09.06.17 LC Handouts1
Malone, Maureen
From:joni teter <joniteter@gmail.com>
Sent:Sunday, September 3, 2017 1:18 PM
To:BPL-COM
Subject:Comments on September packet
Hi, folks ‐
Here are my comments o this month's packet. Enjoy the Labot Day weekend!
--- Page 13 ---
2018 budget
Does the pie chart in figure 1–1 include Boulder Library Foundation funding?
Figure 1-2.
I'm thinking about how to make the libraries expenditures more transparent for Council in the public.
Does "administration" include salaries for all staff? If so we should probably label this category in a way that makes it clear these are
librarian salaries (not just "overhead," as is the case with "administration" in many other contexts).
I assume that "public services" includes collections and building 61? Can we find a label that better describes what's included in this
category?
--- Page 14 ---
Table 1–1: can we get a table like this showing at least 10 years of library spending trends for use in the master plan? And a
comparison of library spending trends for comparable libraries in Colorado?
The following items were requested by BPL and not recommended for funding in 2018. At pour meeting, can we get an explanation for
the executive team's decision not to include these items?
I think the commission should discuss whether we want to raise any of these "unfunded" items to Council.
Gender Neutral Restrooms - $500,000
Library Materials Courier Expense - $11,000
Laptop Computers - $19,000
Program and Outreach Specialist - $59,000
Library Technology Support Specialist - $43,000
The city manager's budget does not include projected revenues from this Fall's ballot measure, and says that staff has an alternative
budget proposal ready to present to Council if the ballot measure passes. So there must be a "B list" of items that would be funded from
the general fund if the ballot measure passes. What items are on that list? (This list should be publicly available IMO.)
I note with some grumpiness that the city manager's overview of the budget does not mention the library – (neither the services it
provides nor its capital or operating needs) – once again. I don't want to be overly critical, but I don't think the summary of "arts and
library department" in the city's budget memo does a very good job of explaining what the library does. Most of the activities called out
for about arts, not library, and I could think of a lot more hard-hitting "fun facts" than the availability of free meeting rooms. I think we
have a huge education task ahead of us.
--- Page 18 ---
Can we get a copy of attachment A to the city manager's budget message?
“A complete list of significant changes for 2018 is included in Attachment A (listed by department).”
--- Page 30 ---
Master Plan update
2
Holds policy: does it make sense to put holds for physical books and electronic books into separate categories? The library's main
concern about expanding the number of holds is focused on physical books – e-books presumably don't trigger the same level of
staffing needs.
It seems like the issue of shelf space for holds versus collection materials is a logical outcome of the library's strategy around improving
access to a broader range of books for patrons. We have chosen to improve patrons' access to physical books by expanding the
Flatirons library consortium, so partner libraries can leverage one another's collections and purchasing budgets by sharing books.
Patrons can only access books from other libraries'collections through holds. Anecdotally, when I search for titles/authors in the library
catalog, I find a lot more of them than I used to – but around half of them are in other libraries. I support the libraries strategy for
expanding access, but I think more thought needs to be given to have to deal with the consequences.
I think a related issue is raised for the branches. At the focus groups I attended, the ability to request a book and go to a convenient
nearby branch to pick it up was a valued service and a key reason why people wanted more branches.
For both of these reasons, I think we should expect to see demand for hold services increasing, regardless of the number of holds per
patron. (Note that the quarterly performance report in this packet shows a 41%/40% increase in FLC incoming/outgoing FLC holds).
So I think more thought needs to go into how to provide space for holds, rather than using lack of space as a reason to keep the
number of holds per patron low.
--- Page 31 ---
What impact does rescheduling our study session on the MasterPlan have on community feedback, completing the master plan, and
our time on the Council agenda? I think it is still very important that we have a request for core budget items in front of Council before
their late January retreat, when the work plan for the next two years will be established. We're still behind the eight ball in getting library
needs "seen" by city staff and council; if we are not part of the next work plan, that eight ball will continue to be in our way.
Should we discuss how to prioritize work between now and January so that core issues – IMO, the things that go directly to financial
sustainability – are completed in time for us to put these matters before Council?
--- Page 32 ---
Master Plan goals
Can we get help in drafting language from folks who are skilled in PR and marketing? I think we have two audiences with very different
needs.
Community and Council members need to see language that conveys why library services are vital for individuals and the community,
and gets them excited about supporting library programs, services, facilities and budget.
