our new facilities, because the
funds are used to provide library services elsewhere within their service area. It should be noted
the County Library financed the tenant improvements for the storefront library in Castaic, the
recent refurbishment of the Valencia Library, the current build out of the City -built Canyon
Country Library, and the construction of a brand new library in the relatively sparsely populated
community of Acton.
Public Library Service Options
There are three options for providing library services within the City of Santa Clarita:
• Remain with the County Library.
• Withdraw from the County Library, and operate the libraries with City -hired employees.
• Withdraw from the County Library, and operate the libraries through a contract. with a
professional, public library management services firm.
Proposed Public Library Service Enhancements
Under City operation, the City could significantly enhance public library services for the City of
Santa Clarita. In particular, staff proposes to:
• Increase the hours at Canyon Country and Newhall libraries by ten (10) hours each per week,
or 19%, to keep both open later during weeknights and to open both on Sunday, thus
matching the schedule of the Valencia library.
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• Increase the annual budget for book purchases by 22%, from $450,000 to $550,000.
The current and proposed operating schedules for the Canyon County and Newhall libraries are
as follows:
The City of Santa Clarita owns the Canyon Country Library and will own the Old Town Newhall
Library upon completion, which is anticipated in 2012. The County Library owns the. Valencia
Library and the existing Newhall Library. Should the City Council choose to operate Santa
Clarita's libraries, the City could purchase the Newhall Library and the Valencia Library from the
County Library (or locate a replacement elsewhere), and would need to purchase the collections
(books and materials) of all three libraries from the County Library.
Process for Assuming Operation of Santa Clarita's Libraries
Withdrawal from the County Library is at the sole option and decision of the City Council,
following a public hearing, as provided for in Section 19116 of the California Education Code.
Upon withdrawal, the City is entitled to receive all property tax revenues allocated to the County
Library from within the City of Santa Clarita, according to the City Attorney.
The significant steps in the withdrawal process are as follows:
• The City Council, after a public hearing, notifies the County Board of Supervisors that the
City wishes to withdraw from the County Library effective the following July 1.
• The City Council has the right to acquire any or all County Library facilities located within
the City and the personal property therein related, including books. Upon receiving notice
that the City intends to acquire library facilities from the County, the County may donate the
facilities or personal property to the City or sell the facilities or personal property to the City
at no more than fair market value. A process is detailed in State law, including timelines, for
determining fair market value. The County must transfer the library facilities and/or personal
property to the City not later than the following July 1.
13
CURRENT
ENHANCED
SCHEDULE
HOURS
SCHEDULE
HOURS
Sunday
CLOSED
0
1 PM - 5 PM
4
Monday
10 AM - 8 PM
10
10 AM - 9 PM
11
Tuesday
10 AM - 8 PM
10
10 AM - 9 PM
11
Wednesday
10 AM - 8 PM
10
10 AM - 9 PM
11
Thursday
10 AM - 6PM
8
10 AM - 9 PM
11
Friday
LOAM-6PM
8
LOAM-6PM
8
Saturday
10 AM - 5 PM
7
10 AM - 5 PM
7
Total Hours:
53
Total Hours:
63
The City of Santa Clarita owns the Canyon Country Library and will own the Old Town Newhall
Library upon completion, which is anticipated in 2012. The County Library owns the. Valencia
Library and the existing Newhall Library. Should the City Council choose to operate Santa
Clarita's libraries, the City could purchase the Newhall Library and the Valencia Library from the
County Library (or locate a replacement elsewhere), and would need to purchase the collections
(books and materials) of all three libraries from the County Library.
Process for Assuming Operation of Santa Clarita's Libraries
Withdrawal from the County Library is at the sole option and decision of the City Council,
following a public hearing, as provided for in Section 19116 of the California Education Code.
Upon withdrawal, the City is entitled to receive all property tax revenues allocated to the County
Library from within the City of Santa Clarita, according to the City Attorney.
The significant steps in the withdrawal process are as follows:
• The City Council, after a public hearing, notifies the County Board of Supervisors that the
City wishes to withdraw from the County Library effective the following July 1.
• The City Council has the right to acquire any or all County Library facilities located within
the City and the personal property therein related, including books. Upon receiving notice
that the City intends to acquire library facilities from the County, the County may donate the
facilities or personal property to the City or sell the facilities or personal property to the City
at no more than fair market value. A process is detailed in State law, including timelines, for
determining fair market value. The County must transfer the library facilities and/or personal
property to the City not later than the following July 1.
