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Item 6A - Landmarks Board application materials for 2018LANDMARKS BOARD Annual Application - 2017 The Landmarks Board consists of five members appointed by City Council, each to five-year terms; two members are architecture, historic preservation or urban planning professionals and three members may be chosen without specific requirements for qualifications. The Board considers applications and makes recommendations to City Council for Landmark and Historic District designations. The Board reviews proposed exterior physical changes to landmark structures and structures within the landmark districts to ensure compliance with the Landmarks Alteration Certificate criteria. The Board reviews applications for demolition of structures older than 50 years outside of historic districts. Staff Liaison: James Hewat (303)441-3207 Meetings are held the first Wednesday of the month at 6 PM in the City Council Chambers. 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 Mobile Phone (?)Work Phone (?) Occupation Place of Employment/Retired Home Address * Street Address Address Line 2 City Boulder State / Province / Region Postal / Zip Code Country Home Phone (?) E-mail Address* Do you reside within the city limits?* 1. What technical/professional qualifications, skill sets and relevant experiences do you have for this position 2. Have you had any experiences with this Board or the services it oversees that have sparked your interest in 3. Describe a situation where you were involved with a group and had to work through a disagreement or conflict among the members. What techniques or specific actions did you find to be most effective in 4. List all potential conflicts of interest you might have with respect to the work of this board, and explain how 5. What things can historic preservation and landmarking in Boulder achieve at this stage of the City’s development? Include both positive goals that can be achieved and negative consequences, if any, that 6. What incentives, if any, should be provided for work on properties that are individually landmarked or are 7. The Landmarks Board has the responsibility to enforce the Historic Preservation Ordinance as well as help the City to achieve its sustainability goals. What ideas do you have to help the Board reconcile these Boulder Yes No When did you become a resident of Boulder? * ANSWER ALL OF THE FOLLOWING QUESTIONS (such as educational degrees, specialized training, service on governing or decision-making boards, etc.)? * becoming a member of the Board, and, if so, please describe the experience(s) and what insight you gained.* mitigating or resolving the disagreement/conflict? * you think any potential or perceived conflicts of interest should be handled by Board members.* should be avoided.* contributing resources to designated historic districts? * sometimes competing objectives, especially with regard to improving energy efficiency in historic buildings? * 8. What books have you read, courses have you taken or experiences have you had that have shaped your Questions Regarding Applications: Boulder City Council Attention: City Council Support cityclerkstaff@bouldercolorado.gov 303-441-3019 thinking about historic preservation in the context of urban planning? * Landmarks Board estimate of monthly time commitment 2018 recruitment Activity Description Hours / month • Landmarks Board meetings 4 hr. packet review, 4 hr. meeting 8 • Landmarks Design Review Committee meetings 4 hours Wednesday mornings (2 months on, 1 month off) 12 • Subcommittee Activities, outreach, plan, design guidelines, SOM 10 Total 30 Library Commissioner Job Description The Boulder Library Commission is a voluntary citizen advisory board that serves to protect and promote the mission of the Boulder Public Library [link to mission]. Library Commissioners, who are appointed by and are advisory to City Council, work closely with the Library and Arts Director and Library staff to develop a vision for the library and to continually review and provide advice on the everyday administration of the library. The Library Commission is the voice of the public in library affairs, and commissioners serve to represent the public interest to the best of their abilities. Serving on the Boulder Library Commission is an exciting and rewarding way to be involved in one of our most important and vital civic institutions. Role and Powers of the Library Commission The City Charter gives the Library Commission the following powers: • Adopt bylaws, rules, and regulations for its guidance and governance; • Provide advice to assist in preparation and revision of a master plan for the development and maintenance of a modern library system within the city; • Review annually the library budget prepared by the library director prior to its submittal to the city manager and make recommendations regarding approval or modification of the same; • Review periodically the director’s operational service plans and make comments and recommendations; • Make recommendations to the director and the city council on library facilities, including capital improvements, maintenance of existing facilities, and need for new facilities; • Review the library director's annual report and make comments and recommendations; and • Represent the library to the community and the community to the library with the goal of building awareness, understanding, and support • Take steps as the Library Commission may deem feasible to encourage grants or gifts in support of the library. • Oversee specific monies within the Library Fund that originate from gifts, bequests, or donations Qualifications While the Library Commission is