Staff and Commission need more of an inside baseball view: clear strategies and objectives, with a workplan and metrics to measure
success.
This section currently does a really good job with the latter audience; not so much for community and Council. I think we need to add
some folks who have a flair for the dramatic to the drafting team! The highlighting provided in recent quarterly performance reports
could be a good source to mine for inspiration and examples of how the library is making a difference. Some of the quotes called out in
the community survey report might also be useful to include here.
The statement below reflects is the lens through which the city's executive team is viewing budget requests. How does the library fit into
this picture? I think we need 2 to 4 hard-hitting paragraphs that address this "lens" head on.
"The Recommended Budget focus is on core services, public outreach to inform better decisions, and assistance for underprivileged
members of the community."
Questions to keep asking as we frame the message for Council/community:
Why should the city/community invest its resources into X library program/service/facility, versus investing in climate impact
reduction strategies?
How does this program/service/facility address core community needs separate and apart from the climate goals?
Alternatively, how does this program/service/facility provide critical support to a high-level community priority - i.e., the priority
won't be achieved without library support.
--- Page 34 ---
Can we come up with success measurements (overall) that address the city's broader goals (not just library measures of success)?
--- Page 35 ---
3
Facilities and technology goals: I appreciate the attempt to link goals to community priorities here (like climate, sustainability and
transportation for facilities ), but I think we need to say more than "see programs and services" to make the connection.
--- Page 38 ---
Building community and partnerships: I think we need to explain what "strategic" and "community" partnerships are. I don't think we can
assume that people will understand how different kinds of partnerships benefit the library/community, or how partnerships work. If we
have such a definition in another part of the master plan, we should call it out here in a text box or something.
“BPL will,” bullet 2 - I think "organization" is better than agency, since our partnerships will include businesses and nonprofits.
Goals: shouldn't we have a goal “to serve the underserved?” That may be implied with Latino/Latina, but I think it needs to be explicit.
Are there other underserved communities we should call out (Including homeless)?
--- Page 40 ---
Organizational readiness, “BPL will:” I think we should also call out maintaining the library's customer service model here.
--- Page 51 ---
Quarterly reporting, programs and events
Is the drop off in attendance an artifact of the changes in reporting data?
--- Page 52 ---
Holds filled: why don't we see NoBo in this table?
2018 Recommended Library Budget
Questions and Answers
--Page 13--
Q: Does the pie chart in Figure 1-1 included Boulder Library Foundation Funding?
A: Yes, the slice labeled “Grants and Donations” for $342,459 represents the foundation funding.
--Page 13, Figure 1-2--
Q: {What is the best way] to make the library expenditures more transparent for Council and the public.
A: The memo portion of the packet item is intended to provide a high-level overview of the
Library budget with special attention paid spending by division, year-over-year trends, and any
notable changes or additions. Program level budget detail is provided in the Attachments,
specifically Attachments 2-A and 2-B. Attachment 2-A is the document that is made publicly
available. Both attachments include narrative detail of the major library divisions and then
provide program-level expenditure and FTE data. Staff apologizes not including that level of
detail directly in the memo or, at the very least, not making clearer reference to the detailed
attachments.
Q: Does “Administration” include salaries for all staff?
A: No, “Administration” only includes salaries for 5.5 FTE including the Library Director, Deputy
Library Director, two Admin Specialists, Coordinator of Volunteer Services, and a part-time
Community Partnership and Outreach Manager. Attachment 2-B provides a program-level listing
of what is included in “Administration” with FTE and budget breakouts.
Q: Does “Public Services” include collections and building 61?
A: No, Collections resides in Community Engagement and Enrichment division under the title
“Library Materials” and Bldg. 61 resides in the eServices Division under the title “Makerspace”.
Public Services includes Patron Services and Branch Libraries which is described in the answer to
the next question.
Q: Can we find a label that better describes what’s included in “Public Services”?
A: The memo portion of the packet does not include a description of “Public Services”.
Attachment 2-A and 2-B describes Public Services as including materials circulation services,
interlibrary loan, maintenance of patron accounts, administration of the holds and Prospector
system, shelving and maintenance of the automated materials handling system, and oversees
the Main, Meadows, and George Reynolds branches, as well as the North Boulder (NoBo) Corner
Library operations and programs.
