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.)