HomeMy WebLinkAbout09.06.17 LC PacketCity of Boulder
2017 Library Commission Agenda
Meeting date: Wednesday, September 6, 2017
Location: Main Library, 1001 Arapahoe Ave., Canyon Meeting Room
Meeting start time: 6 p.m. (Note: There is no access to the building after 8 p.m.)
1.Approval of agenda
2.Public comment
3.Consent agenda
a.Approval of August 2, 2017 minutes (p. 2-4)
4.Presentation: 2017 Summer Reading Program recap – Erica Segraves, children and youth services manager
(p. 5-11)
5.Update on 2018 City Manager’s approved budget – Devin Billingsley, senior budget analyst (p. 12-28)
6.Master Plan project update (p. 29-41)
a.Commission provide final input on draft goals in preparation for September community input sessions
b.Update on mission statement revision
c.Discuss plan for study session with City Council
7.Review of annual Library Commission recruitment application (p. 42-45)
8.Library Commission update (p. 46-47)
a.Items from commission
b.Boulder Library Foundation update
c.City project representative update
i.Boulder Valley Comprehensive Plan
ii.Boulder’s Civic Area
iii.Canyon Complete Streets
iv.EcoDistricts
v.Central Broadway Corridor Design Framework
d.Responses to patron emails from the Library Commission
9.Library and Arts Director’s Report (p. 48-53)
a.2018 Library holiday closures
b.Q2 Library use statistics
c.Update on 2017 Capital Improvement Tax ballot item language
d.Jaipur Literature Festival update
10.Adjournment
2017 Library Commissioners
Alicia Gibb, Chair Joni Teter Tim O’Shea Juana Gomez Joel Koenig
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Library Commission Minutes
August 2, 2017
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING
MINUTES
Name of Board/ Commission: Library Commission
Date of Meeting: August 2, 2017 at the Main Boulder Public Library, 1001 Arapahoe Ave.
Contact information preparing summary: Maureen Malone, 303-441-3106
Commission members present: Alicia Gibb, Joni Teter, Juana Gomez, Joel Koenig, Tim O’Shea
Library staff present:
David Farnan, Director of Library & Arts
Jennifer Phares, Deputy Library Director
Maureen Malone, Administrative Specialist II
Members of the public present:
None
Type of Meeting: Regular
Agenda Item 1: Call to order and approval of agenda [6:02 p.m., 0:00:00 Audio min.]
The meeting was called to order at 6:02 p.m.
Agenda Item 2: Public comment [6:02 p.m., 0:00:30 Audio min.]
None
Agenda Item 3: Consent agenda [6:02 p.m., 0:00:38 Audio min.]
Item 3A, Approval of June 7, 2017 Meeting Minutes
Teter moved to approve the minutes, and O’Shea seconded. Vote 4-0, unanimous (Koenig abstained as he was not at the
meeting).
Item 3B, Approval of July 15, 2017 Retreat Notes
Teter moved to approve the notes, and Koenig seconded. Vote 5-0, unanimous.
Item 3C, Motion to approve Warner Charitable Trust Contribution
Gomez moved to accept the donation, and Koenig seconded. Vote 5 -0, unanimous. Commission agreed to send a thank you
letter to the trust, which Koenig will draft.
Agenda Item 4: Master Plan Project update [6:07 p.m., 0:05:22 Audio min.]
a. Provide input on staff’s revision of the library mission, the current vision statement and the guiding principles for
decision making
• Koenig expressed confusion about the difference between guiding principles, mission, and values, and
wondered whether there could instead just be one set of core values. Farnan replied that the city has
established a set of citywide core values that he can share with the commission.
• Teter commented that the library needs to have a mission statement, but she would opt to get rid of the vision
statement. Gibb agreed that she would be happy with just one statement, but added that she would like to see
the concept of access included. Phares explained that the vision statement was created during the last Master
Plan process, but is not currently a tool utilized by staff.
• Gibb suggested working backwards to create a mission statement so that it can be used to help staff approve
or deny sponsored events based on whether or not the programs are aligned with the library’s mission.
• Commission reviewed the draft mission statements and discussed which ones they liked and why, and what
concepts might be missing.
• O’Shea commented that the vision should be something that changes with the times, but a mission statement
should be a succinct statement that can withstand a decade or more; if the vision statement lives within the
Master Plan, it seems like there is some value in identifying the vision for the next ‘x’ number of years.
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Library Commission Minutes
August 2, 2017
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• Teter commented that the existing mission statement is dated, and any of the draft statements that staff came
up with are heading in a better direction.
• Phares suggested that instead of using the mission, staff could use the vision of the next ten years to help
make decisions on how to use library resources according to the priorities put forward by the community.
• Farnan stated that staff will work on a vision that more clearly lays out the ten-year trajectory and a succinct,
more timeless mission statement to bring back to the October meeting.
• Gomez wondered what was meant by the concept in the guiding principles that “a strong central library is
given priority over a system of distributed branches”. Phares explained that at that time when the 2007 Master
Plan was being developed, if staff had to cut resources, they would cut from the branches first to maintain one
facility that had everything. Farnan added that in terms of the city’s priority-based budgeting, the branches are
ranked at a tier two degrees lower than the main library; in a fiscally constrained scenario, the branches could
all be closed.
• Commission reviewed the guiding principles and determined which aspects they would like to retain or
discard, and what should be added (see handouts).
• Farnan commented that what’s missing in all of this is creating a platform for the community – what are we
making happen for the community and what is their ownership stake in it?
• Gibb stated that in the focus groups, it came up a lot that people would like more insight into how decisions
are made; perhaps the guiding principles could outline how staff and commission make decisions. Teter
suggested that the guidelines include something about the community’s input in guiding decisions.
b. Review revised draft Master Plan goals for programs and services
• Teter drafted some alternative language for the Overview and Outcomes sections (see handouts).
• Gomez expressed her appreciation for the timeline, stating that it makes it more clear how everything will fit
in and how it can all be achieved without burning out the staff in the first year. Phares expressed her concern
about assigning dates to the goals, and stressed that it will be important to manage expectations since the
library doesn’t have control over what we get and when we get it. Teter countered that it’s refreshing to see
the city commit to something and create a clear plan, and added that there will be push back no matter what.
• Koenig wondered how many additional full-time employees it will require to manage the projects to build
branches in North Boulder and Gunbarrel. Farnan explained that there is funding for outside consultants to do
design work and public engagement, and the city’s Facilities and Asset Management department would
support the library by assigning a project manager.
• Teter suggested that staff include a plan for community engagement under the goal to increase the
community’s awareness of library programs and services (pp. 20-21 of packet)
• Teter recommended adding a measurement for marketing and outreach success. Farnan agreed, but added that
staff are still working to develop specific goals for what they want to achieve with the marketing plan.
• Teter recommended that staff highlight the goals to expand branch services, makerspace programs and
facilities, and the Canyon Theater rental program in the Master Plan document.
• Phares wondered how to present this information for the community check in sessions in September to be able
get a reaction from the community as to whether we have accurately captured their input without overloading
them with information. Teter suggested making the full document available ahead of the check-in sessions for
those who are interested in reading everything and then having a condensed version to present during the
actual sessions.
Agenda Item 5: 2017 Capital Improvement Tax ballot item project: North Boulder Branch Library
[7:42 p.m., 1:39:57 Audio min.]
Commission discussion, questions, and comments included:
• Teter suggested some additions to the language for the motion to council (see handouts). Teter moved to approve
the motion to council, as amended. O’Shea seconded. All in favor.
• Farnan will submit the motion, along with the supplementary language drafted by Teter, to the tax renewal staff
team so that they can include it in council’s packet. The information will then be posted on the Library
Commission webpage (https://boulderlibrary.org/about/commission/).
Agenda Item 6: Library Commission Update [7:54 p.m., 1:52:06 Audio min.]
a. Matters from the Commission
i. Select meeting dates for council member Jan Burton or Matt Appelbaum
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Library Commission Minutes
August 2, 2017
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▪ Staff will suggest that the visit be scheduled in September or October, before the November
council election.
ii. July 17, 2017 Letter to City Council in support of installing accessible, all-gender restrooms in the Main Library
and the Municipal and Atrium Buildings
b. Boulder Library Foundation update
c. City project representative update
i. Central Broadway Corridor Design Framework
ii. Boulder Valley Comprehensive Plan
iii. Boulder’s Civic Area
iv. Canyon Complete Streets
v. EcoDistricts
d. Responses to patron emails from the Library Commission
Agenda Item 7: Library and Arts Director’s Report [7:57 p.m., 1:55:49 Audio min.]
a. Key dates for 2018 city budget
• Farnan clarified that the requests for the Volunteer Services Coordinator and Library Technology Support
Specialist are the amounts needed to increase the existing positions from part-time to full-time.
b. Q2 website usage statistics
Agenda Item 8: Adjournment [8:07 p.m., 2:05:24 Audio min.]
There being no further business to come before the commission at this time, the meeting was adjourned at 8:07 p.m.
Date, time, and location of next meeting:
The next Library Commission meeting will be at 6 p.m. on Wednesday, September 6, 2017, in the Canyon Meeting Room at
the Main Library, 1001 Arapahoe Ave., Boulder, CO 80302.
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Final Report for 2017 Summer Reading Program: Build a Better World
Program Description
This year marked the 25th anniversary of the Boulder Library Foundation's generous sponsorship of the Summer Reading
Program. We celebrated this milestone by announcing the anniversary and thanking the Foundation at all events and
programs.
The 2017 Boulder Public Library Summer Reading Program theme was based on the Collaborative Summer Library
Program (CSLP) theme of Build a Better World. Our Summer Reading Program Committee chose to personalize it for our
community by tiering it into four subcategories: build a better self, home, community, and world. These subcategories
created a structure of highlighting how everyone can make a difference, and these subcategories were reflected in the
reading logs, teen decks, and events.
Outreach Efforts
In order to utilize staff time more efficiently, we focused spring school outreach visits on the top 25 schools with the
highest number of registrants that participated in the 2016 Summer Reading Program. All four BPL locations divided the
schools visits depending on proximity of library to school and established relationships. We presented the Summer
Reading Program to 5,932 students during these visits. Two Spanish-speaking staff visited schools with higher Latino
populations such as Columbine and University Hill Elementary Schools. All BVSD schools were excited by the prospect of
receiving the BPL reading trophy for highest percentage of students registered for our program. Other schools, like
Boulder Community School of Integrated Sciences (BCSIS), were so supportive of our reading program that they are
having a pizza party in the fall for any of their students that completed the entire reading program.
We also reached out to the Latino community this year by having off-site registration at our outreach visits for various
organizations throughout the community. We promoted the Summer Reading Program at two of the Boulder County
Head Starts. We offered early registration to members of the Boulder Housing Partners Kalmia site at our May 19 Book
Rich Environments event. We also had off-site registration and check-in for the Manhattan and Diagonal housing sites of
Boulder Housing Partners and the Woodlands site of Boulder County Housing and Human Services. Additionally, we
passed out information on summer reading at the Colorado Latino Festival on June 25.
This was the first year that BVSD integrated our Summer Reading Program into their Summer Learning schools. Director
Melinda Groom explained that these students are mostly underserved youth with a large portion participating in the
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free and reduced lunch programs, and who have little to no access to cultural enrichment during the summer months.
All 514 students from Casey Middle School, Flatirons Elementary, Columbine Elementary, and Crest View Elementary
participated in the Summer Reading Program. Our librarians, assisted by a team of volunteers, visited the schools on
June 12 to give the students their reading logs or teen decks and registration prizes. This was followed by a 30-minute
hands-on STEM activity. Between visits, we made more than 300 library cards for the students. On July 20, our librarians
and volunteers returned to give the 514 students their halfway and final prizes and to congratulate them on their
successful completion of the program.
Participation in the Reading Program
The pre-reader and reader logs focused on early literacy activities and recording minutes read. Our Boulder Teen
Advisory Board at Main created the content for this year's teen card decks. Teens chose activities to complete based on
building a better self, home, community, or world. Examples included "Create a time capsule for your future self to
enjoy" or "Tell people you care about that you appreciate them – and why!"
This year we streamlined the rules to make it easier for our patrons and volunteers.
Pre-readers Readers Teens
Halfway Complete 7 activities. Read 400 minutes. Complete 3 activities
and read 3 books.
Finish Complete all 15
activities.
Read 400 minutes
more for a total of
800 minutes.
Complete 3 more
activities and read 3
more books.
Youth from birth to age 18 received the following incentives.