ideally made up of a diverse array of community members with different skills, experiences, and talents, some combination of the following qualifications are ideal: • An understanding of and commitment to the fundamental services of a public library, and some familiarity with Boulder Public Library in particular • A strong desire to preserve and promote the library as a public forum for the sharing of information and ideas without prejudice • A willingness and ability to engage with the public and to understand and represent the views and opinions of diverse community members • The ability to function well in committees and group discussions, and to work in a flexible way with others who have a diversity of opinions and interests. • The ability to assess information and make important decisions • Excellent communication skills • A strong sense of legal and ethical conduct appropriate to the position • The courage to state one’s views on important issues and speak openly and directly, though always respectfully, with staff and other commission members • Some basic understanding of the broader structures of city governance in Boulder, of the issues facing the city in its continuing development, and of the place of the library within those broader contexts Requirements and Expectations Library Commissioners generally serve five-year terms. Member of the Library Commission must be willing and able to give time and talents. More specifically, members of the Library Commission are expected to: • Read distributed materials before each meeting • Participate actively in monthly meetings (usually three hours in length and generally scheduled on the first Wednesday evening of each month) • Devote at least 10 hours per month, and often more, to Commission matters • Serve on various committees or as one of the Library Commission’s representatives on the Boulder Library Foundation Board • Assume a leadership role on the commission at some point during one’s term • Attend BPL and other functions and community events, and generally be a public presence for the library within the community • Provide feedback, advice, and encouragement to the Library and Art Director, to library staff, and to the public in meetings and emails • Stay abreast of developments in the world of public libraries as technologies and service models change Please read our FAQs about what it’s like to be on the Library Commission: FAQ: What does a commissioner do? A library commissioner serves to protect the mission of the public library. The mission of the Boulder Public Library 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. A commissioner is not necessarily a library patron or someone that ‘just loves to read.’ You must be active in the local community, willing and able to give time and talent to the library; at meetings, special library functions and other community events. A dedication to our community necessitates an interest in its people, recognizing their potential, understanding their problems, and respecting diversity no matter the origin, age, beliefs or background. Whether you have a life-long love of all things library, or are an activist for the civic good and public spaces, the Library commission wants dedicated members committed to giving back to the public arena. Who do we work with and who do we work for? The library commission is a voluntary board working for the City of Boulder and the Boulder Public Library. The commission works with the library director and staff providing feedback, advice and encouragement to director, to staff, to public in meetings and emails. The commission also advises the City Council on matters pertaining to the library’s budget, services and facilities. What is the range of hours per month one can expect to spend? Commissioners spend an average of 10-20 hours / month in their role, attending monthly meetings as well as involvement with library activities and events. Two commissioners also serve on the Library Foundation. What resources do I need to read through? The following materials are essential to the role of a Library Commissioner: • Boulder Public Library Mission Statement • The Library Charter • Boulder Public Library’s Master Plan In addition, each Commissioner is expected to thoroughly review previous meeting minutes and the prepared packet of relevant topical materials in advance of each meeting. Commissioners also read and respond to feedback and concerns submitted by patrons and community members. What is it like to be on an advisory commission? Advisory roles in the City of Boulder are essential positions that contribute to the stewardship of our community institutions and values. These are very political positions that require a depth and breadth of issues shaping Boulder. Advisors are an interface to the public for the institutions that they serve. These roles necessitate a willingness to advocate and be out in front. To be committed but not single minded. To work in a flexible way with others around a diversity of opinions, agendas and outcomes. Library Commission Handbook Table of Contents Note: Items with hyperlinks are not included in the handbook. PART ONE: LEGAL BACKGROUND I. Boulder City Charter on Advisory Commissions (Article IX) and Library Commission (Sections 130, 132-134) II. Boulder Revised Code (BRC) 2-3-8 Library Commission III. By-Laws of the Boulder Public Library Commission IV. Colorado Revised Statutes on open meetings V. Colorado Library Law VI. Colorado State Library resources PART TWO: LIBRARY INFORMATION I. Commission A. Library Commission webpage and contact list B. City of Boulder Library Commission webpage C. Commission meeting schedule D. Boulder Public Library Commissioners