HomeMy WebLinkAboutMINUTES - 03261996 - C41 TO: BOARD OF SUPERVISORS
FROM: = Anne Marie Gold,County Librarian
DATE: March 7, 1996
SUBJECT: COUNTY LIBRARY CONSULTANT STUDY
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATION:
1. APPROVE and AUTHORIZE County Administrator and County Librarian to participate in a joint city/county
funded study of library services with a county share contractual amount of$25,264.
2. DIRECT the County Administrator and County Librarian to report back to the Board of Supervisors on a regular
basis on the ongoing status of the consultant study.
FINANCIAL IMPACT:
The cost of the full consulting contract is $115,000. All 17 cities served by the County Library and the County will share the
cost of the study on the basis of population served. The cost to the County will be $25,264 which will be paid from the
Library Fund.
BACKGROUND:
At its meeting on October 14, 1996 the Board of Supervisors acknowledge the need to contract for an independent
consultant study of options for library service in Contra Costa County and authorized the County Administrator and County
Librarian to work with the Public Managers Association in developing a Request for Proposal for consultant services for such
a study, to issue the RFP and contract with consultant group selected. The Board also directed the County Administrator
and County Librarian to report back on a regular basis on the ongoing status of the study.
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The Request for Proposal for the library study was issued by the Public Managers Association in November 1995 with
responses due back on December 22, 1995. Four consulting firms responded to the RFP. On January 10, 1996 a
subcommittee consisting of the City Managers of Antioch, Walnut Creek, Danville, El Cerrito and Concord, the County
Administrator and County Librarian, as well as City Councilmembers Anne Grodin of Lafayette and Harriet Burt of
Martinez, conducted preliminary interviews of all four firms and recommended that the top two firms be interviewed by the
entire PMA membership. On January 19, 1996 approximately 13 members of the PMA, in addition to the County Librarian
and the two above City Councilmembers, interviewed the two consulting firms with their entire teams. Out of that meeting
there was a unanimous recommendation that the firm of David M. Griffith& Associates, Ltd., be hired for the study. The
Griffiths firm is currently completing a similar study for Orange County.
The Chair of the Public Managers Association, Dave Rowlands, City Manager of Antioch, negotiated the contract with
Griffiths and the City of Antioch will act as fiscal agent for the.study. The total cost of the study is $115,000. Based on the
population percentage for the county, the County's cost will be $25,264 which will be paid from the Library Fund. All 17
cities served by the County Library have approved their financial participation in the study.
CONTINUED ON ATTACHMENT:.LYES YES SIGNATURE: ac
_RECOMMENDATION OF COUNTY ADMINISTRATOR—RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(SI:
ACTION OF BOARD ON Mar'r•h 269 1996 APPROVED AS RECOMMENDED OTHER
Supervisor DeSaulnier requested that this' subject also be considered as
a short discussion item on a future agenda.
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
UNANIMOUS(ABSENT 1 AND CORRECT COPY OF AN ACTION TAKEN AND
AYES: NOES: ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED March 2.6, 1996
Phil Satchelor,Clerk of the Board of
Contact: Anne Marie Gold,646-6423 Supervisors and County Administrator
cc: County Administrator 1
County Librarian By Ji to JP-1�d e_ �� _/ ,Deputy Clerk
c . qi
COUNTY LIBRARY CONSULTANT STUDY
March 7, 1996
Page 2
Attached are the original Request for Proposal for the study, the Griffiths response and the draft contract with cost
breakdowns for cities and the County. The Griffiths response details the exact work to be completed by the consultant
during the study.
The timeline for the study calls for work to begin in February 1996 with completion by the end of July 1996. The County
Librarian has been designated by the PMA as the contact person for the Griffiths firm for coordinating activities. Two initial
data gathering meetings have been held already with the consultant team. Individual meetings with the Board of Supervisors
and City Councils are expected to begin in March.
A Technical Committee consisting of the 17 City Managers of cities served by the County Library,the County Administrator
and the County Librarian will oversee the work of the consultant. An Advisory Committee, consisting of the Ad Hoc Task
Force on the County Library,will serve in an advisory capacity to the Technical Committee.
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CONTRA COSTA
PUBLIC MANAGERS' ASSOCIATION
Request for Proposal
December, 1995
Contra Costa Public Managers'Association(PMA)is interested in receiving proposals for a County-
wide study for delivery of Library Services, as described in this Request for Proposal.
Schedule of Events Date
PMA issues RFP.......................................... 11/13/95
Proposals due.............................................. 12/22/95
Interview of finalists.................................... Week of 1/8/96
Approval of contract by PMA..................... Week of 1/22/96
Initiation of Study....................................... 2/1/96
Point of Contact:
All responses to the Request for Proposal and inquiries related to this RFP are to be submitted to
Dave Rowlands, Chair of PMA, at the following address:
c/o: City of Antioch
P.O. Box 130
Antioch, CA 94509.
Proposal Closing Date:
Twenty(20)copies of each respondent's proposal must be received by the PMA not later than 5:00
p.m. on Friday, December 22, 1995_ All proposals must be delivered to the above address.
1.
't t
I. INTRODUCTION
The objective of this Request for Proposal (RFP), is to contract with a consultant, or joint
venture of consultants, to develop and study various models for future library governance and
delivery of services for the cities and county of Contra Costa_ The RFP seeks to enlist a consultant,
or joint venture of consultants,with experience and demonstrated abilities in analyzing various models
for delivery of library services, local government finances and funding, and expertise in developing
a conflict/resolution consensus process to be implemented by the consultant among the many diverse
stakeholders that will be involved in the study.
The consultant will receive direction from the Contra Costa Public Managers' Association
(PMA)which includes the City Managers of the 18 cities and the County Administrator. The County
Librarian will also:participate in the study. An Advisory Committee will be utilized to provide input
to the PMA. The,Advisory Committee will be composed of the present membership of the County's
Library Task Force.
H. BACKGROUND
(Excerpted from the County Library Master Plan)
The Contra Costa County Library was founded in-1913. It was not the first library in the county-
the Martinez Free Reading Room and Library Association had been running a library for the public
since 1896, and the Richmond Public Library had opened in 1909-but its creation brought a new
commitment to.widespread, county-wide library service.
The county library of the early days was quite different from the library of today. The first"branches"
were corners of post offices, stores, schools or even private houses. Each site had a"custodian",
someone who was already on the site who was paid a small monthly fee to check books in and out
and ship them to and from the library headquarters in Martinez. The first branch buildings devoted
solely to library service, "small bungalow libraries" in Antioch, Concord, and Walnut Creek, were
opened in 1916. Many of the other early branches were much more modest-Bay Point's was in a
converted bandstand for several years, and Pinole shared its building with a fire station and jail.
This decentralized, no-frills operation meant that branches could be operated in a wide number of
locations, an important consideration at a time when transportation around the county was no easy
matter. By 1928 the county library had 43 branches(it has 21 today including the central library) and
provided library service to 64 public schools. There were branches operation in such communities
as Associated, Giant, Nichols and.Oleum, as well as at three Standard Oil pumping stations.
In the years following the Second World War, as Contra Costa County changed from a mostly rural
county to a suburban one, the county library began to change into the system it is today. The library
started hiring its staff through the merit system in 1947, and the first branch librarian was hired (for
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Request for Proposal-Library Study
El Cerrito) in 1949. More training was provided for the library assistants who now ran most of the
larger branches, and the smaller branches("deposit stations" still run by custodians) began to be shut
down, especially after the library started bookmobile service in 1956. The library stopped providing
books to school libraries in 1953.
In the mid-1950's, the library began an ambitious program to construct much larger branch buildings.
This eventually led to the construction of most of the buildings that the library uses today. Between
1958 and 1974, 15 of the 23 library buildings now in use(all but the older buildings at Crockett, El
Cerrito, Martinez and Rodeo and the newer ones at Brentwood, Clayton and San Ramon) were
opened. Among these were the county's first central library and the adjacent library administrative
and technical services center, which opened in 1961.
Proposition 13,which was passed in 1978, eliminated the method of taxation that had paid for most
of the new branch buildings and put an end to this rapid expansion. Brentwood (1979), San Ramon
(1989) and Clayton (1995) have been the only new buildings to open since, though a new Clayton
branch is now on its way. The library was able to move forward in other ways-in 1979, the old card
catalog was replaced by a computer-produced microfilm catalog, which in turn gave way to the
current CD-ROM computer catalog in 1988. An initial computerized circulation system was
implemented in 1989 and is currently being replaced with an integrated electronic information system
which combines staff and end user components.
Please note: Consultants may wish to refer to the Contra Costa County Library Master
Plan 1993-1998 for further information.
III. PRESENT GOVERNING STRUCTURE
(Excerpted from the County Library Master Plan)
The Contra Costa County Library is organized under the 1911 County Free Library Law which now
constitutes Sections 19100-19180 of the State of California Education Code. As such, the Contra
Costa County Board of Supervisors serves as the governing board for the library. The service area
for the library includes all of the area of the county with the exception of the incorporated area of the
City of Richmond which is served by its own municipal library. While for purposes of property tax
allocation the county library is considered a special district, for operation purposes it operates as a
county department and is subject to all the policies, rules and regulations of such.
In 1991 the Board of Supervisors established an advisory Contra Costa County Library Commission.
There are 28 possible seats on the Commission - one from each supervisorial district (5), one from
each incorporated city(18), and five special seats, one each from the County Office of Education, the
Central Labor Council, the Contra Costa Council, the Alliance for Better Libraries and the Contra
Costa Youth Commission. The Commission currently operates with 27 members as the City of
Richmond has chosen not to make an appointment to the Commission. In establishing the
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Request for Proposal-Library Study
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Commission, the Board of Supervisors gave it specific purposes including:
A. To serve in an advisory capacity to the Board of Supervisors and the County
Librarian.
B. To provide a community linkage to the County Library.
C. To establish a forum for the community to express its views regarding the goals
and operations of the County Library.
D. To assist the Board of Supervisors and the County Librarian to provide library
services based on assessed public need.
E. To develop and recommend proposals to the Board of Supervisors and County
Librarian for the betterment of the County Library including, but not limited to,
such efforts as insuring a stable and adequate funding level for the libraries in the
County.
The specific advisory duties of the Conunission include participating in the planning process, holding
public hearings, monitoring the achievement of goals and reporting on such achievements to the
Board of Supervisors and County Librarian, making recommendations on the library budget, assisting
in the development of policies, and determining necessary funding levels and alternative levels of
financing. The Library Commission is specifically prohibited from undertaking any inquiry or
investigation into the personnel policies and practices of the County Library or the day-to-day
administrative operations of the County Library.
Day-to-day administrative operations of the County Library are the responsibility of the County
Librarian who reports through the County Administrative Officer to the Board of Supervisors.