Registration Halfway Final
1. Discount Lakeside
Ticket
2. Bloomin’ Plantable
Paper Shape
3. Digital Colorado
Rapids Voucher
4. Digital Rio Nachos
Coupon
1. Cold Stone Ice Cream
Coupon
1. Hand Crank Powered
Flashlight
2. Book
3. Free Lakeside Ticket
4. For Teens – Grand
Prize Drawing
for a Hoverboard
Registration and Completion
97 teens helped us by volunteering a total of 1,486 hours throughout the summer by registering children and teens at
the registrations tables at our four summer reading locations. 3,996 children and teens registered for summer reading,
including the 514 summer BVSD students which is a 13.39% increase over last year's numbers. 1,888 children and teens
finished the program for a completion rate of 47.25%. The notable increase in completion rates are attributed to our
partnership with BVSD. These completion rates also mean that:
• 348 pre-readers (ages birth-5) completed 15 activities to finish the program. That's 5,220 activities like drawing
pictures of their families, finding things outside that begin with the first letter of their names, and acting out
stories.
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• 1308 elementary aged kids (ages 6-11) completed the program. That means they read a total of 1,046,400
minutes.
• 232 teens (ages 12-18) read 6 books each to complete the program for a total of 1,392 books.
Participation in the Events
Attendance at our summer events totaled 4,877. BLDG 61 offered seven events with 127 in attendance. We offered 25
events for teens with a total of 257 participants. There were 37 events geared towards families and children with a total
participation of 4,493.
All four locations hosted a simultaneous kickoff party on May 31 following the 10:15 a.m. storytimes. Patrons built box
cities – some complete with fire stations and green roofs!
The rest of the summer featured events for families and children that concentrated on music and theater, service
projects, building, environmental education, and animal education.
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Teen events were primarily led by our own creative staff. With an emphasis on building a better world, teens spent the
summer participating in events that built community and made a positive impact on our world.
BLDG 61 events featured a cryclyed marble run , a week-long camp, weaving, mini geodesic domes, and more!
SummerFest celebrated the conclusion of the library's Summer Reading Program and the Parks and Recreation
department's programming and camps. 2,500 people attended this event to see musicians, a magician, walk a slack line
or stilts, learn drumming, try hands-on STEAM activities, and eat free ice cream.
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Summary
Families appreciate the support the Boulder Library Foundation has given over the last 25 years of summer reading.
Families now think of this program as a tradition. The family in this photo has been participating for the last seven years.
Our staff and teen volunteers took joy in celebrating their commitment to our library program.
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Final Evaluation Highlights
Constructive Criticisms
• I really wish you allowed kids to sign up sooner. We heard all about the summer reading program when we
visited the library in May, but kids weren't allowed to sign up until a particular date. We actually never signed up
this year. you should allow kids to sign up BEFORE school gets out.
• Not that I'm not grateful, but the Lakeside ticket prizes weren't very good for little kids (late on weekdays only)
so we didn't get to use them.
• It was disappointing that the Lakeside tickets were gone by the time we finished reading. I have one daughter
who is dyslexic and has been working on her reading program all summer. However, the reading program log
requests 6 books to be read and that is a lot for someone with her issues, and she does not want to go through
the embarrassment of asking for special accommodations.
• A way for dyslexic (or other learning disabled) kids to do it -- maybe some suggestions for how to make that
work.
Suggestions
• A scavenger hunt associated with reading for kids who need movement in learning - I think this could be a lot of
fun for all kids.
• Group tracking of reading like reaching a big goal, adult summer reading, keep books as prizes but don't need
more plastic.
• Mobile app.
• More events at NOBO!
Praise
• I appreciate the energy and thought the librarians put into Summer Reading. It is an invaluable assets
to the children in our community.
• It is a great incentive program to get my kids to the library and excited about going to the library. They
go on their own now!
• My 4yr old kid is prize-driven, so this let us move beyond just reading to do some of the other activities
listed in the pre-readers summer program (singing, acting out stories, etc.). Thank you!
• We loved doing Summer reading in our house. We went to the library more often and had great
interaction.
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• It gave my child an outside goal and prize to aim for. We don't have money so it was nice to have the
outside support to encourage her reading.
• My 6 year old is a new reader, and the program was a huge incentive for him to read every night. He
really enjoyed coloring in the log when he read every day. I'm sure he would have read a lot less if this
program didn't exist.
• The regular storytimes (Walkers and Wobblers) has become part of a weekly routine for my child and
me. The lessons I have learned about his development have been invaluable, and the programs have
let him socialize with other children his age on a regular basis. Learning new songs to sing is great, and
Oliver especially likes the ones where we bounce, dance or he get tossed in the air. The suggestions
made about reading to him have also been very helpful---I think reading to him at home has been
much more successful because of what you have taught us. The activities we did for the Summer
Reading Program were very fun for us. A few were a bit challenging, but certainly worth the new
experiences Oliver had (He learned to pronounce about 5 letters just from one of the activities). The
prizes were a nice motivation for doing the activities (he loves the flashlight and book). I would
certainly be interested in other activities categorized in the same manner, simply for new ideas. Thank
you so much for the program!
• I'm very proud of being a member of BPL and all you guys whose effort on kids to encourage and love
reading, I appreciate🙏Thank you very much and hope to see you next summer reading session🙏
• 3 year old started "reading" to his brother (1yr) and held his face " you need to sing too".
• It has provided motivation for my boys. My older son loves to read and this program increased his
motivation to finish (rapid fire). My younger son is just learning to read, so the motivation kept him
practicing daily because he really wanted that flashlight!
• Our kids Gavin and Kailani signed up for this- but did not complete it (and so did not earn any of the
prizes). Interestingly, they read boat loads (and they love readin g). They whined about having to do the
"community" projects (which I think, as a parent, are great!). So I think this program is still a WIN!
However, I kind of wish I knew the completion rate for the program (just curious if our kids are outside
the norm). Reading is easy- being part of a community and stretching yourself to grow is hard. :-) Thank
you so much!! The cards give us stuff to think about.
• It motivated my kids to go to the library and check out books. They read a lot already but the program
gave them a sense of community and reminded us of all the good reading options in the library.
• I always look forward to the summer reading program, and since I volunteered, it helped make me
more comfortable talking to strangers. It also encouraged me to visit the library more often which I
always think that I will do, but doesn't always happen.
• During the summer when I'm not on vacation I get really bored and waste my summer. But with the
summer reading program I had a schedule and I had to show up.
• My daughter loved it (the prizes, especially). The marking off of activities completed was fun and she
keeps asking for the "fall reading program." She says, "I liked the ice cream," when I asked what her
favorite part was. :)
• We love the summer reading program; it gives our kids incentive to track so much of the reading that
they're already doing and they love the ice cream and outdoor-oriented prize at the end (water bottles
last year were great, flashlights this year were great too!).
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DATE: September 6, 2017
TO: Library Commission
FROM: David Farnan, Director of Library and Arts Department
Jennifer Phares, Deputy Library Director
Devin Billingsley, Senior Budget Analyst
SUBJECT: 2018 City Manager Recommended Library Budget
This memo provides an overview of the 2018 Recommended Budget for the Boulder Public
Library that was submitted to City Council on August 31, 2017.
2018 Recommended Budget
Attached to this memo is the City Manager’s Budget Message (Attachment 1) which provides an
overview of the 2018 Recommended Budget for the City of Boulder. This message explains the
budget process, provides the economic context underlying the 2018 budget and highlights the
areas of investment as expressed in terms of the Community Sustainability Framework.
Attachment 2-A provides an overview of the Library and Arts Department recommended budget
as it is presented in the 2018 Recommended Budget document. Attachment 2-B shows the
Library-specific budget, divided into the major service and program areas with Arts removed.
The Library Fund Financial (Attachment 3) is also included to provide the Commission with a
seven-year outlook for the Library Fund. The Library Fund serves as a respository for dedicated
library revenues including the 0.33 mill property tax as well as grants, gifts and donations. The
fund primarily supports collection/materials acquisitions as well as donor-directed spending.
A summary of the 2018 Budget for the Library by sources (Figure 1-1) and uses (Figure 1-2) of
funds are provided in the pie charts on the following page. A breakout of the library’s major
expenditure service areas are included in Figure 1-2. These major service areas are further
sub-divided into program levels on Attachment 2-B.
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Figure 1-1: Summary of Library and Arts Department Sources
2018 Total: $8,435,122
Figure 1-2: Summary of Library and Arts Department Uses
2018 Total: $8,264,901
As shown above, revenues are projected to exceed expenditures by $170,221. This surplus
exists in the Library Fund due to conservative spending on collections in 2018 on account of
General Fund
(Sales and Use
Tax, etc.),
$6,525,434 ,
79%
Library
Department
Revenues,
$155,000,
2%
Property Taxes,
$1,235,963,
15%
Interest,
$6,045,
<1%
Grants and
Donations,
$342,459,
4%
Administration,
$1,485,605,
18%
Community
Engagement &
Enrichment,
$2,796,896,
34%
Public Services,
$2,387,944,
29%
eServices,
$1,594,456,
19%
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uncertainty surrounding property tax revenues. Initial property value estimates from the
Boulder County Assessor’s office indicated an increase of more than 20% over the prior
assessment, but these projections exclude appeals that have yet to be processed. There also
exists the possibility that City Council may pursue a property tax credit or other tax lowering or
deferring mechanism. Library fund spending can be revisited in an adjustment to base once
anticipated property tax revenue projections are more concrete.
The 2018 recommended library budget of $8.27 million can be further divided into
expenditures on personnel, non-personnel and collections/materials. Table 1-1 below presents
this information along with historical year-over-year comparison to show the trends in library
budgeting and spending over the last four years.
Table 1-1: Current and Historical Library penditures (in $1,000’s)
Use
Personnel $5,389 65.5% $5,084 62.0% $5,450 68.5% $5,556 67.2%
Non-Personnel 1,863 22.6% 2,103 25.7% 1,539 19.3%1,737 21.0%
Collection/Materials*981 11.9% 1,009 12.3% 972 12.2%972 11.8%
Total $8,233 $8,196 $7,961 $8,265
*Only includes d irect e xpenditures on Collection/Materials Acquisition. D oes not include r elated p ersonnel expense.
There are a three categories of budget additions included in the library’s 2018 Recommended
Budget as can be seen in year-over-year differentials in the 2017 and 2018 personnel and non-
personnel budgets in Table 1-1 above. These budget additions are a subset of the full list of
requested budget additions that were presented for Library Commission consideration and
input at the May 3, 2017 meeting. The full list of these items can be accessed on the city
website at the following link: May 3, 2017 Commission Packet. The budget additions that were
ultimately approved by city executive management for inclusion in the budget and submission
to City Council for consideration include the following:
Circulation Maintenance
The 2018 recommended budget includes a total of $80,500 in additional ongoing funding to
support circulation maintenance. Fifteen thousand dollars will be used for the annual purchase
of replacement Radio-Frequency Identification tags and $37,500 is designated to cover
ongoing maintenance of the Automated Materials Handling system. An additional $28,000 for
temporary staffing expense is included in the Public Services division to allow standard staff at
all library locations to attend staff meetings and engage in ongoing professional development
trainings.
2015
Actuals
% of
Total
2016
Actuals
% of
Total
2017
Adopted
% of
Total
2018
Recommended
% of
Total
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Volunteer Coordination
The 2018 recommended budget includes funding for an ongoing increase from 20 hours to 40
hours per week for the Volunteer Services Coordinator. This is projected to cost approximately
$39,000 annually. The expansion of this position is intended to enable the library to better
leverage community contribution and enhance programming at the library. In 2016 alone, the
library was served by 620 volunteers who donated nearly 22,000 hours of service at an in-kind
value of over $570,000.
Makerspace
The 2018 recommended budget includes $60,000 in ongoing funding for the purchase of raw
materials and consumables at the Makerspace. Major capital funding for the build-out of the
Makerspace was provided by the Boulder Library Foundation with the original intent of offering
classes to the community free of charge. This request enables the Library to honor this element
of the Makerspace.
The first and second readings of the 2018 Recommended Budget, including public hearings,
will take place on Oct. 3rd and Oct. 17th, 2017.
Attachments:
Attachment 1: 2018 Recommended Budget – City Manager’s Budget Message
Attachment 2-A: 2018 Recommended Budget – Library and Arts Department Overview
Attachment 2-B: 2018 Recommended Budget – Library (Arts Removed)
Attachment 3: 2018 Library Fund Financial
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City of Boulder's 2018 RECOMMENDED BUDGET | Page 13
1 | CITY MANAGER’S BUDGET MESSAGE
Dear Members of City Council and Residents of Boulder,
I am pleased to present the City Manager’s 2018 Recommended Budget for review and consideration. At $389
million, this budget reflects City Council-adopted goals and was developed in accordance with the City Charter,
Financial Management Policies, Operating Budget guiding principles, and Capital Improvement Program (CIP)
guiding principles.