E. Most recent Library Commission priorities memo for City Council F. Past meeting agendas and minutes (hard copy of most recent included) G. City of Boulder Boards and Commissions rules and responsibilities H. Library Commissioner job description and FAQ II. Principal documents A. Most recent Library Master Plan B. Facilities Sustainability Study - March 2009 and December 2015 III. Library operations and budget A. Overview of library operations B. Rules and Policies C. Budget and fund management 1. Library and Arts Budget (Click on Annual Budget Vol. I. Search for Library and Arts department) 2. Library department budget basics D. Overview of the Boulder Library Foundation (BLF) IV. Communications and commission meetings A. Commissioner communication guidelines B. Guiding principles for interaction among Council, Boards, Commissions, and City Staff BY-LAWS OF THE BOULDER PUBLIC LIBRARY COMMISSION Article I. General Provisions Section 1. The name of this commission shall be the Boulder Public Library Commission. Section 2. The principal office of the said Library Commission shall be located at the Main Branch of the Boulder, Colorado, Public Library. Section 3. The Library Commission is an advisory commission to the department of library and arts. The said Library Commission shall have such powers, duties and responsibilities as are set forth in the Charter (Article IX, sections 132-136) and Ordinances of the City of Boulder, Colorado, or as may be hereafter provided by an amendment to said Charter. Article II. Membership The appointment of members of the Library Commission, the terms of said members, removal of said members, and the filling of vacancies on said Commission shall be as provided in the Charter of the City of Boulder, Colorado, Article IX, Section 130 and by any future amendments to this section of the Charter. Article III. Meetings Section 1. The said Library Commission shall hold regular monthly meetings at such times and places as may be agreed upon by the Commission. Section 2. Special meetings may be called at any time at the request of at least three members of the Commission. Written notice stating the time and place of any special meeting and the purpose for which called, unless said notice is waived, shall be given to each member of the Commission at least two days in advance of such meeting and no business other than that stated in said notice shall be transacted at the special meeting. Section 3. Each year at its April meeting the Commission shall elect officers and shall make such other organizational arrangements as may be required for the year. Article IV. Officers Section 1. The Library Commission shall elect a chair and a vice-chair. There may also be co- chairs instead of a chair and vice-chair. Section 2.The chair of the Library Commission shall preside at the meetings of the Commission and shall sign, execute, acknowledge and deliver for the Commission all writings of any kind required or authorized to be signed or delivered by the Commission. The signature of the chair shall be attested by the secretary. Section 3. The director of the library and arts department (or staff designee) shall serve as secretary for the commission. In this capacity, the director shall record the proceedings of each BY-LAWS OF THE BOULDER PUBLIC LIBRARY COMMISSION meeting and present the same for approval at the next meeting of the Commission. There shall be kept a permanent file of the minutes of said meetings and of all reports made to the City Council. Article V. Committees The chair shall have the right to appoint special committees. Said committees shall be advisory to the Commission and shall not have the authority to act for and on behalf of the Commission. Article V I. Quorum Three members constitute a quorum and the affirmative votes of at least three members shall be necessary to authorize any action by the Commission. Article VI I. Amendments These By-Laws may be amended at any regular or special meeting of the Library Commission, provided that notice of the proposed amendment has been given to the members of the Commission at the regular meeting preceding the time at which action is taken thereon or providing that said notice of the proposed amendment has been provided to the members of the Commission at least two weeks prior to the meeting at which action is to be taken upon said amendments. The above and foregoing By-Laws for the Boulder Public Library Commission were read and unanimously adopted by the said Library Commission at its meeting of March 2, 2016. BOULDER PUBLIC LIBRARY COMMISSIONERS 1906-2016 First Commission Miss Mary Rippon Mrs. Fred White Mrs. Adriana Hungerford Mrs. W.H. Allison Mrs. H.B. Rosenkrans Mr. James Cowie Mrs. Harry M. Pollard Mrs. C. Henry Smith Mr. Dan McAllister Elizabeth L. Olsen Mary K. Gamble Mrs. Paul Friggens Mr. H. B. Millard Vina Knowles Mr. Henry W. Callahan Mrs. J. A. Davis Elbert Greeman Mr. Gilbert Callahan Mr. J. F. Willard Mrs. R. E. Arnett Mrs. S. C. Barrett Mrs. H. O. Dodge Mrs. C. Henry Smith Miss Maude McKenzie Mrs. D. R. Jenkins Mrs. E. W. Brett Mrs. Martha Nafe Mrs. Robert Sterling Mrs. Gregory W. Cohn Mr. Maxwell Burger Mr. W. C. Duvall Mrs. John D. Gillaspie Mrs. E. H. Ellis Ruben L. Olson Mr. Audley McLure Mr. Alfred E. Whitaker Mr. George Clark Rudolph Johnson (1951)1956 Eugene H. Wilson 1960 (1954)1957 Mrs. Clyde Reedy 1961 (1956) 1958 Eugene Gullette 1962 1959 Mr. Stanley Hendrickson 1963 (1956)1960 Mrs. James Yeager 1964 1961 Eugene Wilson 1961 BOULDER PUBLIC LIBRARY COMMISSIONERS 1906-2016 (Jan.) 1962 Ralph Underwager (Aug.) 1962 1962 Paul Friggens 1965 1962 Mrs. F. K. Bangs 1966 1963 Carl Ubbelohde 1965 1965 Dolores Kiser 1967 1964 James Buchanan 