Within the library, administration and management of operations is delegated to specific managers.
IV. NECESSITY FOR THE STUDY
The current system was developed many years ago, as indicated above, when the County was
primarily rural in nature. Much of the County is now urbanized, and will become even more so in the
future. Past, present and future development patterns-in the County have likely deemed the existing
system archaic. A number of cities feel they are under-served as compared to the amount of property
taxes they contribute to the system.
Recent attempts to correct the system's deficiencies have focused on increasing funding
through various financing mechanisms such as parcel taxes or establishment of a County Library
Service Area. A ballot issue to establish a $15 parcel tax gathered 61% of the vote, but failed to
achieve the necessary 2/3 required in November 1994. A significant factor in the defeat of the
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Request for Proposal-Library Study
measure was a lack of support from the Contra Costa Mayors' Conference, which was divided over
issues of governance and service delivery. Issues of governance and service delivery generally have
not been addressed comprehensively.
The study approach being recommended herein makes no assumptions regarding use.of the
existing library system, but rather clears the boards; and assumes no set structure as a starting point.
The affected agencies feel it is now time to look at solutions from a different perspective, step back,
and consider a system from the ground up that addresses current and future service delivery.
The study would broaden the prior parameters and include various models that may or may
not include the County as service provider. It would look at models that involve innovative solutions
that could include such partners as school districts, colleges and businesses, and advancements in
technology. Delivery of services will likely change due to use of such technology as the Internet and
other electronic means.
The current criteria for measuring services or standards may be meaningless in the not-too-
distant future. Service levels are generally defined by number of hours a library is open to the public,
or the number of patrons utilizing any given branch. While these are measurable service levels, there
are many others that should be addressed. Such things as materials per resident, materials
replacement rates, types of programming, customer satisfaction surveys, rate of successful title
searches, percent of reference questions answered, percent of requests for information successfully
responded to, percent of patrons surveyed who feel that` reference services meet or exceed
expectations, success rate for picture book searches in the children's section, etc. As one can well
imagine, there are many more measurable indicators that can be developed for library services. The
study should include a listing of measurable objectives and performance indicators.
The most challenging aspect of this study will be to deal with the diverse perspectives,
priorities, and agendas of the cities and the county. This diversity and the number of agencies
involved are the prime reasons progress in developing acceptable solutions has not occurred. The
PMA is requiring that the study include a process to develop consensus among these diverse
elements. Consultant may wish to develop a training process on shared decision making. Proposals
should include personnel or a joint venture that includes this expertise.
The consultant, or joint venture, must also demonstrate capabilities in structuring financial and
funding options, and understand modern library technology. Funding options should not be limited
to new taxes or assessments. A number of the cities within the County are currently opposed to
alternatives that may include new taxes or assessments.
A combination of various governance models may be feasible. Some cities may wish to
consider a"go it alone"approach. Others may wish to partner with adjoining cities (with or without
the County) which have complimentary goals in order to maximize their resources. Other models
involving the County should also be studied. Services in the unincorporated County areas must also
be addressed. Many alternatives and solutions may be possible.
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V. CONSULTANT RESPONSIBILI'T'IES
The consultant's efforts in preparing this study and recommendations shall include, but not be limited
to, the following:
A. The consultant should meet with the City Councils from all 18 cities, and the County
Board of Supervisors to understand the need, priority, and issues of each agency
related to the delivery of library services. The consultant should then summarize that
input for use in analyzing and recommending options for governance and financial
models.
B. Conflict Resolution Process
Due to the varying perspectives of the agencies in the County, as mentioned above,
an effective conflict resolution process will need to be developed that, at the very
.::least, involves interviewing all cities and the County to gain a better understanding of
each of the varying perspectives. A process to identify areas of agreement and
provides solutions to resolve areas of conflict must be developed.
C. An analysis of Different Governance Models
1. Separate City Libraries
2. County Special District Library
3. Independent Special District Library
4. Joint Powers Authority Library
S. Multi-function Joint Powers Authority
6. City and County libraries
7. City Libraries Serving County Populations
8. Sub-regional Library Systems (with or without County involvement)
9. Other, as suggested by consultant
Initial analysis of the above will identify pros and cons for current and potential
participants. The PMA may eliminate less useful models and identify the prime
models for detailed study.
The detailed consultant study of selected governance models shall involve further in-
depth analysis of those models and also 10 year financial projections and an analysis
of fiscal equity among participants. Funding for various service levels for each model
must also be identified.
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D. A Ten-Year Financial Projection
A ten-year Financial Projection for each model will include specific financial analysis for
individual participants. This shall include expenditure trends, current revenue sources and
funding requirements for programs of service provided by the various alternatives. Funding
levels for varying levels of service should be developed for each of the models.
E. Fiscal/Services Equity Among Participants
The County library system relies primarily on property taxes for its operating revenues. The
consultant shall evaluate the current system including distribution of funding and direct and
indirect costs, and propose alternative methods of.approaching greater equity between
participants. A number of issues related to the equity questions should be examined and
analyzed including: asset ownership, donor/recipient issues, differential levels of service
including definition of various service levels and consultant criteria identification,a review of
objective needs criteria for keeping libraries open or closed, and an examination of future
trends in service delivery for libraries' information service.
F. Service Objectives and Performance Indicators
The consultant will be asked to develop key objectives and performance indicators that can
measure the effectiveness and efficiency of service levels for a modern library system.
G. Project Oversight
It is anticipated,the consultant shall meet a minimum of five times with the PMA, and twice
with the Advisory Committee, and twice with the Library Commission.
VI. DELIVERABLES /PROCESS
A. Deliverables
Consultant will document all study findings, conclusions and recommendations in a formal
study report. The consultant will identify opportunities for improvement and develop specific
recommendations for implementation of these improvements. The recommendations should
include recommended performance indicators for each functional area. The implementation
plan will assess the financial impact of each recommendation.
This study is expected to report the pros and cons of various governance structures and
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Request for Proposal-Library Study
funding options and include a recommendation for the future models for agencies of Contra
Costa County. The PMA desires that the project be completed within 180 days of contract
award. The specific deliverables under item A are as follows:
1. A preliminary report that identifies the pros and cons of the various
governance structures for current and potential participants. A summary of input
from interviews with agency representatives of library needs, current deficiencies,
vision, etc.
2. A comprehensive report of the best selected potential governance models as
determined by the PMA from the consultant's preliminary report. This report
will provide in-depth analysis of selected models addressing pros and cons of
detailed governance structures.
3. A ten-year financial projection for selected governance models including
specific financial analysis for individual participants (as identified by the
PMA).
4. The in-depth analysis of selected governance models and service levels will
include a report on proposed alternative methods of achieving closer fiscal
equity between participants.
5. Final draft of the governance study including recommendations, which may
include more than one recommended option.
6. A conflict resolution process (implemented during the study period) which
attempts to achieve consensus among the study participants and listing of
outcomes.
7. A proposed listing of measurable objectives, and performance indicators for
defining library services.
B. Process
1. Consultants will survey a sample of-residents, business owners, school districts and
other stakeholders within the County to determine their views toward the Library and
their service delivery expectations-, and the survey will be included and reported in the
final report.
2. Consultant will survey employees at all levels regarding their perception of mission,
goals and objectives, workload, information, supervision, training, policies and
procedures, management, resources, etc. Survey results will be anonymous.
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Request for Proposal-Library Study
3. Consultant will meet with City Councils, City Managers, Board of Supervisors and
County Administrator regarding service delivery expectations and governance issues.
City Councils should be encouraged to include friends groups and other stakeholders
as they see fit.
4. Consultant will provide monthly status reports to the PMA.
5. Consultant will provide the members of the PMA draft copies of the final report of
findings and recommendations for review and comment prior to final printing.
6. Consultant will make oral presentations of the results of the study to the PMA, Ad
Hoc Task Force, Library Commission, Mayors' Conference, Board of Supervisors
and others as appropriate.
7. Consultant will provide thirty (30) copies of the final report, thirty (30) additional
copies of the executive summary, and one (1) copy on diskette to the PMA.
VII. CONTENT OF PROPOSAL
In order to assist the PMA with the review of proposals, consultants must submit their proposals in
the same sequence shown below.
A. An executive summary of no more than three pages describing your firm's approach
to the project, services to be provided, and firm capabilities (including
subcontractors).
B. A description of your organization's professional qualifications.
C. A statement indicating the number of employees, by level, who will handle the study.
D. A separate listing of current and prior local governments including the following:
1. Type(s) of services performed.
2. The names, addresses and telephone numbers of persons who may be
contacted by the PMA as references.
3. In addition, attach samples of similar studies or reports.
4. Amount of time dedicated to each study.
5. Their position in each study.
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Request for Proposal-Library Study
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6. Percentage of time senior or higher level personnel will be involved.
E. A tentative schedule for completing each task in the work plan, including deadlines
for preparing all project deliverables.
F. A written work plan outlining in detail how the consultant proposes to perform the
services required and including a breakdown of major tasks to be addressed.
G. Any additional information which, in the opinion of the consultant would be relevant
to the PMA's evaluation process.
H. Provide a.detailed project budget including overhead charges and specify a not-to-
exceed fee for the study. Identify the responsibility of each of the individuals and
specify the number of hours,job classification and hourly rate of each person.
I. A statement describing the type and anticipated amount of support services or
documents the PMA would be required to provide.
J. A list "of specific exceptions to any and all items, conditions and requirements
contained in the RFP.
VIII. PROPOSAL EVALUATION CRITERIA
Proposals will be evaluated on the basis-of their response to all provisions of this RFP. Following the
receipt of proposals, a Task Force from the PMA membership (including the County Librarian)will
select finalists for further evaluation. The Task Force may use some or all of the following criteria
in its evaluation and comparison of proposals submitted. These are the major criteria and the order
in which they appear isnot intended to indicate their relative importance:
A. .Responsiveness to the requirements of the project as set forth in the RFP.
B. A demonstrated understanding of the project's objectives, scope, and goals.
C. A logical, proven methodology for carrying out the tasks described in the bidder's
proposal and developing project deliverables.
D. Recent experience in conducting projects of similar scope, complexity and magnitude.
E. Demonstrated familiarity with the development of measurable service level standards,
and performance indicators for library systems.
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Request for Proposal-Library Study
F. The quality and quantity of personnel assigned to the project, including educational
background, work experience and directly related recent consulting experience.
G. The organization structure of the proposed project team.
H. The financial stability of the respondent.
I. Recent references from local clients.
I The proposed project cost in relationship to the quality and completeness of the study
approach.
Following evaluation by the Task Force, two to four finalists will be recommended to the PMA. The
PMA will conduct oral interviews with each finalist. The individual designated as the project manager
(as well as other key team members) should be in attendance at the PMA interview. Consultants
should be prepared to discuss all aspects of their proposal.