The City of Boulder is monitoring the economy closely and recommending a conservative budget that accounts
for slowing sales and use tax collections while addressing community priorities to maintain current assets, care
for vulnerable and underrepresented populations, enhance community engagement and outreach, and implement
policies to address social equity and resilience.
A primary focus of the 2018 Recommended Budget continues to be providing resources necessary to meet the city’s
climate goals. The city is currently pursuing a number of strategies related to achieving these goals, including an effort
to create its own electric utility. That particular strategy will be subject to voter consideration in November. As a result,
the proposed budget does not include a contingency for continued funding of the municipal electric project after this
year. Additional funding is, however, included in a ballot measure to be decided by voters in November 2017. If voters
support continued efforts, staff is prepared with an amended budget for council consideration. Similarly, the 2018
Recommended Budget does not reflect funding associated with the potential extension of the 0.3 percent sales and
use tax for capital improvement projects. If the 2017 ballot item for the extension of the capital tax is supported, the
2018 Budget would be amended.
For 2018, the Recommended Budget continues to leverage department assessments, comprehensive planning and
strategic capital investment to ensure a strong financial foundation. However, the headwinds of a slowing economy,
reflected by lower than projected sales tax revenues and declining construction use tax revenues, suggest fiscal
prudence. The Recommended Budget enhances General Fund reserves, maintains core government services,
and supports Boulder’s forward-thinking community by confronting challenging issues and finding solutions that are
efficient, rooted in best practices, and support shared values. It accomplishes these priorities with minimal staffing
increases and a conservative approach to new initiatives.
The Financial Context for the Recommended Budget
This proposed budget addresses community needs and priorities within the context of the current and projected
economic climate. There are reasons to proceed cautiously. Total sales and use tax collections, which are the largest
component of General Fund revenues, were down 4.5 percent through June 2017 when compared to collections
through June 2016. While Retail Sales Tax is remaining steady, several revenues have slowed in the past year.
The Construction Use Tax is down 40.8 percent and Business Use Tax is down 11.5 percent. Despite significant
construction activity in 2017 and a vibrant business community, much of these construction-related revenues were
collected in 2016 when applications were received and permits were issued. The valuation of new permits issued in
2017 has declined and is more consistent with the scope of construction activity experienced in 2014.
ATTACHMENT 1
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City of Boulder's 2018 RECOMMENDED BUDGET | Page 14
CITY MANAGER'S BUDGET MESSAGE
There are some positive indicators for the 2018 economy. Boulder’s unemployment level is 2.0 percent in June 2017,
compared to 2.8 percent in June 2016, and is outperforming the state unemployment rate of 2.3 percent and the
national rate of 4.4 percent for June 2017. While sales and use taxes are the largest component of General Fund
revenues, other revenues and trends also impact overall General Fund revenue collections.
Local governments often seek to diversify their revenue sources to meet several public policy goals including revenue
stability. Revenue stability is important as local government budgets, including the City of Boulder’s General Fund
budget, are largely dedicated to funding on-going core service needs. For 2018, the city’s portion of property tax
is estimated to increase approximately 18 percent or $6.7 million city-wide ($5.6 million in the General Fund). This
increase in property tax revenue will help compensate for the sales and use tax decrease. Boulder’s diverse tax
structure is designed to accommodate shifts in revenue sources to continue the delivery of core services. Although
economic forecasts indicate a slowing local economy, overall revenues remain stable.
The Recommended Budget focus is on core services, public outreach to inform better decisions, and assistance
for underprivileged members of the community. Adding new initiatives will require difficult trade-offs to ensure future
expenses do not outpace future revenues. In keeping with the good governance objective to increase reserves to
protect municipal services in the event of future emergencies or recessions, the Recommended Budget increases
the city’s General Fund reserve to 18.0 percent in 2018. The city will continue to build the reserve until it reaches
20.0 percent in 2020, a policy decision that is especially important in light of projected revenues. The Recommended
Budget also supports recent annual independent financial audit recommendations to retire legacy systems in favor of
more secure and efficient technologies.
During the 2018 budget process, additional property tax revenues expected in the General Fund were identified to
address deferred public safety investments, priorities around community affordability, and remaining a welcoming and
inclusive community. Radio infrastructure remains the top priority for funding, should the capital tax not be supported
by the voters. If the capital tax extension is successful, the additional property tax revenues will be used to support
other critical General Fund capital needs.
Finally, the city continues to implement the financial policy of using one-time revenue only for one-time expenditures,
which has served the city well during and since the last recession.
The proposed annual budget of $389.4 million (excluding transfers) across all funds and areas represents a 21.0
percent increase in spending over 2017. The primary factor in this budget increase is a proposed $50.5 million
increase in capital spending over 2017. Capital investment, which is an important part of the city’s long-term strategic
financial plan, is prioritized and funds are set aside, over time to directly cover the costs of planned capital projects
and associated debt service. Capital spending fluctuates from year to year, based on maintenance schedules and
needed upgrades, as well as timing of new projects. These spending variances impact the total city budget in any
given year. Several large projects are planned for 2018 including the Carter Lake Pipeline ($32 million), Sewer
Interceptor ($10 million), and Scott Carpenter Aquatics Enhancements ($8.3 million).
For these reasons, the operating budget often better depicts year-to-year trends. The proposed operating budget
of $277.8 million represents a 6.6 percent increase compared to 2017 and includes a net staffing increase of 12
Full Time Equivalent positions (FTE), including five fixed-term. This modest operating increase includes important,
strategic investments in the community, outlined in more detail below. The Recommended Budget reflects cost-
control measures, most notably a successful well-being program and a deliberate approach to managing employee
benefits, which helped contribute to no increase in the cost of employee health benefits for 2018. This is an important
accomplishment in an era of increases in health care costs nationwide.
ATTACHMENT 1
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City of Boulder's 2018 RECOMMENDED BUDGET | Page 15
CITY MANAGER'S BUDGET MESSAGE
Aligning Spending with Community Priorities
I am proud to say that the 2018 Recommended Budget aligns resources with community priorities. As has been the
case in recent years, the context for consideration was the city’s strategic plan, department assessments and resident
feedback from the 2016 Community Survey. The 2018 budget process was developed to ensure investment in the
highest priority areas, the maintenance of current assets and core services, and support for the livability and vibrancy
of the Boulder community in an evolving economic environment. This budget also was guided by the Community
Sustainability Framework, in conjunction with the update to the Boulder Valley Comprehensive Plan.
Community Sustainability Framework
As this figure shows, the city has identified several outcomes necessary for Boulder’s vision of a great community.
These outcomes are supported by master, strategic and, in some cases, subcommunity and area plans. We evaluate
new city projects and funding requests based upon whether and how they contribute to achieving the outcomes.
A complete list of significant changes for 2018 is included in Attachment A (listed by department). I would like to share
some highlights under each of the categories of outcomes to underscore the value of the Sustainability Framework.
2018 Recommended Budget Highlights
Investments to support an environmentally sustainable community include continuing the Chautauqua Area Access
Management Plan (CAMP) implementation begun in the summer of 2017 to reduce vehicular impacts to Open Space
and Mountain Parks, and area neighborhoods. This budget also maintains funding to support the city’s climate and
energy programs to reduce energy consumption. As a result of climate-related initiatives, including the Commercial
EnergySmart rebates, energy consumption has dropped, as evidenced by the decrease in Climate Action Plan
Tax revenues. However, the Recommend Budget continues to support efforts to reduce Boulder’s carbon footprint.
Funding also is allocated for Bridge House Ready to Work employees who assist in maintaining city parks and for
reducing visitor impacts to parks and natural areas.
ATTACHMENT 1
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City of Boulder's 2018 RECOMMENDED BUDGET | Page 16
CITY MANAGER'S BUDGET MESSAGE
Replacing aging utility infrastructure, completing 2013 flood recovery projects, providing for neighborhood speed
management, and public safety communications are 2018 priorities. This budget also supports Emergency Medical
Service (EMS) research related to implementing Advanced Life Support (ALS) services as part of the Fire Department’s
all-hazard response capability and Boulder’s contribution to the regional hazardous materials authority for shared
resources.
In 2018, the city will invest in Body-Worn Cameras (BWC) and an In-Car Video System for the Police Department.
Per council direction, the department deployed BWCs on all officers in 2015. The proposed annual funding will pay for
ongoing replacement, licensing and maintenance costs including cloud server storage.
Safety for at-risk populations also is enhanced through continued funding of the EDGE (Early Diversion Get Engaged)
program. EDGE is a partnership between Mental Health Partners, Boulder Police Department, Longmont Police
Department, and the Boulder County Sheriff’s Office with the goal of diverting individuals with mental illness and
addictions from involvement with the criminal justice system, by providing on-site triage to connect individuals with
community resources and treatment options. Boulder contributes approximately 25 percent of the total program cost.
The 2018 Recommended Budget also reflects the city’s continued investment in the Towards Vision Zero initiative
aimed at improving safety by reducing crashes involving serious injuries and fatalities for people using all modes of
travel.
The Community Vitality Department supports several key economic areas of the city, including the downtown, University
Hill, and Boulder Junction areas and partners with the respective areas to address the city’s overall economic vitality.
In August 2017, the department shared with council an Information Packet about plans to develop Boulder’s next retail
sales strategy to strengthen the city’s retail sector to grow sales and use tax revenues beyond the 2 percent projected
growth for 2018.
The Recommended Budget includes funding for two initiatives in 2018 involving Boulder’s innovation economy: the
Boulder virtual technology business incubator operated by the Boulder Small Business Development Center (SBDC)
and "Boulder Breakthrough", a collaborative effort led by the Boulder Chamber and Boulder Economic Council.
Funding also is provided for expanded paid parking stations in the Boulder Junction area and for legal and architectural
services required for the University Hill Hotel and Parking Garage project, and to continue the Civic Area Access/TDM/
parking management strategies pilot program.
ATTACHMENT 1
19
City of Boulder's 2018 RECOMMENDED BUDGET | Page 17
CITY MANAGER'S BUDGET MESSAGE
The 2016 Community Survey emphasized the importance of affordable housing and access to services for vulnerable
and at-risk members of our community. Several initiatives in the 2018 Recommended Budget continue these programs
and support livable community initiatives. Planning, Housing & Sustainability will enhance the online application and
service system for the affordable housing program. The budget also includes more than $572,000 for the annexation,
interim management and investment in infrastructure for the Ponderosa Mobile Home Park.
The Human Services Strategy is a major initiative in 2018, with over $1.4 million being dedicated to various programs
within the strategy. This includes funding for homelessness services and childcare subsidies, as well as continued
funding to work with the Emergency Family Assistance Association (EFAA) to support the Keep Families Housed
program.
In 2017, the city expanded the Living Wage program to increase funding for city employees, custodial and landscape
contractors, and emergency service providers. The expansion increased the minimum wage to $15.67 per hour for
all standard and temporary employees. The 2018 Recommended Budget includes this funding and increases the
minimum wage for nonstandard employees, beginning to accelerate the city’s minimum wage earlier than required by
the state mandate.
As noted previously, while Boulder continues to have a stable financial foundation, Construction Use Tax revenue has
decreased due to slowing development activity; projections indicate this trend will continue through 2018. Additionally,
and consistent with national trends, sales tax revenue projections are being affected by internet sales. As mentioned
above, in 2017 a retail study focusing on downtown Boulder will be conducted and there is funding proposed in 2018
to address retail sales across the broader city and develop a more encompassing plan to maintain a strong sales and
use tax base. In light of these trends, the 2018 Recommended Budget increases General Fund reserves to 18 percent
to sustain core services in the event of an economic downturn or future emergencies.
As highlighted in the capital tax renewal process, the General Fund capital improvement program has been limited
to Facilities and Asset Management-related projects, and supplemented by voter-approved funding initiatives. As a
result, there are many unfunded projects involving General Fund departments such as Police, Fire, and Information
Technology. The 2018 Recommended Budget takes steps to remedy this situation by proposing $3.65 million
dedicated to critical assets. This is the first phase in developing an ongoing capital improvement program for General
Fund supported departments.
ATTACHMENT 1
20
City of Boulder's 2018 RECOMMENDED BUDGET | Page 18
CITY MANAGER'S BUDGET MESSAGE
The 2018 Recommended Budget continues funding for the city’s innovation and analytics initiative with a 2-year fixed-
term FTE to enhance organizational performance data analysis and process improvement. One-time funding also is
allocated to extend fixed-term positions dedicated to ensuring compliance with the Federal Emergency Management
Agency (FEMA) grant requirements and reimbursement for flood recovery projects.