--Page 14, Table 1-1--
Q: Can we get a table showing at least 10 years of library spending trends for use in the Master Plan
[including] a comparison of library spending trends for comparable libraries in Colorado?
A: Yes, this can be included in the Master Plan no problem. A preliminary draft of 10-year BPL
spending is provided at the end of this document.
Q: The following items [below] were requested by BPL and not recommended for funding in 2018. At
our meeting, can we get an explanation for the executive team’s decision not to include these items?
A: City executive management exercised restraint in approving additional financial commitments
in light of declining city sales and use tax along with pressure on the general fund. Each
department was asked to prioritize their operating budget requests and the resulting approved
list recognized prioritized need. The library was granted its top two non-capital priority items. It’s
also important to note that City executive management placed budget focus on areas of
community interest including human services and public participation/community outreach. The
former received nearly $1.4 million in budget additions while the latter received nearly $750,000
or over a third of all new operating budget within the general fund. City executive management
also set aside nearly $4 million in general fund capital budget to address major general fund
capital needs, the first priority of which is the replacement of the public safety radio
infrastructure system. In regards to specific Library requests, detailed explanations are provided
below.
Gender Neutral Restrooms - $500,000
A: This item is a priority item for inclusion in the city general fund capital budget if the capital tax
ballot measure passes in the fall.
Library Materials Courier Expense - $11,000
A: A budget neutral solution was found prior to submittal to city executive management and
library staff removed from consideration.
Laptop Computers - $19,000 –
A: This was deemed to be a lower priority item.
Program and Outreach Specialist - $59,000
A: There was desire by executive city management to limit the addition of staff in the 2018
budget given financial pressures.
Library Technology Support Specialist - $43,000
A: Same as above.
Q: The City Manager’s budget does not include revenue from this Fall’s ballot measure, and says that
staff has alternate budget proposals ready to present to Council if the ballot measure passes. So there
must be a “B list” of items that would be funded from the general fund if the ballot measure passes.
What items are on that list?
A: A few potential B-list capital items are listed below although no final list has been compiled.
For a full list of unfunded general fund capital needs please see page 286-302 of the linked 2018-
2023 DRAFT Capital Improvement Plan.
Gender Neutral Restrooms in Civic Area - $1 million+ including Library
Public Safety Rescue Vehicle - $350k
Public Safety Incident Command Vehicle - $650k
Fire Station 3 Relocation - $5 million+
--Page 18--
Q: Can we get a copy of Attachment A to the City Manager’s Budget Message?
A: Yes, Attachment A is included with this document and can also be found online at: 2018
Recommended Budget. Please see page 21.
BPL 10-Year Spending
BPL 10-year Spending % Breakdown
Use
Personnel $4,381 $4,623 $4,856 $4,833 $4,596 $4,651 $4,853 $5,039 $5,389 $5,084 $5,450 $5,556
Non-Personnel 1,336 1,534 1,301 1,375 1,625 1,742 2,056 2,241 1,863 2,103 1,539 1,737
Collection/Materials 781 814 790 764 785 895 843 838 981 1,009 972 972
Total $6,498 $6,971 $6,947 $6,972 $7,006 $7,288 $7,752 $8,118 $8,233 $8,196 $7,961 $8,265
2018
Recommended
2012
Actuals
2013
Actuals
2014
Actuals
2015
Actuals
2016
Actuals
2017
Adopted
2011
Actuals
2007
Actuals
2008
Actuals
2009
Actuals
2010
Actuals
Personnel 67%66%70%69%66%64%63%62%65%62%68%67%
Non-Personnel 21%22%19%20%23%24%27%28%23%26%19%21%
Collection/Materials*12%12%11%11%11%12%11%10%12%12%12%12%
100%100%100%100%100%100%100%100%100%100%100%100%
2007
Actuals
2008
Actuals
2009
Actuals
2010
Actuals
2011
Actuals
2018
Recommended
2012
Actuals
2013
Actuals
2014
Actuals
2015
Actuals
2016
Actuals
2017
Adopted
City of Boulder's 2018 RECOMMENDED BUDGET | Page 21
ATTACHMENT A: SIGNIFICANT CHANGES
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
-$ - 265,000$ -
General Fund
Funding for Arts Grants.-$ - 235,000$ -
Public Art Maintenance Backlog.- - 30,000 -
35,000$ - - -
General Fund
Increase for employee resources including software subscriptions, professional