13
Fiscal Analysis Suminary
Should the City Council choose to operate the City's libraries, in the first year (FY 2011-12) it is
estimated City Library revenue (property tax, special tax, and operating revenue) would total
approximately $6.4 million. The cost of managing the three libraries depends on whether this is
performed through City -hired employees or through a contract with a public library management
services firm. Operating the libraries through City -hired employees would cost approximately
$5.1 million, and operating through a public library management services firm would cost $3.9
million. In either model, the surplus between revenue and expenditures would finance (pay off
over a period of time) start-up expenses and facility capital (construction and purchase) costs.
Fiscal Analysis and Projections
Below is a comparative financial analysis of the two library service options (staffing with City
employees or contracting with a public library management services firm).
Total Revenue:
Library Operations:
Start -U /Fp acility Financing_
Total Expenditures:
City -Hired Staff
$6.4 million
$5.1 million
$1.3 million
$6.4 million
Operations Contract
$6.4 million
$3.9 million
$2.5 million
$6.4 million
Operating Santa Clarita's libraries using City -hired employees would result in $1.3 million
available to finance start-up and facility capital costs; this would support a financing in the
amount of $16 million. After paying start-up costs estimated at $8 million for items such as the
purchase of furniture, fixtures, collections, and library facilities, this would yield $8 million for
facility capital costs.
Operating Santa Clarita's libraries through a contract with a public library management services
firm would result in $2.5 million being available to finance start-up costs and facility
construction costs; this would support a financing in the amount of $33 million. After paying
start-up costs estimated at $8 million, this would yield approximately $25 million for facility
capital costs.
Facility capital costs could include paying for construction of the new library in Old Town
Newhall (which would unencumber approximately $25 million budgeted by the Redevelopment
Agency that could be used for $25 million for additional redevelopment activities in Old Town
Newhall) or for the construction of a new library to replace the existing Valencia library.
Purchase of Library Facilities
California Law provides that, at the sole option of the City Council, any or all of the County
Library facilities within the City may be acquired upon withdrawal at "fair market value." An
appraisal report, dated July 3, 2009, determined the fair market value of the Valencia Library to
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be approximately $4.62 million. An appraisal has not been completed on the existing Newhall
Library, which is considerably smaller and less valuable than the Valencia Library.
Other Startup Costs
Other costs would include purchasing at fair market value the existing collections of the Canyon
Country, Newhall, and Valencia libraries, the purchase of additional books to augment an
opening day collection for the Old Town Newhall Library, and various furniture, fixtures, and
equipment for the Canyon Country, Newhall, and Valencia libraries. All of these costs would be
financed using the library tax revenue allocated to the City should the City Council choose to
operate Santa Clarita's libraries. We estimate total start-up costs to be approximately $8 million.
Comparison of City Public Library Service Alternatives
Should the City Council decide to operate the City's libraries, the two options for providing
public library services are through City -hired employees or through a contract with a public
library services management firm.
Quantity and Quality of Service: Both of these options would provide a similar level and quality
of public library services for the community. In both scenarios, the City Council would. set the
overall policy parameters and service level expectations for public library services. In both
scenarios, the City Manager, on behalf of the City Council, would be responsible for the overall
management of excellent service delivery. In both scenarios, the employees providing public
library services, whether employed by the City or a professional public library services firm,
would be responsible and accountable for meeting performance measurement standards used to
determine how well service level expectations are being met. In both scenarios there is full
accountability to the City Council, on behalf of the public, for the management and operation of
the City's public libraries.
Cost Differences: As noted above, the cost of providing public library services through City
employees would be approximately $5.1 million, and the cost of providing public library services
through a contract with a public library management firm would be approximately $3.9 million.
The difference in cost between these two options is due primarily to two factors: the lower cost
of employee retirement in the private sector, and the extensive depth and range of experience
within a large public library management services firm. The City would have to hire experienced
senior public library administrative staff, while such expertise already exists within a large public
library management services firm.
Transition and Assumption of Public Library Services: Coordinating the transition of the
provision of library services from the County Library to the City of Santa Clarita would require
immediate and vast public library management experience. The transition date of July 1, 2011,
presents a tight timeline using City -hired employees, because we would have to recruit and hire a
City Librarian and other top library employees, a process which could take several months. For a
public library management services firm, nine months would be a sufficient amount of time to
successfully complete such a transition. Such a firm could immediately commence transition
activities. This would ensure we are prepared to commence public library services July 1, 2011.
Other Considerations
Access to Collections
Access to collections is important, and under City operation, could be continued through
participation in a cooperative such as the Southern California Library Cooperative (SCLC). As a
member of SCLC, Santa Clarita's public libraries would have direct access to items in the
Los Angeles County Public Library collection, the City of Los Angeles Public Library collection,
the Orange County Public Library collection, and the collections of the other library members of
SCLC. Membership in SCLC provides public libraries with access to collections totaling over
29.6 million items. Santa Clarita's public library staff could borrow a title from whichever
public library can provide it the quickest, so patrons placing orders will get materials quickly.