1968 1965 F. E. Luethi (March) 1966 1966 Mrs. Thomas Bilhorn 1969 1966 Paul Friggens 1968 1968 Eldred Wolzien 1970 1967 Lawrence Coolidge 1971 1968 Dolores Kiser 1972 1969 Alex H. Warner 1973 1970 Janet Roberts (Oct.) 1971 1972 Lawrence C. Brown 1974 1971 Eldred Wolzien 1975 1972 Bryan Morgan 1976 1973 Joanne Arnold (May) 1976 (Jun.) 1976 Harriet Crowe 1977 1974 Doris Hass 1978 1975 Dennis DuBe (Jul.) 1978 (Sept.) 1978 Alice McDonald 1979 1976 Kenneth Charlton 1980 1977 Michael Rayback 1981 1978 Harriet Crowe 1982 1979 Diane Ball 1983 1980 Alice McDonald 1984 1981 Bob Greenlee (Jul.) 1983 (Aug.) 1983 Ridi Van Zandt 1985 1982 J. K. Emery 1986 1983 Hardy Long Frank 1987 1984 Abraham Flexer 1988 1985 Francis Shoemaker 1989 1986 Janis Van Zante 1990 1987 Joseph Geiger (May) 1988 (Jun.) 1988 Duane Deyoe 1991 1988 Allen Sparkman 1992 1989 Jane Butcher 1993 1990 Charles Nilon (Jun.) 1991 (Jul.) 1991 Michael Schonbrun (Dec.) 1992 1993 Ann Cooper 1994 1991 Linda Damon 1995 1992 Arthur Bronstein 1996 1993 Neal McBurnett (June) 1995 (Aug.) 1995 Alex Goulder 1997 1994 Jeff Skala 1999 BOULDER PUBLIC LIBRARY COMMISSIONERS 1906-2016 1995 Ann Cooper 2000 1996 Mariagnes Medrud 2001 1997 Shirley Deeter 2002 1998 Alex Goulder 2003 2000 Linda Loewenstein 2003 1999 Bruce Staff 2004 2001 Ann Aber 2006 2002 Lydia Tate 2007 2003 Catherine Sparkman 2005 2003 Stephen Topping 2010 2004 Steve Clason 2009 2005 Michael Keenan 2008 2006 Nadia Haddad 2011 2007 Sam Fuqua 2012 2008 Annette Mitchell 2013 2009 James Zigarelli 2010 2010 Celeste Landry 2014 2010 Anne Sawyer 2015 2011 Donna O’Brien 2016 2012 Anna Lull 2014 2012 Dan King 2013 2013 Paul Sutter 2016 2014 Alicia Gibb 2018 2014 Joni Teter 2019 2015 Tim O’Shea 2020 2016 Joel Koenig 2017 2016 Juana Gomez 2021 Overview of Library and Arts Department Operations There are five divisions in the Library and Arts Department. Administration Administration is comprised of 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, administrative support for the Library Commission and Arts Commission, and general operations of the Main Library facility. Administration also serves as the liaison to the Boulder Library Foundation by providing administrative support to the annual grants program. Community Engagement and Enrichment Community Engagement and Enrichment is focused on engaging the community through materials, programs, literacy, story times, and outreach. This division includes youth services, the acquisition of library materials and electronic resources (e.g. e-books and informational databases), library collection maintenance, the homebound delivery program, and program promotion and graphics. The Carnegie Library for Local History collection and services, the Boulder Reads adult literacy program, and Canyon Gallery exhibits are also part of Community Engagement and Enrichment. eServices eServices is comprised of administration and maintenance of library-specific IT systems and equipment, the patron computer reservation and print release system, computer technology support, the library website, and the cataloging of library materials and resources. The division serves as liaison to the Flatirons Library Consortium that operates the integrated library system, i.e. the library catalog and patron database. The BLDG 61 Makerspace is also managed and programmed by eServices. Public Services Public Services serves library patrons by addressing all customer service inquiries including general reference and supports patron access to the library’s digital collections. The division provides system-wide materials circulation services and shelving, interlibrary loan, maintenance of patron accounts, and administration of the holds and Prospector system. The division also manages the meeting room reservation system and maintains the automated materials handling systems. The Meadows, George Reynolds branch libraries and the NoBo Corner Library operations, programs and services, including literacy, youth services, storytime and outreach are also part of Public Services. Office of Arts and Culture The Office of Arts + Culture is the city-wide cultural affairs group for the City of Boulder. Guided by the Community Cultural Plan, the Office supports the Boulder Arts Commission in the distribution of cultural grants, and provides services under eight strategies: support for Overview of Library and Arts Department Operations cultural organizations, public art, the creative sector of the economy, initiatives for the mix of venues, programs for neighborhoods and underserved communities, support for artists and creative professionals, civic dialog about the arts, and youth initiatives. These strategies are designed to support city agencies, cultural leaders, and residents in achieving the Community 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. Accomplishing this vision requires an alignment of all of Boulder’s collective cultural endeavors. It is the mission of the Office of Arts + Culture to facilitate the success of this alignment in the creative community. Library Department Budget Basics Library Department Funding The Library Department receives funding from six funds within the city’s financial structure. Each fund has unique revenue sources which support unique expenditures. Provided below are descriptions of each fund including revenue sources and expenditure categories, as well as how each fund is used during the city’s annual budget process. A summary schematic of the library’s funding structure is also included. General Fund – The General Fund is the library’s main funding source. All revenues and expenditures within the General Fund, of which the library’s budget is a portion, must be appropriated by City