Maintaining and replacing the sales and use tax and licensing software system remains a governance priority with
a nearly $500,000 investment to transition the current outdated and poorly supported system to one specifically
designed for a home-rule municipality. Funding also is allocated to retire other legacy systems as the city prepares to
upgrade and implement new business software systems.
Finally, an additional special tax auditor also is recommended to ensure compliance with Marijuana Taxes, Sugar-
Sweetened Beverage Excise Tax, Construction Use Tax, and other tax remittances.
The 2018 Recommended Budget reflects community input around enhancing resident engagement outreach
opportunities, as recommended by the Public Participation Working Group. A Community Engagement Manager
will be hired in 2017 to assist in developing a strategic engagement plan; and the 2018 budget includes funding to
coordinate city-wide engagement events and utilize digital engagement tools. As part of the engagement strategy, the
city will continue to produce the printed newsletter distributed to every household and will pursue a digital engagement
platform to facilitate two-way engagement between residents and city staff. The part-time video technician who covers
public meetings for Comcast channel 8 and the city’s web streaming will be extended to a full-time position to provide
greater opportunity for meeting coverage and community access to city issues and projects.
The 2018 Recommended Budget also addresses phase one of much needed improvements to the city’s website,
bouldercolorado.gov, which will position the city for a full website redesign in the future. The site, which receives
roughly 1.5 million visitors and 8 million page views a year, is the primary platform for sharing information with the
Boulder community. The 2016 Community Survey found 68 percent of residents are “likely” or “very likely” to visit the
city website for information about the City of Boulder, making it the No. 1 way residents learn about what is happening
in the city. The current 4-year-old website will be refreshed in 2018 to be easier to use and navigate as well as more
visually appealing and consistent with the look and feel of modern websites. This investment begins to address the
recommendations of the Public Participation Working group for an improved website experience and positions the
site for a future redesign.
Homeless services are addressed in the 2018 budget with $750,000 allocated to fund recommendations made by
the Homeless Working Group, including new services and enhancements to existing services. Current investments
in homelessness services will be reallocated to recommended service changes. In October 2016, during the 2017
ATTACHMENT 1
21
City of Boulder's 2018 RECOMMENDED BUDGET | Page 19
budget hearings, council set aside dollars for potential capital or other costs associated with implementation of the
new system of services.
An additional $30,000 is allocated to Human Services for community relations, of which $25,000 is designated for
community grant funding distributed by the Human Relations Commission. These grants support events and projects
related to an inclusive and welcoming community, and diversity education projects that foster respect for all residents.
Public art and culture continues to be a community priority. The Recommended Budget continues modest Arts
Grants funding included in the Community Cultural planning goals and begins to address the current Public Arts
maintenance backlog. The Recommended Budget also provides funding to maintain service levels at Boulder Public
Library branches with automated material handling system maintenance and support as well as funding for temporary
staff in Patron Services. The popular Makerspace at the Main Library also will receive $60,000 annually for materials
and supplies.
The city also has a responsibility to analyze its intercultural development inventory and ensure the organization
continues to provide training toward inclusiveness and diversity. This Recommended Budget provides one-time
funding for the development and implementation of a strategic plan and to convert a fixed-term position to an ongoing
FTE to focus on training related to diversity and inclusion.
Conclusion
City departments approached the development of the 2018 Recommended Budget in a collaborative manner that
continues to recognize the importance of fiscal stewardship, community engagement and a commitment to service.
As a result, the 2018 Recommended Budget represents a conservative spending plan that invests in core services
and community priorities while appropriately aligning expenditures with projected revenues.
In 2018, staff will more fully develop a General Fund capital plan that will enable the city to build capital reserves during
robust economic years in order to maintain current assets and align projects with community priories; implement
a retail sales strategy to strengthen Boulder’s economic sustainability; enhance public engagement and outreach
opportunities; and align future expenditures with projected revenues to maintain a stable and balanced budget.
Respectfully submitted,
Jane S. Brautigam
City Manager
CITY MANAGER'S BUDGET MESSAGE
ATTACHMENT 1
22
City of Boulder's 2018 RECOMMENDED BUDGET | Page 139
Department Overview
Library Division
Administration comprises the office of the director, general administrative functions such as project/contract
management and long-range planning, budget and accounts payable, public information, volunteer services,
facilities maintenance and administrative support for the Library Commission, the Arts Commission and the
Boulder Library Foundation.
Public Services includes materials circulation services, interlibrary loan, maintenance of patron accounts,
administration of the holds and Prospector system, shelving and maintenance of the automated materials handling
system, and oversees the Main, Meadows, and George Reynolds branches, as well as the North Boulder (NoBo)
Corner Library operations and programs.
eServices includes administration and maintenance of library-specific IT systems and equipment, including
the integrated library system, the patron computer reservation and print release system, computer technology
support, the library website, the meeting room reservation system, library maker spaces and cataloging of library
materials and resources.
Mission
The Boulder Public Library’s mission is to: Enhance the personal and professional growth of Boulder residents and
contribute to the development and sustainability of an engaged community through free access to ideas, information,
cultural experiences and educational opportunities.
The Boulder Office of Arts and Culture’s mission is to: Facilitate the success of this alignment in the creative community
around the Vision for Culture:
Together, we will craft Boulder’s social, physical, and cultural environment to include creativity as an essential
ingredient for the well-being, prosperity, and joy of everyone in the community.
LIBRARY & ARTS
2018 Recommended Budget
$9,292,628
Library and Arts
Administration
eServices
Community Engagement & Enrichment
Public Services
Arts and Culture
ATTACHMENT 2-A
23
City of Boulder's 2018 RECOMMENDED BUDGET | Page 140
LIBRARY & ARTS
Department Overview, Continued
Library Division, Continued
Community Engagement and Enrichment focuses on engaging the community through programs, literacy,
story times, outreach and management of the Canyon Gallery and exhibits. This division includes youth services,
the acquisition and maintenance of library materials and electronic resources (e.g. ebooks and informational
databases), the Carnegie Library for Local History and the Boulder Reads adult literacy program.
Arts Division
The Office of Arts and Culture includes administration and oversight, cultural grants, creative sector programs,
public art, and support for individual artists and creative professionals. It also is responsible for administering
support for the Dairy Center for the Arts and The Boulder Museum of Contemporary Art, as well as the Arts
Commission.
2017 Accomplishments
• Completed the community engagement phase of
the Library Master Plan update project.
• Restructured the Resources Services workgroup
to improve efficiency with cataloging library
materials.
• Completed a revision of the Policy for the
Acquisition and Maintenance of Public Art, and
successfully launched the new public art program
with a series of new commissions.
• Completed the 2017 cultural grants cycle
in support of the Boulder Arts Commission,
distributing $675,000 to more than 40 artists,
presenters, and venues.
• Launched the Arts and Economic Prosperity
study which gathers data on the importance of
cultural organizations, and their audiences, on the
economic prosperity of Boulder.
• Facilitated the process for City Council’s official
recognition of the NoBo Art District and began
collaborative governance.
Key Intiatives for 2018
• Completing the Library Master Plan update and
presenting it to City Council for approval.
• Expanding the volunteer services program.
• Begin planning for expanding library services in
north Boulder.
• Installing several new works of public art around
town and continuing design and construction work
on anchor sculpture installations in the Civic Area.
• Coordinating the 2018 cultural grants cycle in
support of the Boulder Arts Commission and
launching a new fellowship program, as well as
other new initiatives to support the lives of artists
in our community.
• Completing the Artist Census and Cultural Asset
Map studies, as well as a study on sustainable
funding and long-term governance for the NoBo
Art District, and taking steps to implement these
findings.
• Completing a refresh of the Community Cultural
Plan at the end of the first 3-year phase.
ATTACHMENT 2-A
24
City of Boulder's 2018 RECOMMENDED BUDGET | Page 141
LIBRARY & ARTS
Significant Changes
Fun Fact:
The Boulder Public Library system has 8 study rooms
and 6 meetings rooms available for community members
to use completely free of charge.
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
-$ - 265,000$ -
General Fund
Funding for Arts Grants.-$ - 235,000$ -
Public Art Maintenance Backlog.- - 30,000 -
183,495$ 0.50 -$ -
General Fund
Library circulation maintenance.80,500$ - -$ -
Makerspace materials.60,000 - - -
Volunteer Coordinator - New .5 FTE standard position including associated
operating costs. This increases the position to full-time.42,995 0.50 - -
183,495$ 0.50 265,000$ -
Arts Total
Library Total
LIBRARY AND ARTS GRAND TOTAL
ATTACHMENT 2-A
25
City of Boulder's 2018 RECOMMENDED BUDGET | Page 142
LIBRARY & ARTS
Department Detail
FTE Amount FTE Amount FTE Amount FTE Amount
Administration
Library Administration 4.00 633,555$ 4.00 644,352$ 4.00 823,977$ - 179,625$
2.00 392,662 - 148,978 - 169,098 - 20,120
Volunteer Services 0.50 30,684 0.50 40,368 1.00 86,490 0.50 46,122
Grant Programs - 166,838 0.50 403,876 0.50 406,040 - 2,164
Subtotal 6.50 1,223,739$ 5.00 1,237,574$ 5.50 1,485,605$ 0.50 248,031$
Arts and Culture
Arts Administration 3.00 349,894$ 3.50 441,680$ 3.50 511,118$ - 69,438$
Programs for Artists - - - 3,000 - 3,000 - -
Museum of Boulder - 23,609 - 23,609 - 23,609 - -
Arts Grants - 593,490 - 725,000 - 460,000 - (265,000)
- 72,749 - 175,000 - 30,000 - (145,000)
Subtotal 3.00 1,039,742$ 3.50 1,368,289$ 3.50 1,027,727$ - (340,562)$
Community Engagement and Enrichment
2.25 185,491$ 2.25 181,613$ 2.25 176,609$ - (5,004)$
2.50 243,875 2.50 215,679 2.50 222,335 - 6,656
4.00 486,871 5.50 523,273 5.25 501,348 (0.25) (21,925)
5.50 1,675,252 5.50 1,450,562 5.50 1,453,373 - 2,811
6.00 339,045 6.00 431,427 6.00 443,231 - 11,804
Subtotal 20.25 2,930,534$ 21.75 2,802,554$ 21.50 2,796,896$ (0.25) (5,658)$
Public Services
25.25 1,279,503$ 21.00 1,536,629$ 21.50 1,520,020$ 0.50 (16,609)$
13.50 854,304 14.25 869,878 14.00 867,924 (0.25) (1,954)
Subtotal 38.75 2,133,807$ 35.25 2,406,507$ 35.50 2,387,944$ 0.25 (18,563)$
eServices
7.00 521,787$ 6.00 485,015$ 6.00 459,413$ - (25,602)$
2.00 1,301,988 2.00 668,237 2.50 720,365 0.50 52,128
1.00 84,671 1.00 108,117 - 110,993 (1.00) 2,876
- - 3.00 252,960 3.00 303,685 - 50,725
Subtotal 10.00 1,908,446$ 12.00 1,514,329$ 11.50 1,594,456$ (0.50) 80,127$
Total 78.50 9,236,268$ 77.50 9,329,253$ 77.50 9,292,628$ - (36,625)$
Personnel 5,346,527$ 5,767,580$ 5,883,453$ 115,873$
Operating 3,392,973 3,057,848 2,953,156 (104,692)
Interdepartmental Charges 496,768 503,825 456,019 (47,806)
Total 9,236,268$ 9,329,253$ 9,292,628$ (36,625)$
General 78.00 8,060,355$ 77.00 7,917,975$ 77.00 7,878,382$ - (39,593)$
Library 0.50 1,025,913 0.50 1,411,278 0.50 1,414,246 - 2,968
Capital Develoment Fund - 150,000 - - - - - -
Total 78.50 9,236,268$ 77.50 9,329,253$ 77.50 9,292,628$ - (36,625)$
EXPENDITURE BY CATEGORY
STAFFING AND EXPENDITURE BY FUND
Patron Services
Resource Services
Technology Support
Makerspace
Flatirons Library Consortium
Library Facility and Asset Maintenance
Public Art
BoulderReads
Carnegie Library for Local History
Programs, Events & Outreach
Library Materials
Youth Services
Branch Libraries