The PMA reserves the right to reject any and all proposals submitted. Any award made for this
engagement will be made to the proposer which, in the opinion of the PMA, is best qualified to
conduct the project.
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Request for Proposal-Library Study
Proposal to Conduct a Study
of County-wide Library Services
in Contra Costa County
CONTRA.COSTA PUBLIC
MANAGERS'ASSOCIATION
December 22, 1995 David NL Griffith &Associates
Cupertino, California
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TABLE OF CONTENTS
Seed*on _ Zai+1e Page ...
Letter of Transmittal -
I. Firm and Project Team Background
and Experience 1
II. Project Overview and Approach 18
III. Project Cost 33
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DAVID M. GRIFFITH &ASSOCIATES, LTD.
Professional Services for the Public Sector
20111 Stevens Creek Boulevard, Suite 145
Cupertino,California 95014
406.366-0260 FAX 408.366-0263
DMG
December 22, 1995
David Rowlands
City Manager
City of Antioch
Third and H Streets
Antioch, CA 94509
Dear Mr. Rowlands:
We are pleased. to present our proposal to conduct a County-wide
governance and services study covering library services in Contra Costa
County. Library services in Contra Costa County, as well as elsewhere in
California face a number of serious challenges as revenue restrictions
constrict services, and member jurisdictions seek alternatives for
delivering services which are consistent with their constituents'
expectations. The proposed project offers a major consulting challenge to
identify and develop governance, financing, and service delivery
alternatives which will shape library services in the County into the next
century.
We believe our proposed project team provides a unique set of skills
and experience to assist the County and the member cities address library
service isaues. Our project team has extensive experience with library
operations and systems as well as with various governance and financial
approaches for delivering multi jurisdictional public services. Team
members have served on city councils, JPA's, regional county library
_.. boards, and private sector non-profit":boar"ds_of directors, and have developed
_. aud.managed.regional-library..services...They have.advised clients on benefit
assessment districts, fee-for-service charges, and other options available to
finance library operations. Most importantly, the proposed project team is
currently conducting a comparable project for the Orange County Public
Library and its member jurisdictions -- a project which also is defining a
broad mix of service alternatives for the member jurisdictions, and is
grappling with the complicated issues of service levels and fiscal equity.
This project, which is scheduled for completion shortly after the Contra
Costa County study begins, will provide us detailed background and
experience in analyzing and resolving the complex issues which also
characterize the Contra Costa County project.
DMG
The proposal which follows has been organized consistent with the
requirements as listed in the Request for Proposal. It opens with an
introduction to the qualifications of our firm and project team. A detailed
description of our proposed work approach follows and includes a task by
task project work schedule. The proposal closes with our estimate of project
cost.
In preparing the proposal, we have provided the requeste&--user/{.
customer survey requested in the Request for Proposal as an-optional,task.F-
Because a..valid survey of customer opinions requires a sophisticated
sampling and survey approach given the size and diversity of the CCCPL
service area, costs may exceed the amount the PMA anticipated spending
for this project component. As a result, this task has been included as an
optional service, and we would be pleased to further discuss expectations
related to the community survey as the selection process proceeds.
In preparing our proposal, we have given much thought "to the
conflict resolution:.issuq raised in the Request for Proposal. We considered
incorporating` a firm with special expertise in conflict resolution and
conflict resolution processes into our proposal, but rejected this approach
for the following reasons:
• A key issue related to formal conflict resolution processes
involve i.selecting-a..mediator/facilitatorw in which opposing
parties have confidence and mutually accept. Simply
imposing a firm on the Contra Costa County parties as a part
of our project team would violate this important precept.
Concurrently, it ist:not-clear that.one group would be mutually
.acceptable to the 19 parties (18 City Councils and the Board of
Supervisors) who are party to this project.
•
During preliminary discussions, we found that ineorporating
a formal conflict resolution. process as a part of this project, _
given the number of jurisdictions and parties involved, would
be extremely costly, time consuming for the participating
agencies, and assuming finite resources are available for this
project, would sharply curtail the resources available for the
analysis which is at the core of this effort.
Concurrently, we believe that the fundamental issue related to
resolution of conflict associated with the library services issues being
addressed by this project involves equivalent knowledge of issues and
alternatives by all parties to the issue. As a result, we believe the issue of
conflict resolution can be addressed by the following:
Letter�of T; dnsmittal."' P1dge.,2 :;
DMG
• Thoroughly understanding the individual concerns and issues
of each jurisdiction which we believe can be addressed by the
interviews and elected official workshops.we have proposed to
conduct at the beginning of the project.
• Providing continuing feedback on-our findings related to issues:
-and.alternatives as they are.developed over the course of the
project. We propose that we conduct a.,series of briefings at key
.points during the project to either the Contra Costa County
.,Conference of Mayors, or periodic meeting of the County's
;League.of Citi6s chapter so that elected officials are educated
aboutG,issues and understand-potential alternatives as they are
developed over the course of the project.
In our current work on library services in Orange County, and in
previous projects in which we have addressed multi jurisdictional issues
involving situations where the various parties have mistrusted each other
and have been in conflict, we have found that this approach has thoroughly
addressed conflict over the issues at hand and have led to common
understanding of the best approaches to problem solution. We hope you will
consider this approach as you review our proposal, and your selection
process proceeds.
The Request for Proposal listed two questions related to project
support and exceptions to the RFP. Our responses are as follows:
• Type and Anticipated Amount of Support Services or
Documents the PMA. Would Be Required to Provide: Our
consulting approach is based on ourproject team conducting
all data collection;,, an analysis required- to fulfill study
objectives. We require no special assistance from PMA other
than:
Having member agencies be available for interviews and
meetings over the course of the project.
Providing assistance in setting up meetings with
Councils and the Board of Supervisors during the initial
stages of the project.
• Exceptions to Items, Conditions,and Requirements Contained
in the RFP: We have no exceptions to any items, conditions, or
requirements.
Y .r
DMG
We look forward to further presenting our team and our approach as your
selection process proceeds.
Sincerely Yours,
ohn W. Heiss
Director
a b 'DIM
a e encs
1
I. Firm and Project Team Background
and Experience
David M. Griffith & Associates was established nearly 20 years ago,
and in the intervening years, has grown to be the largest consulting firm in
the United States which specializes in serving public sector clients. We
maintain a national network of 35 offices. Our client base includes more
than 2,000 city, county, and state government,clients from every region of
the United States. In California, we serve our clients from offices located in
Cupertino, Carmichael, and Pasadena.
Initially established to provide financial consulting services to
clients, the Firm's capabilities have been- expanded to include executive
recruitment and management and operations analysis. The table which
follows shows illustrative assignments and clients which demonstrate our
experience in providing management and operations services to local
government clients.
sK
Client k�a me 7 � atueof OurWork
Y � 1top
�. ,
=City ofAmaheim
'City of Azusa k $NN-2 de bench mar ing rf anc gui e
es F t` f 1�Llilh
:1City oBaning # £v� �� M x a emen au
City.,ofsBeve 1 Hills�� �� t. "" �-
y F b i Ar
,+�f.�.` �_: 7�tY �3'� '°parr �` .� �
City of.Buena Parkt , Management=au it,of±lol�ce�epartineni
' �CountyWidemana ema a�
Buncombe County 3,
City.ofrBurliigame �r g r f x 4, b f
1Vlana ement audit of°HumansMoir'ces
a s Wit* , � 3:
Butte'County, Management audit ofMerin and+Pubh Defender �
•. v°'+ �vn, tef '4
City of Campbell Man agementzaiidit of Pub�t orks p
Crty of Carlsbad Feasibility of merging water dstnct w%ity, ;M rr <
City of Chicago Management audit of the>WaterDeputment `
City of Concord Managemuatent audit ofxEngmeenngvkU� �� F
Evalion of Cent VC-oncordr'
Contra Costa Count
y rManagement audit of Corrections
.,,...`-'fr'*t<fEkE�'°a+�-..`. >.-...c�'`..c.•.r. „` 'r., ''sFfe��,Mcw”;
Dauicl M. ''Griffith & Associates
Proposal to Analyze Library Services ►
i
in Contra Costa County -
Client NameNature of Our Work :<r '
City of El Cajon i= Managemerit audit of Police Department " v
City of Escondido."' Management audits of Police and Utilities
Galveston County,Texas Data Processing Management Audit
City of Glendale Management audit of Police Department '` f
Ci of_Ha ward Mana ement audits of Buildin and En meenn
City. Y g g g 3g >�
Kern.County f' Management audit of.Sheriffs DeparfinenE, 4
Management audit of Planning `
Kazrgs County,,
Countywide management audzb ,
City of Laganlis , ;L;tbrary Feasililty Stud ;
City.of Long:BeachCommunications consohdatiorr
;�, > l _ Managerrient auaof Polic
_ Management studies of towing.and fleet�sern
:city,iofLos geIe; ' h,_ City wide Benchm`aelci"ng S.tucl r
Vr
Contracting oumssise
ttan
Grand 3ury`managem nt aud'i .
Marui luruci-alj fer pi5tnct. �°` Distnctwide managementrau
,Q UVI IL e . K ijc%7; Management;audit of�Pubiic mor
�ontereM oun ¢� r r 1v anagemenustucues of Comm inica�to
-
C bt 5 ff, 'and lee!S6M,
�`
�tyK oreno�Y .Management studie`s,of�Polie
} ', and Firecserv2
Cityxo Mountaut V anagement`Audtt- Police I .-6.- men
1Vfan_ggement ai di of Probatlon�Depaltine ;
; (i o ah He
Z„ Vlgmt:audibof the Police Departmen
vadaD yz �
t�F• Ykiis s �; a* k5,r Red
4—D
s :,N , LvrigtRange v�stontng:&strateg c�plaiI ung
City ofNewarlc s ,� 'Cary=wide managementaudity
City of�lewport Beach Nlanagement_audit of nsk;managemen
C2ty of Novato� � ` x.:Management audifi4z Community Developinenl
City of Oceansideit,u Management audits of Police,Finance,and Utihti s
City:of Orange ;:Management audit of I:ibrar�! `
Orange County Management audit of Animal Control
Library System Governance Study
OCTA On-call management studiesz
City of Oxnard Management audit of Community Development k
City of Pacifica Citywide management audit ' y
C,it;of Palo.Alto... Citywide management audit:
City.of Paradise..:.. Management_audif of the Fire Department
City of Pasadena Management audits of six departments "
City of Pismo Beach Citywide management audit` `
Y ,
City of Poway Citywide management audit
City of Richmond Management audit of Parks
and Library Departments
City of Riverside Management audit of Planning and Building ±„
City of Salt Lake City Management Audits of Four Departments "<
City of San Bernardino Management audit of Police Department.
