Agenda_2018_7_24_Meeting
M ayor
Suzanne Jones
Council M e mbe rs
Aaron Brockett
Cindy Carlisle
Jill Grano
Lisa Morzel
Mirabai Nagle
Sam Weaver
Bob Yates
Mary Young
Council Chambers
1777 Broadway
Boulder, CO 80302
July 24, 2018
8:00 PM
City M anage r
Jane Brautigam
City Attorne y
Thomas A. Carr
City Cle rk
Lynnette Beck
ST UDY S E S S ION
BOULDE R CIT Y COUNCIL
8-10:30 P M Council review and input on the draft L ibrary Master Plan
City Council documents, including meeting agendas, study session agendas, meeting action
summaries and information packets can be accessed at www.bouldercolorado.gov/city-council.
This meeting can be viewed at www.bouldercolorado.gov/city-council. Meetings are aired live on
Municipal Channel 8 and the city's website and are re-cablecast at 6 p.m. Wednesdays and 11 a.m.
Fridays in the two weeks following a regular council meeting.
Boulder 8 TV (Comcast channels 8 and 880) is now providing closed captioning for all live meetings
that are aired on the channels. The closed captioning service operates in the same manner as similar
services offered by broadcast channels, allowing viewers to turn the closed captioning on or off with
the television remote control. Closed captioning also is available on the live HD stream on
Boulder Channel8.com. To activate the captioning service for the live stream, the "C C" button
(which is located at the bottom of the video player) will be illuminated and available whenever the
channel is providing captioning services.
The council chambers is equipped with a T-Coil assisted listening loop and portable assisted listening
devices. I ndividuals with hearing or speech loss may contact us using Relay Colorado at 711 or 1-
800-659-3656.
Anyone requiring special packet preparation such as Braille, large print, or tape recorded versions
may contact the City Clerk's Office at 303-441-4222, 8 a.m. - 5 p.m. Monday through Friday. Please
request special packet preparation no later than 48 hours prior to the meeting.
I f you need Spanish interpretation or other language-related assistance for this meeting, please call
(303) 441-1905 at least three business days prior to the meeting. Si usted necesita interpretacion o
cualquier otra ayuda con relacion al idioma para esta junta, por favor comuniquese al (303) 441-
1905 por lo menos 3 negocios dias antes de la junta.
City Council Study Session Page 1 of 66
Send electronic presentations to email address: CityClerkStaff@bouldercolorado.gov no later
than 2 p.m. the day of the meeting.
City Council Study Session Page 2 of 66
C I T Y C O U N C I L AGE N D A I T E M C O VE R SHE E T
ME E T I N G D AT E :
July 24, 2018
AG E N D A T I T L E
8-10:30 PM Council review and input on the draft Library Master Plan
P RI MARY STAF F C ON TAC T
J ennifer Phares, Deputy Library Director
AT TAC H ME N T S:
Description
memo and attachment
City Council Study Session Page 3 of 66
1
STUDY SESSION MEMORANDUM
TO: Mayor and Members of City Council
FROM: Jane S. Brautigam, City Manager
Tanya Ange, Deputy City Manager
David Farnan, Library and Arts Director
Jennifer Phares, Deputy Library Director
DATE: July 24, 2018
SUBJECT: Study Session for July 24, 2018: Boulder Public Library Master Plan
EXECUTIVE SUMMARY
The Boulder Public Library (BPL) Master Plan is in the final comment and review stage
before it is submitted to City Council for acceptance on September 4, 2018. The master
plan was endorsed by the Library Commission on June 6, 2018 and is scheduled for
presentation to the Planning Board on August 16, 2018.
The Boulder Public Library Master Plan project began in 2016 and had four phases:
Phase 1: Research, needs assessment, benchmark analysis and issues
identification
Phase 2: Community engagement
Phase 3: Data analysis
Phase 4: Synthesis of information, draft goals and strategies, and completion of
the plan document
Community, commission and staff input informed the development of the master plan
goals which are categorized into four areas:
• Programs and Services
• Facilities and Technology
• Building Community and Partnerships
• Organizational Readiness
Staff will present an overview of the goals of the plan and the commission’s
recommendations for discussion with council during this study session.
City Council Study Session Page 4 of 66
2
KEY ISSUES IDENTIFIED
Priority master plan goals and objectives
As outlined in the April 12, 2018 Information Packet (IP) memo to council, the
community prioritized several of the goals as high priority. They are as follows:
• Provide adequate resources for library collections and their maintenance
More books, DVDs, ebooks, downloadable music and movies and expanding the
holds service were requested consistently by community members during the
community engagement events. This was also given high priority by the respondents
to the community survey. This goal is to secure incremental funding increases over 10
years for library materials and the personnel who select and maintain the collections.
The benchmark is to reach $14 per capita in funding for library materials. Currently,
BPL is at $10 per capita in funding for library materials.
• Activate the Canyon Theater
Taking care of the BPL’s assets and improving the Canyon Theater were identified in
the community survey as high priorities by respondents. Activation of the West
Bookend and options for the north building were recommended in the 2015 Civic
Area Master Plan. The need for enhanced performance and event space was outlined
in the 2015 Community Cultural Plan. This goal can be accomplished in two phases.
Phase 1: An initial evaluation of the current use and assessment of the potential
impact of increasing use of the theater and gallery spaces by tracking requests, costs,
and revenues. An ongoing and one-time budget increase is needed to meet current
demand for technical support during library programs and rentals. Phase 2: Pilot a
program to expand use of the Canyon Theater and Gallery by offering their use free
of charge to the community. Investigate options to fund the two-year pilot program
and identify capital funding needed to fully renovate the theater space and upgrade
the furniture and equipment. This may be accomplished with a combination of
investment from the city General Fund and engaging community partners.
• Expand the makerspace facilities at the Main Library and branch libraries
The success of the BLDG 61 Makerspace surpassed expectations since the day it
opened. Registration for classes and workshops fill immediately and many patrons are
placed on long wait lists. Community members expressed the wish to have more
access to the space and more of the specialized equipment offered there. North
Boulder community members shared that a makerspace in the future north Boulder
branch library was highly desired. Plans for a makerspace are being considered in the
north Boulder branch library project planning. Developing a program, staffing and
space expansion plan for the Main Library and any future new facilities is a long-
range objective of this goal and entails gathering further input from the community.
Expansion of the makerspace in the Main Library is dependent upon receiving a
favorable recommendation from a renovation feasibility study that is planned in 2019
for the Main Library north building.
City Council Study Session Page 5 of 66
3
• Renovate the Main Library north building to include flexible theater space, BLDG
61 Makerspace expansion, and more space for community partners
To meet the goals of activating the Canyon Theater, expanding the BLDG 61
Makerspace, and cultivating opportunities for effective community partnerships,
renovation of the Main Library north building is necessary. In 2019, staff will engage
a consultant to conduct a renovation feasibility study of the north building to
determine if it is possible to renovate the north building and to estimate the cost of
those renovations. Building code and flood regulations will dictate the level of
investment that can be made on the site and in the building.
• Open a full-service branch library in north Boulder
A full-service branch library has been a priority for community members who reside
in north Boulder since 1995 in the North Boulder Subcommunity Plan. Community
members who participated in community engagement activities also identified it as
high priority goal for the library. In July 2018, staff engaged an architecture firm to
conduct a site analysis and make recommendations on site selection, community
engagement to inform conceptual design, and to produce construction plans. The
capital costs will be funded by a combination of Community, Culture and Safety Tax,
Development Excise Tax (DET), Impact Fees and old Library Fund balance. The
annual operating costs are unfunded. If operating funding is secured, the branch
library is anticipated to open in early 2021.
• Open a corner library in Gunbarrel
A ‘corner’ library in Gunbarrel is a high priority goal for Gunbarrel community
members. A Gunbarrel branch would be modeled on the current NoBo Corner
Library. BPL will seek a partnership with another agency or real estate developer in
Gunbarrel to obtain rental space for the small library at a reduced or nominal cost.
Capital costs for tenant finishes can be covered by DET, Impact Fees, and/or old
Library Fund balance. Operating costs are unfunded.
The above master plan goals are organized within four areas: Programs and Services;
Facilities and Technology; Building Community and Partnerships; and Organizational
Readiness. The objectives for each goal are described and prioritized into three categories
that correspond to the city’s planning definitions: fiscally constrained plan, action plan,
and vision plan.
To realize the vision plan, BPL will require up to an additional $3.5 million in operating
funds and up to $8 million in capital funds to implement all the master plan goals.
Library Commission Recommendations
During the June 6, 2018 Library Commission meeting, the commission endorsed the
Boulder Public Library Master Plan and concluded that forming a library district will
provide the most equitable, accountable and reliable option for BPL’s long term financial
sustainability. The commissioners believe that dedicated funding for staffing, facilities
and core services is a necessity.
City Council Study Session Page 6 of 66
4
In a forward to the Boulder Public Library Master Plan, (See pages 5 to 7 of Attachment
A), the commission made two recommendations related to securing stable operating and
capital funding for BPL. These recommendations are summarized as follows:
1. Complete a thorough evaluation of future library funding options.
To ensure a successful outcome for the BPL’s funding needs, the City should devote
resources over the next four months to fully evaluate the funding options identified in
the master plan. Voters need specificity about the mill rates, estimated costs per
household and per square foot of commercial space, and the timing of property tax
revenues coming to the library. An analysis by a consultant should be completed
prior to the November 27, 2018 City Council Study Session.
2. Conduct a broad-based community discussion around the complex questions
underlying BPL’s long term financial sustainability - and determine the best path
forward.
The community needs adequate time for an open, well-designed public engagement
process to become informed about BPL’s funding needs, options to secure stable
funding, and any related impacts to the City of Boulder, Colorado Charter and Revised
Code to change library funding sources. BPL will need marketing and community
involvement in partnership to support and achieve this end.
Staff Recommended Next Steps
Staff will issue a Request for Proposal before the end of July 2018 to engage a consultant
to conduct a detailed analysis of the funding options described in the Boulder Public
Library Master Plan including:
• An inventory of current tax levies for city of Boulder, the Boulder Valley
Comprehensive Plan (BVCP) Area, and the BVCP Area plus Niwot and Sunshine
Canyon.
• An analysis of library funding needs
• A long-term hypothetical library district budget of those needs for two scenarios;
1. with internal services provided by library district staff, and 2. with internal
services provided by contract.
• Develop and define funding scenarios for each area (listed in the first bullet point).
There are currently five proposed scenarios which may include funding from one
or more sources such as sales and use tax or property tax which may or may not be
dedicated to BPL.
• Generate a financial forecast for each funding scenario and rank each in order of
ability to provide adequate, long-term stable funding for BPL during the next ten
years and to meet the 2018 Boulder Public Library Master Plan goals.
• Assess each funding option for impacts to residential and commercial taxpayers,
the benefit/impact to city finances and for TABOR and Gallagher amendment
impacts.
City Council Study Session Page 7 of 66
5
This information will be provided to the commission and council for discussion at the
November 27, 2018 City Council Study Session.
Questions for Council
1. Does council have any questions or concerns about the goals outlined in the
Master Plan? Specifically, does council support the goals of renovating the Main
Library north building and activating the Canyon Theater? Does council support
library services to Gunbarrel?
2. Does council support staff’s recommendation to hire a consultant complete a
library financial analysis?