Most area public library systems charge patrons to borrow items from the collections of other
public library systems (inter -library loans). The County Library, for example, charges patrons $3
per item for inter -library loans. Should Council decide to operate Santa Clarita's public libraries,
staff recommends the City charge no fee for patrons borrowing books through inter -library loan.
Professional Quality of Staff and Services of Contract Employ
The public library management services firm LSSI employs public library professionals to staff
the libraries they operate for their client cities. For example, 31% of the staff of the Moorpark
City Library (which is operated for Moorpark by LSSI) has a master's degree in library science
(MLS). Librarians who work for LSSI are paid competitive salaries and benefit packages,
typically including a matching 401k retirement program. LSSI has a strong track record of
successfully operating public libraries under contracts with cities and counties. Earlier this year,
the retired Chief Deputy County Executive Officer of Riverside County published a white paper
entitled "The Riverside County Library System: Thirteen Years of Innovation, Experimentation,
and Progress." This white paper, a copy of which is attached to this report, details the successful
partnership that has been developed between Riverside County and LSSI.
LA County Library Budget Cuts
Los Angeles County recently cut the budget of the County Library by $8.8 million. As a result,
the County Library has closed many branches a day or two each week or shortened hours. The
County Library has also eliminated the Adult Literacy program. The Deputy County Librarian
was quoted in a newspaper saying, "If some air conditioning unit dies that wasn't supposed to die
for another five years, we're out of luck. If too many (computers) die at the same time, we may
have to reduce the number of computers for the public." While our three local libraries were not
cut by the County this year, there is no guarantee they would not be cut in the future. In addition,
during a meeting with the County Librarian on April 7, 2010, City staff was informed that with
the opening of the new library in Old Town Newhall, the County Library would need to
reallocate resources from the Canyon Country and Valencia branches to serve the new, larger Old
Town Newhall library. Such a reallocation would result in service reductions at the Canyon
Country and Valencia branches. Despite repeated requests for details of this anticipated resource
reallocation, the County Library has not provided further information.
Protection of Library Tax Revenue
In a posting on SCVTalk.com, the County Librarian stated: "If you leave County service, the
property tax coming to the City will be part of the City's General Fund. That means that the City
is not obligated to use it for library services. City libraries will have to compete for funding with
other city service including police." In fact, State law (Section 19116(b) of the Education Code)
provides that the library property tax revenue that would be received by the City of Santa Clarita
is restricted and "shall be allocated to and used to maintain library services." Therefore, these
funds could not go into the General Fund, and a City public library would not compete for
resources with other City services.
Special Libraa Tax
On June 3, 1997, the electorate in the "Enhanced Service Area" of the Los Angeles County
Public Library, inclusive of the City of Santa Clarita, approved a special library tax by a vote of
70.00% in favor and 30.00% opposed. Within the City of Santa Clarita, the special library tax
was approved by a vote of 71 % in favor and 29% opposed. The County Librarian stated in The
Signal that should the City withdraw from the County Library the City could not collect the
special library tax. The City Attorney has researched this issue and determined that, contrary to
the comments of the County Librarian, upon withdrawal from the County Library the City can
levy and collect the special library tax approved by the voters of the City of Santa Clarita.
Enhanced Local Control of Public Library Services
As part of the County Library, many of the services, functions, and decisions related to local
public library services are made by County employees at their Downey headquarters of the
County Library. Should the City Council decide to operate the City's libraries, decisions that
would be made locally would include the books and materials to be purchased, the employees to
be hired, the special programs to be hosted, the fees to be charged, and the policies to be
administered. All decisions relative to public library services in Santa Clarita would be specific
to and for Santa Clarita.
Stakeholder Outreach/Community Engagement
Over the past six weeks, the Council Library Ad Hoc Committee and City staff has conducted
extensive outreach to key community stakeholders. The organizations and groups contacted
include the following: Chamber of Commerce; Chamber of Commerce Government Committee;
Canyon Country Advisory Committee; Canyon Theater Guild; Child and Family Center; Old
Town Newhall Association; Newhall Redevelopment Committee; Saugus School District; Hart
High School District; Sulphur Springs School District; Newhall School District; YMCA; Boys &
Girls Club; Newhall Community Center stakeholders; College of the Canyons; ParentTeachers
Associations; Zonta; and Friends of the Santa Clarita Libraries. To further disseminate
information to the public at large and seek feedback, the City created the website
SantaClaritaLibrary.com and published a column in The Signal.
Request for Proposals (RFP) for Public Library Services and Award of Operations Contract
The City of Santa Clarita issued a request for proposals (RFP) for the delivery of public library
services within the City of Santa Clarita. One proposal was submitted by Library Services &
Systems, LLC (LSSI). An evaluation panel composed of staff from the City Manager's Office,
Administrative Services, Community Development, and Public Works reviewed the proposal.