dues, development, furniture, etc.35,000$ - -$ -
-$ - 59,048$ 1.00
General Fund
Admin. Specialist II -Extend fixed-term position for 1 year.-$ - 59,048$ 1.00
192,576$ 1.00 201,002$ 2.00
General Fund
Community Engagement Specialist - New 2-year fixed-term position including
associated operating costs.-$ - 95,337$ 1.00
Innovation and Data Resourcing - New 2-year fixed-term position including
associated operating costs.- - 105,665 1.00
Community Engagement Manager - New standard position. Includes $50K for
implementation of program.192,576 1.00 - -
2,763,000$ - 1,000,000$ -
General Fund
Old Hire fire and police subsidy.113,000$ - -$ -
Capital Program - Phase 1 of General Fund capital, maintenance, and
enhancements program.2,650,000 - 1,000,000 -
92,368$ 1.25 205,803$ 1.00
General Fund
Community Newsletter - Extend fixed-term position for 2 years including associated
operating costs.-$ - 205,803$ 1.00
Digital Content Specialist - New standard position including associated operating
costs.78,887 1.00 - -
Video Technician - New .25 FTE standard position. Increases current position to
full-time.13,481 0.25 - -
628,970$ - 642,934$ -
General Fund
Boulder Innovation Economy Initiative Support.-$ - 60,000$ -
Civic Area - Downtown Vibrancy and Collaboration (East Bookend Access Study
Update and Governance Coordination).- - 68,334 -
Dashboard for Real-time Parking Data (General Fund portion).8,400 - - -
License Plate Recognition (LPR) Unit for Parking Enforcement.3,100 - 46,350 -
Multi-Space On-Street Pay Stations - Boulder Junction (BJAD).10,050 - 26,250 -
Citywide retail strategy.- - 150,000 -
Hill Community development program.37,500 - 50,000 -
Chautauqua Access Management Plan (CAMP) Implementation. There is an
offsetting revenue amount of $120K.- - 232,000 -
Boulder Junction Access District (GID) - Parking Fund
Boulder Junction Access Districts (BJAD) - Parking and Travel Demand
Management (TDM) Funds - expense and revenue adjustments.87,727$ - -$ -
Boulder Junction Access District (GID) - TDM Fund
Boulder Junction Access Districts (BJAD) - Parking and Travel Demand
Management (TDM) Funds - expense and revenue adjustments.251,793$ - -$ -
Downtown Commercial District Fund
Civic Area - Downtown Vibrancy and Collaboration (East Bookend Access Study
Update and Governance Coordination).-$ - 10,000$ -
CAGID: Downtown Garage Parking Access and Revenue Control System (PARCS)
operating costs/software & LTE service fees.93,000 - - -
CAGID: Downtown Garage Parking Access and Revenue Control System (PARCS)
- call system service.28,000 - - -
CAGID: Trinity Commons Parking Garage - expenses and revenue.44,800 - - -
Dashboard for real-time parking data.44,000 - - -
CAGID: capital assessment software fees.13,000 - - -
University Hill Commercial District Fund
Dashboard for real-time parking data.7,600$ - -$ -
Arts Total
City Attorney Total
City Clerk Total
City Manager Total
Citywide Total
Communication Total
Community Vitality Total
City of Boulder's 2018 RECOMMENDED BUDGET | Page 22
ATTACHMENT A: SIGNIFICANT CHANGES
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
-$ - 229,324$ -
General Fund
Energy Strategy & Electric Utility Project - 1st quarter personnel costs and
associated operating costs.-$ - 229,324$ -
617,321$ 1.00 483,210$ 1.50
General Fund
Integrated Tax & License ERP - ongoing amount. One-time amount for 2018 to be
covered through other sources.500,000$ - -$ -
Pre-Development Costs for Hill Parking Garage.- - 410,000 -
Flood Recovery Staff (1.5 FTE) - Extend fixed-term positions for 1 year.- - 73,210 1.50
Special Tax Auditor - new standard position (funded through recreational marijuana
revenue).48,227 0.50 - -
Workers Compensation Fund
Third party claims administration.20,380$ - -$ -
Sugar Sweetened Beverage Distribution Tax Fund
Special Tax Auditor - new standard position.48,714$ 0.50 -$ -
76,700$ - 102,100$ -
General Fund
Emergency medical services (EMS) technical research.-$ - 100,000$ -
Hazmat Authority Funding - covers the City of Boulder's IGA portion of funding.35,000 - - -
Fire Department staffing reorganization.11,700 - 2,100 -
Fire station alerting system maintenance.30,000 - - -
19,653$ - 156,000$ -
General Fund
Citywide Event Management.-$ - 156,000$ -
Citywide memberships.19,653 - - -
82,500$ - 112,767$ 1.00
General Fund
Learning & Organizational Development Specialist - Extension of a fixed-term
position for 2 years including associated operating costs. -$ - 112,767$ 1.00
Diversity and Inclusion program funding.82,500 -