2016 Actual 2017 Approved
Budget
2018 Recommended
Budget
Variance
2017 to 2018
STAFFING AND EXPENDITURE BY PROGRAM
ATTACHMENT 2-A
26
FTE Amount FTE Amount FTE Amount FTE Amount
Administration
Library Administration 4.00 633,555$ 4.00 644,352$ 4.00 823,977$ - 179,625$
2.00 392,662 - 148,978 - 169,098 - 20,120
Volunteer Services 0.50 30,684 0.50 40,368 1.00 86,490 0.50 46,122
Grant Programs - 166,838 0.50 403,876 0.50 406,040 - 2,164
Subtotal 6.50 1,223,739$ 5.00 1,237,574$ 5.50 1,485,605$ 0.50 248,031$
Community Engagement and Enrichment
2.25 185,491$ 2.25 181,613$ 2.25 176,609$ - (5,004)$
2.50 243,875 2.50 215,679 2.50 222,335 - 6,656
4.00 486,871 5.50 523,273 5.25 501,348 (0.25) (21,925)
5.50 1,675,252 5.50 1,450,562 5.50 1,453,373 - 2,811
6.00 339,045 6.00 431,427 6.00 443,231 - 11,804
Subtotal 20.25 2,930,534$ 21.75 2,802,554$ 21.50 2,796,896$ (0.25) (5,658)$
Public Services
25.25 1,279,503$ 21.00 1,536,629$ 21.50 1,520,020$ 0.50 (16,609)$
13.50 854,304 14.25 869,878 14.00 867,924 (0.25) (1,954)
Subtotal 38.75 2,133,807$ 35.25 2,406,507$ 35.50 2,387,944$ 0.25 (18,563)$
eServices
7.00 521,787$ 6.00 485,015$ 6.00 459,413$ - (25,602)$
2.00 1,301,988 2.00 668,237 2.50 720,365 0.50 52,128
1.00 84,671 1.00 108,117 - 110,993 (1.00) 2,876
- - 3.00 252,960 3.00 303,685 - 50,725
Subtotal 10.00 1,908,446$ 12.00 1,514,329$ 11.50 1,594,456$ (0.50) 80,127$
Total 75.50 8,196,526$ 74.00 7,960,964$ 74.00 8,264,901$ - 303,937$
Personnel 5,084,454$ 5,459,675$ 5,556,109$ 96,434$
Operating 2,615,304 1,997,464 2,252,773 255,309
Interdepartmental Charges 496,768 503,825 456,019 (47,806)
Total 8,196,526$ 7,960,964$ 8,264,901$ 303,937$
General 78.00 7,020,613$ 77.00 6,549,686$ 77.00 6,850,655$ - 300,969$
Library 0.50 1,025,913 0.50 1,411,278 0.50 1,414,246 - 2,968
Capital Develoment Fund - 150,000 - - - - - -
Total 78.50 8,196,526$ 77.50 7,960,964$ 77.50 8,264,901$ - 303,937$
2016 Actual 2017 Approved
Budget
2018 Recommended
Budget
Variance
2017 to 2018
STAFFING AND EXPENDITURE BY PROGRAM
Programs, Events & Outreach
Library Materials
Youth Services
Branch Libraries
LIBRARY
DEPARTMENT DETAIL
EXPENDITURE BY CATEGORY
STAFFING AND EXPENDITURE BY FUND
Patron Services
Resource Services
Technology Support
Makerspace
Flatirons Library Consortium
Library Facility and Asset Maintenance
BoulderReads
Carnegie Library for Local History
ATTACHMENT 2-B
27
LIBRARY 2018 FUND FINANCIAL
2016 2017 2018 2019 2020 2021 2022 2023
Actual Revised Recommended Projected Projected Projected Projected Projected
Beginning Fund Balance 465,401$ 503,159$ 368,588$ 414,608$ 476,887$ 596,595$ 833,774$ 1,135,022$
Sources of Funds
Property Tax 1,022,571$ 1,037,326$ 1,235,963$ 1,252,030$ 1,314,632$ 1,331,722$ 1,398,308$ 1,416,486$
Interest on Investment 5,194 4,025 6,045 8,043 9,252 11,574 16,175 22,019
Grants, Gifts and Third-Party Revenues 138,671 371,231 342,459 345,233 348,090 351,032 354,063 357,185
Impact Fees (xfer from Cap. Dev. Fund)150,000 - - - - - - -
Total Sources of Funds 1,316,436$ 1,412,582$ 1,584,467$ 1,605,306$ 1,671,973$ 1,694,328$ 1,768,547$ $ 1,795,691
Uses of Funds
Library Materials 1,009,075$ 971,787$ 971,787$ 971,787$ 971,787$ 971,787$ 971,787$ 971,787$
Service/Materials Enhancement 166,827 100,000 100,000 100,000 100,000 - - -
Grant Directed Programming - 371,231 342,459 345,233 348,090 351,032 354,063 357,185
Total Uses of Funds 1,175,902$ 1,443,018$ 1,414,246$ 1,417,020$ 1,419,877$ 1,322,819$ 1,325,850$ $ 1,328,972
Ending Fund Balance Before Reserves 605,935$ 472,723$ 538,808$ 602,894$ 728,983$ 968,104$ 1,276,471$ $ 1,601,741
Reserves
Operating Reserve 102,777$ 104,135$ 124,201$ 126,007$ 132,388$ 134,330$ 141,448$ 143,851$
Total Reserves 102,777$ 104,135$ 124,201$ 126,007$ 132,388$ 134,330$ 141,448$ $ 143,851
Ending Fund Balance After Reserves 503,159$ 368,588$ 414,608$ 476,887$ 596,595$ 833,774$ 1,135,022$ $ 1,457,890
Note: Operating reserve equal 10% of Library fund revenues excluding Gifts, Grants and Third-Party Revenues
ATTACHMENT 3
28
To: Library Commissioners
From: David Farnan, Library and Arts Director
Jennifer Phares, Deputy Library Director
Date: Sept. 1, 2017
Subject: Library Master Plan project update
Community engagement reports
The final community engagement and feedback report from the community survey and focus groups
conducted by Joining and Vision and Action is available on the master plan website
https://boulderlibrary.org/wp-content/uploads/2017/04/2017-Community-Engagement-Survey-and-
Focus-Group-Report-Library-Master-Plan.pdf . This final version has more and updated information
especially for the focus groups compared to previous draft reports shared with the Library Commission.
The other reports and notes for the various community engagement events are posted
https://boulderlibrary.org/about/library-master-plan/events/ . These reports were included in the July
15, 2017 Library Commission retreat packet.
Open house meetings - community check in on draft goals
The open house meetings have been scheduled on the dates below. Thank you for volunteering to help
the staff team host these meetings and gather the community’s feedback about the draft goals.
Thursday, Sept. 21, 2017 6:00 to 7:30 p.m. Main Library Canyon Gallery, 1001 Arapahoe Ave.
Saturday, Sept. 23, 2017 10:30 a.m. to 12:00 p.m. Main Library Canyon Gallery, 1001 Arapahoe Ave.
Thursday, Sept. 28, 2017 6:00 to 7:30 p.m. Wild Sage Common House, 1650 Zamia Ave.
Thursday, Oct. 5, 2017 6:00 to 7:30 p.m. Boulder Rural Fire Rescue, 6230 Lookout Rd.
Members of the staff team will also be available to talk to community members about the draft goals at
the city’s open house event, What’s Up Boulder: Citywide Open House + Activities.
Wednesday, Oct. 11, 2017 5:30 to 8:30 p.m. The University of Colorado at Boulder
Jennie Smoly Caruthers Biotechnology Building
3415 Colorado Ave. in Boulder
Staff recommendation on the draft mission statement options
The staff team was not able provide a summary of the results by the packet deadline. The summary will
be provided to the Commission at the Sept. 6, 2017 Library Commission meeting.
29
Draft Library Master Plan goals
The staff team has completed their review of the draft Library Master Plan commitments, goals and
measures (Attachment A). The team seeks high-level input from the Library Commission on the content.
The organization and format of this information for the Master Plan document has not been
determined. The goals highlighted in blue under the Programs and Services heading were identified by
the Library Commission as ones to provide expanded descriptions of in the Master Plan document. This
is the last opportunity for the Library Commission to provide input on the draft goals before they are
presented to the community for review. Community input will be summarized for the staff team’s
consideration and for the Library Commission’s review at the Oct. 4 and Nov. 1 Library Commission
meetings.
Goal to expand the holds service
In July 2016, the Library Commission asked staff to consider expanding the holds program based upon a
request from a patron submitted to the commission. At the time, the materials handling team was
beginning a process improvement analysis to increase efficiency to meet the 2007 Library Master Plan
core services goal for improved materials availability. Specifically, the goal was to consistently attain a
24-hour or less, time-to-shelf for returned materials. Since introducing more efficient practices in early
2017, the materials handling team has been able to meet the goal on 85% of days, compared with only
24% of days in fall 2016. The team plans to continue their process analysis until they have reassessed all
the processes for which they are responsible. Meeting this goal has positive impacts on patrons’ ability
to easily find materials, staff’s ability to provide excellent customer service, and on the materials
handling team’s morale.
Staff recommends that the request to raise the number of holds allowed to individual patrons be
considered as a service enhancement and included as a goal in the 2018 Library Master Plan. If the
allowable holds were increased from 10 to 20 items, additional staff time would be needed to retrieve
and process items. It is hard to predict the increase in holds volume if the holds allowed per patron was
doubled from 10 to 20 items. The number of patrons who consistently have 10 holds at any given time is
small: on average, just 1.9% of patrons with holds (about 83 people at a point in time). This does not
indicate how many patrons total might take advantage of the higher number of holds allowed over the
course of a week, or how many additional holds they would place.
To provide some context, system-wide about 4050 items are processed per week to fill hold requests for
patrons. Based on time studies performed by the materials handling team, it is estimated that a 10%
growth in the number of items placed on hold would require an increase in staff time of approximately
10 hours a week. A 15% growth in the number of holds placed would require an increase in staff time of
15 hours a week, and so forth.
Regardless of the number of holds allowed per patron, staff anticipates that the overall number of items
processed to fulfill holds requests will continue to grow as it has during the past year. Items processed
to fulfill holds during the first half of 2017 was up 12% from the same period in 2016, and up 29% from
the same period in 2015.
In addition to staff time required, publicly-accessible space for the items awaiting pick up by patrons is
also a consideration. The branch library managers report that there is very little room to accommodate
30
an increased number of items awaiting pick up. For example, the NoBo Corner Library would need to
further shrink its already small general collection to make room for additional held items. Its collection
was already reduced by 20% in April 2017 to accommodate the growth in holds described above.
While the public services staff (materials handling, branch staff, etc.) fully support offering enhanced
service to patrons, they are hesitant to implement trade-offs that would negatively impact the core
services they provide. To avoid such trade-offs, staff recommends that the decision to enhance the
holds service be supported with a proportional increase in materials handling staff time and any
resources needed to help the branches allocate more space for holds be considered for the 2019 library
budget request.
Oct. 9, 2017 Library Commission Master Plan Study Session
Staff recommends rescheduling the Oct. 9, 2017 study session on the Master Plan to have more time to
prepare draft sections of the Master Plan document for the Library Commission’s review and feedback.
Available dates to reschedule are as follows:
Thursday, January 18, 2018
Monday, January 22, 2018
Questions for the Library Commission
1. What feedback and/or questions does the commission have on the content of the draft goals?
2. Which goals under the Facilities and Technology and the Building Community and Partnerships
sections does the commission recommend be highlighted through an expanded narrative in the
Master Plan?
3. What feedback does the commission have about the staff recommendation for the mission
statement?
4. Are the commissioner’s able to accommodate another date for the study session?
31
Attachment A.
Programs and Services
Boulder Public Library provides programs, services, and resources that promote learning, and that offer
opportunities for engagement, enrichment and communal experiences for patrons of all ages and
abilities. Patrons indicated that the library is a trusted source of information and expressed a strong
desire for the library to continue to expand its collections and program offerings. Based upon patron
input BPL needs to promote further awareness of the programs, services and collections it offers by
reaching out to the community and meeting them where they are.
Commitments
BPL will:
• Prioritize its resources to offer programs, collections, and services that:
o are vital in a 21st century knowledge economy,
o support families and childhood development, and
o respond to evolving community needs.
• Engage the community to gather input about program and service design and delivery on an
ongoing basis.
• Provide access to information that is current, accurate, and relevant.
• Provide access to creative technology and digital resources for everyone.
• Offer opportunities for creativity, personal growth, community engagement, and life-long
learning.
• Provide platforms for community engagement.
• Provide platforms and programs to build early childhood and 21st century literacies for all.
• Use strategic marketing and timely information to promote awareness of programs, services,
and collections.
Goals
A. Increase the operating budget for library collections and their maintenance.
o 2018 – Develop and implement a plan to incrementally increase the collection budget and
personnel budget in resource services and materials handling to reach 16% of overall
expenditures or $14 per capita in 10 years. Evaluate the plan annually and adjust for
changes in circulation of materials.