All members of the panel deemed the proposal to be comprehensive and responsive. Staff
contacted client references, and the reviews were satisfactory. In addition, staff visited several
public libraries in Riverside and Ventura counties operated under contract by LSSI and has
interviewed LSSI personnel. Based on the review of the proposal submitted, site visits,
interviews, and reference checks, staff recommends LSSI be awarded a contract to operate the
public libraries of the City of Santa Clarita.
ALTERNATIVE ACTIONS
1. Remain with the County Library
2. Withdraw from the County Library, and operate the libraries with City -hired employees.
3. Others action as directed by the City Council.
FISCAL IMPACT
There will be no impact to the General Fund. All costs and expenditures detailed herein would
be fully funded through Public Library Fund revenue that is legally restricted and can only be
used for providing public library services. A loan of $250,000 from the General Fund to a new
Public Library Fund would be authorized as part of adoption of the resolution.
ATTACHMENTS
Resolution
Pros and Cons
L.A. County Cities
Riverside County Library White Paper
Cost Summary
CITY OF SANTA CLARTTA
NOTICE OF PUBLIC HEARING
The City Council of the City of Santa Clarita will hold a public hearing at its regular
meeting on Tuesday, August 24, 2010, at 6:00 PM or as soon thereafter as may be heard
in the Council Chambers, Santa Clarita City Hall, 23920 Valencia Boulevard, Santa
Clarita, California, to consider the following action:
WITHDRAW FROM THE COUNTY OF LOS ANGELES PUBLIC LIBRARY
SYSTEM AND ESTABLISHMENT OF AN INDEPENDENT MUNICIPAL LIBRARY
A written staff report will be available at or before the hearing. Following an oral staff
report at the beginning of the hearing, all persons wishing to address the Council will be
provided up to three (3) minutes to address the Council. These time limits may be
changed at the discretion of the Council. Written comments may be presented to the
Council at any time prior to the close of the public hearing. At the conclusion of
testimony, the Council will deliberate and its decision will be memorialized in a written
resolution.
If you wish to challenge the action taken on this matter in court, you may be limited to
raising only those issues you or someone else raised at the public hearing described in
this notice, or written correspondence delivered to the City of Santa Clarita at, or prior to,
the public hearing.
Sarah P. Gorman, Esq.
City Clerk
Publish Dates: July 31, 2010
August 7, 2010
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARITA
TO WITHDRAW THE CITY OF SANTA CLARITA
FROM THE LOS ANGELES COUNTY FREE LIBRARY SYSTEM
AND ASSUME THE RESPONSIBILITY
FOR THE PROVISION OF LIBRARY SERVICES
WITHIN THE CITY OF SANTA CLARITA,
AND TAKING OTHER ACTIONS RELATED THERETO
WHEREAS, the City of Santa Clarita is within the service area of the County of
Los Angeles free library system; and
WHEREAS, Section 19116(a) of the California Education Code, authorizes a city whose
jurisdiction is within in the County of Los Angeles to withdraw from the county free library
system and assume responsibility for providing public library services by providing the board of
supervisors of Los Angeles County notification that the city no longer desires to be a part of the
county free library system; and
WHEREAS, Section 19106 of the California Education Code requires that before a city
council gives notice of withdrawal from the county free library system, the city council shall
publish at least once a week for two successive weeks prior to the giving of notice, in a
newspaper designated by city council and circulating throughout the city, notice of the
contemplated action, giving the date and the place of the meeting at which the contemplated
action is proposed to be taken; and
WHEREAS, a public hearing duly noticed in accordance with the requirements of Section
19106 of the California Education Code was conducted on August 24, 2010; and
WHEREAS, Section 19116(c) of the California Education Code provides that if there are
one or more county library facilities within the territorial boundaries of the withdrawing city at
the time the withdrawing city provides notice that the city no longer desires to be a part of the
county free library system, the withdrawing city shall have the right to acquire any or all of those
facilities from the county and the county shall, no later than July 1 of the base year ("base year"
being the fiscal year commencing on the July 1 following the December 2 following the date of
the notice given pursuant to Section 19116(a) of the California Government Code indicating that
the city no longer desires to be a part of the county free library system), transfer to the
withdrawing city each facility to be acquired and the personal property therein related to the
provision of library services; and
WHEREAS, pursuant to the provisions of Section 19116(d) of the California Education
Code, the board of supervisors of the County of Los Angeles may require as a condition of
transferring a library facility pursuant to Section 19116(c) of the California Education Code that
the library services provided by the City of Santa Clarita to its residents also be available on the
same basis to the residents of the surrounding jurisdictions; and
/0
WHEREAS, the City Council of the City of Santa Clarita desires to withdraw from the
Los Angeles County free library system effective July 1, 2011, and to acquire library facilities
and/or personal property therein related located within the City of Santa Clarita pursuant to the
provisions of Sections 19116(a) and 19116(c), respectively, of the California Education Code.