3. Does council have any feedback on the scope of the financial analysis?
4. What questions does council have about the potential pursuit of a library district?
5. What additional information would council like prior to the scheduled September
4, 2018 consideration of a motion to accept the Boulder Public Library Master
Plan?
6. What additional information would council like prior to the scheduled November
27, 2018 study session to discuss library funding options?
BACKGROUND
The Boulder Public Library Master Plan project began in 2016 and was conducted in four
phases. The cost of the update to date is $71,538. The commission was involved in each
phase: providing advice, facilitating community involvement and reviewing the data
collected and the draft plan document. The four phases of the project were:
Phase 1: Research, needs assessment, benchmark analysis and issues identification
During 2016, staff researched, and compiled community needs identified in other city
master plans and strategic plans of other agencies in the community. Consultant Margaret
Sullivan Studio, LLC was engaged to conduct interviews with community leaders about
community needs and to create a benchmark analysis of public library metrics for
selected Colorado and national public library systems. From this information, staff and
the commission identified community needs and issues that BPL had the potential to help
address.
Phase 2: Community engagement
January through October 2017, staff and the commission hosted several community
engagement activities. More than 480 persons participated in focus groups and other
open-forum and interactive-type events to give input on development of the plan. Also,
this phase included a community survey with 1,752 community members completing it.
Consultants from Joining Vision and Action created and administered the survey and
compiled a report with an analysis of the responses. See pages 84 to 99 of Attachment A
for details of the community engagement activities and results.
The input from the community, the commission, and the staff was used to create the draft
goals of the master plan. Several opportunities were hosted by staff and the commission
City Council Study Session Page 8 of 66
6
to review the draft goals and provide input on their priority. More than 480 persons
participated in these open house events.
Phase 3: Data analysis
April through October 2017, staff analyzed the community input, developed a working
draft of a five-year timeline to prioritize implementation steps for the goals, and derive
preliminary cost estimates. Staff and the commission provided an overview of this
information to council at the November 27, 2017 City Council Study Session.
Phase 4: Synthesis of information, draft goals and strategies, and completion of the
plan document
October 2017 through July 2018, staff reviewed sections of the draft master plan with the
commission and discussed the five-year timeline and priorities for goal implementation.
Staff issued an April 12, 2018 Information Packet (IP) memo to council that described
preliminary library operating and capital funding needs based on the master plan goals
and potential financing options.
On June 6, 2018, the commission endorsed the Boulder Public Library Master Plan and
recommendations to work on funding for BPL.
BOULDER PUBLIC LIBRARY MASTER PLAN GOALS
The master plan goals are organized within four areas: Programs and Services; Facilities
and Technology; Building Community and Partnerships; and Organizational Readiness.
The objectives for each goal are described and prioritized into three categories that
correspond to the city’s budget definitions: fiscally constrained plan, action plan, and
vision plan.
Maintain service levels = fiscally constrained plan
Continue to make the most of existing resources with the primary goal of the department
to maintain service level and quality. The objectives associated with maintaining service
levels are essential operational changes that require limited funding to accomplish.
Address community demand = action plan
The objectives associated with addressing community demand are service or capital
improvement that should be undertaken when additional funding is available. This
includes strategically enhancing existing programs, beginning new alternative programs,
addressing 2007 Boulder Public Library Master Plan goals that were not accomplished,
or making other strategic changes that would require additional operational or capital
funding.
Service expansion = vision plan
The objectives categorized as service expansion represent new programs, services and
facilities identified through community input that were not included in the previous
master plan.
See pages 34 to 59 of Attachment A for the all the master plan goals.
City Council Study Session Page 9 of 66
7
FINANCIAL SUSTAINABILITY
To implement all the Boulder Public Library Master Plan goals (vision plan) within the
next ten years, BPL requires up to an additional $3.5 million in annual operating funds,
and up to $8 million in capital funds. Several options for increasing the BPL’s funding
are described in the master plan. See pages 74 to 78 of Attachment A for the funding
options.
The commission believes dedicated funding for personnel, facilities and core services is a
necessity and concluded that forming a library district will provide the most equitable,
accountable and reliable option for BPL’s long term financial sustainability.
The commission made two recommendations related to securing stable operating and
capital funding for BPL.
1. Complete a thorough evaluation of future library funding options.
2. Conduct a broad-based community discussion around the complex questions
underlying BPL’s long term financial sustainability and determine the best path
forward.
Staff will issue a Request for Proposal by the end of July 2018 to engage a consultant to
conduct a detailed analysis of the funding options described in the Boulder Public Library
Master Plan. This information will be provided to the commission and council for
discussion at the November 27, 2018 City Council Study Session.
NEXT STEPS
• Staff and the commission will present the 2018 Boulder Public Library Master
Plan to the Planning Board on August 16, 2018.
• Staff and the commission will present the 2018 Boulder Public Library Master
Plan council for acceptance on September 4, 2018.
• Detailed information about the options for stable library funding will be presented
at the November 27, 2018 City Council Study Session for council’s consideration.
ATTACHMENTS
A. DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 10 of 66
2018
BOULDERLIBRARY.ORGDRAFTAttachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 11 of 66
ACKNOWLEDGEMENTS
LIBRARY & ARTS DIRECTOR’S FOREWORD
LIBRARY COMMISSION’S FOREWORD
EXECUTIVE SUMMARY
INTRODUCTION
PART 1: BOULDER PUBLIC LIBRARY &
THE COMMUNITY
PART 2: COMMUNITY TRENDS & NEEDS
PART 3: GOALS & COMMITMENTS
PART 4: MEASURING SUCCESS
PART 5: INVESTMENT PRIORITIES & FUNDING
PART 6: IMPLEMENTATION
APPENDICES
TABLE OF CONTENTS
02
04
05
09
10
11
25
34
60
64
7 9
80
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 12 of 66
2 3
ACKNOWLEDGEMENTS
Boulder Community Members
City Council
Suzanne Jones Aaron Brockett Jan Burton (former) Lisa Morzel Sam Weaver
Bob Yates Mary Young Mirabai Kuk Nagle Jill Adler Grano Cindy Carlisle
Matt Appelbaum (former) Andrew Shoemaker (former)
City of Boulder Planning Board Members
City of Boulder Library Commission Members
Alicia Gibb (former) Juana Gomez Joel Koenig Donna O’Brien (former)
Tim O’Shea Paul Sutter (former) Jane Sykes-Wilson Joni Teter
City of Boulder Staff
Jane Brautigam, City Manager Tanya Ange, Deputy City Manager
Cheryl Pattelli, Chief Financial Officer Bob Eichem, Chief Financial Advisor
Joe Castro, Facilities and Fleet Manager Maria Diaz, Budget/Financial Analyst
Gordon Holman, Building Services Supervisor Brent Shafranek, GIS Program Manager
Mark Simon, Facilities Maintenance and Operations Supervisor
Michele Crane, Facilities Design and Construction Manager
City of Boulder Master Plan Committee Members | Library and Arts Department Staff
Staff Technical Advisory Group
David Farnan, Library and Arts Director
Jennifer Phares, Deputy Library Director and Project Manager
Devin Billingsley, Senior Budget Analyst (former)
Hillary Dodge, Meadows Branch Manager (former)
Antonia Gaona, Public Services Manager
Laura Hankins, Collection Development Manager
Jaime Kopke, Programs, Events and Outreach Manager
Tim McClelland, Patron Services Manager
Eileen McCluskey, Community Engagement and Enrichment Manager (former)
Aimee Schumm, eServices Manager
Erica Segraves, Youth Services Manager (former)
Leanne Slater, NoBo Corner Library Manager
Aspen Walker, Community, Engagement and Enrichment Manager
City of Boulder Master Plan Committee Members | Library and Arts Department Staff Cont.
Mission Vision, Guiding Principles Development Committee
Zack Jacobson-Weaver, Creative Technologist
Brett Keniston, Collection Development Librarian
Jaime Kopke, Programs, Events and Outreach Manager
Maureen Malone, Administrative Specialist II
Tim McClelland, Patron Services Manager
Shelley Sullivan, Boulder Reads Manager
Project Support Staff
Jennifer Bray, Communication Specialist III Tanya Burden, Communication Manager
Hannah Combs, Senior Budget Analyst Lisa Holmberg, Webmaster
Kathleen Janosko, Administrative Specialist III Celia Seaton, Administrative Specialist II
Maureen Malone, Administrative Specialist II (former) Alyssa Setia, Administrative Specialist II
Jim Winchester, Communication Manager I (former)
Project Consultants
Margaret Sullivan Studio LLC margaretsullivanllc.com
Joining Vision and Action joiningvisionandaction.com
Trainer Evaluation trainerevaluation.org
A special thanks to all members of City of Boulder departments who provided input and
guidance throughout the project.
Endorsed by the Boulder Public Library Commission on June 6, 2018.
Recommended by City of Boulder Planning Board on [Insert date].
Accepted by Boulder City Council on [Insert date].
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 13 of 66
4 5
The 2018 Library Commission is honored to welcome you to this edition of the Boulder Public
Library Master Plan.
The Boulder Public Library Commission serves to represent the library to the community, and the
community to the library. We must acknowledge, with thanks, the many community members
who helped to shape the vision presented in the Master Plan. During the outreach leading up to
the 2018 plan we learned that the community views our library as a trusted and inclusive place of
learning and innovation. It is a place where people can come together, to talk to and learn from
each other about issues and opportunities of the past, present and future. The Master Plan is
rooted in these values and truly represents the Boulder community’s vision for our library system.
We enthusiastically endorse the goals articulated in the 2018 Master Plan.
Being stewards of these ideas and objectives, the Commission is committed to the library’s
long term financial sustainability. As a primary focus for Commissioners throughout the Master
Planning process, we will continue to advocate in support of the best path forward for funding our
library system. In order for the library to continue to fulfill its potential - as an engine of social and
economic mobility, a platform for civic education and dialogue, and a place to create hands-on,
collaborative learning environments which address the needs of 21st century learners - then far
greater financial support will be required in the years ahead. That support requires action today.
After careful analysis of the available funding strategies, backed by many hours of listening &
discussion, this Library Commission concurs unanimously on the creation of a library
district as the best path toward a sustainable library system. We are compelled to direct
your attention to these considerations.
LIBRARY COMMISSION’S FOREWORD
The reality of today’s knowledge economy is that
it is difficult to achieve economic success or enjoy
a good quality of life without a broad range of
literacy, language, and technological skills. Libraries
are working hard to close gaps in literacy, academic
achievement, job and life skills, health and civic
participation. And yet, libraries are still often thought
of as nice-to-have cultural institutions rather than
central to developing the early literacy and ongoing
practice of lifelong learning that are at the heart
of knowledge capital. Libraries play a critical role
in fostering reading skills for children and families,
assisting adults in upgrading or learning new skills
and finding jobs, providing tutoring and basic literacy
classes for immigrants and those seeking to further
their education, and providing access to a vast array
of basic and sophisticated technologies that would
otherwise be unavailable to the public.
Libraries are the community’s public forum. They
are at the center of communities wanting to create a
welcoming environment for all. Libraries provide free
and open access to information, a space for unfettered
dialogue, and comfortable public space for all. They
are trusted institutions, inclusive spaces, and places
to hang out and have a conversation with a friend, go
to a thought-provoking program, or just to relax with
a good book. Libraries are safe-havens for teens and
adults and immigrants seeking to find their way, or in
some cases a safety net for those who are otherwise
disconnected from social and civic life.