San Bernardino County Grand Jury Management Audits
City of San Buenaventura Management study of Public Works
City of San Clemente Citywide management audit
San Diego County Management audits of Planning Department
David M. Griffith & Associates Page 2r_;
Proposal to Analyze Library Services yl
in Contra Costa County
Client:Name Nature of Opr Workz
F f r r` iii' 1 -•, rt�!Z-:c
City of San Jose ;Management studies of Police,and Alport Departments
T.QM study of Neighborhood Service-s
>; Various Polic&stidies A`
911 Im lementation �
x :
F�reasterPlan
�s k"*w�
Crty;o Sarr', Obispo Management study of Parks,>?lammng,and _
rc V orks Depai merits s .�`
'`Crty.�o Sar�Mateo .�� ;� �� Management audit o �r ,�.ibrary
SaWM. atea County �IV)(artagement�audrt o lannrng
- �; y r
;CrtcSanRafael� € £� �Ci r denanage ae.n,; tudrt�'
tx3.0 •[ w,7 `�Tr�
ada Cara Fountx� >?� anagemerttaudrloftjusirc
Cr o an CIanta� Mariamenv< fudre, gff d ast waterW
rCi. oan o ue" anaQement}audrt o the' arkrn o nt
ogram
�C� o, ea. • �< a�On-call?Organrzatro � tDe e�opmenty roJects ;�.Y
bas. County ; . aira e ' n �clt M o obanon-and _ a
-e ents
.o +rcr Coun 4d: anage en aiidrt
ti :Heal and V e fare en f' g" 'a on s.Study ;
Cid Q ou asa e j ar_= •� p C manage��aiidr
yanaent$ MUICS oil
ar�agemen i sof=tr"�ir Dartrient
.� aerarpe o; y agelnien t` ift
fPoVlr aztrin
3c � 4
• � o C• ,". ,:�• ou� rodtd ;
� xp mpra�veme =asses ce-
w ,
?�FFM�.
Our Western Region management analysis group, which is
headquartered in Cupertino, is comprised of senior analysts who have
extensive consulting and management experience in virtually all aspects of
local' government services and operations. Rather than provide lengthy
lists of the firms clients and previous projects, we believe that the individual
experience of the members of our proposed project team is most relevant.
DMG believes that the personnel assigned to the project are the single
most significant factor in producing a quality product. We propose a team
which would be staffed and structured as shown in the chart on the next
page.
The project team has been organized to provide the following:
• Senior staff in all project roles.
• A project team .vhich has extensive analytical experience in:
- David M. Griffith & Associates Page 3
Contra Costa PIVIA
PROJECT TEAM
ORGANIZATION
John W.Heiss
Project Manager
Greg Tannenbaum
Data CoIIection
Michael C.Mount Beverly Simmons Robert Melville Jim Glass
Governance Library Operations Financing Customer Survey
David M. Griffith & Associates
Proposal to Library Analyze LibServices
y y
in Contra Costa County -
Evaluating alternative approaches for organizing,
financing, and governing multi-jurisdictional services
for;local governments in California.
Analyzing library operations and services.
- Establishing and operating multi jurisdictional library
service systems.
- Current experience in analyzing county-wide library
services including governance, financing, and service
delivery as a result of.our major library services study
for Orange County and the member cities of the Orange
County Public Library system.
The project team would consist of the following people.
• :John W. Heirs would serve as project manager and lead
analyst. Over the 25 years of his consulting career, Mr. Heiss
has managed and completed numerous studies of how to
organize and finance services in the multi jurisdictional
setting including fire, police, parks and recreation, sanitation,
and library services. He also has extensive experience in
evaluating the feasibility of transitioning a regional service to
local jurisdictions. He is- the project manager of our current
library services study for Orange County. Prior to joining
DMG, Mr. Heiss was one of the founding partners of Hughes,
Heiss & Associates.
• Michael-Mount would serve as &--project analyst and also has
25 years consulting experience including broad experience in
evaluating alternatives, issues, and legal and financial
implications of alternative organizational and governance
forms. He is also playing a major role in our current library
services study for Orange County. His role on the project
would be to assist Mr. Heiss in structuring and evaluating
-alternative library service delivery-organizational approaches.
Mr. Mount has also addressed library service issues in such
major jurisdictions as Los Angeles County and the City of Los
Angeles. Prior to joining DMG, Mr. Mount was a partner with
Arthur Young & Company.
• Robert Melville has over fifteen years consulting experience
and specializes in financial analysis and cost and revenue
projections of service alternatives. He has provided these
services for a wide variety of public and not-for-profit clients.
Mr. Melville is currently analyzing fiscal equity issues and
alternatives as part of our Orange County library services
David�lVl� Gri�ith & Associates.;
Proposal to Analyze Library Services
in Contra Costa County
project. His role on this project would be to assist the team
with cost and revenue projections of various alternatives. He is
.also an attorney. Prior to joining DMG, Mr. Melville was a
manager with Price, Waterhouse.
• Beverly Simmons is a senior library service professional with
extensive operating and consulting experience gained from
over 20 years experience in the library service area. She would
assist the project team in structuring and evaluating
alternative service organizations with special focus on
evaluation of regional versus local service delivery
alternatives. Her experience includes serving as Project
Director for the California Library Restructuring Project;
Director of Libraries for the City of Sunnyvale as well as two
cities in Massachusetts, and as a library services consultant
for the states of Massachusetts and North Carolina.
• -Jim Glass directs the Survey Research Laboratory of the
University of North Texas and specializes in sophisticated
survey of consumer attitudes with a special focus on public
agencies. Dr. Glass and his staff would-design and conduct
the. consumer/user attitude survey portion of the project if the
PMA opts to conduct a full-scale, validated consumer attitude
survey. Dr. Glass and the Survey Research Laboratory have
served numerous public agencies in Texas and the Western
United States in conducting community attitude surveys
covering all municipal services, and focused on specific
services like library and leisure services.
• _Greg;Tannenbaum-is a consultant with DMG and is currently
working on our Orange County project to assist the team with
collection of service. -level, system - use,-.and •financial
information...He.would play a similar role on this project. Mr. .
Tannenbaum has a BA from Yale University, and a Masters
from the London School of Economics.
Listed below are references you can contact to get their reactions _
to the-quality and practicality of our-consulting work. They include
people with direct experience in working with us on multiple
jurisdictional analyses of services and service delivery alternatives.
Tim Casey City Manager
City of Laguna Niguel
(714) 362-4300
Two projects both of which addressed alternative approaches for
providing and evaluating local government services from the multi-
jurisdictional perspective. These included: (1) Evaluation of alternative
approaches for providing law enforcement services to the South Orange
Pdg
&i id M .Griffith &`.Associates; e -6°
Proposal to Analyze Library Services •�I
in Contra Costa County r-
-y'
County contract cities -- a project which evaluated a regional JPA and
individual city police departments compared to contracting with the County
for service; and (2) Evaluation of the Orange County Animal Services
program from the perspective of each of the participating cities as well as
the feasibility of tailoring service and cost approaches to meet varying
regional needs. Currently serving as a member of our steering committee
for the Orange County Library Services Study.
Michael Keeley Deputy Mayor-Operations
City of Los Angeles
(213)847-3484
Performed a variety of services including benchmarking of the City's
entire general fund operations in support of the budget. Performed more
detailed studies of. water rates, LAPD Investigative Services (detectives),
wastewater construction management, Fire operations, dispatch
operations, emergency medical operations, traffic operations, fleet
management, disaster recovery, etc. Contracts over last three years exceed
$1,500,000.
Larry Lisenbee Budget Director
City of San Jose
(408)277-4288
Several studies including two bearing on this RFP. These were a
• study of budgeting and financial management in which the Library
Director was an important participant and a study of revenue alternatives
which included benefit assessment districts and a host of other options.
Total contract size for these two projects was under $200,000. The
budget/financial management study was a joint City/ consultant effort
under TQM concepts.
The pages which follow provide more extensive resumes for each
member of the proposed project team.
David M :Griffith &`:Assodiates,F z u _ Page':7
C .�I�
� , , � _ _
es• � { p ;e
Proposal to Analyze Library Services 6 .ql
n Contra Costa County
JOHN W. HEISS
Mr. Heiss will serve as
Project Manager and Lead
Analyst
Mr. Heiss is the National Director for Operations Improvement for
David M. Griffith & Associates and has been a consultant to local_
governmentfor more than 25 years. He ivas previously one of the founding -- -
partners of Hughes,. Heiss & Associates and earlier in his consulting
career, was a Project Manager with the international management
consulting firm of Booz, Allen & Hamilton.
Over the course of his consulting career Mr. Heiss has completed
over 500;-consulting projects including numerous evaluations of how to
organize, govern, and finance multi-jurisdictional services, and
evaluations of the comparative cost-effectiveness of regional versus
individual jurisdiction service delivery configurations. He is currently the
project manager of our analysis of governance, financing, and service
delivery alternatives for the Orange County Public Library system. This
project includes development and evaluation of a wide range of service
delivery alternatives, including regional groupings, individual city
libraries, a JPA independent of the Board of Supervisors, and maintenance
of the existing system.
Other relevant project experience includes the following:
• Evaluation of Library Services. He conducted operations and
service level analyses of library services for Palo Alto and San
Mateo; developed a facilities master plan for the County of San
Mateo library system; and evaluated the cost and revenue
impact of withdrawing from the Riverside County Library
system for Moreno Valley. Mr. Feiss also evaluated library
service levels for Escondido and identified service .level
adjustments (and associated costs) to bring the City to a "B"
level of library service (compared to service levels in similar
jurisdictions elsewhere in California) through City buildout.
Last year, he conducted the preliminary feasibility study of
Laguna Hills establishing its own library compared to
remaining part of the Orange County Public Library.
• Governance and Regional Service Studies. Mr. Heiss has
completed nearly 75 projects involving evaluations of
alternative approaches for delivering local government
services including service consolidation studies and evaluating
David M. Griff�tli &-`Associates.•,:. Page: 9
Proposal to Analyze Library Services C•
in Contra Costa Count
the cost-effectiveness of regional service approaches versus
individual service delivery for cities. This has included police
services -- contract versus in-house department - for Moreno
Valley, Rancho Cucamonga, Yorba Linda, and the South
Contra Costa County Contract cities including Laguna Hills;
fire services -- remain part of a larger district or establish an
in-house department -- for Santa Clarita, Claremont, Moreno
Valley, and San Fernando; and parks and recreation services
-- receive service from a larger district -or withdraw and
establish in-house services -- for Dublin and San Ramon. He
also was project manager and lead analyst on the evaluation of
Animal Control Services in Contra Costa County which
- included evaluation of regional versus County-wide services
for participating agencies. Each of these projects has included
service level. evaluation, structuring and costing an in-house
service, and analyzing revenue issues including propertyy tax
transfer resulting from withdrawal from a district or
comparable agency -- all.important .elements of this project.