NOW, THEREFORE, the City Council of the City of Santa Clarita does hereby resolve
as follows:
SECTION 1. The foregoing recitals are true and correct, and the City Council hereby so
finds and determines.
SECTION 2. Pursuant to the provisions of Section 19116(a) of the California Education
Code, the City Council of the City of Santa Clarita hereby determines, and notifies the board of
supervisors of Los Angeles County, that the City of Santa Clarita no longer desires to be part of
the Los Angeles County free library system and that the City of Santa Clarita will assume
responsibility for the delivery of public library services within the City of Santa Clarita effective
July 1, 2011.
SECTION 3. The City Council of the City of Santa Clarita hereby determines, and
notifies the board of supervisors of Los Angeles County, that the City of Santa Clarita intends to
acquire property pursuant to the provisions of Section 19116(c) of the California Education
Code, specifically: the Newhall Library facility, parking area and the personal property therein
related; the Valencia Library facility, parking area and the personal property therein related; and
the personal property therein related to the Canyon Country Jo Anne Darcy Library.
SECTION 4. Pursuant to the provisions of Section 19116(d) of the California Education
Code, the Board of Supervisors of the County of Los Angeles may require, as a condition of
transferring the Valencia Library facility, that the library services provided by the City of Santa
Clarita to its residents also be available on the same basis to the residents of the surrounding
jurisdictions.
SECTION 5. The City Manager, Assistant City Manager, Deputy City Manager, City
Attorney, City Clerk and/or their designees are hereby authorized to take such actions as the City
Manager deems necessary to carry out, effectuate, implement, and fulfill the actions taken and
authorized by the City Council pursuant to this resolution.
SECTION 6. Fund 309 (Public Library Fund) is hereby created. The amount of
two -hundred and fifty thousand dollars is hereby loaned from the General Fund Capital Projects
Reserve to the Public Library Fund (Fund 309) and is hereby appropriated for the purpose of
implementing the actions herein taken and authorized by this resolution. Said loan shall accrue
interest a rate equal to the rate of return on investments of the City's cash and investment
portfolio and said loan shall be repaid at such time as possible by the Public Library Fund.
SECTION 7. This resolution shall take effect immediately upon adoption.
2 •lf
SECTION 8. The City Clerk is hereby directed to transmit a certified copy of this
resolution to the board of supervisors of Los Angeles County.
PASSED, APPROVED AND ADOPTED this 24th of August 2010.
MAYOR
ATTEST:
CITY CLERK
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.
CITY OF SANTA CLARITA )
I, Sarah P. Gorman, City Clerk of the City of Santa Clarita, do hereby certify that the
foregoing Resolution was duly adopted by the City Council of the City of Santa Clarita at a
regular meeting thereof, held on the day of 2010, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
CITY CLERK
3 '/C�-
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.
CITY OF SANTA CLARITA )
CERTIFICATION OF
CITY COUNCIL RESOLUTION
I, , City Clerk of the City of Santa Clarita, do hereby
certify that this is a true and correct copy of the original Resolution 10- adopted by the City
Council of the City of Santa Clarita, California on , 2010, which is now on file in my
office.
Witness my hand and seal of the City of Santa Clarita, California, this _ day of
2010.
City Clerk
By
Deputy City Clerk
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Los Angeles County
(bold = independent of the County Library)
Cities
Los Angeles
Long Beach
Glendale
Santa Clarita
Pomona
Torrance
Pasadena
Palmdale
Lancaster
EI Monte
Inglewood
Downey
West Covina
Norwalk
Burbank
South Gate
Compton
Carson
Santa Monica
Hawthorne
Alhambra
Whittier
Lakewood
Baldwin Park
Bellflower
Lynwood
Redondo Beach
Pico Rivera
Montebello
Huntington Park
Monterey Park
Gardena
Diamond Bar
Paramount
Population
4,045,873
492,642
207,157
177,045
163,405
148,965
148,126
147,897
145,243
126,053
118,878
113,379
112,666
109,695
108,029
102,816
99,242
97,960
91,439
90,014
89,259
86,945
83,486
81,281
77,110
73,147
67,488
66,867
65,668
64,747
64,434
61,781
60,360
57,969
�S
Los Angeles County
(bold = independent of the County Library)
Cities
Rosemead
Arcadia
Cerritos
Glendora
La Mirada
Covina
Azusa
Bell Gardens
La Puente
Rancho Palos Verdes
San Gabriel
Culver City
Monrovia
Bell
West Hollywood
Claremont
San Dimas
Manhattan Beach
Beverly Hills
Temple City
La Verne
Lawndale
Walnut
Maywood
Cudahy
South Pasadena
San Fernando
Calabasas
Agoura Hills
Duarte
South EI Monte
La Canada Flintridge
Lomita
Hermosa Beach
Santa Fe Springs
Population
57,422
56,491
54,870
52,362
50,092
49,552
48,743
46,766
43,256
42,964
42,762
40,694
39,327
38,762
37,563
37,242
36,874
36,505
35,983
35,683
34,046
33,540
32,299
29,971
25,879
25,792
25,230
23,725
23,337
22,953
22,391
21,276.