Entrepreneurship, science, technology, local foods
have been critical pieces of Boulder’s identity for
decades. With the launch of BLDG 61 Makerspace,
implementation of STEAM and coding programs,
the co-location of the Small Business Development
Center, partnerships with the Boulder County
Farmer’s Market, Urban Farms, Boulder Housing
Partners, and countless startups and local businesses,
Boulder Public Library has positioned itself to be
a factor in the city’s social and economic future.
Libraries are the original co-working space. They
provide space and service and amenities in a freelance
work environment. And they are consistently ‘home’
to dozens of businesses. With nearly 50 small
businesses launched, and more than 10 patents
pending out of the BLDG 61 Makerspace, Boulder
Public Library is demonstrating that public libraries
can become informal incubators in communities.
It is no surprise that a true sharing economy improves
the quality of life of everyone within our community.
Knowing your neighbors improves our community’s
resilience. Libraries are community anchors throughout
Colorado and the United States. By pooling community
resources, providing accessible public space that is
open to all, libraries provide a platform for community
discussion, spark innovation, and position Boulder to
address some of the community’s most pressing needs.
Governor Hickenlooper recently said: “Two of the most
important assets any town has are its library and its Main
Street.” The long-term health of libraries is essential to
the long-term health of the communities they serve.
Libraries are one of the last great unbroken promises of
a democratic society. They are honest brokers amid a
flood of information. Their legacy is as storied as their
future is bright. Please enjoy reading the 2018 Boulder
Public Library Master Plan.
LIBRARY & ARTS DIRECTOR’S FOREWORD
– David Farnan, Library and Arts Director, Boulder Public Library
2 Garmer, Amy. (2018). Libraries: Building Community Resilience in Colorado. A Report of the Aspen Institute Colorado Dialogue on Public Library. The Aspen Institute.
aspen.cvlsites.org/wp-content/uploads/FinalAspenCOReport.pdf
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 14 of 66
6 7
LIBRARY COMMISSION’S FOREWORD, CONT.
Boulder Public Library’s long term financial sustainability is a fundamental and important
question to be thoroughly addressed over the next two years.
Funding the library’s core services and meeting the 2018 Boulder Public Library Master Plan goals
represents a significant financial investment: an approximately $4 million increase in annual ongoing
operating costs and $1 million in annual unfunded one-time and capital expenses. The 2018 Master
Plan represents extensive public outreach and dialog, reflecting our community’s requests for core
programs, services and expansion needs for the library over the next 10 years. Details of these goals
and a carefully constructed path to achieve the vision, including a detailed analysis of the funding
needed to accomplish these goals is found in Part 3. Part 5 of the Master Plan explains the library’s
current sources of revenues and outlines several scenarios for future funding.
Library staff have established reliable metrics and measures for every aspect of library services and
programs, including the goals reflected in the Master Plan in Part 4. These metrics are reviewed
by staff and Commission on a quarterly basis and summarized each year in the library’s annual
report to the community. Library resources are adjusted regularly based on the outcome of these
metrics. We believe that the library represents a “best practice” model for budget management and
reporting. The numbers bear out that our library is managing a high demand services with fewer
resources than are necessary to sustain existing utilization and grow to meet new demand.
How can we best ensure financial sustainability for our library system?
The Commission has identified six foundational pillars that are critical to the library’s long-term success.
1. Long term, dependable and predictable revenue for core services, facilities and operational
needs, traditionally a government responsibility.
2. Ability to make decisions and take action within the library’s approved budget on a timeline that
meets the library’s needs. This includes having the ability to shift funding within an approved
budget to stay current with changes in program/service demands.
3. Knowledgeable, skilled and dedicated library staff.
4. Continued community financial support for programs and special projects through the Boulder
Library Foundation.
5. A strong volunteer program.
6. Collaborative partnerships with community organizations, businesses and non-profits (creating
mission synergies for programs and services).
The Commission has concluded that a library district provides the most equitable,
accountable and reliable option for BPL’s long term financial sustainability.
We believe that dedicated funding for staffing, facilities and core services is a necessity.
The library simply cannot compete against the priorities that drive Council elections. Because of the way
these bigger issues dominate Council agendas and City priorities, it is difficult for library needs to be
“heard” by City staff and Council. As evidence of this challenge, we note that our library system has seen
no growth in operational funding and staffing for more than 16 years. The library’s operational funding
today (adjusted for inflation) is exactly what it was in 2002, when the City last had to cut services to match
declining revenues. In that same period, City funding overall has outstripped inflation, keeping pace
with the City’s growth in population and property values. Library staffing has decreased 16% since 2002,
while City staffing has increased 12%. Unfortunately, while the City budget as a whole has recovered and
increased since the City’s last fiscal downturn, the library has not been included in this recovery.
Property tax is preferable to sales tax.
Revenues from property taxes are generally more stable than sales tax (especially in a highly
desirable community like Boulder). Sales tax revenues have been declining in the City of Boulder
for some time, a trend that is likely to continue.
We should avoid mixed funding.
Boulder’s current small increment of property tax (0.33 mill) was dedicated in 1988 as a way to
support increased library funding. However, as revenues from property taxes have grown over
the years, the general fund contribution to the library budget has been correspondingly reduced -
yielding no net benefit to the library from its dedicated property tax. The Commission seeks to learn
from history and avoid relying on a mix of dedicated property taxes and general fund contributions.
Districting offers the most equitable, reliable and accountable approach to funding.
Districting offers a better match between the patron base and the funding base. Staff’s analysis
shows that while most households in Boulder have library cards, nearly 40,000 of our library’s
cardholders live outside the Boulder city limits. No other library system of Boulder’s size has a
similar, disproportionate number of cardholders living outside the library’s boundaries. Districting
provides a means to establish boundaries that better reflect the patron base - an approach now
taken by every other Colorado library similar to Boulder in size and patron base.
Funding is more reliable in a district because it is secured directly from dedicated tax revenues
rather than competing with other city departments. Changes in funding decisions can be made
quickly, and unspent dollars can be retained for future years. Library districts are now the most
common form of governance and funding for Colorado libraries.
A single purpose district enhances taxpayer accountability because its leadership is focused solely on the
library. The library’s community assets (including facilities and library collections) remain in service to the
community, directly maintained and invested in by the district at the direction of the library board.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 15 of 66
8 9
The Boulder Public Library Master Plan will guide the Library department’s strategies and priorities
for investments for the next ten years. It is a strategic document meant to shape the delivery
and quality of services the library provides in a manner consistent with the City of Boulder
sustainability goals. It is designed to serve as an outline for how the library sustains outputs,
meets growing demand, and builds a resilient future.
The 2018 Boulder Public Library Master Plan is an update to the Boulder Public Library 2007
Master Plan. It identifies BPL development priorities to:
•Sustain quality service by funding deficiencies and shortfalls in current service (created by past
growth in demand) and redressing a backlog of facilities maintenance.
•Strategically address ongoing and future growth in demand based on needs identified for the entire
community with specific focus on youth and underserved communities and neighborhoods.
The master plan follows key implementation strategies outlined in the Boulder Valley Comprehensive
Plan and is aligned with categories and strategies of building a strong and resilient community.
The plan is divided into six parts. The core of the plan outlines the library’s role in the community,
describes broad community trends, and lays out a series of goals meant to address current needs
and the community’s aspirations for the library. The goals of the plan are categorized under several
headings: programs and services, facilities and technology, building community and partnerships, and
organizational readiness. Some of the goals described in the plan are carried over from the Boulder Public
Library 2007 Master Plan: opening a full-service library in north Boulder, creating an outreach program to
engage the Latinx community, and addressing the current backlog of facility maintenance. The plan
presents a series of goals designed to maintain quality of service by building staff, and technological and
financial capacity around traditional programs that have seen significant increases in use over the past few
years, such as circulation, storytime and youth programs. The plan also presents new goals that emerged
as high priorities in the course of the Master Plan’s community engagement phase: expansion of library
services to Gunbarrel, expansion of the BLDG 61 Makerspace, program support to activate public use of
the Canyon Theater, development of a partnership strategy to expand BPL resources, and an outline for
how the library can leverage its space and position as a trusted and inclusive institution to encourage
ongoing civic dialogue on issues that are important to the community.
Finally, the plan presents a range of options to address the long-term financial sustainability of the
library, providing it the flexibility to maintain service levels, meet community demand, and expand
to address areas of growth. Options are presented to increase municipal funding through dedication
of new or existing sales or property tax, reallocate current city resources, and creation of a library
district which could include areas outside the city limits.
EXECUTIVE SUMMARY
The Library Commission’s Recommendations for 2018-2020
1.We need to complete a thorough evaluation of future library funding options.
To ensure a successful outcome for the library’s funding needs, the City should devote
resources over the next four months to fully evaluate the funding options identified in the
master plan. Voters need specificity about the mill level amount, estimated costs per household
and per square foot of commercial space, and the timing of property tax revenues coming to
the library. A consultant’s help will be required, and this analysis should be completed before
our planned November study session with City Council.
2.We need a broad-based community discussion around the complex questions
underlying BPL’s long term financial sustainability - and the best path forward.
The community needs adequate time in an open, well designed public engagement process
around the library’s funding needs, and on any related Charter impacts. The library will need
marketing and community involvement in partnership to support and achieve this end.
Our library leadership has been able to use its current funding creatively and perform remarkably
on a shoestring budget. Winning the Colorado’s Library of the Year award in 2016 is testament
to the resourcefulness and creativity of our dedicated library staff. Imagine what the future could
look like with a fully funded library system! But the library is now stretched as far as it can go. The
Boulder community has told us that the library is a priority. Now is the time for the community to
come together to make library funding a priority and take the steps to ensure a bright future for
this essential community resource.
Respectfully submitted,
The 2018 Library Commission
Joni Teter - Chair, Tim O’Shea Vice-Chair, Juana Gomez, Joel Koenig, Jane Sykes-Wilson
LIBRARY COMMISSION’S FOREWORD, CONT.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 16 of 66
10 11
INTRODUCTION
The 2007 Boulder Public Library Master Plan guided the Boulder Public Library system into what
it has become today. However, it was not able to predict the remarkable transformation that has
occurred within the library field in the past decade. Some of the most fundamental elements of
the public library changed rapidly during that time: the collections have diversified to multiple
formats to address individuals’ reading preference for paper or e-books, and the way people
access them has also changed. Individuals can access e-books, e-audiobooks, music and movies
from the library any time or anywhere from a mobile device. Along with books, libraries now
offer a wide-variety of technology, equipment, tools, and instruction to inspire the creativity and
innovation of the community. Library spaces have been restructured and made more flexible and
inviting for use by individuals and as gathering places for groups of people.
In the next ten years, the Boulder Public Library faces three significant challenges as it implements
the community’s plan for its future:
•Secure stable and adequate funding;
•Remain agile in the face of continued advances in digital media and technologies;
•Continually focus its resources to serve a community that is undergoing significant
demographic shifts and growing diversity.