Mr. Heiss has an AB from Dartmouth College and an MBA from the
Wharton School of the University of Pennsylvania.
-� David 1V1:' Griffith`&;Associa tes =; Y Pa"e 10
Proposal to Analyze Library Services �I
in Contra Costa County -
MICHAEL C. MOUNT
Mr. Mount will serve as a
Project Analyst
Mr. Mount is the Vice President in charge of our municipal
management and utilities studies consulting practice in the West. He has
served as national director of one of the local government consulting
--" practice for one of the "Big-8" accounting firms as well as -serving in
government. He has been a councilman and mayor, an acting department
head, a sanitation district board member, a library board member, and a
hospital board member. The combination of perspectives gained by serving
in government as staff, management, and elected official together with the
management audit perspective make Mr. Mount one of the most creative
people available for this type of assistance. Prior to merging his firm with
DMG, Mr. Mount was president of Grand Jury Advisory Consultants, a
firm specializing in grand jury and "Little Hoover commission studies.
Specific experience relevant to this project includes the following:
• Orange County Library Study - Mr. Mount is playing a major role
in this complex evaluation of a wide range of governance, service
delivery, and financing alternatives involving library services.
His project responsibilities focus on developing and evaluating the
full range of service delivery alternatives, including individual
city libraries, .regional service groupings, .and variations on
maintaining a county-wide system.
• Regionalization Efforts - Mr. Mount has assisted over 20 cities
in examining and/or implementing regional approaches to
information systems development and management. He was
an advisor to both the Municipal Data Systems (MDS) and
Public Agencies Data Systems (PADS) projects as well as to
various city/county joint data processing efforts such as
Portland/Multnomah County (OR) and Santa Clara
County/San Jose shared law enforcement records systems
(physical records, not just automated records). He has also
reviewed Monterey County's shared city/county dispatch
system, designed San Jose and Santa Clara County's shared
automated dispatch system, developed the first automated
records system serving police departments throughout Los
Angeles County, and designed regional dispatch and call
taking systems for San Diego County agencies and Ventura
County agencies. Also served on a regional library board and
regional sanitation board. Analysis of "auto aid" vs. mutual
David:M. Griffith &Associates:'
t ALibrary Services
�• ��
Proposal onal Analyze y y
in Contra Costa County
aid for regional fire agreements. analysis of regional animal
control vs. local animal control operational costs. Reviewed
charges vs. costs of Pleasanton's regional fire training facility.
• Library Consulting - Managed the development of City of Los
Angeles automated library systems. Advised San Jose on
automated library needs. Served as the La Canada Flintridge
city representative on the Northeast Regional Library Board at
a time when Los Angeles County was reducing services in the
La Canada area. Headed Friends of the Library chapter in La
Canada. Management review of library services throughout
Los Angeles County.
• Governance - Served for 8 years as councilman and mayor in a
City served by a regional library system; served for 7 years on
L.A. County Sanitation Districts (a possible model for
governance for CCCPL); served on non-profit Boards, advised
on governance to Ventura Board of Supervisors and created
JPA for L.A. City and other cities in the County.
Mr. Mount served as Senior Vice President of the Los Angeles
Olympic Organizing Committee (LAOOC). <In that role, he managed
security, the general services functions, and press and television
operations. Mr. Peter Ueberroth, President of the LAOOC broadly
commended Mr. Mount for his direction of the overall planning of the
Games and the innovations he created for the organizing committee.
David NL:Griffith & Associates Pgge:=12
Proposal to Analyze Library Services
in Contra Costa County ~
BEVERLY SIMMONS
Ms. Simmons will serve as a
Project Analyst
IVIS. Simmons is a senior library service professional with
extensive operating and consulting experience gained from over 2 years
experience in the library service area. She would assist the project team in
structuring and evaluating--alternative. service organizations with special.-.
focus on evaluation of regional versus local service delivery alternatives.
Ms. Simmons served as Project Director of the 1994-1995 California
Library Restructuring Project conducted by a 25 person Task Force
commissioned by the League of California cities, the California Library
Association, the California State Association of Counties, and the
California Association of Library Trustees and Commissioners. The
project focused on addressing the underlying issues of library governance
and finance, and provided a blueprint for fundamental change in
California library services.
Previously she served as Director of Libraries for the City of
Sunnyvale and during this period, in addition to directing all aspects of
library services, expanded library services to the Silicon Valley business
community by establishing a partnership between the City and the Federal
Patent and Trademark Office to bring the latest patent information and
technology to Silicon Valley. Concurrently, she also served as the Director
of Information Management Services for Sunnyvale and in this capacity,
directed information systems staff and services, developed a City-wide
networking plan, and introduced personal computers throughout the City.
Ms. Simmons has also served as City Librarian in two
Massachusetts cities, and as a library services consultant for the states of
Massachusetts and North Carolina.
She is active in state and national library service organizations, and
has chaired several panels on library services for the California League of
Cities.
Ms_ Simmons has Bachelor of Arts, and a Masters in Library Science
from the University of North Carolina at Chapel Hill.
David M.-'Griffith & Associdtes` Page'=13
Proposal to Analyze Library Services q1
in Contra Costa County 11
ROBERT MELVILLE
Mr. Melville will serve as a
Project Analyst
Mr. Melville has over 22 years of administrative and consulting
experience with state and local government. Before joining DMG, Mr.
Melville directed his own public sector management consulting firm in St.
Louis, and prior to that, managed Price Waterhouse's governmental
consulting practice in the Central United States for eight years. Earlier in
his career, he served as Assistant Director of Budget and Management for
Cuyahoga County (Cleveland), Ohio.
His relevant project experience includes:
• Orange County Library Study - Analyzing financial issues and
alternatives related to the various forms of governing and
delivering library services being developed and evaluated by the
project team. This includes detailed analysis of costs and
revenues associated with each operating, governance, and service
delivery alternative.
• Strategic Planning and Budget Management -- Developed or
facilitated strategic planning and budget management
processes for several local government and institutional clients
including St. Charles County, Missouri; Cuyahoga County,
Ohio and Washington and St. Louis Universities. Participated
in systems planning and requirements analysis projects for
state funded higher education institutions in_Colorado and
Oklahoma.
• Financial Forecasting -- Conducted financial feasibility,
- cost/benefit, and. financial forecasting studies of numerous
public sector projects including a new convention center,
service consolidations_ for 90-city government clients, fire
districts, incorporation of a new city, a professional sports
arena, and a corporate headquarters siting.
• Turnaround Assistance -- Participated in the restructuring,
downsizing, and turnaround of several governmental and
institutional clients including AMTRAK, City of St. Louis, the
South Broward (FL( Hospital district, and a large urban
renewal project.
• Performance Audits -- Conducted performance audits for
numerous clients including the City and County of Denver;
David 1VI::Griffith &;Associates Page 14..:
Proposal to Analyze Library Seruices
in Contra Costa Count
City of Sacramento; City of Arvada (CO); and Arapahoe
County, Colorado.
• City-wide Management Audits -- Played major roles in city-
wide management audits of Albany, New York, and North
Miami Beach, Florida. In both projects, he had lead
responsibility for analyzing management and administrative
systems on a city-wide basis.
Mr. Melville has a BA from Ohio State University; an MPA from
Cleveland State University; and a Juris Doctorate with a specialization in
state and local,government law from Cleveland State University.
Proposal to Analyze Library Services
in Contra Costa County
DR. JAMES GLASS
.Dr. Glass will serve as
Citizen Attitude Survey
Specialist
Dr. Glass would serve as Task Manager for the Citizen/"
Customer Attitude Survey component if this optional task is included in the
study. Dr. Glass is the Director of the Survey Research Laboratory at the
University of North Texas, and has served as the director of numerous
applied survey research projects. Of particular relevance is his experience
in conducting customer and citizen attitude surveys for public sector
clients. As is demonstrated below, Dr. Glass has conducted more than 30
citizen attitude surveys for local government clients.
In the last several years, Dr. Glass and the Survey Research
Laboratory have conducted over 30 citizen attitude surveys focusing on
documenting and analyzing citizen attitudes toward local government
services. Representative clients served in this capacity include the
following:
• Laguna Hills, California
• Addison, Texas
• Fort Worth, Texas
• Las Vegas, Nevada
• Bellaire, Texas
Grand Prairie, Texas
Dczvicl1M Grif iffi &&Associates > r:kzt.< _ `: �P,age 16.:
Proposal to Analyze Library Services
in Contra Costa County '
GREG TANNENBA.UM
Mr. Tannenbaum will serve
as a Project Analyst
M r. Tannenbaum is a consultant with David M. Griffith &
Associates. He has been with the firm for over one year. Previously, he
worked in Australia as a private school instructor, specializing in courses
in government.
Since joining DMG, Mr. Tannenbaum has participated in an
operating- .and financial evaluation of the Centre Concord. His
responsibilities included documenting and evaluating the competitive
market in which the Centre currently operates, and developing alternative
marketing strategies for the Centre. He also worked on a management
audit of the Mountain View Police Department during which he assisted
Mr. Heiss in the evaluation of field patrol staffing and service levels.
He is currently a member of our project team for the Orange County
library services study. His responsibilities focus on data collection in
r support of other team members. This includes detailed analysis of branch
library usage patterns, system operating costs and cost estimates for
service delivery/governance alternatives, and revenue analysis for each of
the various service delivery alternatives being developed by the project team.
Mr. Tannenbaum has a BA from Yale University, and a Masters
Degree from the London School of Economics.
t. auacZ M Graffith F&Assoc atesfz 4 3�
Pe �
ag7
'� � ���
i
I' c��-e � Ove
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oa � t
;� _
II. Project. Overview and Approach
This section summarizes our approach and provides our proposed
work plan for conducting the project.
A. Project Overview
The Contra Costa County Public Library is facing significant
pressures for change. These include:
• The basic precepts underlying the current governance/funding
approach - namely that the system would serve the
unincorporated area - changed long ago as the County evolved
from an agricultural county to a suburban county. This has left
the Library system in the uncomfortable position ofinot having a
;;.closely.4inked representation system between its largest user
groups and its management.
• Like all public libraries, CCCPL is caught in an extremely rapidly
.changing information dissemination technology and the
- L subsequent impact that has on the evolution of the role of the
- public library. The lending of books-- a commodity once beyond the
practical purchase price level for most citizens - is now merely
one of many information avenues available to the citizens and not
necessarily the most cost-effective mechanism.