21,056
19,527
17,790
E0
Los Angeles County
(bold = independent of the County Library)
Cities
Artesia
EI Segundo
Hawaiian Gardens
Palos Verdes Estates
Malibu
Commerce
San Marino
Signal Hill
Sierra Madre
Westlake Village
Rolling Hills Estates
La Habra Heights
Avalon
Hidden Hills
Rolling Hills
Irwindale
Bradbury
Industry
Vernon
Population
17,552
17,002
15,900
14,046
13,700
13,536
13,455
11,402
11,116
8,867
8,185
6,140
3,532
2,016
1,967
1,724
948
798
95
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The Riverside County Library System: .
Thirteen Years of Innovation,- Experimentation, and Progress
Gary Christmas, MLS
Chief Deputy County Executive Officer (retired)
County of Riverside, Executive Office
June 17, 2010
The Riverside County Library System:
Innovation, Experimentation, and Progress
Introduction and Celebration
The following is an excerpt of a conversation overheard recently at our Palm Desert Library.
A man speaking to his wife, "I guess there isn't much point to libraries anymore when everything
is on the Internet."
Her response: "Oh, no, these libraries are busier than ever. You should see this library–there is
tons of people here every day. And the La Quinta Library? You can barely find a place to sit,
there are so many.people there!"
We hear repeatedly how libraries are more important—and more used—now than ever, in a time
when resources of all types, public and private, are being stretched to meet demand. Indeed, in
response to that stretching, more than 2400 libraries nationwide have cut back their hours; many
have had to close entirely.
In stark contrast to such sad statistics, our library hours, programming, and materials here in
Riverside County have increased. Additionally, our efforts have been lauded—here in California
and by national organizations.
The purpose of this paper is to describe how we've arrived at this momentous point.
An Important Management Difference
A mid-1990s state -mandated proposition in California shifted property taxes to education,
resulting in a dramatic reduction in library funding. Riverside County's Board of Supervisors
and County staff recognized they could no longer afford status -quo operations and defined a way
to manage this precious public asset—our community's libraries—with the discipline and
analysis more typically found in private organizations. We established a public-private
partnership that could yield increased services within the available funding.
The public libraries in Riverside County are funded by a 1.15% ad valorem property tax
dedicated to the library. In the 13 -years of this public-private partnership, we have not had to
seek an increase in this percentage rate. Rather, as new development came to the County and as
property values increased, the value of this 1.15% allocation grew accordingly. However, the
County Supervisors had the foresight to regularly earmark a portion of this revenue to build an
unrecognized fund balance dedicated for library funding, exclusively. Monies from this budget
have only been spent on an as -needed basis to balance the budget. Over time, a library reserve
budget was built by conservatively budgeting revenues and by not increasing expenses. This is
an enviable financial situation that never existed under the previous contractual arrangement with
the City of Riverside which managed the County's libraries for 85 -years.
Iq
Under the strict terms of this new partnership agreement, we also gained more control over the
services and usage of monies that voters and the County's municipal partners demand and
deserve. The results of this agreement were soon visible and dramatic, as described later in this
document. During the 13 years of the partnership:
• Supplemental funding of approximately $5 million in grant money has been secured by
our private partner, thereby greatly enhancing what we can accomplish over and above
what tax revenues can support.
• Extra expertise—in technology, fund-raising, and community outreach --has been brought
to bear on our library operations through talents available elsewhere in our partner's
network of other libraries that are operated through similar public-private partnership
models which now total 64 public library facilities nationwide.
• Support services provided by our partner, including accounting, automation support,
training, and human resources, have been consolidated, resulting in far less overhead.
Understandably, in the years since their initial decision, our County Board of Supervisors has
twice unanimously voted to extend this public-private partnership agreement for additional 5 -
year periods.
Specific Steps in Creating the Partnership
In 1997, we solicited bids by using a standard procurement process for the County. We prepared
and issued a Request for -Proposals that stated in no uncertain terms what we wanted to contract
for and how we would judge proposals. One of our primary objectives was to regain local
control over setting library policies. We insisted in the RFP that it was part of our "zero -based"
planning and restructuring; that is, reforms would be required for the entire endeavor, not just
working with "new money" or tinkering around the edges. We asked prospective respondents to
give us "out-of-the-box" proposals for providing "traditional" public library services in a non-
traditional way. In addition, we were careful to ensure that:
We would receive the highest levels of service within the County's dedicated funding
for libraries, not just accept the lowest bid.