B. Expand the library materials holds service for patrons.
o 2018 – Increase materials handling staff and non-personnel budget to facilitate expanding
the holds service from 10 to X items at a time. Evaluate the plan annually and adjust for
changes in circulation of materials.
C. Provide uniform service levels at the branch libraries by increasing hours and program offerings.
o 2018 – Develop and implement a plan to incrementally increase the public services personnel
budget to provide consistent open hours and program offerings within 5 years.
D. Expand library services in North Boulder by opening a full-service branch library with hours that
are consistent with other branch facilities.
o 2018 – Engage community to inform the development of the program plan and select a
location.
o 2018 - Create a financial plan that identifies capital and operating funding sources.
32
Attachment A.
o 2018-2019 - Increase public services personnel budget by up to 6 FTEs to staff the location.
o 2018 -2019 - Identify and engage community partners.
o 2019 -2021 – Planning and construction.
E. Provide library services to Gunbarrel by opening a “corner library”
o 2018 – Engage community to inform the development of the program plan.
o 2018 - Create a financial plan that identifies capital and operating funding sources.
o 2018-2019 - Increase public services personnel budget by up to 4 FTEs to staff the location.
o 2018-2019 Identify location and engage community partners.
o 2019-2021 – Planning and construction.
F. Expand maker program offerings.
o 2018 – Reallocate some of BLDG61 Makerspace hours and resources for pilot maker
programs at the Meadows and George Reynolds branch libraries and out into the
neighborhoods.
o 2019 - Change fixed-term creative technologist position to full-time standard to maintain
current program offerings.
o 2019 – Increase eServices division personnel budget by 1 FTE to restore BLDG61 Makerspace
hours at the Main Library and maintain outreach programs.
o 2020 - Evaluate branch library and eServices staffing levels to maintain program offerings
that address community demand.
G. Expand makerspace facilities.
o 2019 - Develop program, staffing and space expansion plan including spaces in new facilities.
Expansion in the Main Library is dependent upon the renovation feasibility study goal in the
Facilities and Technology section.
o 2019 - Create a financial plan that identifies capital and operating funding sources.
o 2019-2021 Identify and engage community partners.
H. Expand the variety of educational and cultural program based upon community interest.
o 2018 – Increase Community Enrichment and Engagement division personnel budget by 1 FTE
to engage partners and volunteers and to assist with programs.
o 2018 - Collaborate with tweens and teens to develop a wider variety of youth-focused
programs.
o 2019 - Expand opportunities for patrons to gain technical skills and practice speaking other
languages, and to educate and demonstrate climate, resiliency, and sustainability goals to
test community interest.
I. Increase the community’s awareness of library programs and services.
o 2019 – Increase Programs, Events, and Outreach workgroup personnel budget by 1FTE to
increase targeted marketing and social media communications to promote awareness of
current programs and services.
o 2020 – Engage a marketing consultant to assist with the development of a multi-year
marketing plan with strategic goals that delineates budget resources necessary for
implementation.
o 2022 – Implement plan and incrementally increase marketing budget to reach 3% of the
overall library operating budget.
J. Activate the Canyon Theater and Gallery.
o 2018-2019 Assess current demand of the theater and gallery spaces by tracking requests.
33
Attachment A.
o 2018-2019 Investigate options for funding a 2-year pilot program to expand rental of the
Canyon Theater and Gallery. Options to include partnership with a local non-profit or for-
profit group or solely a City of Boulder funded program.
o 2019 - Identify and engage community partners and request personnel and non-personnel
resources required.
o 2019 – Partner with business and arts community member to conduct fundraising for minor
improvements.
o 2021 – Implement the 2-year pilot concept plan.
o 2021 – Identify capital funding resources needed to fully renovate the theater space and
upgrade the furniture and equipment.
o 2021-2022 – Planning and construction
K. Provide resources and facilities to encourage civil, civic dialogue and create a forum of ideas to
address local, regional and national issues.
o 2018 – Review results of Living Room Conversations and report from the city’s Public
Participation Working Group and work in collaboration with the city’s Neighborhood Liaison
and Community Engagement Committee to develop pilot program.
o 2018 – Engage community to capture timely issues for discussion from the surveys, program
feedback, and current events.
o 2018 - Determine staff and training needs and partners to support this pilot program.
o 2018 – Conduct pilot dialogues to test community interest in this program.
o 2019 – Increase or reallocate personnel and non-personnel budget for this program based
upon community interest.
Measurement of success
• BPLs overall rating remains the same or improves in the City of Boulder community survey.
• The library surveys patrons bi-annually for the community’s assessment of its performance, to
gauge awareness, and to understand the community's priority for library programs and services.
Overall rating is satisfactory or greater.
• Reduce the number of patrons on waitlists for classes
• Increase engagement of community members that would not otherwise participated in maker
activities.
• Use of new facilities is equal to or greater than current facilities of similar size and scope.
• Programs and services at new facilities are aligned with community input and use.
• The library gathers patron feedback, ideas and evaluates interest and demand during programs,
events, and outreach activities.
• Canyon Theater and Gallery rental program addresses the community need for space that
accommodates mid-sized meetings or events (30 to 300-person capacity) articulated during the
planning process for the downtown civic use pad.
34
Attachment A.
Facilities and Technology
Community members expect the Boulder Public Library facilities to have spaces that they can meet with
others, enjoy programs, study, enjoy a view of the outdoors, be quiet or loud, and they want them to be
safe and welcoming to all. The neighborhood branch libraries are considered by many as anchors for
their neighborhoods and provide convenient access to library resources. Survey respondents were asked
to allocate funds to a variety of capital projects. North Boulder and Gunbarrel residents’ allocations
indicated that they place a high priority on building a new branch library in their neighborhoods. Overall
respondents indicated that maintaining current facilities at a high level was important. Expanding maker
activities was next in priority, followed closely by holding onto the capital funds for future undefined
projects.
Commitments
BPL will:
• Ensure equitable access to resources through infrastructure and up-to-date technology.
• Manage its public technology resources to maximize quality and make strategic decisions based
on community priorities for digital inclusion and innovation.
• Identify and provide technology resources that align with community priorities to help patrons
meet personal needs.
• Provide sufficient devices and internet bandwidth to accommodate user demand.
• Provide facilities that are inviting and compel community members to explore, gather, learn,
and engage.
• Provide facilities and technology that are ADA compliant and socially inclusive.
• Employ security services and technology that:
o protects the rights, health, and safety of library patrons, staff, and volunteers;
o ensures patrons’ use and enjoyment of the library; and
o preserves and protects the libraries’ materials, equipment, facilities, and grounds.
• Be responsive to community input and use when renovating or updating its facilities and
technology.
• Create a facility build out plan that supports the city’s climate, sustainability, transportation and
planning goals.
• Meet the facilities maintenance standards at X level.
Goals
A. Address community growth by providing new facilities or infrastructure to provide programs
and services that align with community input and meet City of Boulder’s climate and
sustainability and transportation goals. See Programs and Services section.
B. Coordinate with Facilities and Asset Management division of Public Works and City Information
Technology (IT) Department to provide technology access and maintenance for vehicles and
mobile equipment used for outreach. See Programs and Services section.
C. Create a technology plan that addresses equipment, web, and app design and maintenance,
associated staffing level, and staff training and skill building.
35
Attachment A.
o 2018 – Increase eServices personnel budget by 0.5 FTE to provide library-specific technology
support to patrons and staff.
o 2018 - Coordinate with city IT Department to evaluate Internet filtering to maintain
compliance with Federal law and eligibility for grant funding.
o 2019 – Engage a consultant and coordinate with the city IT Department to conduct a
technology analysis that includes a plan for training and increasing public services and
eServices personnel budgets to support new technology.
o 2020 – Implement an incremental plan to fund personnel and non-personnel needs identified
by the analysis.
D. Coordinate with the Facilities and Asset Management division of Public Works to establish
cleaning standards for library facilities.
o 2019 – Implement an incremental plan to fund janitorial services and day porter FTE to reach
and maintain new standards within 3 years.
E. Coordinate with the Facilities and Asset Management division of Public Works to address the
maintenance backlog for library facilities and develop a facilities operations, maintenance and
management plan.
o 2019 – Implement an incremental plan to fund maintenance items.
o 2020 – Establish on-going funds for the replacement of furniture in public spaces.
F. Create a plan to address safety/security in all facilities.
o 2018 - Conduct and analysis of need and peak times to provide appropriate level of security
personnel and equipment at all facilities.
o 2019 – Fund contract security personnel and social workers who are trained to de-escalate
disruptive situations.
o Annual. Review and update safety procedures.
o Annual. Provide training or drills for staff to handle urgent or emergency situations.
o 2021 - Provide AED and emergency first aid units in all facilities.
G. Create a facility restoration plan for the Carnegie Library for Local History.
o 2020 – Coordinate with Facilities and Asset Management division of Public Works to create a
facility restoration and funding plan for the Carnegie Library for Local History.
o 2021 –2027 Obtain funds to implement plan recommendations.
H. Coordinate with city IT Department to provide sufficient devices and network bandwidth to
accommodate user demand in current and new facilities and to manage technology resources to
maximize purchasing power and quality.
o 2018 – Coordinate with city IT Department to conduct a WiFi capacity analysis to ensure
adequate access is available in current facilities and to plan for right-size system in new
facilities.
o 2018 – Obtain funding necessary to connect new North Boulder Branch Library to the city’s
network.
o 2019 – Fund upgrade to WiFi infrastructure to address demand.
o 2020 – Fund expansion of WiFi infrastructure at select branch facilities to provide no-cost
WiFi access to residents of adjacent low income neighborhoods.
36
Attachment A.
I. Update the library’s Facilities Sustainability Plan.
o 2019 - Conduct a renovation feasibility study for the Main Library’s north building to assess
expanding the makerspace, renovating the theater for greater flexibility, and provide more
space for partners.
o 2019 - Conduct an audit of all facilities to identify issues with ADA compliance and where
facilities don’t meet CO library standards, and to identify opportunities to be inclusive to
families, caregivers, parents and all-genders.
o 2020 – Develop a 10-year prioritized, capital needs plan and funding strategies that include:
▪ System-wide facility enhancements to address changes with programs and service
delivery
▪ Carnegie Library for Local History restoration,
▪ Mobile service equipment
▪ New facilities
o 2020 - Conduct a sign audit and develop a plan to install clear consistent wayfinding signs
and design elements in all facilities.
o 2021 – Conduct feasibility study of the George Reynolds Branch Library facility. Study should:
▪ Address Remaining Service Life and feasibility of long-term use
▪ Provide options for renovating the facility, redeveloping the site, and relocating the
services.
o Identify resources needed to continue to meet climate and sustainability guidelines.
o 2021 – Conduct an analysis of growth and distribution of library services in Boulder to
develop a 20-year facilities build out plan which identifies opportunities to partner with City
of Boulder Fire Department and other departments to co-manage facilities in new locations
for the library (e.g. Fire Station 3 and the Transit Village area).
J. Activate the outside public spaces at each City-owned library facility.
o 2019 – Coordinate with Facilities and Asset Management division of Public Works and
Parks and Recreation Department to develop a strategy and funding plan that includes:
goals for outside spaces that support the city’s environmental sustainability goals;
maintenance standards for grounds and equipment; and that identifies programs and
potential partners.
o 2020 – Begin plan implementation.
Measurement of success
• The library gathers feedback about library facilities, technology and safety by bi-annual patron
survey.
• The library participates in the Edge Assessment and maintains or improves it's standing by X.
• Use Wi-Fi and desktop computer reservation analytics tools to ensure that Internet capacity in
all facilities is adequate to meet demand.
• Facilities are maintained and maintenance backlog is addressed to reach and/ or maintain X
rating in the System Condition Index.
• Renovated or new facilities meet ADA requirements and Colorado Library Standards related to
space planning.
37
Attachment A.
Building Community and Partnerships
Boulder Public Library is considered by many patrons as a community hub; a place to learn, to read, to
participate in events and programs, and see their neighbors. To respond to their desire for more
programs, opportunities to engage in meaningful, productive dialogue with their fellow community
members, the library must build strategic partnerships to leverage community expertise to expand its
program offerings in a cost-effective way.
Commitments
BPL will:
• Support the community by providing opportunities and facilitation for civic engagement and
dialogue.
• Engage in meaningful discussions, gather input, and act in partnership with other agencies to
support community-wide growth and transformation.
• Ensure that affiliates such as the Boulder Library Foundation are aligned to strengthen the
connections between the library and the community.