• As State revenue take-backs have occurred, and development and
increase in assessed valuation has slowed, the Contra Costa
County Library system has experienced the same cost-revenue
pressures faced by special districts across the State. An attempt to
increase library service funding through a $ 15 parcel tax failed to
achieve the required two-thirds majority necessary for approval.
An underlying factor involved a lack of consensus between and
ffaidMGryt ... .„ .-
. P. g8 .Associates
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Proposal to Analyze Library Services _
t in Contra Costa County
among elected officials regarding governance of the system,
determination of service levels, and the inability of the current
system to provide for alternative service levels suited to the desires
and expectations of the member jurisdictions.
Given these constraints and issues, the Contra Costa County Public
Managers' Association, acting in behalf of the County, the County Library,
and each of the member jurisdictions, has asked for an independent review
of options for organizing, financing, and delivering library services in the
County.-'-. Selecting a consultant for such an analysis can provide for up to
three positive results. These are:
• It.provides an .independent,, unbiased-assessment of options. This
is especially beneficial if the citizens or elected officials must vote
on the results.
• The consultant may, but will not necessarily, develop options--•
which have::not:been,previously considered; but are actually more
viable than those previously considered.
• The consultant is likely to bring a.proven.methodology to the
analysis, thereby avoiding gaps or overlaps in the comparative
analysis.
We have formulated our study team and study approach to maximize
the value you can expect for the analysis. To do that, we have developed a
workplan consisting of seven basic work tasks. The workplan is focused to
assist us maximizing the probable success of the study through recognizing
the following:
• The need to try to develop::innovative tWternative governance
approaches
• The interplay between the two different basic issues involved
within the study - governance and financing. We have taken an
approach which specifically recognizes that some financing
approaches are more appropriate with certain governance.
approaches than they are with others. Thus, our approach ties _
each primary financial approach with one or more of the selected
governance approaches. In this way, a single "winnowing out"
process may address both issues.
• That the issue of "fiscal equity" is closely tied to specific funding
and governance alternatives. Our approach recognizes this from
the beginning and utilizes fiscal equity as an evaluation element
in selecting the alternatives for detailed consideration.
• That it is possible to have a single library management/
operations entity which serves differing governance/financing
David.M�:Griffith & Associates
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Proposal to Analyze Library Services
in Contra Costa County
mechanisms in different parts off the County. We believe that a
multi-faceted approach may, in fact, prove most politically and
thus fiscally viable. As an example, standard use charges ("rental
rates" not overdue rates) might be very viable in some portions of
the County and totally abhorrent in other areas. If this were the
case, it does not necessarily mean that a single library
organization could not be the appropriate operational vehicle to
deliver service using different "pricing" approaches. Another
example might be that a•JPA operating entity could serve many.
areas under a single policy council while it operated some
individual libraries.under policies set by a single city,council.
• That the essence of the study process is the gradual narrowing of
alternatives and the development of consensus about the
desirability of the remaining options. Recognizing this, our
approach focuses as much on the process as on the results.
• As noted in the letter of transmittal, we have included the user/
customer survey as an optional task based on our conclusion that
a meaningful and valid survey of the entire CCCPL service area
needs to be conducted and validated by a professional survey
research firm.
The specific tasks and sub tasks are described below.
R Project Workplan.v
The paragraphs which follow provide a detailed description of how
we would approach the project to achieve your project objectives and
address the requirements of the Request for Proposal. The work plan also
describes interim progress reports which will be produced and reviewed
with the project steering-or oversight committee during the course of the
study. Consistent with the format requirements stipulated in your RFP, the
time schedule for completing the work tasks described is shown in Section
IX, earlier in this proposal.
Task 1 -- Meet with the<PMA. and Citizen Advisory Committees and
Identify Major Library Service Delivery and Funding Issues.
Before embarking on an analysis which structures and evaluates
governance and financing alternatives, it is important that the project team
understand how issues have changed and reach closure on issues and
expectations related to the project. As a result, we propose that the first
task of the project involve the following work steps:
• Meet with the CCCPL Director and key management staff to fully
understand current issues associated with the County Library
ff page 2 p
David,M :Gri th &':Associates
Proposal to Analyze Library Services
in Contra Costa County = r
including financial status, service level issues, and current
member jurisdiction service attitudes and expectations.
• Hold a half-day to full-day workshop with the PMA and the
Citizens.Advisory Committee and address the following:
- Consensus or significant views on service issues and service
level expectations and assumptions which need to be
incorporated into the analysis. For example, should the
analysis focus on survival, restoration of lost services, or some
mixture of the two?
- Are there service :.deliv&ry and- organizational approaches**
which are not feasible and should berejectedtfrom the study?
- How will the evolving roles and capabiliti& of the public library
and information technology advancements impact the issues
and alternatives to be addressed during the course of this
study?
The product of this first task would be a detailed issue listbwhich will
provide the basis for subsequent analytical activities.
Task 2-- Determine Participating Jurisdictions' Attitudes Toward
Service, Organizational, and Financing Alternatives, and
Prepare Criteria Which Can Be Employed to Evaluate Library
Service Delivery,Financing,and Governance Alternatives.
While we recognize that the PMA and Citizens' Committees will
provide input from the service recipient perspective, we also believe that it is
critical that early in the study we conduct intetviews::withyeachc:Cityz
. Manag6r from jurisdictions served by the CCCPL to determine attitudes
toward alternatives,._servicelevels - "and=_city-kwillingness -and--.financial
capability to participate in the'library service system: As, requested in the
RFP, we also recognize the importance of providing opportunities for input
by elected officials who ultimately will.determine the. implementation of
study results. As a result, in this..secondtask, we will:
Conduct interviews with each city manager from member cities.
• These interviews will explore the following areas:
- City attitudes toward current library services including service
hours, facility location, service scope, and system
responsiveness to city needs.
- Interest in and reaction to alternative organizational forms for
delivering library services as preliminarily identified in
completing Task 1.
David 1t1 Graffth`&'Associates, ':
Pagel2 z ;r:
Proposal to Analyze Library Services
in Contra Costa County O .q--
Preliminary reaction to city financial participation in the
delivery of library services.
• Hold workshops with each member City Council and the Board of
Supervisors`to solicit input on service levels, facility adequacy, and
other relevant issues. To facilitate conduct of these
workshops/meetings within a reasonable time frame, we will
need the assistance of the PMA in coordinating and scheduling
these meetings. A;member_of.our project team will meet with and
facilitate a one to two hour workshop with each group,
summarize results, provide the summary of those results for
review-by each-gr up to ensure accuracy, and based on written
comments provided by each group, modify summaries of attitudes
and opinions as appropriate.
Based on the results of these meetings, we will develop a proposed
set of.,criteria which can be employed to evalliateI specific
,..alternatives which will be developed in subsequent study work
tasks. These can be expected to include such criteria as:
- The appropriate-balance between resourcesl contributed (e.g.
property tax revenue) and servicO received.
- .:Local input to and control of expenditures, service mix, and
service.levels.
Potential for member jurisdictions to "buy" service=levdls above
the system-wide base service level if a County-wide system is
maintained.
• Finally, we will complement the evaluation criteria and interview
results with a set of<proposed measure,�,which can be employed to
structure alternatives over the next stages of the project. These
will include such measures as the following and will include
proposed service levels to address issues and expectations
identified during workshops and interviews. They can be
expected to include:
- Facility availability to users from the perspective of location-
and size.
- Collection replacement and enhancement rates.
- Collection scope in the context of service area population.
- Capability to meet future demands for both traditional and
non-traditional library services.
Dav d:M ::Griffith &;:`Associates.
Library Proposal to Analyze LibServices 4�ll
P y Y
in Contra Costa County
Potential for development and sharing of specialized
collections.
Others, as appropriate.
Once workshops and interviews have been completed and criteria
and proposed performance measures developed, we will summarize results
in the form of a progress report which will clearly identify issues and
expectations by member jurisdiction and present and review the report with
the PMA and Citizen review committees.
Task 3-- Develop the Data Base Necessary to Support Structure and
_ Evaluation of Library Service Delivery Alternatives by
Developing a Detailed Profile of the Current Operations,
Service Levels,Costs,and Revenues of the CCCPL.
The purpose of this third task will be to collect, summarize, and
analyze-financial and operating dataonecessary to structure and evaluate
service alternatives including estimating costs of service restorations. This
will include the following work steps:
• Document how the CCCPL is organized, staffed, and financed
to include:
- Structure, staffing, rolei-and,cost-of-central support and
administrative service" `including such services as
new materials processing, central reference services,
and the like.
- Current -staffing service- hours;:and: operating`costs of
both-regional and-branch libraries which comprise the
system.
- Location, service area, and basic characteristics of all
facilities owned by the CCCPL including:
Central administrative facilities.
Any centralized collections'. including type and
size.
Regional and branch libraries' circulation,
operating and staffing information including
collections located at each.
Current expenditures for collection development and
replacement and how collection replacement compares
to service levels prior to financial issues were
encountered.
David M. Gri ffitJz &.Associa.tes :.; . ��`Pager23 :.
Proposal to Analyze Library Services
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• Current financial structure of the CCCPL including:
- Assessed valuation, property tax apportionment rate for
library services, and library service related property tax
revenue generated by city and the unincorporated area.
- Other revenue sources generated based on existing
operations including fee for service and other user
related revenues, .grants and subventions available to
public library systems, and the like.
_ - Current operating,-. and capital budget by function,
including central services and each regional and branch
library.
Any .reserves: available for library services including
property owned/dedicated but not used for provision of
additional branch libraries.
• Other factors related to projecting costs of alternative
structures and service approaches such as:
- Any library service related debtw_ not yet retired
including amount, debt service schedules, and
capital retirement and interest costs.
- *Deferred maintenance-.and= capital..,improvements-.-
associated
mprovements=associated with library facilities by facility and
estimated cost.
- Any other significants deferred costs.
The results of this task would be documented in the form of another
progress report which would be .reviewed with CCCPL staff to ensure
accuracy. -Once corrected and completed, the progress report would be
provided to the Steering Committee for informational purposes and would
be employed by the project team as the detailed data base for the alternatives
analysis in subsequent study tasks.
Task 4-- Survey Consumer Attitudes Toward Current Library Services.
As noted in the letter of transmittal and in the opening paragraphs of
this section, this task is proposed as an optional task which will be
conducted upon authorization by the PMA. Basic steps in conducting a
valid survey of consumer attitudes, covering the various constituencies
noted in the Request for Proposal are described in the paragraphs which
follow.