2,657,536$ 1.18 230,000$ -
General Fund
Expansion of Child Care Subsidy Program.40,000$ - -$ -
Human Relations Commissions (HRC) additional one-time grant funding.- - 30,000 -
Human Services Fund additional one-time funding.- - 200,000 -
Early Diversion Get Engaged (EDGE) Program ongoing funding.142,000 - - -
Homeless Services.750,000 - - -
Keep Families Housed Program.263,000 - - -
Program Coordinator-Community Mediation Services - New .175 FTE standard
position. Increases current position to full-time.15,000 0.18 - -
Sugar Sweetened Beverage Distribution Tax Fund
SSBDT Community Funding - funding for programs.1,296,465$ - -$ -
SSBDT Community Funding Implementation-Staffing - New standard position and
associated program operating costs.151,071 1.00 - -
660,900$ - 309,662$ 1.00
General Fund
Web Developer - New 2-year fixed-term position including associated operating
costs.-$ - 95,662$ 1.00
City of Boulder website information architecture and design refresh
(w/Communications Department).- - 80,000 -
Legacy system retirement.- - 84,000 -
Parking technology - IT Department support.- - 50,000 -
IT Software replacement funding. This amount is repurposed from decreasing debt
payments.660,900 -
183,495$ 0.50 -$ -
General Fund
Library circulation maintenance.80,500$ - -$ -
Makerspace materials.60,000 - - -
Volunteer Coordinator - New .5 FTE standard position including associated
operating costs. This increases the position to full-time.42,995 0.50 - -
Human Services Total
Information Technology Total
Library Total
Human Resources Total
Energy Strategy and Electric Utility Total
Finance Total
Fire Total
General Governance Total
City of Boulder's 2018 RECOMMENDED BUDGET | Page 23
ATTACHMENT A: SIGNIFICANT CHANGES
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
317,257$ 6.00 77,144$ 1.00
Open Space Fund
Staffing levels - Convert 6 fixed-term positions to standard and extend 1 fixed-term
position for 2 years.317,257$ 6.00 77,144$ 1.00
443,745$ 1.25 72,754$ 1.00
General Fund
Parks Operations maintenance (Ready to Work, Civic Area restrooms).65,000$ - -$ -
.25 Cent Sales Tax Fund
Web & Digital Marketing Specialist - Converts .25 FTE from fixed-term position to
standard and adds new .25 FTE. Increases position from half-time to full-time. 37,305$ 0.50 -$ -
Civic Area community events, activation and governance - Includes extension of a
fixed-term position for 1 year.128,000 - 72,754 1.00
Permanent Park & Recreation Fund
.5 FTE Construction Project Coordinator - New .5 FTE standard position.
Increases current available standard position from half-time to full-time.44,465$ 0.50 -$ -
Recreation Activity Fund
Recreation center exercise equipment replacement funding.130,700$ - -$ -
South Boulder Recreation Center-Facility Operations Coordinator .25 FTE - New
.25 FTE standard position. Increases position to full-time.18,275 0.25 - -
Increase wellness transfer from General Fund.20,000 - - -
68,574$ 1.00 763,143$ 2.00
Affordable Housing Fund
Housing Division - Administrative Support Staffing - New standard position split
between AH and CHAP funds. Includes associated operating costs.34,287$ 0.50 -$ -
Housing Division - Data management system enhancement.- - 35,000 -
Housing Division - Ponderosa Property management and annexation.- - 572,250 -
Community Housing Assistance Program Fund
Housing Division - Administrative Support Staffing - New standard position split
between AH and CHAP funds. Includes associated operating costs.34,287$ 0.50 -$ -
Planning & Development Services Fund
Staffing Request for Maintaining/Updating the Land Use Code - Extend fixed-term
position for 2 years including associated operating costs.-$ - 69,478$ 1.00
Landscape Plans Reviewer Staffing Request - Extend fixed-term position for 2
years including associated operating costs.- - 86,415 1.00
266,703$ - -$ -
General Fund
Annual contract for body-worn cameras and in-car video system maintenance and
replacement.266,703$ - -$ -
648,156$ 2.99 805,869$ 6.25
Airport Fund
Snow removal at the Airport.20,000$ - -$ -
General Fund
Administrative support positions for Public Works - Convert 2 fixed-term positions
to standard positions.12,336$ 0.20 -$ -
Civic Area Access/TDM/Parking management strategies for city employees and
visitors in the Civic Area campus.- - 60,000 -
Planning & Development Services Fund
Public Works Project Coordinator - Convert fixed-term position to standard
position, split between the following funds: P&DS, Transportation, Water,
Wastewater, Stormwater/Flood.