Council through the City of Boulder’s annual budget process. Modifications to the library’s budget may be made through twice-yearly Adjustment-to-Base (ATB) processes. Library Administration develops the annual budget as well as any mid-year adjustments. The mechanics of these processes are explained in a later section. General Fund revenues that support citywide operating expenditures, including those of the library, are sourced from a combination of sales and use tax, property tax, and a variety of other taxes. A full description of the General Fund’s revenue sources can be found in the Sources and Uses section of the city’s 2017 annual budget, which is available on the web at: Budget. Operating revenues that the library independently generates - fines and fees, rental income, proceeds from the sales of used books, etc. - are deposited directly into the General Fund. Any unspent Library Department appropriations at the end of a given fiscal year fall to General Fund Balance and may be re-appropriated at the discretion of the City Council either through the following year’s budget process or through the ATB process. Library Fund – The Library Fund is a pooled repository of revenues generated from four main sources: 1) the one-third property tax mill levy that is dedicated to the library; 2) gifts and contributions given to library; 3) the proceeds from the sale of library property or assets; 4) accrued interest on the fund balance. Both the revenues and expenditures within the Library Fund are tracked separately as many of the revenue sources, especially gifts and donations, are designated for specific purposes such as materials acquisitions or capital improvement at various library locations. The property tax revenues are less restricted and are used to support ongoing library operations and/or materials purchases. Library Administration manages the outlay of monies from the Library Fund and must appropriate both the revenue and expenditures on an annual basis through the budget process. As per article IX, section 134 of the Boulder City Charter, expenditures of revenues from items 2 and 3 above shall be made only upon the favorable recommendation of the library commission. Computer Replacement Fund (CRF) – The city’s Information Technology (IT) Department manages the CRF. The library makes an annual contribution to the CRF based upon IT’s cost projections for future replacement of computers as well as software upgrades, workstation technical support, hardware maintenance and network infrastructure maintenance. The Library Department Budget Basics contribution formulas are set by the city’s IT Department according to industry standards. The CRF is used to fund the replacement and servicing of workstations at the library, both employee workstations and patron workstations. Printers and other peripheral computing equipment are not funded in the CRF. These items may be funded in the Equipment Replacement Fund (below) depending upon acquisition price. Contributions to the CRF are reflected in the library’s annual operating budget. Expenditures out of the library ‘s CRF balance are included in IT’s operating budget and managed according to replacement schedules determined by IT. Any unspent annual appropriations at the end of a given fiscal year fall to CRF balance and must be re-appropriated either in the next year’s budget process or through the ATB process. Equipment Replacement Fund (ERF) – The city’s Department of Public Works – Facilities Asset Management (FAM) Division manages the ERF. The library makes an annual contribution to the ERF based upon FAM’s inflation-adjusted projections for future replacement of major equipment which are based upon industry standards. These contributions are included in the library’s annual operating budget. Expenditures out of the ERF are reflected in FAM’s operating budget. The funds within the ERF are used at the discretion of library staff, subject to ERF policies and procedures. Any unspent funds in a given year fall to ERF balance to be used to offset future year’s contributions or alternative equipment purchases. Equipment must meet the following criteria to be included on the ERF: 1. Tangible in nature and does not lose its identity if removed from original location 2. Have a useful life of more than one year 3. Have an original cost of at least $5,000  The ERF cannot cover vehicles, buildings, building materials/machinery, fixtures, or land/land improvements.  Furnishings are not included in the ERF; they are funded out of the library’s operating budget Facility Renovation and Replacement Fund (FR&R Fund) - The city’s Department of Public Works – Facilities Asset Management (FAM) Division manages the FR&R Fund. The library makes an annual contribution to the FR&R Fund based upon a combination of FAM’s facility capital renovation and replacement projections as well as savings for future renovation projects envisioned by library staff. These contributions are reflected in the library’s annual operating budget. The funds are used at the discretion of Library Administration subject to FR&R Fund policies. Expenditures out of the FR&R Fund are reflected in FAM’s operating and capital budget. Any unspent funds fall to FR&R Fund balance to be programmed for future use. The FR&R Fund is used specifically for major maintenance, renovation, and replacement of capital facilities and equipment and is defined according to the following criteria: Library Department Budget Basics 1. Maintenance: maintenance of existing building systems or components where the cost exceeds $3,000 per repair 2. Renovation: replacement of 50% or more of a building system or component 3. Replacement: replacement of 100% of