Notwithstanding all of this, one fundamental thing about the Boulder Public Library will not
change. It will always be the place where everyone is welcome, and where everyone belongs.PART 1BOULDER PUBLIC LIBRARY & THE COMMUNITY
ROLE OF THE LIBRARY IN THE COMMUNITY
The role of the public library in North America is growing and transforming. It is a place that provides free and
equal access to information and books, but it now also includes increased opportunities for obtaining 21st century
skills, civic engagement, and social gathering. The public library is an expression of its community’s vision,
innovation and creativity.
THE PUBLIC LIBRARY IS A KEY PARTNER IN SUSTAINING THE EDUCATION,
ECONOMIC AND CIVIC HEALTH OF THE COMMUNITY DURING A TIME OF
DRAMATIC CHANGE.
– RISING TO THE CHALLENGE, THE ASPEN INSTITUTE
Through active engagement, listening, and facilitation, libraries are identifying their communities’ priorities, and
adapting programs, services, and policies to help address community needs. In this new role, libraries are also
uniquely positioned to provide a platform and facilitate connections among community members, playing ac-
tive roles in creating the social environment desired by their members. This necessitates that library staff consider
broad community needs in designing and offering library programs and services and that they respond to itera-
tive feedback. The Boulder Public Library (BPL) has focused its mission to reflect this new role and to align with the
Aspen Institute’s broad concepts of the public library as people, as place, and as platform. BPL’s own definition of
these concepts follow, and the library’s accomplishments during the past 10 years, its commitments, and goals for
the upcoming 10 years are organized in this Master Plan using those headings.
CONNECTING PEOPLE, IDEAS, AND INFORMATION TO
TRANSFORM LIVES AND STRENGTHEN OUR COMMUNITY.
placeholder for photo(s)
2 Levien, Roger E. (2011) Confronting the Future: Strategic Visions for the 21st Century Public Library. ALA Office of Information Technology. Policy Brief No. 4.
www.foresightfordevelopment.org/sobipro/download-file/46-463/54
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 17 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
THE LIBRARY AS PEOPLE
BPL reflects the community, the people, and their values. Serving people
is the core of its mission and is accomplished through creating connections,
fostering relationships and resilience, and offering opportunities for the
community and staff to collaborate and connect. As a convener and
connector, the library supports people with a diverse range of interests
and needs and presents and welcomes new opportunities to bring
people together.
THE LIBRARY AS PLACE
BPL is a destination that anchors the community and strengthens its
identity. It is a safe and trusted place where everyone is welcome to
explore ideas, participate in civic dialogue, and find enrichment and
entertainment in the programs and services offered. BPL provides the
physical and virtual space for people to explore, learn, and connect. In a
welcoming atmosphere, diverse needs can be met through the physical
design of its facilities, the materials that are available, and the resources
that guide personal empowerment.
THE LIBRARY AS PLATFORM
BPL facilitates creativity and innovation; providing resources, tools and
experiences that inspire learning and creativity, promote literacy, and
cultivate connection. It is a platform for individuals and groups to drive
their experiences and to connect with ideas and each other. The library
as platform is a blending of people and place to inspire patrons to design
their own educational, social, and cultural experiences.
CURRENT SERVICES, RESOURCES, FACILITIES & PROGRAMS
From five locations throughout the city, BPL and its staff offer a wide variety of resources, and ongoing and
short-term programs and services to the community.ValleyLnOlde StageRdBea
r
C
any
onCree k 19th St
Lon g horn
R
d
Kelso
R
d
47th St
Monarch
R
d
E agl e Trl
N 51st StBroadway St
Jay
R
dN Foothills Hwy28t
h
St DiagonalHwyBoulder Open
Space &
Mountain Parks
Boulder
Reservoir
Natural Area
Coot Lake
9th St30th St30thStAurora Ave Aurora
A
v
e13thSt6th St6th St23rd St
Cedar
A
v
e
Norwood
A
ve
ManhattanDrTa ble
M
es
a
Dr
Kalmia
A
v eKalmia
A
v
e
Linden
A
ve
Hawthorn
A
v
e 47th St9th St
A rapahoe
A
ve
B aseli ne R d Base line
R
d
Iris
A
v
e
55thStValm ont
R
d
Val mo nt Rd
CherryvaleRdSouth
B
o
u l d e r
R
d61st St28thStDe
n
v
e
r
-
B
o
u
l
d
e
r
T
pk
e
D i agona lHwySBr
oa
d
w
a
y
S
tFooth
i
l
lsPkwy
University of
Colorado-Boulder
Boulder
Municipal
Airport
Ara Boulder
Junction
Valmont
Boulder
36
Mar
s
h
a
ll
R
d
Boulder Open
Space &
Mountain Parks
Marshall
Monarch
R
d
N 71st St
Lookout
R
d
Jay
R
dDiagonalHwyBoulder Country
Club
Monarch Park
Hillcrest
Res
S68thStN76thStV a lm ont Rd
N75th StN75th StBaseline
R
d
Bas
eline
R
d
Paragon
Estates
S 66th St
M ars hall
R
d
Davidson Mesa
Open Space
Park
Superior
NoBo Corner
Library
Meadows
Branch
Library
Main Library
George Reynolds
Branch Library
Carnegie
Library for
Local History
.0 0.5 1
MilesCity of Boulder Library LocationsLibrary Locations
Boulder City Limits
PROGRAMS
Story times, annual summer reading,
films, concerts, adult and family literacy,
citizenship classes, teen programs,
Science, Technology, Engineering, Art,
and Mathematics (STEAM) programs,
exhibitions, skill-building workshops,
edible learning garden, Conversations in
English, and literary and author events.
SERVICES
Personalized customer service, information
access and instruction, check-outs,
interlibrary loan, holds, homebound
delivery, library used bookshop, café,
business development, community
gathering spaces, rentals, printing, scanning,
internet access and copying.
COMMUNITY RESOURCES
Books, magazines, CDs, DVDs, e-books,
e-magazines, audiobooks, databases,
computers, website, local archives and oral
history, genealogy, teen spaces, meeting
rooms, study rooms, gallery, theater, the
Foundry and the BLDG 61 Makerspace.
The BPL staff is honored to deliver
programs, services, and resources to the
community. They are excited to engage
with community members to help them
discover information, create opportunities
for learning and personal fulfillment, and
connect with each other. Staff members
are dedicated to creating a welcoming
environment and meaningful experiences
for everyone. Their work is guided by the
City of Boulder’s vision and values, as
outlined below.
12 13
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 18 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
CURRENT SERVICES, RESOURCES, FACILITIES & PROGRAMS CONT.
VISION
Service Excellence for an Inspired Future.
VALUES
• Customer Service - We are dedicated to exceeding the expectations of our community and our co-workers by
demonstrating consistent and professional service with a solution-oriented approach.
• Respect - We champion diversity and welcome individual perspectives, backgrounds and opinions. We are
open-minded and treat all individuals with respect and dignity.
• Integrity - We are stewards of the public’s trust and are committed to service that is transparent and
consistent with city regulations and policies. We are honorable, follow through on our commitments and
accept responsibility.
• Collaboration - We are committed to organizational success and celebrate our shared dedication to public
service. We believe community collaboration and the sum of our individual contributions leads to great results.
• Innovation - We promote a forward-thinking environment that supports creativity, calculated risks and
continuous improvement. We embrace change and learn from others in order to deliver leading edge service.
CURRENT PERFORMANCE & ACCOMPLISHMENTS
BPL measures performance based upon a variety of benchmarks as compared to some of its peer libraries in
the nation, as well as how well it meets the Colorado Public Library Standard3. See Appendix A. The libraries
that are used for comparison represent a wide variety of funding and governance structures, as well as
unique service attributes making direct, one-to-one comparison ineffective. For example, some rural libraries
have one facility while other more urban libraries, like BPL, have a network of branch libraries resulting in
significantly different facilities maintenance costs. One of BPL’s important and unique characteristics is that
the number of total cardholders is 33.5 percent more than the legal service area population4. On average
libraries serving areas with a population of more than 100,000 people have 62 percent of the population as
cardholders. The only other library used for comparison that has more cardholders than the legal service area
population is Westminster Public Library which is at 5 percent5. BPL’s facilities also include a fully-equipped
makerspace, a traditional theater space and an art gallery, amenities which many libraries do not have.
Benchmark comparisons need to be considered within the context of the service area population needs, and
funding and governance structures of the libraries being compared.
3Colorado Department of Education. Colorado State Library. (2016) Colorado Public Library Standards. www.colibrarystandards.org
4Legal Service Area Population - The number of people that reside within the legal service area of the library. The legal service area of a library is the population within the
boundaries of the geographic area the library was established to serve.
14 15
*A Revolution of Rangeview Libraries, Adams County, CO | SOURCE: Library Research Service – 2016 Colorado Public Library Statistics
COMPARISON OF CARDHOLDERS AND POPULATION
WESTMINISTER PUBLIC LIBRARY
PUEBLO CITY-COUNTY
LIBRARY DISTRICT
POUDRE RIVER PUBLIC
LIBRARY DISTRICT
LONGMONT PUBLIC LIBRARY
ANYTHINK LIBRARIES*
BOULDER PUBLIC LIBRARY
Population Cardholders 0 100,000 200,000 300,000 400,000
Guided by input from the Library Commission and the community, BPL’s recent success is also attributed to
the accomplishment of most of the goals and objectives in the 2007 Boulder Public Library Master Plan.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 19 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
16 17
SOURCE: Library Research Service – Colorado Public Library Statistics
CURRENT PERFORMANCE & ACCOMPLISHMENTS CONT.
TOTAL PROGRAM ATTENDANCE
110000
82500
55000
27500
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Foremost, support for library programs comes from the community through the Boulder Library Foundation
(BLF). The BLF is a 501(c)(3) nonprofit organization led by a volunteer board of directors and supported
by individual donors and community partners. The BLF generously invests in innovative programs and
partnerships through BPL that enrich the community. In addition to ongoing support of most programs
and events offered by the library and the funding of start-up equipment and materials costs for the BLDG 61
Makerspace, the BLF donated one-time funding so that the library could build a Spanish language collection
to fulfill one of the outreach goal objectives in the 2007 Boulder Public Library Master Plan. In 2016, BPL
facilitated the BLF’s hiring of a community partnership manager to coordinate the launch of an annual
membership fundraising program, called the Library League, a step toward meeting the funding goal of
developing a gift giving program to increase monetary donations to the library.
Volunteers are also critical to the success of the library. In 2017, more than 770 community members
donated 18,320 hours, the equivalent of $475,770. Their service is equivalent to almost nine Full Time
Equivalent (FTE) employees and over 12 percent of the annual work hours. Volunteers support staff by
performing tasks that support daily library operations, maintain the Main Library used book shop, and
contribute directly to patrons by serving as literacy tutors for children and adults, teaching English as
a Second language classes, teaching skills to patrons in the BLDG 61 Makerspace, offering drop-in tech
help, capturing oral histories, involving children in the Summer of Discovery reading program, welcoming
thousands of people to the many programs and events hosted by the library, and delivering materials to
patrons who are homebound.
BPL works closely with the Library Commission on library policy and planning matters. Five dedicated volunteers
are appointed by City Council to serve the community on the Library Commission. The commission represents
the community’s perspective to City Council on library matters. In 2015, the Library Commission initiated work
on a long-standing goal: drafting changes to the City Charter to clarify the commission’s powers and duties.
The changes were approved by voters in November 2015. Updating the Library Commission’s powers and duties
from the original charter language, written in 1917, has improved focus on critical issues and created a more
effective working relationship between the Library Commission and staff.