9,900$ 0.09 -$ -
Public Works Response Coordinator - Extend fixed-term position for 1 year, split
between the following funds: P&DS, Transportation, Water, Wastewater,
Stormwater/Flood.
- - 43,453 0.33
Residential and commercial energy code updates.- - 150,000 -
LandLink Development and Information Tracking System Replacement Project
Staffing - Extend 2 fixed-term positions for 2 years. Includes associated operating
costs and funding for temporary staff.
- - 209,544 2.00
Rental Housing Licensing Program Staff - Extend fixed-term position for 2 years.- - 59,876 1.00
Open Space & Mountain Parks Total
Parks and Recreation Total
Planning, Housing & Sustainability Total
Police Total
Public Works Total
City of Boulder's 2018 RECOMMENDED BUDGET | Page 24
ATTACHMENT A: SIGNIFICANT CHANGES
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
Stormwater & Flood Management Fund
Asset Management System Replacement Project - Two new 2-year fixed-term
positions split between the following funds: Transportation, Water, Wastewater,
Stormwater/Flood. Includes associated operating costs.
-$ - 19,490$ 0.23
Credit card transaction expenses.30,193 - - -
Increase funding for facilities renovation and replacement for the Municipal
Services Complex facilities contribution.4,060 - - -
Asset management system annual maintenance costs split between the following
funds: Water, Wastewater, Stormwater/Flood.22,000 - - -
Administrative support positions for Public Works - Convert 2 fixed-term positions
to standard positions.7,200 0.16 - -
Public Works Project Coordinator - Convert fixed-term position to standard
position, split between the following funds: P&DS, Transportation, Water,
Wastewater, Stormwater/Flood.
11,000 0.10 - -
Public Works Response Coordinator - Extend fixed-term position for 1 year, split
between the following funds: P&DS, Transportation, Water, Wastewater,
Stormwater/Flood.
- - 14,484 0.11
Transportation Fund
Administrative support positions for Public Works - Convert 2 fixed-term positions
to standard positions.30,600$ 0.68 -$ -
Public Works Project Coordinator - Convert fixed-term position to standard
position, split between the following funds: P&DS, Transportation, Water,
Wastewater, Stormwater/Flood.
49,500 0.45 - -
Public Works Response Coordinator - Extend fixed-term position for 1 year, split
between the following funds: P&DS, Transportation, Water, Wastewater,
Stormwater/Flood.
- - 44,770 0.34
Special transit - increase to fund special transit for elderly and disabled.15,579 - - -
HOP Fleet Replacement Fund - increase contribution.117,281 - - -
Asset Management System Replacement Project - Two new 2-year fixed-term
positions split between the following funds: Transportation, Water, Wastewater,
Stormwater/Flood. Includes associated operating costs.
- - 84,000 1.00
Wastewater Utility Fund
Asset Management System Replacement Project - Two new 2-year fixed-term
positions split between the following funds: Transportation, Water, Wastewater,
Stormwater/Flood. Includes associated operating costs.
-$ - 32,120$ 0.38
Credit card transaction expenses.41,677 - - -
Increase funding for facilities renovation and replacement for the Municipal
Services Complex facilities contribution.12,760 - - -
Asset management system annual maintenance costs split between the following
funds: Water, Wastewater, Stormwater/Flood.44,000 - - -
Administrative support positions for Public Works - Convert 2 fixed-term positions
to standard positions.19,800 0.44 - -
Public Works Project Coordinator - Convert fixed-term position to standard
position, split between the following funds: P&DS, Transportation, Water,
Wastewater, Stormwater/Flood.