• Continue to provide patrons with greater access to resources by collaborating with other
libraries
• Build strategic relationships with community partners to maximize public access technology
resources and services provided to the community.
Goals
A. Develop a strategic partnership plan that identifies community partners to provide programs
that support Boulder’s value of being welcoming and inclusive and that builds community
resilience
o 2018 – Promote community awareness of the benefit of current partnerships with the library
with the goal of attracting other beneficial partners
o 2018 - Reach out to potential partners to discuss needs and opportunities for partnering.
o 2019 – Develop strategic partnership plan that coordinates with the marketing plan (a goal
in the Programs and Services section) includes personnel and non-personnel support costs.
o 2020 – Increase personnel and non-personnel budget per the plan.
B. Strengthen relationships with Latino/Latina community members
o 2018 – Continue to focus on recruiting new staff members in public service and outreach
roles that are bilingual and/or bicultural.
o 2018 – Create a forum for Latino/Latina community members to directly provide input on
library programs.
o 2019 - Initiate an outreach campaign through the neighborhood branch libraries and youth
services partners to share information about the library, identify needs, and gather input
from Latino/Latina community members about overcoming barriers to access.
o 2019 - Partner with agencies that serve the Latino/Latina community to take library
programs such as STEAM into the community.
38
Attachment A.
o 2020 – Partner with agencies and community members to increase the number of culturally
relevant programs at the library.
C. Cultivate and engage the Library’s teen advisory groups
o 2018 – Library leadership representatives meet with the Library’s teen advisory groups
to discuss their interest and opportunities for engaging teens in general.
o 2018 - Library leadership solicit input and volunteerism from teens to present programs
appealing to teens and younger children.
o 2019 – Library leadership convene a summit of the teen advisory groups to gather
feedback about how the library can best meet their needs and to discuss program
planning.
o 2018 – Library Commission extend an invitation to representative from each group to
attend Library Commission meetings.
o 2019 – Provide resources and opportunities for group members to cultivate civic
engagement and leadership skills related to library planning.
D. Expand the volunteer services program to leverage volunteer expertise to support daily
operations, programs and engagement.
o 2018 – Conduct an annual survey of volunteers to gather ideas and assess their satisfaction
with the program.
o 2018 – Transition to the homebound delivery program to become volunteer-lead.
o 2018 – Coordinate with city’s Community Engagement Team to develop opportunities for
volunteer engagement.
o 2019 – Create a volunteer advisory group to gather input on the program, appreciation and
acknowledgement, and the annual survey.
o 2019 - Engage volunteers and partners to conduct fundraising for making modest
improvements to the Canyon Theater prior to implementation of the 2-year pilot Canyon
Theater and Gallery rental program.
o 2020 - Engage volunteers and partners to supplement staffing for the Canyon Theater and
Gallery rental program.
E. Develop a learning garden or urban farmers program with local partners on the grounds of city-
owned library facilities. This is related to the facilities and technology goal of activating the
outside public spaces at each City-owned library facility.
o 2019 - Identify and engage partners
o 2019 - Obtain grant funding.
o 2019 – Coordinate with Parks and Recreation on location and maintenance plan.
o 2020 – Implement plan.
F. Host an annual literacy-focused festival
o 2018-2019 – Identify and engage partners
o 2018-2019 – Obtain funding primarily through grants and donations
o 2018-2019 – Coordinate with City Planning Department and Parks and Recreation to plan
logistics.
Measurement of success
• Increase in the number of hours contributed by volunteers by x% annually.
• Increase in the amount of opportunities for community members to volunteer at the library.
39
Attachment A.
• Enlist volunteer support at all levels of the organization.
• Library leadership and commission engages Teen Advisory Board at least quarterly.
• Increase the number of partnership opportunities by X% annually.
• Using program and biannual patron survey feedback, evaluate new programs based on audience
served, number of participants, interest, positive impacts on the participants and the
community.
• Increased engagement of Latino community measured by survey demographic data and
comparison to census mapping data.
• Spot surveys of caregivers show that literacy practices presented during storytimes are being
used in patrons’ homes.
• Increased attendance and exposure to STEAM programs by Latino youth.
Organizational readiness
The community repeatedly expressed their appreciation for library staff during the planning process.
Likewise, the library staff love what they do and are dedicated to serving the community. To sustain
service excellence, it is important to invest resources in the professional development of the staff,
especially as it relates to the shift and expansion of their roles from information and research-based
assistance to skill-building and community-building activities; to periodically evaluate patron satisfaction
with services; and to maintain fair and effective library policies that reflect library and community
values.
Commitments
BPL will:
• Consistently foster a healthy and effective work environment to ensure a positive patron
experience.
• Maintain effective and sustainable library operations that provide tangible community benefits
from well-planned library services, technologies and facilities.
• Employ sufficient staff with customer service and technology skills to help patrons achieve their
goals.
• Create and administer policies that reflect library values and priorities, are user-friendly and
accessible, and are current, comprehensive, and consistent.
Goals
A. Review policies and planning documents.
o Annual: Conduct a review of library policies that have not been updated in 3 years.
o Annual: Conduct evaluation of progress toward meeting Master Plan objectives and adjust
goals and objectives as needed.
o 2023: Update the 2018 Library Master Plan goals, initiatives, and associated timeline.
B. Gather staff and community input
o Bi-annual: Conduct patron satisfaction survey.
o Biannual: Review and address results of City’s staff engagement survey
C. Staff recruitment, training and development to maintain service excellence.
o 2018-2019: Provide facilitation training so that staff may moderate community dialogue
40
Attachment A.
o 2021: Increase the temporary personnel budget to accommodate regular meeting time for
staff to cross training and participate in teambuilding.
o Annual. Provide basic workplace safety and de-escalation training to staff
o Ongoing. Recruit staff members that are fluent in Spanish or bicultural for X% of public
service and outreach positions as they become vacant.
o Ongoing. Provide opportunities for current staff members to gain Spanish language skills to
better serve Spanish-speaking patrons through the tuition reimbursement program.
o 2019: Implement 1-2 technology training recommendations from the Technology Plan (a
goal in the Facilities and Technology section).
D. Identify and address opportunities to improve internal staff communication and teambuilding
o 2018: Initiate a cross-division taskforce to investigate and evaluate options with staff to
improve communication.
o 2019: Implement 1-2 highest priority recommendations for the taskforce.
Measurement of success
• Patron feedback from the library’s bi-annual patron satisfaction survey about staff customer service
stays the same or improves.
• Results of the City’s staff engagement survey show that library staff rate of engagement is XXX.
41
To: Boulder Public Library Commission
From: Jennifer Phares, Deputy Library Director
Subject: Annual review of Library Commission recruitment application
Date: Sept. 1, 2017
Heidi Leatherwood, deputy city clerk requested that the Library Commission review the
questions in the commissioner recruitment application (Attachment A).
Questions for the Commission
1.Is the application up-to-date and reflective of Library Commission’s qualifications/duties
for prospective members?
2.What changes does the commission recommend to the application?
Please recommend and vote on any suggested changes at the Sept. 6, 2017 Library Commission
meeting. Maureen Malone, administrative specialist II will submit them to the City Clerk’s Office
by the Oct. 15, 2017 deadline. These change requests will be forwarded and reviewed by the Board
and Commissions Subcommittee, the application development team, the web support team and
finally, uploaded onto the web page by Jan. 3, 2018.
42
LIBRARY COMMISSION
Annual Application - 2017
The Library Commission consists of five members appointed by City Council, each to five-year terms. The Commission
was established in the City Charter in 1917 to provide consultation and make recommendations to Library staff and
Council on the management of Boulder's public libraries and information services.
Staff Liaison: Carrie Mills (303)441-3106
Meetings are held the first Wednesday of the month at 6:00 PM at one of the library facilities.
The City of Boulder believes that a diverse work force adds quality and perspective to the services we
provide to the public. Therefore, it is the ongoing policy and practice of the City of Boulder to strive for
equal opportunity in employment for all employees and applicants. No person shall be discriminated against
in any term, condition or privilege of employment because of race, national origin, religion, disability,
pregnancy, age, military status, marital status, genetic characteristics or information, gender, gender
identity, gender variance or sexual orientation.
The Boulder City Charter requires representation of both genders on City Boards and Commissions.
Date
First Name *Last Name *
Best phone number where you can be reached
Home Phone (?)Mobile Phone (?)Work Phone (?)
Occupation
Do you reside within the city limits?*
Home Address *
Street Address
Address Line 2 City
State / Province / Region
Postal / Zip Code Country
E-mail Address*
Place of Employment/
Retired
Yes No
Attachment A.
43
1. Why do you want to serve on the library commission?*
2. What qualifications, skill sets, and experiences related to advising or decision-making do you have that are
3. Describe an experience where you have worked to develop consensus in an advisory or decision-making
role.*
When did you become a resident of Boulder? *
ANSWER ALL OF THE FOLLOWING QUESTIONS
relevant to this position? *
Attachment A.
44
4. The Boulder Public Library balances traditional definitions of library services with innovation around
informal learning, collaboration, literacy and 21st century skills. What's your vision for the future of our
5. How will you manage the public’s priorities for the library with the tradeoffs of budget, operational,
6. Provide some specific suggestions that would improve the library’s service to diverse populations.*
7. Do you foresee any conflicts of interest with the Boulder Public Library or the Library Commission?*
Pleasesee the Library Commission Job Description for more details.
Questions Regarding Applications:
Boulder City Council
Attention: City Council Support
cityclerkstaff@bouldercolorado.gov
303-441-3019
library? *
technological and physical constraints? *
Attachment A.
45
Commission Memo
Meeting Date: September 6, 2017 – Canyon Room
Upcoming Special meetings
None
Interesting Upcoming Dates ( ALA Website):
Library Card Sign-up Month - September
September is Library Card Sign-Up Month - a time when the American Library Association and libraries across the
country remind parents that the most important school supply of all is @ your library® - it's your library card.
September was first so designated in 1988, as a continuation of a national campaign launched the previous year. The
name of the 2016 Honorary Chairperson as well as free promotional tools (PSA, banners for use with social media, etc)
featuring the 2016 Honorary Chairperson will be available at the official page, September is Library Card Sign-up
Month (see Library Card Sign-Up Month History for names of prior Honorary Chairpersons/Spokespersons).
Banned Books Week - September 24 - 30, 2017
Banned Books Week, an annual celebration of the freedom to read since 1982, is observed the last week of September.
Each year, librarians, booksellers, teachers and countless others take this opportunity to highlight the importance of
intellectual freedom and remind us not to take this precious democratic freedom for granted. Contact ALA's Office for
Intellectual Freedom (OIF) with questions.
Banned Websites Awareness Day - September 27, 2017 (Wednesday of Banned Books Week)
In an extension of the observance of Banned Books Week, the American Association of School Librarians (AASL)
designated Wednesday, September 28, 2011, as the first annual Banned Websites Awareness Day. By doing so, it's
AASL's hope to bring attention to the overly aggressive filtering of educational and social websites used by students
and educators. Contact ALA's American Association of School Librarians (AASL, a division of ALA) with questions.
1. Items from Commission
2. BLF Update
No meetings in summer
3. Updates from Commissioners Representing the Commission
in other Venues (verbal)
A. BVCP
B. Civic Area
C. Canyon Complete Streets
D. EcoDistricts
E.Central Broadway Corridor Design Framework.
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4. Update on Emails & Phone Calls to Library Commission
Dear Mr. Koenig, Boulder Library Commission, and staff,
I am an Asian parent in a multi-racial, multi-ethnic family in Boulder, and I'm an active
member of Boulder SURJ and Boulder Parenting in Diversity. First I want to thank you
for the work you do in our community. I have read through many of the library
commission packets and see that you are always asking questions about how to be more
inviting to people of color and to other marginalized people in Boulder. My family is
especially enjoying the children's catalog in the North Boulder Pocket Library, and the
curator and programs director there are doing an excellent job. Becoming a more
inclusive library is a massive undertaking given the nostalgia we all feel towards our
childhood favorites, and I'm sure it isn't always easy on a personal and professional level.
That you persist signals to me that I am safe in writing to you today.
SURJ and BPiD have requests from families, both white and people of color, within our
community that story times and children's programs be revised to remove songs and
nursery rhymes that have a racist history, even if these songs have had their lyrics
changed. In specific: "Three Little Bubbles," "Three Little Stars," or anything to that tune
counting to 10, "5 Little Monkeys," "Eenie, meenie, miney, moe," "Baa baa, black
sheep," "Shoo Fly," "Camptown Races," "Jimmy Crack Corn," "Do Your Ears Hang
Low?" and "Oh, Susanna."