We would draw on expertise from the California State Library in a consulting role,
evaluating proposals.
We would meet company representatives in person before any selection so we could ask
questions on the spot and assess their motivation and decision-making.
We received proposals from three sources — the Riverside County Office of Education, the San
Bernardino County Library and Library Systems & Services, LLC (LSSI). The contract was
awarded to LSSI, a private library management company headquartered in Germantown,
Maryland, with West Coast offices established here in Riverside County to facilitate a close
relationship with us. We became the first local government organization in the United States to
outsource the management of day-to-day library operations to a private company. We are,
therefore, a public institution with a private partner; our partnership is structured to assign to
each partner the functions that it does best.
Important Early Steps
Public entities have long incorporated different employment models for library staff in different
roles. They draw at times on part-timers, temporaries, substitutes, volunteers, contractor
technical staff, and interns as well as full-time professional staff. The Riverside County public-
private partnership model added to this array another paradigm for the organizational
environment of public libraries: the employment of formerly public employees by a private
company. This removed some expensive aspects of their employment from our budget, but we
had structured the contract to make sure we still had a voice in the hiring of key library
management positions.
LSSI offered employment to all existing library staff. The new LSSI employees received their
same rate of base pay, accumulated vacation time and vacation accrual rates. Their prior
investment in the California Public Employees' Retirement System (Ca1PERS) was protected.
They also became eligible for Social Security for the first time and they were given the option of
participating in their new employer's 401-K plan and other LSSI employee benefits.
They also became part of a merit -based, results -oriented awards system for salary increases and
promotion. The arrangement has proven satisfactory for most: many of those incumbent
employees are still working within our system; more than fifty received 10 -year service awards
from LSSI in 2008; and currently, Riverside County, through LSSI, is providing employment for
214 professional librarians and paraprofessionals.
Another innovation was the establishment of regions or zones within our large county so our
citizens receive the best services and materials regardless of where they live. Here's how we
have benefited from that:
• We are able to establish operational procedures that allow the local libraries to work
more cohesively because of their proximity.
• Regional policies and shared services in zones can better reflect the needs and culture of
these smaller "slices" of the County.
• Funding for the libraries is fairer because each zone has its own library usage and
property tax figures.
• Patrons in each zone have access to their own Principal Reference Center with
specialists and select materials instead of relying solely on one reference collection at a
central library.
0
M
Immediate Results
Within the first year of this partnership we saw significant improvements:
• A $900,000 decrease in operations costs;
• A doubling in our materials budget which has since grown approximately ten -fold to
almost $2 million annually;
• 34% increase (on average) in expanded library operating hours (which have now more
than doubled);
• 15% increase in circulation of our materials;
• More programming relative to the needs of each community, resulting in greater
participation at library -sponsored events;
• Saved people's jobs, avoiding the possibility they might have to relocate in order to
continue working as librarians, or start entirely new careers.
These accomplishments were immediately noted and enjoyed by our citizens and others. We
even received a national award from the National Council for Public -Private Partnerships.
5 Years Later -- Impressive Improvements
Within just the first five years of this partnership—without changing the library's funding sources,
increasing taxes, or imposing usage fees—we had accomplished:
• 86% increase in operating hours, system -wide, including popular, new Sunday hours;
• Doubling of staffing, including the influx of more master's degree -level staff,
• Continued expansion of the materials budget;
• 10% increase in circulation of our materials;
• Significant technology upgrades including:
--Addition of more than 200 new public -access intemet terminals;
-- Installation of a $140,000 computer system for staff usage to better track collection
items for our patrons and to contain operating costs;
-- Upgrade to high-speed Internet access in our facilities;
• Access to far more materials for our patrons because of more far-reaching delivery of
materials among our facilities;
Doubling of mobile library service throughout the county;
• Construction of new library buildings and renovations to existing properties
• Established a new joint use library facility with the Perris Union High School District
• Our partner paid for an independent financial audit, by an outside firm, for improved
transparency and accountability of public dollars for our citizens.
All of this, and more, was accomplished during the first five years of this public-private
partnership.