11,000 0.10 - -
Public Works Response Coordinator - Extend fixed-term position for 1 year, split
between the following funds: P&DS, Transportation, Water, Wastewater,
Stormwater/Flood.
- - 14,484 0.11
Water Utility Fund
Asset Management System Replacement Project - Two new 2-year fixed-term
positions split between the following funds: Transportation, Water, Wastewater,
Stormwater/Flood. Includes associated operating costs.
-$ - 32,390$ 0.39
Credit card transaction expenses.78,130 - - -
Increase funding for facilities renovation and replacement for the Municipal
Services Complex facilities contribution.16,240 - - -
Asset management system annual maintenance costs split between the following
funds: Water, Wastewater, Stormwater/Flood.44,000 - - -
.25 FTE CIS Tech Support Specialist Position - Extend fixed-term position for 1
year.- - 26,774 0.25
Administrative support positions for Public Works - Convert 2 fixed-term positions
to standard positions.23,400 0.52 - -
Public Works Project Coordinator - Convert fixed-term position to standard
position, split between the following funds: P&DS, Transportation, Water,
Wastewater, Stormwater/Flood.
27,500 0.25 - -
Public Works Response Coordinator - Extend fixed-term position for 1 year, split
between the following funds: P&DS, Transportation, Water, Wastewater,
Stormwater/Flood.
- - 14,484 0.11
Public Works (Cont'd)
City of Boulder's 2018 RECOMMENDED BUDGET | Page 25
ATTACHMENT A: SIGNIFICANT CHANGES
Dept. Fund Budget Request Ongoing
Funds
Ongoing
FTE
One-Time
Funds
Fixed Term
FTE
9,754,454$ 16.17 5,715,760$ 17.75
New - Standard Positions 6.93
New - Fixed-Terms 5.00
Converted to Standard - Fixed-Terms 9.24
Extended - Fixed-Terms 12.75
33.92
Citywide Additional Staffing Detail
TOTAL STAFFING CHANGES
GRAND TOTAL
2017 Final Presentation
Kathy Lane and Erica Segraves
25 Years of Support!
OUTREACH
•25 spring school visits
•5,932 students
•514 BVSD Summer Learning students
•Off-site registration check-in
REGISTRATION AND
COMPLETION
•3,996 children and teens registered
•13.39% increase
•1,888 children and teens finished the program for a completion rate of 47.25%
EVENTS
•37 for children and families
•25 for teens
•7 in BLDG 61
•4,877 total attendance
CHILDREN’S PROGRAMS
•Events for families and children concentrated on music and theater,
service projects, building,environmental education, and animal
education.
TEEN EVENTS
•Teen events emphasized building a better world. Teens spent the summer
participating in events that built community and made a positive impact on
our world.
BLDG 61
•Events featured a recycled marble run, a week-long camp, weaving, mini
geodesic domes, and more!
EVALUATION COMMENTS
•I really wish you allowed kids to sign up sooner. We heard all about the summer reading program when we visited the library in May, but kids weren't allowed to sign up until a particular date. We actually never signed up this year. you should allow kids to sign up BEFORE school gets out.
•Our kids Gavin and Kailani signed up for this-but did not complete it (and so did not earn any of the prizes). Interestingly, they read boat loads (and they love reading). They whined about having to do the "community" projects (which I think, as a parent, are great!). So I think this program is still a WIN! However, I kind of wish I knew the completion rate for the program (just curious if our kids are outside the norm). Reading is easy-being part of a community and stretching yourself to grow is hard. :-) Thank you so much!! The cards give us stuff to think about.
•It has provided motivation for my boys. My older son loves to read and this program increased his motivation to finish (rapid fire). My younger son is just learning to read, so the motivation kept him practicing daily because he really wanted that flashlight!
TEEN IMPACT
I always look forward to the summer reading program, and since I volunteered, it
helped make me more comfortable talking to strangers. It also encouraged me to
visit the library more often which I always think that I will do, but doesn't always
happen.
During the summer when I'm not on vacation I get really bored and waste my
summer. But with the summer reading program I had a schedule and I had to
show up.
97 teens
volunteered
1,486 hours!
2018:LIBRARIES ROCK
Music, geology, rock climbing,
volcanoes, fossils, planets, gems,
and more!
New in 2018:
•Summer of Discovery
•Adult reading program