_ - DdOid M. Gri ffi_th.& Associates;. Fage'24
Proposal to Analyze Library Services
in Contra Costa County -=
Completion of the first three tasks would provide the project team an
understanding of elected officials' and managers' attitudes toward library
service issues. Based on this understanding, we would prepare and
conduct the citizen attitude survey. The purpose of the survey would be to
obtain information, opinions, ideas, and concerns from a broad spectrum of
citizens concerning their perceptions and satisfaction levels with library
services and service delivery. The information would be used to establish
performance targets and preferred service levels by area and County-wide
which could be used to evaluate the current system and to test governance
and service delivery alternatives as they are developed over the course of the
project. The survey will be developed and conducted by the Survey Research
Laboratory of the University of North Texas with Dr. James J. Glass in the
lead role. _
The SRL recommends a survey design which utilizes�telephone
interviews. Telephone interviews offer several advantages over mail
surveys. The most notable advantage is a higher response rate. Telephone
surveys often result in a response rate of 40 to 60 percent compared to 10 to
15 percent for mail surveys. A high response rate from a specified
telephone sample is likely to represent the population better than the 10
percent who choose to fill out a mail survey.
The paragraphs which follow provide a summary description of how
SRL would structure and conduct the.citizen attitude survey. The principal
components of the proposed survey approach are as follows:
Develop the respondent'sample:` Sampling is the most complex
and technical aspect of survey research design. The Contra Costa
County survey must determine, the attitudes of community
residents on a variety of topics. The number of people interviewed
and their characteristics must be sufficiently representative of all
Contra Costa County residents to allow meaningful and confident
generalizations. A random-sample will be drawn using Random
Digit Dialing methodology which involves generating random
phone numbers by computer for a defined geographic area,
screening for non-working and non-residential.numbers.
• Develop the survey instrument: SRL staff,working in conjunction
with the DMG project tearif, will develop the survey instrument to
reflect the issues and concerns documented in previous study
tasks. This will involve initially discussing survey ideas and
interests; then preparing a draft survey; reviewing that survey
with the PMA Steering Committee to get comments and
modifying it as appropriate upon completion of a second meeting;
finalizing and pre-testing the survey instrument; and finalizing it
based on pre-test results. The final survey instrument will be
limited to an approximate interview time of 12 minutes or less.
This interview length will yield a survey instrument of
approximately 60 questions.
David M. Griffith & Associates Page:25
Proposal to Analyze Library Services
in Contra Costa County
• Administer the survey instrument. SRL maintains a pool of
approximately 30 interviewers who have had previous experience
in telephone surveys. All have been trained in a four step
program which includes role playing on how to interact with
respondents to encourage response, and to employ the survey
instrument in a fashion to avoid bias in responses. Interviewers
on the Contra Costa County Library attitude survey would be
selected from this group. All interviews will be conducted from
SRL's centralized telephone bank at which an experienced
supervisor will be on hand to oversee and quality control survey
conduct. The survey will be conducted throughout the day and
evening on both weekdays and weekends to ensure maximum z
opportunity to reach respondents included in the survey sample.
Each telephone number selected by RAD which comprise the
sample are tried at least five times, using a rotating schedule of
call-backs to ensure that a maximum effort is made to reach
.respondents. Home recorders and other hard to reach households
Are given special effort during off-hours to increase chance of
contact. Once contact is made, each telephone call begins with a
20 - 40 second introduction stating interview purpose and to
enable the interviewer to ascertain that the person responding is
actually an Contra Costa County resident; and then, determine
length of residency -- people with, less than three months
residency will not be interviewed and length of residency
information also serves as an important variable in the data
analysis. As the interview proceeds, interviewers use the
Computer Assisted Survey Execution System (CASES), which is
an on-line system for response entry and automatically takes the
interviewer through any skip or branching patterns in the
instrument, eliminates incorrect response codes, eliminates the
need for separate data entry, and allows for frequent tabulation of
data as the survey proceeds.
• Analyzing survey results. Using the latest state of the art
statistical software (SPSS PC + 5.07the raw data file will be
aiialyzed. A sample of cases will be checked for accuracy and any _.
discrepancies_ _will b _corrected .-_ _QQ.mplete protection and
confidentiality be-corrected
of the survey data base will be assured during all
phases of the analysis. Frequency distributions for each survey
question and demographic characteristics will be developed.
Cross-tabulations of each question by selected demographic
characteristics (age, length of residence, owner/renter status,
etc.) will be included in the analysis based upon the significance of
the observed findings. Once completed, the analysis will be
reviewed with the DMG team and the PMA Steering Committee
and additional analysis completed, as appropriate. Once
completed, survey results will be presented in the form of a
progress report which will be presented to the PMA Steering
_ . David M: Griffith & Associates Page.26
Proposal to Analyze Library Services
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Committee and the Citizens' Advisory Group. As importantly,
survey results will be incorporated into the analysis to be
completed in the next study tasks.
Task 5 -- Survey Employee Attitudes Toward Current Service and
Operations of the CCCPL.
Concurrent with the consumer attitude survey (if conducted), we will
draw on the results of Task 3 and develop a survey instrument to employ in
providing each employee of the CCCPL to have input to the project. While
the specific issues to be explored in this questionnaire will be dependent
upon our findings about the current characteristics of CCCPL services and .
operations, it can be expected to explore such areas as the following: - - --
• Current service levels,by community served and type of service
including positives sand.perceived service level deficiencies.
• Current CCCPL system performance (positives and deficiencies)
in terms of materidls and4acilities available to support staff and
customers; facility maintenance and enhancement; and the like.
• Opportunities to improve thet-cosV:-6ffectiveA&d's of current CCCPL
operations and services.
• :New services needed by the communities served, but not currently
provided.
Confidential questionnaires will be distributed to all CCCPL staff and
once returned, will be analyzed and results summarized in progress report
form. Survey results would be presented to the°'PMA`Steering Committee in
conjunction with community survey results as previously described.
Task 6-- Structure and Evaluate Alternative Approaches for
Organizing, Governing, and Financing Library Services in
Contra Costa County.
The- purpose of this sixth task will be conduct a' preliminary
-..._ .--__.assessment.of._the.--potential...alternatives.-.for organizing and financing
library services in Contra Costa County. Major work steps would be as
follows:
• Review the results of the preceding work steps including the
initial work shops with the PMA and Advisory Committees in
Task 1, and the elected official workshops and city manager
interviews in Task 2, and develop a list of the most feasible
models to be evaluated. This list could be expected to include
those outlined in the RFP, supplemented and refined based on
the analysis completed to this point. For example:
aui&m`°Griffith & Associates .. " I'cge 27`;
Proposal to Analyze Library Services
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Regional models would include identification of
specific geographic groupings of cities including
consideration of "matching" the regional and branch
libraries which comprise the existing system.
The city library option would need to include
resolution of issues associated with how to provide
services to those communities which are currently
served by the CCCPL, but do not have a library facility
within community boundaries.
Both regional and city library options would probably
include a variation involving maintenance of-,fa
central service organization, either through the
CCCPL or another organizational model, to provide
such services as inter-library resource sharing
services and systems; new materials processing; and
potentially, central reference services.
The evaluation will also include consideration of how
other<non-CCCPL-libraries might. be incorporated
.into-:thi—framework including the practicality of any
legal environment.
The analysis will need to review the existing,facility®
_network=iiD�detail and determine if all facilities can or
should be operated under each option, or whether
there are opportunities to consolidate facilitieso,and
still provide reasonable service levels.
• Develop preliminary�,pro4orma operatingand-revenue,.budgetsr,.;:
for each :alternative from two perspectives: (1) Continuation of
existing service levels; and (2) Increase of service levels, either
to previous CCCPL levels or to levels identified as targets
through initial meetings with the PMA and Citizen Advisory
.:Committees and elected official workshops and interviews with
the city managers in Task 2, and the results of the community/
customer:service.attitude-survey, _if_conducted. The analysis
would include identification of property tax transfers,
associated with each alternative as well as other revenues
which could expect to be generated given information collected
and analyzed in Task 3. The analysis would identify cost-
revenue gaps associated with each alternative, both in total
and from the perspective of each of the participating
jurisdictions.
• Identify the appropriate devices for closing cost-revenue gaps
associated with each of the alternatives structured and
identified above.
Drivel„NI*`:Gr..i ff�th &`Associates _ ”` `Page:28
Proposal to Analyze Library Services -1
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• Evaluate each alternative in the context of the evaluation
criteria developed in completing Task 2 and compare each in
the context of the performance measures developed in that
task.
Once the evaluation has been completed, the alternative analysis and
evaluation will be documented in a major progress report which will be
presented to and reviewed with the PMA. Technical and Citizens' Advisory
Committees. The purpose of this major progress meeting would be to
thoroughly review the content, advantages, and disadvantages of each of
the alternatives and,select.those_for refinement and additional analysis over.
the remaining tasks of the study.
Task 7-- Refine the Most Feasible Alternatives Including Identification
of the Steps Necessary to Implement Each and Projection of the
Financial Performance of Each.
Completion of Task 6 will have resulted in selection of those
alternatives which best fulfill cost and service delivery objectives. In this
task, the-=three';-highest=rated-:alternatives- will be further refined by
addressing the following issues:
• Determining how to implement the asset transfers which may
be required by one or more alternatives -- especially those
which involve division of the service area into-sinAller�regions:•
and/or city"libraties, or may involve different organizational
:..configurations indifferent regions of the County. This would
include!.'Wlectionn and would need to include identification on
how to resolve any proportional...equity- in terms of
facility andcollection availability for transfer to alternative
organizations and participating jurisdictions.
• Determination of any -capital costs► associated with each
alternative including resolution of deferred maintenance and
capital improvement needs associated with library facilities.
.- - Combine-the above into detailed pro-forma start-up/transition
and operating budgets for each alternative, by year, for a ten
year period following implementation.
• Project revenues for each alternative, by year, for the same five
year period reflecting existing revenue sources: Include in the
analysis provision for revenue increase based on growth in
assessed valuation through development, reassessment, and
the like.
• Compare projected costs and revenue for the ten year period
and determine the scope of cost-revenue gaps associated with
David M< Griffith &':;Associates' .'' Page 29
Proposal to Analyze Library Services
in Contra Costa County
each alternative. Then, identify approaches for filling the gaps
which are available under each alternative (e.g. parcel
assessment; fees for service; property tax override; etc.) and
calculate amounts (both in total and in terms of impact on
service users, residents, and property owners) needed to close
the gap and provide target service levels. As part of the
analysis, identify specific steps which could be taken to address
• Then, identify the legal steps necessary to establish each
alternative approach.
• Finally, identify any: other transition issuesf,-associated with
implementing each alternative and evaluate steps required to
resolve each.
This task would involve preparation of a major progress report which
would include the analysis noted above. The report would be presented to
and reviewed with the,-PMA-Technical and Citizen`,Advisory Committees in
a major progress meeting. Based on the results of that meeting, some
alternatives may be rejected as impractical from thef:cost;political, or legal
:perspective. The meeting may. also require additional!analysis and/or
clarification of all or some alternatives. That analysis would be completed
in the final work task as described below.