a building system or component HVAC (heating, ventilation, and air conditioning) and fixtures are included in FR&R Capital Development Fund – The city’s Department of Public Works – Facilities Asset Management (FAM) Division manages the Capital Development Fund. The Capital Development Fund is funded with past balances of Capital Development Excise Taxes as well as ongoing collection of Impact Fees. In 2010, the city shifted away from collecting Development Excise Taxes in favor of collecting Impact Fees. These fees are assessed on commercial and private development projects and are to be used to fund capital expansion of municipal facilities necessary to support growing demand for city services. The recipient departments of Capital Development Excise Tax and Impact Fee funding are: Transportation, Parks and Recreation, Police, Fire, Human Services, and Boulder Public Library. Capital Development Funds are programmed and spent at the discretion of FAM in conjunction with staff within the recipient departments. The Capital Development Excise Taxes and Impact Fees collected on behalf of the library can only be spent on capital facility expansion and materials expansion. Library Department Budget Basics Library Department Funding Structure General Fund Sales and Use Tax Property Tax Misc. Fees and Other Taxes Library Revenues Library Fund Propert Tax (0.33 Mills Dedicated) Interest Proceeds from Sale of Library Property Grants, Donations, Bequests, Gifts Computer Replacement Fund Annual Library Dept. Contributions Equipment Replacement Fund Annual Library Dept. Contributions Facilities Renovation & Replacement Fund Annual Dept. Contributions Capital Development Fund Impact Fees Capex That Expands Library Capacity *Budgeted expenditures require favorable recommendation from the Library Commission Annual Variable Contributions Major Maintenance, Renovation and Replacement of Library Facilites Capital Maintenance Work Fund and Revenue/Source Expenditure Type Donor Designated Programs/Materials* Annualized "Smoothed" Contributions Equipment Replacement Annualized "Smoothed" Contributions Comp. Purchased on Behalf of Library Library Operations Materials Acquisition Computer Replacement Eq. Purchased on Behalf of Library Library Department Budget Basics Budget Development and Adjustment-to-Base Process Sourcing money from any of the funds described above must occur according to a defined City of Boulder budget schedule. This schedule has two main components. The first component is the annual budget development process during which library staff works with city executive management to determine annual appropriations for the library. This process begins in March and concludes in October when the City Council approves the upcoming year’s city budget. Appropriations approved in the annual city budget are available to be spent on January 1 of the following year. The second component of the budget process is the Adjustment-to-Base (ATB) process. The ATB serves as an opportunity for the library to adjust its annual budget mid-year. Development of the first ATB begins in the March to April timeframe, and ends with City Council approval in either May or June. Library staff cannot spend against appropriations included in the first ATB until they receive council approval. The second ATB follows a similar pattern, beginning in the October to November timeframe, and ending with council approval usually in December. Budget adjustments included in ATBs come from three primary sources:  Operating Carryover from Fund Balance - Unspent balances that fell to fund balance at the end of the previous fiscal year. These monies support specific projects or programs that span more than one fiscal year.  Budget Supplemental from Fund Balance – Monies requested from fund balance to support new programs or projects that were not included in the annual budget. The library can only request to appropriate money from fund balance if money is available (in excess of reserve requirements).  Additional Revenue - Unanticipated revenue that was not included in the annual budget. The ATB is an opportunity for the library to recognize this revenue and appropriate it for specific uses. If the department does not appropriate additional revenue, it falls to fund balance. Library Department Budget Basics Budget Calendar The calendar below lists important date ranges in the budget process and indicates when Library Commission involvement is needed (shaded). Date Deliverable/Event March - April Review library’s first round of adjustments to the current year’s base budget and solicit Library Commission input April - May First round of adjustments to the current year’s base budget due for city manager’s review. May - June First round of adjustments to the current year’s base budget read before City Council (first reading) May - June Review next year’s Recommended Library Budget and solicit commission input May - June First round of adjustments to the current year’s base budget read before City Council (second reading) June Library and Arts Department director to provide next year’s Recommended Library Budget for city manager review July Update Library Commission on outcome of first round of adjustments to the current year’s base budget August Update Library Commission on the City Manager’s (next year) Recommended City Budget August Recommended City Budget delivered to City Council September First City Council Study Session on Recommended City Budget September Second City Council Study Session on Recommended City Budget (if needed) September Review library second round of adjustments to the current year’s base budget and solicit Library Commission input October - November Second