BPL also works with the Boulder County Employment Alliance to provide temporary employment
opportunities in materials handling to qualified community members who have psychiatric disabilities.
Vocational staff from Boulder County Mental Health provide support to these individuals to ensure a
productive and valuable experience.
In 2014, BPL began a successful partnership with the Boulder Small Business Development Center (SBDC). The
SBDC is a fast-paced, hands-on, economic development nonprofit – a public/private partnership housed in
the Main Library with a mission that is aligned with BPL’s. SBDC supports the growth and resiliency of small
businesses in Boulder County by providing free business consulting, practical workshops and events and
connection to resources, including financing. In 2018, the U.S. Small Business Administration named Boulder
SBDC the national winner of its Small Business Development Center Excellence and Innovation Award — the
best in the nation.
BPL’s partnership with the Boulder County Farmers’ Market to run the Seeds Library Café has helped to
activate the interior bridge space in the Main Library, creating a community hub where patrons can relax or
meet with friends. Seeds Library Café staff also present programs that build community and educate patrons
about the importance of buying local food and supporting local farmers.
SUPPORT THE GROWTH AND RESILIENCY OF SMALL BUSINESSES IN BOULDER
COUNTY BY PROVIDING FREE BUSINESS CONSULTING, PRACTICAL WORKSHOPS &
EVENTS AND CONNECTION TO RESOURCES, INCLUDING FINANCING. THE SBDC
HELPS ALL TYPES OF SMALL BUSINESSES – FROM STARTUPS THROUGH 2ND STAGE,
FROM “MAIN STREET” THROUGH HIGHLY SCALABLE TECHNOLOGY VENTURES.
SOME PROGRAMMING IN BOTH ENGLISH AND SPANISH.
SOURCE: Boulder Small Business Development Center, www.bouldersbdc.com
LIBRARY AS PEOPLE: ACCOMPLISHMENTS
BPL earned the prestigious recognition of Colorado Library of the Year in 2016 from the Colorado
Association of Libraries. With nearly one million visitors a year, the library is currently one of the
busiest public places in Boulder and the busiest library of its size in the State of Colorado. BPL
reorganized staff to concentrate on expanding its program offerings to include STEAM, and early
literacy focused programs. These changes resulted in an increase in attendance to 102,072 in 2015,
representing 73 percent growth. Program attendance has continued to grow since 2015. BPL’s
success with programs is sustained by informal collaboration and partnerships with local agencies,
and generous donations of time and resources from local companies.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 20 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
18 19
CURRENT PERFORMANCE & ACCOMPLISHMENTS CONT.
In 2016, BPL formalized its partnership with the Boulder Genealogical Society. Society members work closely with
staff and use the resources at the Carnegie Library for Local History to help people conduct family and local history
research. The society maintains a small collection of unique resources at Carnegie, which are available to patrons.
Members also present educational classes and workshops on genealogical research to patrons at the library.
Serving children and families is a high priority for BPL. In the last ten years, storytime has become a primary focus
and a large draw for families. BPL has transitioned from offering storytimes often led by volunteers to presenting
engaging storytime programs curated by highly-trained staff members. All storytime staff members are trained
in Every Child Ready to Read® techniques and model strategies for parents and caregivers that support the
development of early literacy skills. Storytime staff members are regularly evaluated and offered ongoing training,
peer shadowing and other opportunities for professional skill-building. The frequency of storytime offerings have
increased significantly and are offered at the Main Library and all the branches.
The annual Summer of Discovery reading program encourages the love of reading and learning for thousands
of children and families through inspiring and engaging programs and literacy activities. BPL partners with
the Boulder Valley School District (BVSD) to bring Summer of Discovery reading program activities to students
enrolled in the BVSD summer learning program. Most of the students in BVSD program are members of families
that are economically disadvantaged.
BPL furthers its reach into the community to serve children and families through several collaborative efforts. The
George Reynolds Branch Library Reading Pals program is a collaboration with Fairview High School, which promotes
literacy skills and a love of reading for children in early elementary school. Children are paired with high school students
once a week for fun reading and literacy skills practice. The BoulderReads Reading Buddies program is a long-standing
partnership with the University of Colorado, in which children (Kindergarten through 3rd grade) are paired with
University of Colorado undergraduate students for weekly reading, writing and literacy activities. These two programs
emphasize exploration and discovery, and foster literacy and a love of reading. BPL also collaborates with Boulder
Housing Partners, Boulder Head Start, University of Colorado family housing, and Mapleton Early Childhood Center by
offering story time programs to children of families with diverse backgrounds and/or low-income levels.
SUPPORT, PROMOTE AND EXPAND LOCAL AGRICULTURE,
MAKING FRESH PRODUCTS ACCESSIBLE TO OUR COMMUNITY
AND STRENGTHENING RELATIONSHIPS BETWEEN LOCAL FOOD
PRODUCERS AND FOOD CONSUMERS.
SHOWCASE LOCAL FOOD AND DRINK THROUGH AN AFFORDABLE,
TRANSPARENT, AND SEASONAL MENU, TO ENGAGE THE PUBLIC
WITH LOCAL AGRICULTURE, AND TO SERVE AS A VIBRANT
GATHERING SPACE FOR THE LOCAL FOOD COMMUNITY.
SOURCE: Boulder County Farmers Market, www.bcfm.org and Seeds Library Café, www.seedsboulder.com
Making the BoulderReads program more visible and accessible to community members interested in
improving their literacy skills was an objective in the 2007 Library Master Plan. While the library was not
able to obtain funding to meet the intention of this objective, which was to move the program offices and
community space to a more prominent location in the Main Library, BoulderReads expanded its online
presence through social media and a new website with an online application and menu of services.
The BoulderReads program also expanded its offerings to include access to Career Online High School, a
Cengage Learning program geared toward adults who want to earn a high school diploma. Additionally,
BoulderReads created a digital literacy curriculum for literacy tutors to teach their students 21st century life
skills, such as using computers to apply for jobs, health insurance, etc.
In 2012, the library began publishing an email newsletter, BPL Now, to keep patrons informed about upcoming
programs and events and new services offered. More than 30,000 patrons have opted in to receive the
newsletter and it typically has a 25 percent open rate. In 2016, BPL introduced a printed bi-monthly event and
program guide in response to patrons’ requests for a complete, printed list of library programs. In 2017, the
library received ongoing financial support from the city’s General Fund to develop and implement a marketing
plan to promote the wide variety of resources, programs, and services BPL offers to the community.
It goes without saying that the library staff have made these accomplishments possible. During the past few
years, greater focus was given to increasing staff engagement and cultivating innovation and collaboration to
better serve the public. This began with the staff collaborating to create a Customer Service Philosophy and
design a model for mobile service to meet the customer at their point of need.
Several internal organizational changes were made to increase efficiency and allow the library to expand
programs and improve the quality of many of its fundamental services. One of the most impactful
improvements includes a centralized telephone system. Expert customer service specialists now handle all
incoming telephone calls. These specialists provide patrons with immediate assistance, which has reduced
wait time and freed staff at the public service desks to devote more time to patrons visiting the libraries in
person. Additionally, BPL has also committed to recruiting qualified bilingual staff, when possible, to serve in
many of the public facing roles.
BOULDER PUBLIC LIBRARY CUSTOMER SERVICE PHILOSOPHY
In accordance with the City of Boulder's vision and values, we strive to consistently exceed every
customer's expectations by:
• Welcoming each individual with respect
and friendly professionalism;
• Regarding each interaction as important;
• Fostering exploration and discovery;
• Listening and proactively seeking solutions;
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 21 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
20 21
CURRENT PERFORMANCE & ACCOMPLISHMENTS CONT.
In 2013, BPL received one full time staff position and funding to add a Teen Librarian to the Youth Services
workgroup. This position allowed the library to consistently staff the expanded Teen Space and The Foundry
(technology center) at the Main Library, expand programs for teens, and engage the teen advisory group. BPL also
received ongoing financial support from the city’s General Fund to offer staff necessary training and professional
development to maintain and grow their skills with technology, information delivery, and community engagement
and for hiring temporary staff to cover critical functions like materials handling and the customer service desks when
standard staff members are on paid leave.
2014 Main Library Renovation
BPL addressed several 2007 Master Plan and 2009 Boulder Public Library Facilities Sustainability objectives by
renovating the Main Library. The $4.9 million project was completed in April 2015 in collaboration with the city’s
Public Works Department– Facilities Asset Management (FAM) Division and paid for by the voter-approved
2012 Capital Improvement Bond, Library Fund Balance, and FAM Facilities Renovation and Replacement fund.
The architecture firm, studiotrope Design Collective, engaged the community to create a building design that
activated underused or secluded spaces, reduced noise conflicts, and improved basic signs and wayfinding. The
community asked for and received more public meeting space, a child-friendly children’s area, an expanded
teen space, and a new vibrant café. In addition to the many amenities, FAM took advantage of the construction
schedule to address several major mechanical and building system improvements, including upgrading the
building’s cooling system, replacing the clerestory windows to address roof leaks, improving the lighting control
system, and replacing the flooring in the Canyon Gallery.
To encourage more use of the public meeting spaces in the libraries, each was equipped with new audiovisual
technology and flexible furnishings. An online calendar and registration system was implemented to allow patrons to
make reservations on their own.
Beginning in 2013, and coordinated with the renovation of the Main Library, an investment was made in new,
automated materials handling systems. The systems were designed to more efficiently process returned materials
and reduce the number of physical touches to materials by staff. Materials handling systems were installed at
the Main Library, and at the George Reynolds and Meadows branch libraries. These systems, along with process
improvements made by the materials handling workgroup, has enabled all facilities to consistently shelve materials
within 24 hours of their return while at the same time reducing the number of staff engaged in these activities.
Neighborhood Branch Libraries
In 2014, the NoBo Corner Library was welcomed
by community members living in north Boulder.
Hours were also expanded at George Reynolds and
Meadows branch libraries without additional cost
to the community, by reorganizing staff resources.
During 2015 and 2016, both the George Reynolds and
Meadows branch libraries received modest renovations,
reconfiguring staff space to improve efficiency in
processing library materials and to create more
welcoming, patron-friendly spaces. A 20-year lease
was negotiated with the new owner of the Meadows
Shopping Center for the Meadows Branch Library for
no charge except the library’s share of taxes, insurance,
and common area maintenance fees. This secured that
location for the Meadows Branch Library through 2029.
BLDG 61 Makerspace
In 2016, BPL worked in collaboration with FAM to
transform the under-utilized staff maintenance shop in
the Main Library into the BLDG 61 Makerspace. Library
staff and FAM designed and constructed the space to
accommodate a woodworking shop complete with
a large CNC (Computer Numerical Control) router,
a classroom equipped with laser cutters, and a tech
lab. A ventilation system for the large equipment and
other safety equipment were installed to keep staff
and patrons safe while using the space.
Building System Improvements
The city’s Public Works Department– Facilities Asset
Management (FAM) Division completed several
building system improvements, reducing energy
usage and improving comfort in library facilities. Since
2007, more than $2.5 million was invested in the Main
Library, and the Meadows and George Reynolds branch
libraries to complete roof replacement, HVAC (Heating
Ventilation and Air Conditioning) system upgrades,
Americans with Disabilities Act (ADA) compliancy,
and flood proofing. Specifically, in 2011, the Main
Library’s roof was replaced with extensive roof repairs
completed in 2014 to address leaks associated with
the clerestory windows. The Main Library also received
improvements to mitigate flooding in 2013.