Some of us have approached librarians individually and were met with resistance,
particularly because more benign words have been put in place of racial slurs, so the
librarians we spoke to falsely believe this means the songs are no longer harmful. This
belief demonstrates an unwillingness to give up anything to actively create a library that
is welcoming to people of color, particularly because any of the above songs and rhymes
can be replaced with others that are equally as entertaining and can also teach counting,
phonetics, and pertinent life lessons.
I am asking all Boulder Public Libraries to adjust their children's programs to remove all
historically racist songs, including adapted versions, and to discontinue the use of all CDs
that play these songs so that they are never inadvertently played. I am also asking for the
leadership to have at least one mandatory meeting with all staff and volunteers to discuss
this change. I understand this sometimes requires self-reflection for people, and it does
mean a little extra work. If you feel the staff of each library may be resistant or become
resentful of people of color and could benefit from anti-oppression training, SURJ can
connect you with local resources (full disclosure: I am one of those resources, but I am
not writing today to solicit business).
I would greatly appreciate a response back when you have the opportunity.
Thank you
Nami Thompson
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DIRECTOR’S REPORT SEPTEMBER 2017
2018 Library holiday closures
The schedule for the 2018 holiday closures is Attachment A. The 2018 annual library staff training day
will be scheduled in October once the dates of the 2018 Annual Colorado Association of Libraries
Conference dates are published.
Q2 Library use statistics
The 2017 Q2 library use statistics are Attachment B. Staff is still working on aligning the program
categories from 2016 with 2017 and was not able to provide meaningful program detail comparison report
for this quarter.
Update on 2017 capital improvement tax ballot item language
Due to timing with City Council discussion on this matter, an update will be provided at the Sept. 6, 2017
Library Commission meeting.
Jaipur Literature Festival update
An update will be provided at the Sept. 6, 2017 Library Commission meeting.
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Proposed 2018 BPL Holiday Closure Schedule
New Year’s Day Monday, January 1 All locations closed
Martin Luther King, Jr. Day Monday, January 15 All locations closed
Presidents’ Day Monday, February 19 All locations closed
Memorial Day Monday, May 28 All locations closed
Independence Day Wednesday, July 4 All locations closed
Labor Day Monday, September 3 All locations closed
All Staff Day Friday, October 19 All locations closed
Veterans Day Sunday, November 11 All locations closed
Thanksgiving Day Thursday, November 22 All locations closed
Christmas Eve Monday, December 24 All locations closed
Christmas Day Tuesday, December 25 All locations closed
New Year’s Eve Monday, December 31 All locations closed
Note: Independence Day falls on the first Wednesday of July in 2018, but since Library
Commission typically holds their annual retreat on a Saturday in July, this should not affect the
meeting schedule.
Attachment A.
49
2017 Q2 BPL Quarterly Performance
In Person Visits
Doors counts for BPL system held steady YTD over last year, with Meadows showing increases of 13%.
New Traf-sys door counters were installed March 5th 2017 which will support accuracy in future quarter
reporting.
Fig. 1 Door Counts Running Total YTD 2017 and percent change from 2016
*Note: NoBo counts adjusted by averages in March and April due to counter not tracking small children.
Patrons and Programs: PEOPLE & PLACE
HIGHLIGHTS Q2: Master Plan surveys and labs; Summer Reading events began in June; new
partnership the with Latino Chamber; new program for adults seeking H.S.diplomas.
•The Library hosted two Library Labs, conducted focus groups and conducted a bi-lingual survey to
gather feedback from over 2000 patrons on our Master Plan for the library’s future.
•In partnership with the State library, BPL began providing Career Online High School, a High
School graduation/career readiness program for adults offering scholarships and mentor support.
•Youth services and branch staff conducted wide-ranging outreach to spread the word about
Summer Reading: Build a Better World which kicked off in late May with many June events.
•All branches offered the annual OneBook 4 Colorado title for 4 year olds.
•Popular STEAM themed programs include: LEGO Block parties offered every first Friday; Marker
TIE DYE, Engineering Challenge with PlayWell TEKnologies,Tell a Story with a Circuit. In
addition, new Tween and Teen social activities included a Chess Club; Teen Magic and Teen
Game Night.
•BLDG61 offered a Teen Design-Build Internships and a Maker Camp for Teens was offered in
late June in BLDG61. We began accepting applicatons for a new apprenticeship for economically
disadvantaged teens to become designers: Build.Learn.Design.Grow apprenticeship arrives in
July.
•New partnership with Latino Chamber of Commerce allows guests to visit with the Chamber
every Wednesday at the library.
•Speaker series with Boulder Bkstore presented Alexandra Fuller discussing Quiet until the Thaw.
•Favortie Concerts and Cinema programs continue to attract interest and attendance from the
community including the popular Lunchtime Concerts and Friday Films
•The library offered a panel discussion for the community on Distinguishing Real and Fake News
_______________________________________________________________________
New patron registrations dropped off YTD over 2016 this quarter. Most of the decrease occurred in January
with online registrations, while March and June 2017 showed increases over 2016 [not shown here in the
running total].
Fig. 2 Running totals for new patron accounts YTD 2016-2017
2016 2016 Total 2017 2017 Total
Performance Indicator Jan Feb Mar Apr May Jun Jan Feb Mar Apr May Jun
Door Counts 73519 143507 232384 320593 410786 494804 75165 149546 240146 324643 410396 497853 1%
Main 46694 91550 152326 213436 279510 334113 50300 101005 161486 218112 276057 335249 0%
Meadows 11649 22650 34887 46252 52400 63768 10823 21259 34604 46798 59103 72167 13%
Reynolds 11656 22553 34931 47025 60986 74597 11493 22404 35176 47080 58820 70460 -6%
NoBo 3267 6284 9521 12903 16689 20820 2401 4574 8394 11998 15612 19019 -9%
Carnegie 253 470 719 977 1201 1506 148 304 486 655 804 958 -36%
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
New Patrons 4665 5805 7077 3984 5094 6504 -8%
Attachment B.
50
Programs & Storytime
New to this Q2 report is the inclusion of Outreach events/attendance as separate line items. Annual State reporting
requires that Outreach events [such as parades, conferences, fair booths, school assemblies, etc. are counted as
distinct and with separate audience reach from Programs]. 2017 to date is compliant to this measure. Thus, looking at
the TOTAL PROG/OUTREACH ATTENDANCE & EVENTS gives a realistic picture of the performance overall [as 2016
included the outreach activity now separate in 2017]. We continue to standardize our program categories and follow
best practices for data reporting. Note: BLDG61 had several large outreach/grand opening events contributing to their
attendance. Note also that the Programming Manager has new standardized categories for staff reporting. We expect
to have a Q3 report that has retroactively re-categorized all the 2016 program types to compare to 2017.
Fig. 3 Programs & BLDG61 Events & Attendance Summary 2016-2017
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
Programs Attendance-Children 4332 6837 8788 4016 4778 6162 -30%
Main 2595 3218 4672 2712 3150 4024 -14%
Meadows 937 1907 2062 534 627 957 -54%
Reynolds 778 1606 1948 712 822 939 -52%
NoBo 0 0 0 58 179 242 #DIV/0!
Carnegie 22 106 106 0 0 0 -100%
Programs Attendance-Adult 7744 9993 11798 5286 8087 9561 -19%
Main 6702 8922 10361 4343 6851 8089 -22%
Meadows 759 759 1109 919 1203 1427 29%
Reynolds 144 173 189 24 33 45 -76%
NoBo 139 139 139 0 0 0 -100%
Carnegie 0 0 0 0 0 0
Programs Attendance-Teen 1516 2370 2644 2281 2740 3083 17%
Main 923 1214 1433 2126 2488 2785 94%
Meadows 406 912 939 14 41 47 -95%
Reynolds 153 210 238 131 196 221 -7%
NoBo 0 0 0 10 15 30
Carnegie 34 34 34 0 0 0
Programs Offered-Teens 73 94 112 72 95 116 4%
Main 33 45 53 41 51 60 13%
Meadows 15 17 20 7 12 14 -30%
Reynolds 23 30 37 22 29 37 0%
NoBo 0 0 0 2 3 5
Carnegie 2 2 2 0 0 0 -100%
Programs Offered-Adult 348 439 522 319 414 488 -7%
Main 305 392 462 288 374 442 -4%
Meadows 23 23 33 27 34 39 18%
Reynolds 19 23 26 4 6 7 -73%
NoBo 1 1 1 0 0 0 -100%
Carnegie 0 0 0 0 0 0
Programs Offered-Children 177 210 258 168 197 238 -8%
Main 86 102 122 96 109 128 5%
Meadows 64 67 82 41 50 63 -23%
Reynolds 26 37 50 22 24 28 -44%
NoBo 0 0 0 9 14 19
Carnegie 1 4 4 0 0 0 -100%
BLDG 61 attendance 3561 4005 10573 2096 2621 3178 -70%
BLDG 61 events 86 117 159 166 207 244 53%
Outreach: Direct Contact 0 0 0 1868 6902 8325
Outreach Events 0 0 0 29 79 93
TOTAL PROG/OUTREACH ATTENDANCE 17153 23205 33803 15547 25128 30309 -10%
TOTAL PROG/OUTREACH EVENTS 684 860 1051 754 992 1179 12%
Including Storytime attendance 31094 40182 53998 27628 39929 48410 -10%
Including Storytime events 1095 1359 1661 1222 1587 1899 14%
Attachment B.
51
Circulation and Collections:
Jan - Jun 2017 YTD circulation increased + 4% overall.
Fig. 4 Circulation and Filled Holds YTD Comparison 2016-2017
New to this Q2 report is also more information on the Hold activity. Holds Filled (collections) is the
perspective of collections from each branch going to fulfill a hold, regardless of where the request
originates. FLC borrows and loans are consortium member libraries borrowing from, or lending to, BPL.
Likewise, Prospector Borrow and Loans are incoming or outgoing. As the consortium grew this year, it is
noted that Prospector requests/borrows fall off.
eCollections & databases:
eCollections (Overdrive, hoopla, Zinio, etc.) are up 12% YTD over 2016. Database usage shows an increase as well, this based on the
new LRS metric which reports on full text/record views—rather than sessions.
Fig. 5 eCollection & Database Usage
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
Circulation 464087 571820 690300 476162 593169 715809 4%
Main 298122 372030 448655 304986 379483 458102 2%
Meadows 76075 84607 101413 78582 97816 118583 17%
Reynolds 75850 97504 118895 78620 98550 118450 0%
NoBo 14040 17679 21337 13974 17320 20674 -3%
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
Holds Filled (Collections)59388 72209 86788 63248 77568 93757 8%
Main 37836 46703 56235 41076 50210 60461 8%
Meadows 10604 11848 13947 10461 12941 15816 13%
Reynolds 10948 13658 16606 11711 14417 17480 5%
System 48754 60301 71985 52593 66407 80381 12%
FLC Borrows incoming 19724 25442 31454 29587 37017 44431 41%
FLC Loans outgoing 15804 19824 24752 22841 27922 34681 40%
Prospector Borrows 10475 12479 14373 7561 8462 10040 -30%
Prospector Loans 6515 8001 9384 5739 6471 7713 -18%
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
eCollection Use 48754 60301 71985 52593 66407 80381 12%
Database Use 46048 53259 59094 62918 76262 84434 43%
Attachment B.
52
Dear Hope,
Thank you very much for finding this
WWII obituary for our Uncle___ for our
family! We knew [our} Uncle was killed
in action during the war but this fills in
all the blanks for us. The information
will be used on his Find A Grave
memorial.
Kind Regards, Patron Feedback from Ask a
Librarian – A typical question for Carnegie
PC Sessions & Reference Questions
PC Sessions hold steady year over year, with Reynolds showing 12% incease while
NoBo has decreased. Reference transactions also increased.
Fig. 6 Reference Transactions and PC Sessions Q2 2016-2017
SUMMARY
Oveall, some performance measures are up and others down, while overall v isits and circulation hold
steady. New types of programs are being introduced and new partnerships continue to be forged. While in
the community engagement stage of the Master Plan through October, staff focus is on gathering input and
evaluating what our community hopes us to be.
2016 2017
2017 Total
Performance Indicator Apr May Jun Apr May Jun
DART Ref Transactions 16833 16833 33498 17846 17846 37974 13%
PC Sessions 49155 61016 71722 48954 60799 72707 1%
Main 34427 42767 49963 34286 42420 50709 1%
Meadows 7051 8721 10389 6648 8400 10143 -2%
Reynolds 6362 7849 9388 7135 8872 10516 12%
NoBo 1315 1679 1982 885 1107 1339 -32%
Attachment B.
53