round of adjustments to the current year’s base budget due for city manager’s review. October First reading of ordinances to approve Recommended City Budget with opportunity for public comment. October Second reading of ordinances to approve Recommended City Budget with opportunity for public comment. November Update on Approved City Budget (including Library Department Budget) November - December Second round of adjustments to the current year’s base budget read before City Council (first reading) November - December Second round of adjustments to the current year’s base budget read before City Council (second reading) December Update Library Commission on outcome of second round of the current year’s adjustments to base budget Overview of the Boulder Library Foundation The Boulder Library Foundation strategically invests in innovative programming and partnerships that enrich the Boulder Public Library and our community. The Foundation is a 501(c)(3) nonprofit organization governed by a volunteer board of directors and supported by individual donors and community partners. The Foundation's purpose is to assist and aid the Library by raising funds from private sources for the benefit of the Library. This includes, without limitation, solicitation and receipt of private gifts, annual giving contributions, deferred gifts, devises and bequests, corporate gifts and foundation grants, and special events. The Foundation is responsible for identifying and nurturing relationships with potential donors and other friends of the Library; soliciting cash, securities, real and intellectual property, and other private resources for the support of the Library; and acknowledging and stewarding such gifts in accordance with donor intent and its fiduciary responsibilities. The Foundation Board of Directors is responsible for the control and management of all assets of the Foundation, including the prudent management of all gifts to it, consistent with donor intent and applicable laws. The Foundation is responsible for the performance and oversight of all aspects of its operations based on a comprehensive set of bylaws. The Boulder Library Foundation website is http://boulderlibraryfoundation.org/about/ . Boulder Library Commission Communication Guidelines Revised March 2, 2016 The City of Boulder maintains a set of “Rules and Responsibilities” for Board and Commissions. The following is the “Open Meetings Regulation”: “The general provisions concerning boards and commissions are contained in Chapter 2-3 of the Boulder Revised Code of 1981, as amended. Paragraph 2-3- 1(b)(5) requires that each board or commission: “Hold all meetings open to the public, after notice of the date, time, place, and subject matter of the meeting, and provide an opportunity for public comment at the meeting.” This requires, at a minimum, that boards and commissions provide 24 hour specific notice of each meeting by posting a copy of the meeting agenda in the lobby of the Municipal Building. The Citizen Assistance Office provides space for those notices. In addition, most boards and commissions give notice of meetings by publication of the agenda in the Daily Camera. Although publication is not required, it is highly recommended. In the past, boards and commissions held agenda meetings and other informal gatherings without giving the required notice. However, 1991 changes to State public meetings law, as well as the consistent interpretation of Chapter 2-3-1, require that if three or more members of a board or commission meet at any time and discuss public business, notice must be given of such meeting, and the meeting must be open to the public. If a chance meeting occurs, the members of the board or commission must refrain from discussing public business or convene in groups of less than three. One-on-one communication about public business between members of a board or commission is permitted at all times, and it is only when three or more members gather that a ‘meeting’ is constituted.” In order to meet that regulation, the Library Commission developed the following communication guidelines: All commissioner communications:  Any two commissioners are allowed to discuss library or commission related topics.  Even if a commissioner has discussed a topic with other commissioners, there is no limit on the conversation other than to avoid attempting to make a decision outside of a public meeting.  A commissioner should avoid representing another commissioner’s opinion to other commissioners, staff, or the public.  No votes or consensus should be gathered outside of a public meeting; the only exceptions are administrative decisions (i.e. deciding meeting day, time, place, etc.)  Any or all commissioners are permitted to gather outside of scheduled meetings as long as commission business is not discussed.  If a commission decision must be made in a timeframe not permitting discussion at a regular meeting, a special meeting must be scheduled allowing as much public notice as possible (minimum 24 hours).  All commission business communications involving more than TWO Boulder Library Commission Communication Guidelines Revised March 2, 2016 commissioners or representing a commission opinion to the public are a part of the public record and can be requested by the public at any time. Commissioner email communications:  Any email sent to staff and/or one or more commissioners, regarding commission business (administrative business included) is subject to disclosure and considered public record.  Any two commissioners may exchange email on any topic; messages containing (non-administrative) commission business shall not be forwarded to any other commissioner.  