Through a 15-year Energy Performance Contract (EPC),
$1.2 million was secured for energy usage in all libraries.
This was used to replace aging HVAC equipment,
upgraded lighting, and install solar photovoltaic panels
to offset building electrical and natural gas consumption.
The EPC work was completed during 2011 to 2013 and
paid for from annual utility savings, Renewable Energy
Credits, and General Fund debt payments from FAM
Major Maintenance. The cumulative utility cost avoidance
since the EPC through March 2018 is more than
$186,000. FAM continues to actively monitor the energy
consumption of all libraries and implement low or no-
cost solutions to further reduce energy consumption.
Building Maintenance
In 2016, BPL coordinated with FAM to consolidate the
maintenance budget, management of the maintenance
staff, and janitorial services to improve overall efficiency.
These efficiencies provided the resources to increase
investment in janitorial services and the staff time to
become more strategic about routine maintenance. In
2014, the annual janitorial contract was $110,000 and was
increased to $204,000 in 2017, an 85 percent increase in
investment. Additionally, the carpet cleaning scope was
increased from spot-cleaning, as-needed, monthly to
alternating spot-cleaning with wall-to-wall cleaning with a
focus on high traffic areas every other month. This change
was made to extend the life and improve the appearance
of the carpet. The investment in carpet cleaning increased
from $12,000 in 2017 to $26,000 in 2018.
FAM also implemented a preventative maintenance
schedule for all major building system and hired
mechanical systems contractors to perform regular
preventative maintenance. Library operating budget
resources were also reallocated to fund an Equipment
Replacement Fund for new equipment that is
managed by FAM.
Carnegie Library Building Improvements
During the past ten years, renovations and major
repairs were completed to the exterior of the Carnegie
Library for Local History. Interior improvements
including an HVAC upgrade and construction of
basement were also completed. The total for these
renovations was $290,000 which was partially funded
by a Colorado State Historical Society grant and the
City’s General Fund.
LIBRARY AS PLACE: ACCOMPLISHMENTS
BPL’s Main Library, neighborhood branches and local history archive are popular destinations for
the community. Significant investments were made in library facilities since the 2007 Boulder
Public Library Master Plan. The 2009 Library Facilities Sustainability Study, an objective of the
facilities goal in the 2007 Boulder Public Library Master Plan, provided guidance for investment
in maintenance and renovation of library facilities and a geographic service area study to inform
placement of new facilities or service points (e.g. book returns) in the city.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 22 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
22 23
CURRENT PERFORMANCE & ACCOMPLISHMENTS CONT.
Security
To begin to address community concerns about safety
in the Main Library, the city increased BPL’s budget to
hire a contract security officer at the Main Library for
35 hours per week in 2007. The hours were expanded
to have one security officer on-duty all hours the
Main Library was open to the public in 2010. In 2015,
a security camera system was installed in the Main
Library to deter unacceptable behavior and support
investigation of incidents.
Information Technology Improvements
In 2013 and 2015, BPL coordinated with the city
Innovation and Technology (IT) Department to
consolidate technical support staff resources for
managing and troubleshooting the enterprise systems
used by the library and to consolidate and relocate
computer servers housed in the Main Library, which is
in a high-hazard floodplain, to the city’s data center.
Improvements were also made to the procedures
for backing up the library’s server data and internet
filtering was implemented on the wired and wireless
networks for public use. Operational budget resources
were reallocated to fund a Computer Replacement
Fund for new technology.
LIBRARY AS PLATFORM: ACCOMPLISHMENTS
During the past 10 years, BPL has transformed into a platform complete with resources,
staff support, and spaces for patrons to engage in self-directed learning and enjoyment.
Since the 2007 Library Master Plan, BPL has responded to patron demand by diversifying the book and media
collections into electronic formats. BPL partnered with several area libraries to rapidly grow its offerings of
e-books and downloadable audiobooks by collectively purchasing these resources. Demand for electronic
formats continues to trend upwards, and the way in which libraries purchase, maintain, and loan electronic
formats continues to evolve and is still almost exclusively dictated by the vendors. The wide variety of platforms
and purchasing agreements makes for challenging decisions for library staff to meet patron demand while
getting the best value for the tax dollars received. The Boulder community’s demand for physical books is still
showing slight growth, while the demand for DVDs, music CDs, and CD audiobooks is starting to decline. In 2011,
BPL received $69,000 increase to the collection budget, and a $150,000 increase in 2016 to specifically expand
its electronic formats. The collections are maintained, and acquisitions are made following library industry best
practices, the latest assessment tools, and input from community experts and volunteers.
In 2014, BPL introduced Radio Frequency Identification (RFID) technology to improve patron self-service
and materials availability through efficient, timely processing of returned materials. This technology uses
electromagnetic fields to automatically detect RFID tags in library materials to track check in, check out and
maintain accurate inventory. There is now a small added cost to make each new book, DVD, and CD RFID-
ready, which collectively reduced the buying power of BPL’s collection budget. In 2017, BPL received an ongoing
increase in its operating budget to cover the cost of RFID tags. Many of the new and in-demand materials also
arrive at the library shelf-ready, requiring minimal handling by staff to be available to patrons now that they are
cataloged and processed by library book and media vendors, for added efficiency.
According to the Colorado Public Library Standards for traditional library materials (e.g. books, movies, music
in physical and electronic formats), BPL has met the 2007 Master Plan benchmark of materials expenditure per
capita ($10.21) being within the 75th percentile6. To continue to increase patrons’ use of BPL’s collection, library
staff may want to look at ways to continue to improve upon the selection, maintenance, and promotion of
library materials to increase total circulation per capita (14 items, currently above the 50th percentile) and the
annual average item turnover rate (five times, currently above the 25th percentile).
BPL worked with its consortium partners (Mamie Doud Eisenhower Public Library in Broomfield and the Louisville
Public Library) and other local municipal libraries to create a non-profit Flatirons Library Consortium (FLC). Consortium
operations, formerly managed by BPL staff, were outsourced and the FLC opened its membership to more municipal
libraries, adding Lafayette Public Library, Loveland Public Library and Longmont Public Library. The FLC has more than
doubled its membership, making available twice as many books and materials to BPL patrons with no increase in
direct cost. Further, expanding the FLC strengthened its member libraries’ ability to negotiate contracts with book and
database vendors as a group, allowing all libraries to purchase more materials at reduced cost.
Recognizing the difficulty of patron access to important printed historic resources held by the Carnegie
Library for Local History, BPL hired a technology consultant to assist with the design and procurement of a
digital asset management system. The project included prioritizing the library’s local history collections for
digital preservation and updating collection management policies to align with industry best practices. The
new system, slated for implementation in 2018, will increase patron access to the digitally preserved historic
photographs and documents by making them available online through Carnegie Library’s website.
The community makerspace, BLDG 61, launched in 2016, is attracting thousands of participants and has won
multiple awards. BLDG 61 is a model for libraries internationally, and functions as a de facto incubator for
innovators, entrepreneurs, and inventors with multiple patent applications and dozens of businesses launching
from the space in the less than two years it has been in operation. BLDG 61 programs have been sustained by a
series of national and local community grants. BLDG 61 has a high-tech shop with laser cutters and 3D printers,
as well as a full-scale, advanced woodworking shop and offers opportunities for patrons to learn from, and work
alongside, community experts. While not likely what library staff and the Library Commission envisioned when
this goal was written more than 10 years ago, opening the BLDG 61 Makerspace at the Main Library has certainly
fulfilled the intention of the goal for the library to provide a leading-edge space, state-of-the-art technology,
outreach and workforce and 21st century skill training for patrons.
In the past 10 years BPL introduced several technology infrastructure upgrades to increase patron access to the
Internet, computers, and software. Children now have access to computers that allow them to develop digital literacy
skills, and participants can borrow and use laptop computers during technology and maker-focused programs.
Similarly, the BoulderReads program installed a computer lab to assist adults with improving their digital literacy
skills, obtaining high school equivalency credentials, applying for jobs, etc. With the shift to more patrons owning
smartphones, tablets, and laptop computers, BPL addressed the access issue by implementing and expanding WiFi
Internet access and introducing access to the Microsoft Office software suite. While website technology evolves
rapidly, BPL made incremental improvements to its website, catalog search interface, and introduced library account
and early literacy apps. To facilitate information sharing about library programs and services with patrons who speak
languages other than English, the Google translate feature was integrated into the library website.
6 Reference from Boulder Public Library 2007 Library Master Plan to former Colorado Public Library percentile rankings. Current percentile rankings at Library Research Service
(2014) Colorado Public Library Percentiles. www.lrs.org/data-tools/public-libraries/colorado-public-library-percentiles
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 23 of 66
PART 1
BOULDER PUBLIC LIBRARY & THE COMMUNITY
24
OPPORTUNITIES FOR CONTINUED IMPROVEMENT
During the next 10 years, BPL will continue to build upon accomplishments designing
programs and services to respond to the community’s aspirations and needs. Through
community engagement, staff and Library Commissioners evaluated the relevance and
priority of the objectives from the 2007 Boulder Public Library Master Plan that were not
accomplished due to time and budget constraints. Several of these objectives were updated
and are included in BPL’s new goals.
BPL was not able to fully address many of the outreach objectives. This included:
•Regularly gathering community input about programs and services to assess satisfaction.
•Programs and services designed to reach low-income families, youth, seniors, community members
with specials needs, and Latinx community members.
•Programs that pair seniors and youth.
•Promoting BPL as an arts destination.
•Incorporating a homework help center with facilities expansion.
While BPL did make significant strides with improving and expanding facilities and updating technology during
the past 10 years, a few objectives were not addressed, most of which are still relevant including:
•Building a full-service north Boulder branch library.
•Providing sufficient staff time to manage auditorium and meeting room technology to support
expanded art and cultural programs as well as social events and increased public space.
•Installing consistent, patron-friendly directional signs in all library facilities.
•Creating a Carnegie library program plan to identify major building system needs and the required
funding to address them, supporting its role as the conservator of Boulder’s history.
•Investing in a mobile technology information center that could be taken out into the community to engage
underserved community members.
•Expanding the Main Library 1992 building to the west.
•Investigating opportunities for multi-function civic buildings in which the library would share space
with outside partners and other city departments.
•Moving the BoulderReads program offices and public space to a more prominent location.
Financial sustainability continues to be an urgent priority for BPL. Funding objectives that were not fully
addressed include:
•Creating a development office within the library to spearhead broad fundraising efforts for capital and one-time needs.
•Pursuing additional grant opportunities and developing a plan to increase library financial donations.
•Obtaining adequate operating funds to improve the quality for custodial and security services and to
create a fund for replacement of outdated and worn library furnishings.
•Developing an endowment to ensure the future of the Carnegie Library for Local History as both a historical
site and a repository for Boulder’s historic archives.
•Conducting further research on options for library funding and governance.
25PART 2COMMUNITY TRENDS & NEEDS
OVERVIEW OF BOULDER
Nestled in Boulder Valley against the scenic beauty of the Flatirons, Boulder is a resilient community committed
to environmental sustainability, maintaining a diverse and stable economy, offering a variety of recreational
opportunities, and cultivating a welcoming culture that supports innovation and learning for all its residents.
