PROJECT SUMMARY
In June 1997 Riverside County in California entered into an agreement with a private company for the day-to-day management of its 25-branch system. In order for the agreement to work successfully, it was critical to assemble a team of professional librarians with a wide range of experience to preserve the best elements of the exiting system, while introducing new and innovative management techniques. At the same time, it was important to maintain the independence of public policy decision making. Three countywide Zone Advisory Boards, consisting of elected county supervisors and other local officials, were established. This first-time-ever team approach represented the best elements of both Riverside County government and LSSI, the private company.

The team approach to public-private partnership represents the best elements of both Riverside County government and LSSI. LSSI has made no attempt to dictate what kind of programming or collection or even hours of operation are best for each of the local library branches it manages for the County government and people of Riverside County. The County Library has surveyed its library staff and patrons about how their individual library branches had been run and what changes they would like to see made. This feedback has been valuable to both LSSI's local management and the County Librarian in making subsequent management decisions. By listening to its customer base and responding accordingly, LSSI has been able to better appropriate its limited operating budget. At the same time, County elected and appointed officials have been able to claim greater representation of their constituents than ever before in the history of the county library system. For the first time it can rightfully claim better management and more productive application of tax dollars, with fewer dollars being channeled into administrative overhead.

Library hours have been expanded by 34 percent; no jobs were lost; staff were added and existing librarian salaries were maintained; circulation is up about 10 percent over a year ago; materials budget has been increased from $180,000 to $240,000; and public complaints have virtually ceased. A higher quality of service has been provided without spending more than what the county government budgeted for in FY 1998, $5.35 million.