A commissioner may send informational emails to the entire commission; such messages should include a reminder not to “reply all.” If any commissioner wants to respond or discuss the contents of the email, the topic should be added to our next meeting agenda; “reply all” only to ask for this agenda request. Examples of all-commission emails: 1) Informational topics to be discussed at our next meeting as "heads up" 2) Research or public communication to be shared with fellow commissioners, not as a part of an ongoing discussion 3) Questions being asked of staff Questions to Library Staff: Before sending a substantive request for information to library staff, a commissioner should discuss with and receive agreement from another commissioner to insure that this is a substantive commission request. The commission as a whole, the director, and the deputy director should then be copied on the request so that they all may be aware of the request.  If/when staff responds via email or memo to questions from a commissioner, staff will try to answer the question as thoroughly as they can and will copy all commission members. Substantive informational emails should be added to the upcoming meeting’s commission memo if not already included in the staff memo.  If commissioners have follow-up questions that would require more than 15 minutes of staff time to respond, these should be sent to the commission chair and/or vice chair for inclusion in the “Information Request” prior to the next commission meeting.  For additional guidelines for communicating with staff, see item 8 in “Guiding principles for interaction among Council, Boards, Commission, and City Staff” document included later in the handbook. Speaking with the public as a commissioner: Commissioners should represent their ideas as personal (not as the commission) when expressing opinions, unless the commission has voted on that issue. For guidelines for communication with City Council, see “Guiding principles for interaction among Council, Boards, Commission, and City Staff” document included later in the handbook. GUIDING PRINCIPLES FOR INTERACTION AMONG COUNCIL, BOARDS, COMMISSIONS AND CITY STAFF Council appreciates deeply the time, specialized knowledge and commitment of members of City boards and commissions. Occasionally, awkward situations have arisen from the lack of clarity about roles and the lack of communication as to how to work seamlessly together. Council realized that articulating some basic principles to guide interactions among boards, commissions, staff and Council might help prevent some of these difficulties. The following guiding principles are offered from the Council in the spirit of partnership and a desire to create a good working relationship. COUNCIL 1. City policies are established by the City Council. With the exception of limited circumstances (often charter-based), the role of boards and commissions is advisory to the City Council. 2. It is Council’s desire to use boards and commissions as the first step for gathering community feedback on difficult and controversial issues as a means to creating viable policy options. 3. All policy expressions on national, international, statewide and county issues should come from Council and not individual boards and commissions. Boards and commissions may suggest that Council take policy positions by resolution but should not independently issue such resolutions. 4. Council members should refrain from discussion with board members any quasi- judicial issues coming before the board. For matters that are not quasi-judicial, Council members may discuss a point of view with board members but should clarify that this perspective may not represent the position of the Council as a whole. BOARDS AND COMMISSIONS 5. Board and commission members who wish to explain or advocate positions to Council should identify themselves as board members and clarify whether they are speaking from a personal position or on behalf of the majority or minority position that the board has taken. 6. When members of a board or commission disagree about a given issue or policy, Council expects to be apprised of the disagreements and of the reasoning underlying the various points of view. 7. The City Manager is responsible for the budget recommendation to City Council. When a board or commission disagrees with the City Manager’s budget, the City Manager should be notified as a matter of courtesy prior to the board or commission members addressing Council. CITY STAFF 8. Staff takes direction from the City Manager, except as authorized by the Charter. Boards and commissions may request research or other work of staff but, if the work requires more than what staff determines is reasonable, the board or commission, supported by a majority of members at a meeting, must make a direct request of the City Council. 9. City staff ultimately is responsible for supporting City Council. Council expects staff to provide the best professional judgment regarding issues and policies, whether or not boards and commissions agree with those professional judgments. Staff should inform Council when a board or commission disagrees with the staff’s position and, when possible, explain GUIDING PRINCIPLES FOR INTERACTION AMONG COUNCIL, BOARDS, COMMISSIONS AND CITY STAFF the basis of that disagreement. 10. When several boards and commissions review elements of a given proposal or issue, staff reports to Council should reflect the perspectives of all reviewing boards and commissions. In addition, the City maintains a Boards and Commissions website as an added resource to its boards and commissions. (www.bouldercolorado.gov, then select Government, scroll down to Boards and Commissions.)