Boulder is one of the most educated metropolitan areas in the country and home to University of Colorado
(CU), Naropa University and 17 federally-funded research labs.
Boulder offers an outstanding public library system, hundreds of miles of biking and walking trails, excellent
public transportation, easy access to open space and the foothills, numerous and varied art, cultural, dining,
entertainment and shopping options, excellent schools, and high-quality healthcare. Boulder’s high quality of
life, sense of place and extensive amenities make it an attractive place for people from all over to live and work.
While Boulder is unique in its many appealing attributes, many members of the community face the same
economic, educational achievement, and social challenges as those in Boulder County. BPL is an organization
that serves everyone, and over the past ten years has become a regional hub providing library service to city
residents as well as many patrons who reside in unincorporated Boulder County.
POPULATION 108707
CU student enrollment*33,246
Median household income $88,400
Below poverty level**22%
JOBS 100148
Employees who commute into Boulder 47%
HOUSING UNITS 46,094
Median attached home price $405,250
Median detached home price $845,000
The median household income increased
more than 12 percent between 2005 and 2016,
although poverty rates and other negative
socio-economic indicators are not improving
among certain populations (e.g. Latinx
residents, seniors, and children).
SOURCES: 2017 Boulder Community Profile, *2017 University of Colorado
Overall Enrollment Profile, **American Community Survey 2016 data
95,728 individual verified for income status.
City of Boulder At-A-Glance
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 24 of 66
PART 2
COMMUNITY TRENDS & NEEDS
26
DEMOGRAPHIC TRENDS
27
The following section summarizes demographic trends for children and families, the largest group in BPL’s
patron base, as well as trends for other groups that are typically considered harder to connect with the city’s
public services, or otherwise underserved. All demographic information is for the city of Boulder unless
specifically noted as Boulder County.
Children & Families
Children and families make up the largest group that BPL serves, hence, a significant amount of its resources,
programs and services are designed to serve this group of patrons. Demographic trends and the educational
and social needs of this group are important factors to BPL’s long-range planning and service delivery design.
For example, during focus groups and community events for the Master Plan, Latinx parents indicated that BPL
needs to find ways to offer programs and services at times and locations that are convenient to these families.
Parents in this demographic often hold more than one job and are not able to bring their children to the library
to participate in programs and events.
The total population of children in the city increased by almost 3 percent between 2010 and 2016. The
percentages of children in the city of Boulder who are white or of Latinx or Hispanic origin have not changed
significantly since 2009. However, between 1990 and 2014, there was a marked shift in ethnicity for Boulder
County children. The number of white non-Latinx children decreased by 22 percent, while the number of Latinx
children increased by more than 123 percent7. The Colorado Children’s Campaign projected that by 2021, children
of color will make up the majority in Colorado.
Between 2007 and 2016, Boulder Valley schools experienced a more than 10 percent increase in student
enrollment (pre-kindergarten to grade 12). The number of students eligible for free/reduced lunch (FRL)
programs in the school district during 2016 and 2017 was 21 percent. Family income less than or equal to 185
percent of the Federal poverty level qualifies students for FRL program. The 2017 Federal poverty level for a
family of four is annual income of $24,600 per year. The true cost of living in Boulder for a family of four is
actually more than $86,000 per year. Poverty is not equally distributed among the city’s children. Four times
POPULATION 13,805
White alone, not Latinx or Hispanic 72.5%
Latinx or Hispanic origin 17.1%
TOTAL FAMILIES 8,065
Total Families in poverty 5.1%
White alone, not Latinx or Hispanic families in poverty 3.7%
Latinx or Hispanic origin families in poverty 16.5%
Boulder Children At-A-Glance (<18 years of age)
more families of Latinx or Hispanic origin are in poverty than white families. The 2017 Boulder County TRENDS
Report states that economically disadvantaged students need nearly twice the amount of support as their more
advantaged peers to compensate for the experiences their families cannot afford.
While the scope of BPLs mission does not include directly addressing this serious community problem, it is important
to consider the unique challenges of reaching and providing library services to children and youth in this category.
According to U.S. Census estimates for the combined years 2011 to 2013 in Boulder County, 17.7 percent of children
ages 5 to 17 years in non-English speaking households spoke English less than “very well.” The Census Bureau
defines linguistic isolation as speaking English less than “very well” among people who do not speak English as
their primary language. This isolation creates substantial challenges for children with school achievement, their
access to library programs and services, and for their families’ involvement in the community.
Student achievement is a common measure used to evaluate educational policy and indicates students’
readiness to enter the workforce or move into higher education. Analysis of the Transitional Colorado
Assessment Program and the Colorado Student Assessment Program8 scores indicate that Boulder County
student achievement has shown modest improvements in the ten years between 2004 and 2014. However, the
achievement gaps in reading (33 percentage point gap) and math proficiency (35 percentage point gap) are
wide between students who are eligible and not eligible for the FRL program. The reading gap narrowed only
slightly during that ten-year period.
Far too often, Latinx children and children in families that are economically disadvantaged are falling behind
their peers. Closing the achievement gap was identified as one of the most critical community challenges and a
top priority for the Boulder Community Foundation in the 2017 TRENDS Report.
Research indicates children’s development of literacy skills must start early, but only 29 percent of BVSD
kindergartners attend a full-day program. This rate is dramatically lower than that of the St. Vrain Valley School
District. One of the reasons for the discrepancy is that BVSD offers full-day kindergarten at only eight schools
whereas St. Vrain offers it at every school. This means many children in the BVSD must wait until 1st grade
before receiving full-day instruction, putting minority and poor children behind their peers from the very
beginning of their education9.
According to The Status of Children of Boulder County Report 2015, children with the best opportunity for
success as adults are those with a high school diploma or greater. BPL can best serve the community by
coordinating with BVSD and devoting some of its resources to providing programs that support students to
increase academic achievement and to help close these gaps.
SOURCE: American Community Survey 2016
7 The Status of Children of Boulder County Report 2015. www-static.bouldercolorado.gov/docs/2015statusofchildren-1-201512301636.pdf
ACHIEVEMENT GAP: THE DIFFERENCE IN ACADEMIC PERFORMANCE BETWEEN CHILDREN
FROM HIGH- AND MIDDLE- INCOME, EDUCATED FAMILIES AND THAT OF THEIR PEERS,
WHOSE BACKGROUNDS INCLUDE MORE RISK FACTORS AND LESS OPPORTUNITY.
SOURCE: 2017 Boulder Community Foundation TRENDS Report
8 Colorado’s standards-based assessment is designed to provide a picture of student performance to schools, districts, educators, parents and the community.
9 Community Foundation of Boulder County. 2017 Boulder Community Foundation TRENDS. www.commfound.org/trends
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 25 of 66
PART 2
COMMUNITY TRENDS & NEEDS
28
DEMOGRAPHIC TRENDS CONT.
29
The Harvard Family Research Project’s report Public Libraries: A Vital Space for Family Engagement says that
libraries are playing a greater role in early learning for young children. Engaging families in learning activities is
critical for children’s academic and social development and is a matter of equity. Family engagement is a shared
responsibility among families, educators, and communities. High-income families spend seven times more
money on out-of-school enrichment activities than low-income families. Libraries are free, trusted, safe, and
welcoming places that can help counterbalance these inequalities10.
Immigrant & Minority Groups
Supporting diversity and cultivating a social environment that is welcoming and inclusive are fundamental
values of the Boulder community. BPL represents these values by promoting cultural competency. Through
its own guiding principle, BPL promises to evolve and continually engage with the community and to develop
programs and services that are relevant to the needs of immigrants and minorities. To effectively engage and
evolve, BPL must remain apprised of the trends and needs of community members with diverse backgrounds.
10 Lopez, M.E. M., Caspe, M., and McWilliams, L.. (2016) Public Libraries: A Vital Space for Family Engagement.
www.ala.org/pla/sites/ala.org.pla/files/content/initiatives/familyengagement/Public-Libraries-A-Vital-Space-for-Family-Engagement_HFRP-PLA_August-2-2016.pdf
5RS: WAYS LIBRARIES ENCOURAGE FAMILY ENGAGEMENT
REACH OUT: Libraries reach out to families wherever they are to promote the programs,
collections, and service that are vital in a knowledge economy.
RAISE UP: Libraries elevate family views and voices in how library programs and services are
developed and carried out.
REINFORCE: Libraries provide guidance on and modeling of the specific actions that family
members can take to support learning, reaffirming families’ important roles and strengthening
feelings of efficacy.
RELATE: Libraries offer opportunities for families to build peer-to-peer relationships, social
networks, and parent-child relationships.
REIMAGINE: Libraries are expanding their community partnerships; combining resources
and extending their range; improving children and families’ well-being; and linking new
learning opportunities.
SOURCE: Public Libraries: A Vital Space for Family Engagement
Hispanic or Latinx origin 9.2%
Asian alone 5.3%
Black or African American alone 1.1%
American Indian or Alaskan Native alone 0.2%
Native Hawaiian or other Pacific Islander alone 0.1%
Other race alone 0.2%
Two or more races 2.6%
Boulder Minority Groups Percent of Population
SOURCE: American Community Survey 2016
Boulder residents of Hispanic or Latinx origin increased by more than 12 percent between 2010 and 2016.
Twenty-six percent of residents of Hispanic or Latinx origin are living below the Federal poverty level.
Spanish 6.6%
Children 1.5%
Adults 5.1%
Other Indo-European 4.7%
Asian and Pacific Island 3.3%
Other 0.7%
Percent of Boulder Population for which English is not the Primary Language Spoken
SOURCE: American Community Survey 2016
POPULATION 10,811
White alone, not Latinx or Hispanic 93.7%
Latinx or Hispanic origin 2.6%
Do not speak English as the primary language 10.1%
Living in poverty 7.5%
Householder Living Alone 53.1%
Older Adults
The Boulder Community Foundation 2017 TRENDS Report states the older adults represent the fastest growing
population group in Boulder County and by 2050, adults aged 65+ are projected to comprise 23 percent of
Boulder County’s population.
In 2014, 65 percent of adults aged 60+
who responded to the Community
Assessment Survey of Older Adults,
used a public library. While BPL provides
a significant number of programs, services
and resources that appeal to adults of all
ages, BPL will have to tailor offerings to
address the unique needs of members of
this rapidly-growing group to be responsive.
These needs are related to mobility and
accessibility, supporting aging in place,
and staying connected to other
community members.
Boulder Older Adult Residents At-A-Glance (65+ years of age)
SOURCE: American Community Survey 2016
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 26 of 66
PART 2
COMMUNITY TRENDS & NEEDS
30
DEMOGRAPHIC TRENDS CONT.
31
Persons Experiencing Homelessness
The cities of Boulder and Longmont have the largest number of persons experiencing homelessness in Boulder
County. According to the 2017 Point-in-Time Survey for Boulder County, seventy percent of Boulder County’s
total population experiencing homelessness (n=600) are any race, non-Latinx or Hispanic, and 22 percent are
Latinx or Hispanic. Approximately 33 percent of respondents were families with children (n=157). Sixty-five
respondents reported being unaccompanied youth. The number of chronically homeless individuals in the
county was estimated to be 124 persons (n=480).
The inability to pay rent or mortgage was the most frequent contributing factor leading to homeless status.