Task 8.— Recommend the Most Effective Alternatives and Prepare the
Final Report
This eighth work task will involve:
• Refining the alternatives analysis based on the results of the
progress meeting at the end of Task 7. This would include
,refining. cost and revenue projections, as necessary, and
_expanding implementation plans=for all or selected alternatives
identified by the committees.
• Based on our analysis, recommending the alternative(s) which
we believe present the best long term options; for the CCCPL
and its constituent jurisdictions.
• Documenting the results of each of the previous progress
reports into the project final report.
Once the final draft has been reviewed by the committees, it will be
produced in final form. We are prepared to present the final report as you
deem appropriate. Our work plan and cost estimate is predicated on
presenting the final report to the following groups:
• The Board of Supervisors_
David,M �Griff th;&:Associates,�::- ?': Page;�30.
Proposal to Analyze Library Services •q/
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• The PMA in a group meeting.
• The Contra Costa Mayors' Conference -- selected as the most cost-
effective forum for presenting project results to elected officials. If
it is desired that the report be presented in individual meetings
with each city council, our cost estimate, reflecting the time
involved, would need to be adjusted accordingly.
The chart which follows this page shows our estimate of the time
required to accomplish each of the tasks described in this section. As can.
be seen from review of the proposed schedule, we estimate 180 days would
be required to complete the project as described in this proposal.
David M. Griffith &'A'" ciates '` Page 31
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III. Project Cost. -
This section provides our estimate of the staff time and associated
cost required to complete the project as required by- your. Request for
Proposal,.and as described in Section II of this proposal. The chart which
follows shows our estimate of the professional staff time required to
complete each of the study tasks. As noted in several places earlier in this
proposal, the Customer/community Attitude Survey has been listed as an
optional task.
Project Task Person Hours
1. Initial meetings and issue identification. 40
2. Determine participating jurisdictions' attitudes toward
service issues and alternatives. 160
3. Profile current CCCPL operations, service levels, costs
and revenues. 140
4. Survey customer/user attitudes. (Optional Task) Quoted as sub-contract cost
in the next section.
5. Survey CCCPL employee attitudes. 40
6. Structure and evaluate alternatives for delivering
library services in Contra Costa County. 240
7. Refine alternatives and develop detailed cost and
revenue projections. 180
8. Prepare and present final report. 80
Project Total 880
Costs associated with this level of effort would be as shown in the
table which follows on the next page.
David M Grifli &,Associates
e.
'Page:33.:
Proposal to Analyze Library es Servic
P y
in Contra Costa County `
Project Team Member Rate per Hour Person Hours Cost
John W. Heiss $150 240 $36,000
Michael C. Mount $150 180 $27,000
Beverly Simmons $100 120 $12 000
Robert Melville $100 160 1 $16,000
Greg Tannenbaum $50 180 $9000
PROJECT TOTAL--BASE
ANALYSIS $100,000
Community/user Attitude
Survey Conducted by Survey
Research Laboratory of the $15,000
University of North Texas --
Optional Task
As can be seen from the information presented in the table above, we
are prepared to conduct the base project for a fixed -price contract of
$100,000. If authorized by the PMA, the community attitude survey would
cost an additional $ 15,000.
David 1VIS Gfiffi.'tU& Associates P:age,'34
FT Attachment "A"
UKA
AGREEMENT TO PROVIDE
PROFESSIONAL CONSULTING SERVICES
TO THE CITY OF ANTIOCH
THIS AGREEMENT, entered into this day of ,
1996, and effective immediately by and between DAVID M. GRIFFITH & ASSOCIATES,
LTD. (hereinafter called the "Consultant") and the CITY OF ANTIOCH (hereinafter called
"City"), WITNESSETH THAT,
WHEREAS, the City desires to engage the Consultant to perform a study of
library services as specified in Paragraph 1.
NOW, THEREFORE, the parties hereto mutually agree as follows:
(1) Employment of Consultant. The City agrees to engage the Consultant
and the Consultant hereby agreesto perform the services described in the Consultant's
proposal dated December 22, 1995 and incorporated in the Agreement as Attachment"A".
(2) Time of Performance. The services to be performed hereunder by the
Consultant shall be undertaken and completed in such sequence as to assure their
expeditious completion and best carry out the purposes of the Agreement. All services
required hereunder shall be completed August 1, 1996.
(3) Compensation. The City Agrees to pay the Consultant a fixed fee sum
not to exceed one hundred and fifteen dollars ($115,000) for all services required herein.
Consultant agrees to complete the project and all services provided herein for said sum.
1
(4) Method of Payment. The Consultant shall be paid in accordance with
the following Progress Report Schedule:
Progress Payment Schedule
Progress Report Amount
1. Determine participating jurisdiction's attitudes toward $22,000
service issues and alternatives. Document the results
of Task 1 and 2 by summarizing issues and concerns
as perceived by all jurisdictions.
2. Profile current Library operations, service goals, costs, $16,000
and revenues.
3. Survey consumer and employee attitudes toward $20,000
current Library services and operations.
4. Structure and evaluate alternatives for delivering $27,000
Library services in Contra,Costa County. Refine
alternatives and develop detailed cost and revenue
projections.
5. Acceptance of Final Report. $30,000
City shall pay invoices within thirty(30) days of receipt of Progress Reports.
(5) Changes. The City may, from time to time require changes in the
scope of services of the Consultant to be performed hereunder. Such changes, which are
mutually agreed upon by and between the City and the Consultant, shall be incorporated
in written amendment to this Agreement.
2
(6) Services and Materials to be Furnished by the City. The City shall
furnish the Consultant with all available necessary information, data, and material pertinent
to the execution of this Agreement. The City shall cooperate with the Consultant in
carrying out the work herein and shall provide adequate staff for liaison with the
Consultant.
(7) Termination of Agreement for Cause. If, through any cause, the
Consultant shall fail to fulfill in timely and proper manner his obligation under this
Agreement, the City shall thereupon have the right to terminate this Agreement by giving
written notice to the Consultant of such termination and specifying the effective date
thereof, at least five (5) days before the effective date of such termination.
(8) Information and Reports. The Consultant shall furnish the City, upon
request, with copies of all documents and other materials prepared or developed in relation
with or as part of the project.
(9) Records and Inspections. Consultant shall maintain full and accurate
records with respect to all matters covered under this Agreement. The City shall have free
access at all proper times to such records, and the right to examine and audit the same
and to make transcripts therefrom, and to inspect all program data, documents,
proceedings, and activities.
(10) Accomplishment of Project. The Consultant shall commence, cant'
on, and complete the project with all practicable dispatch, in a sound, economical, and
efficient manner in accordance with all the provisions thereof and all applicable laws.
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G. �l
(11) Hold Harmless. The Consultant agrees to protect, indemnify and save
harmless City and its officers, officials, employees and volunteers from and against all
claims, demands and causes of action by contractors' employees or third parties on
account of personal injuries or death or on account of property damages arising out of the
work to be performed by Consultant hereunder and resulting from the negligent acts or
omissions of Consultant, Consultant's agents, employees or subcontractors.
(12) Insurance. Consultant shall procure and maintain for the duration of
this Agreement insurance against claims for injuries to persons or damage to property
which may arise from or in connection with the performance of the work hereunder by the
Consultant, his agents, representatives or employees. Consultant shall maintain limits of
no less than$500,000 for general liability, automobile liability, and employer's liability, all
pursuant to the approval of the City Attorney as to form and carrier. A Certificate of
Insurance shall be filed with City and approved by the City Attorney prior to
commencement of work.
(13) Matters to be Disregarded. The titles of the several sections,
subsections, and paragraphs set forth in this contract are inserted for convenience of
reference only and shall be disregarded in construing or interpreting any of the provisions
of this contract.
(14) Completeness of Contract. This contract and any additional or
supplementary document or documents incorporated herein by specific reference contain
all the terms and conditions agreed upon by the parties hereto, and no other agreements,
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oral or otherwise, regarding the subject matter of this contract or any part thereof shall
have any validity or bind any of the parties hereto.
(15) City Not Obligated to Third Parties. The City shall not be obligated or
liable hereunder to any party other than the Consultant.
(16) When Rights and Remedies Not Waived. In no event shall the making
by the City of any payment to the Consultant constitute or be construed as a waiver by the
City of any breach of covenant, or any default which may then exist, on,the part of the
Consultant and the making of any such payment by the City while any such breach or
default shall exist in no way impairs or prejudices any right or remedy available to the City
in respect to such breach or default.
(17) Personnel. The Consultant has all personnel required in performing
the services under this Agreement. All of the services required hereunder will be
performed by the Consultant or under Consultant's supervision, and all personnel engaged
in the work shall be qualified to perform such services.
(18) Notices. Any notices, bills, invoices, or reports required by this
Agreement shall be sufficient if sent by the parties in the United States mail, postage paid,
to the address noted below:
City of Antioch David M. Griffith &Associates, Ltd.
Third and "H" Streets 20111 Stevens Creek Boulevard
P.O. Box 130 Suite 145
Antioch, CA 94509-0504 Cupertino, CA 95014
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(19) Independent Contractor. Consultant in performing this Agreement is
acting in the capacity of an independent contractor, and not as an employee of City. As
such, Consultant shall not be entitled to any benefits or compensation, other than the
compensation specified herein.
IN WITNESS.WHEREOF, the City and the Consultant have executed this
Agreement as of the date first written above.
CITY OF ANTIOCH: DAVID M. GRIFFITH & ASSOCIATES, LTD.
By: By:
Leonard K. Herendeen, Mayor Michael C. Mount, Vice-President
APPROVED AS TO FORM:
By:
William R. Galstan
City Attorney
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Attacnmenc
Distribution of Cost
for
Library Study
CITIES POPULATION PERCENT FEE
ANTIOCH 74925 9.48% $10,902
BRENTWOOD 11833 11.50% $1,722
CLAYTON 8951 1.13% $1,302
CONCORD 114538 14.49% $16,665
DANVILLE 36566 4.63% $51320
EL CERRITO 23816 3.01% $3,465
HERCULES 19041 2.41% $2,770
LAFAYETTE 24089 3.05% $31505
MARTINEZ 35881 4.54% $51221
MORAGA 16658 2.11% $2,424
ORINDA 17253 2.18% $2,510
PINOLE 18530 2.34% $2,696
PITTSBURG 51569 6.52% $71503
PLEASANT HILL 32228 4.08% $4,689
SAN PABLO 26587 3.36% $3#868
SAN RAMON 40880 5.17% $51948
WALNUT CREEK 63393 8.02% $9,224
COUNTY 173637 21.97% $25#264
TOTAL 790375 100.00% $115,000