13 Fears Later
Since Riverside County began operating its libraries under this innovative business model, the
County has realized extraordinary management efficiencies:
• Reclaimed control over our public libraries. The County became more accountable for
how millions of taxpayer dollars were being spent;
• Completed 20 construction projects, including 11 replacement facilities and 9 entirely
new libraries, as well as 7 major library renovations;
• Introduced an early childhood literacy program that has helped over 15,000 children
enter school reading or ready to read since 2002;
• Created an English as a Second Language program that has helped thousands of adults
learn to speak, read and write English;
• Launched an award-winning Latino outreach program called Leer Es Triunfar (Reading
Is Succeeding) and become a best -practice example in the state of California for such
programs as Dia de los Ninos/ Dia de los Libros;
• Initiated and continues to operate six joint -use library facilities shared with local school
districts;
• Installed a Radio Frequency -Identification (RFID) self-service system in many facilities,
so people can check out their own materials, speeding up that process and also
preventing theft of materials;
• Introduced a new web site providing 24/7 access to reference services, databases,
interactive programs, staff blogs, and a chance to comment and interact with others
around topics and areas of interest. Users can also request RSS feeds sent to their e-
mail, and interact with library staff and services online;
• Installed a new print -on -demand system with a $100,000 grant from the State of
California so patrons can print, cover, and bind books from computer files. The service
is free if patrons return the book to the library's collection after they read it; as an
option, they can elect to keep the book and pay a small fee;
• Saved people's jobs, avoiding the possibility they might have to relocate in order to
continue working as librarians, or start entirely new careers.
• We created more than 100 new jobs
Recognition
The U.S. Green Building Council has recognized us for the first county -owned environmentally
friendly building: our LEED-certified Woodcrest Library uses about 22,000 kilowatt hours less
electricity in a year than comparable -size branches even though it is open more hours. (And this
saves the County about $2,100/year.)
Riverside and San Bernardino Counties received $250,000 in grant funding to create a combined
automated system that allows residents in both counties access to the combined collections of
both libraries.
In 2005, the American Library Association awarded Riverside County Library System the
prestigious John Cotton Dana Award for its Latino outreach program Leer Es Triunfar (Reading
Is Succeeding).
6
In 2008, RCLS was awarded the Raul and Estela Mora Award for its exemplary Dia de los
Ninos/Dia de los Libros (Day of the Child/Day of the -Book) celebrations and for leading efforts
to have the State Library of California adopt the promotion of statewide "Dia" celebration.
California's Council on the Humanities chose the Riverside County Library System to be its sole
partner for its "Making a Difference" programs promoting civic engagement in libraries.
The Association of Library Services to Children, a division of the American Library Association,
selected the Riverside County Library System to host the 2010 May Hill Arbuthnot Honor
Lecture, only the fourth time in 40 years that this prestigious event has been held in California.
Summary Statistics
24 a 033 fig
612 1x;343
*Circulation for 1999-2000 (previous year's circulation figures included in-house use)
These statistics indicate that the steady improvements in library facilities and collections,
together with the introduction of innovative services and programs, is beginning to yield
significant increases in public use of the library system and its resources. Circulation in the last
three years has increased over 70% and attendance at RCLS programs has increased 150% in the
same period. The increases shown above in attendance at programs from 1997-98 to 2008-09,
including an astounding increase in adult attendance from just over 1,000 to over 61,000 last
year, reflect our attempt to create dynamic and exciting programs and services for all ages.
Summary: Delivering Important Results
The end of the first decade of the 21 S` Century and the start of the second decade will be
remembered worldwide in government circles and with taxpayers as a time of high budget
deficits, staff and service cutbacks, coupled with challenging, creative and sometimes painfully -
contortionist financial juggling.
According to the American Library Association, nationwide, the average per capita operating
expenditure for public libraries was $34.95 in 2007 (the most recent information available). We
have been able to give our citizens more library benefits than ever before, but at roughly half that
amount of funding. Riverside County has built a modern 21" century public library system that
is award-winning and the innovator of new services and technologies to serve our citizens better,
year in and year out.
ADDENDUM
Significant Infrastructure Projects since start of Public -Private Partnership
New Buildings in a New Service Location (10)
• Eastvale: school joint use • Mission Trail
• El Cerrito: school joint use • Paloma Valley: school joint use
• Home Gardens • Romoland: school joint use .
• Lakeside: school joint use • Temecula City Library
• Mead Valley (status: design phase) • Woodcrest (TEMPORARY store front)
New Buildings to Replace Existing Libraries (11)
• Anza • Robidoux
• Calimesa • San Jacinto — school joint use
• Canyon Lake • Sun City
• Highgrove (under construction) • Thousand Palms
• La Quinta: 10,000 sq. ft. • Woodcrest — First LEED Certified
• Mecca building in Riverside County
Renovations/Expansions of Existing Libraries (8)
• Highgrove
• Valle Vista
• La Quinta expansion: expanded to
20,000 sq. ft.
• Cathedral City
Bookmobiles
• Palm Desert (design phase)
• Canyon Lake expansion
• Home Gardens expansion
• Grace Mellman
• Coachella Valley Bookmobile — replacement
• Western County Bookmobile — replacement
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