Losing a job was the second. BPL is committed to assisting Boulder’s homeless community members and their
families to become self-supporting and self-sufficient by improving their literacy and developing job skills. BPL is
also a place for marginalized community members such as those experiencing homelessness to feel welcomed
and part of the community. Further, BPL can facilitate connecting people to the information, resources and
other agencies that they need to change or improve their individual situations.
GROWTH TRENDS & AREA CHARACTERISTICS
During the past decade, more than 3,000 new housing units have been built and more than five million square
feet of commercial and industrial space has been developed in Boulder. Gunbarrel and east Boulder are anticipated
to show the most growth over the next decade11. North Boulder has continued to evolve to include mixed-use
development along Broadway that is becoming the subcommunity’s center for gathering and doing business.
Gunbarrel
According to the Boulder Valley Comprehensive Plan (BVCP) 2017 update, the Gunbarrel subcommunity is
unique because many residents live in the unincorporated area. There is also shared jurisdiction for planning
and service provision among the county, city, Gunbarrel Public Improvement District and other special districts.
The commercial and industrial areas in the area have been identified for potential revitalization in previous
planning efforts. The City’s 2006 Gunbarrel Community Center Plan proposes transitioning the Gunbarrel
commercial area from mostly light industrial uses to a viable and vibrant, pedestrian-oriented commercial
center serving Gunbarrel subcommunity residents and workers. This process is partially underway and includes:
•Expanding and introducing more density into the retail area,
•Adding new residential and some offices in proximity to the retail area,
•Providing more multi-modal transportation connections and making Spine Road between Lookout
and Gunpark roads the ‘Main Street’ for the retail area.
11 City of Boulder. 2017 Boulder Community Profile, City of Boulder
www-static.bouldercolorado.gov/docs/2017_Community_Profile-1-201708171012.pdf?_ga=2.221165784.1116835863.1522077010-1720780512.1489675207.
Implementation of the Gunbarrel Community Center Plan will require collaboration of the public and private
sectors. Business associations, such as the Gunbarrel Business Alliance, and neighborhood groups will play a
pivotal role in promoting collaboration to successfully implement the plan.
A 2016 analysis of the Gunbarrel area and the BPL accounts of patrons who reside within a two-mile radius of
there was conducted using the Cengage Learning database by Experian using Census Area Projection Estimates
and appending the data generated with anonymized BPL patron data.
Boulder Gunbarrel Area Residents At-A-Glance
SOURCE: BPL-Gunbarrel Patron Profile Analysis of Top 100 percent of All Patrons within the service
area. Cengage Learning. 2016 by Experian. 2016 Alteryx, Inc.| Powered by Alteryx.
*The 2017 Federal poverty level for a family of four is annual income of $24,600 per year.
**The true cost of living in Boulder for a family of four is more than $86,000 per year.
Fifty-seven percent of Gunbarrel
cardholders must drive between 10
and 15 minutes, and 43 percent must
drive between 15 and 20 minutes
to reach the closest BPL location
identified as the Meadows Branch
Library. This is the furthest average
travel time of any Boulder residents.
Many of the BPL patrons who reside
in Gunbarrel and participated in the
Master Plan community survey and
other engagement events expressed
enthusiastic interest in getting some
form of library service in the area.
They view the public library as critical
to creating a vital community center,
a place where they can interact
with their neighbors and a safe and
welcoming place for children and
families to learn and play. Opening
a corner library in Gunbarrel is
included as goal in the plan. (See the
Facilities and Technology goals.)
POPULATION 12,057
Residents aged 65+15.9%
Latinx or Hispanic origin 4.6%
Median age 38.5 years
Most prominent age group 55–64 years
HOUSEHOLDS 5,486
With children 30.5%
With active cardholders 32%
Speak Spanish at home 3.7%
*Annual household income $24,999 or less 9.6%
**Annual household income $25,000 to $80,000 31.3%
Average annual household income $120,551
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 27 of 66
PART 2
COMMUNITY TRENDS & NEEDS
32
GROWTH TRENDS & AREA CHARACTERISTICS CONT.
33
North Boulder
The vision of the 1995 North Boulder Subcommunity Plan included a branch of BPL as a community center
among its residential neighborhoods. Over the years, the newer mixed-use development along Broadway has
become the core area of community activity with local shops and eateries. In 1997, five new zoning districts
were created to implement the design guidelines in the plan, including: a business main street zone patterned
after historic ‘Main Street’ business districts; three mixed-use zones that provide a transition between the higher
density business ‘Main Street’ and surrounding residential or industrial areas; and a mixed density residential
zone district. Northeast Boulder (between 30th street and Airport Rd, west to east, and Valmont to Highway 119,
south to north) has multiple mobile home communities and apartment complexes and is one of lowest income
areas in the city.
A 2016 analysis of the North Boulder area and the BPL accounts of patrons who reside there was conducted
using the Cengage Learning database by Experian using Census Area Projection Estimates and appending this
data with anonymized BPL patron data.
North Boulder Area Residents At-A-Glance
SOURCE: BPL-North Boulder Patron Profile Analysis of Top 100 percent of All Patrons within the
service area. Cengage Learning. 2016 by Experian. 2016 Alteryx, Inc.| Powered by Alteryx.
*The 2017 Federal poverty level for a family of four is annual income of $24,600 per year.
**The true cost of living in Boulder for a family of four is more than $86,000 per year.
Through a partnership with Boulder
Housing Partners, the North Boulder
Corner Library came to fruition in
2014. While the compact corner
library was enthusiastically welcomed
by the community that was eager
for library services, its small size and
limited resources are not able to fully
meet the north Boulder community’s
need for library services. BPL is
currently planning the construction
of a full-service branch library in
North Boulder to replace the NoBo
Corner Library. This project is a goal
in this plan. (See the Facilities and
Technology goals section.)
POPULATION 16,674
Residents aged 65+13.1%
Latinx or Hispanic origin 12.9%
Median age 41.6 years
Most prominent age group 55–64 years
HOUSEHOLDS 6,791
With children 32.2%
With active cardholders 54%
Speak Spanish at home 11.6%
*Annual household income $24,999 or less 12.1%
**Annual household income $25,000 to $80,000 29.3%
Average annual household income $129,722
East Boulder
The Boulder Valley Comprehensive Plan describes Boulder Junction as an intermodal, regional center. The City of
Boulder Transit Village Area Plan guides development of the area. The plan recommends transformation of this
once mostly industrial, low-density, automobile-oriented area into a more urban, higher-density, pedestrian-
oriented environment with a mixture of uses, including new retail and office space and new residential
neighborhoods for persons with a diversity of incomes and lifestyles.
Like Boulder’s workforce, BPL has become a regional hub serving patrons from all over the region. Providing
popular, convenient, commuter-friendly library service may be a natural enhancement that BPL could provide
to mixed-used, higher-density areas like Boulder Junction. A kiosk-type book pick-up and return may be
an attractive feature to commuters and residents in the area and may provide convenient access to other
community members residing in east Boulder.
Boulder Gunbarrel Area Residents At-A-Glance
SOURCE: BPL-East Boulder Patron Profile Analysis of Top 100 percent of All Patrons within the
service area. Cengage Learning. 2016 by Experian. 2016 Alteryx, Inc.| Powered by Alteryx.
*The 2017 Federal poverty level for a family of four is annual income of $24,600 per year.
**The true cost of living in Boulder for a family of four is more than $86,000 per year.
As plans progress for further
development along the Arapahoe
Avenue corridor between Baseline
Road and Diagonal Highway and
east between 33rd and 55th streets,
library staff will coordinate with
Planning, Housing and Sustainability
to identify and assess options for
future library service locations
including an option to provide
mobile services to the area via a
bookmobile. BPL may consider
providing some pop-up or pilot
programs to engage with community
members who reside in east Boulder
along Valmont Road and in the
Boulder Junction area to understand
what type of library services would
most benefit them.
POPULATION 3,820
Residents aged 65+10.4%
Latinx or Hispanic origin 20.9%
Median age 37.4 years
Most prominent age group 25–34 years
HOUSEHOLDS 1,506
With children 23.2%
With active cardholders 42%
Speak Spanish at home 15.7%
*Annual household income $24,999 or less 13.1%
**Annual household income $25,000 to $80,000 37.1%
Average annual household income $119,932
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 28 of 66
34 35PART 3GOALS & COMMITMENTS
The foundational pillars of the BPL Master Plan are the vision for the next 10 years, the
goals, and commitments to the community. The vision defines BPL’s role in partnership
with the community.
VISION FOR THE NEXT TEN YEARS
The Boulder Public Library serves as a centerpiece of the
community, a destination for human connection, life-long
learning, civic engagement, and creative exploration.
The following guiding principles inform decisions for resource allocation, priority of implementing the goals,
and evaluating recommendations for new programs or services that arise during the next 10 years.
GUIDING PRINCIPLES
Provide Inclusive Access
We strive to create convenient and equitable access for
the community through our physical spaces, services and
onsite and offsite programs. Our libraries are welcoming
to all: safe, clean and well-maintained facilities.
Promote all Forms of Literacy
We create opportunities for the development of
literacy skills needed to understand, interpret, create,
communicate, and compute in our world.
Foster Personal Development and
Self-sufficiency
We support life-long learning for all ages to create a more
resilient community and empower individual growth.
Support and Sustain an Inspired, Engaged,
and Informed Community
We cultivate an informed community by providing
resources and facilities to encourage civic dialogue and
create a forum that connects people and ideas.
Form Strong Partnerships and Leverage
Community Resources
We value the work and expertise of our community,
volunteers, and the Boulder Library Foundation and
seek beneficial relationships that enhance the programs,
services, and financial stability of the library.
Reach Out and Respond to Our Diverse
Community
We evolve with our community. The library will
continually engage with the community to develop
programs and services that are relevant to their needs.
Maintain High-Quality Programs
and Services
We give priority to maintaining high-quality programs
and services that are impactful or have strong
participation before expanding our offerings.
GOALS & COMMITMENTS
To be responsive to the community’s needs, aspirations and its vision for BPL’s future and to sustain high-
quality and relevant core programs and services, several goals were developed. These reflect community input
gathered through a variety of methods (Appendix B).
Community members who participated in the master planning
process said that BPL is a source of community pride and a
trusted source of information. In addition to the traditional role of
providing free books and other resources, they defined the library
as a vital civic space for people to meet and have conversation,
study, hang out with their friends, and engage in fun and
educational activities and cultural experiences. Having libraries in
their neighborhood area builds and strengthens connections and
creates a sense of community with neighbors. BPL was described
as a fun and welcoming place, especially for children and youth. It
is also a place for patrons to
give back to the community
through volunteerism,
develop literacy skills, and
pursue one’s love of books.
ADD LIBRARY LAB PIX
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 29 of 66
36 37
The commitments that introduce each of the four themes
express the staff’s and Library Commission’s intentions for
meeting the goals and are based upon extensive research
of the community’s needs and priorities, best practices, and
performance benchmarks for public libraries.
The objectives for each master plan goal are categorized
into three areas (maintain service levels, address community
demand, service expansion) and correspond to the city’s
budget definitions.
Maintain Service Levels = Fiscally Constrained Plan
Continue to make the most of existing resources with the primary goal of the department to maintain service
level and quality. The objectives associated with maintaining service levels are essential operational changes
that require limited funding to accomplish.
Address Community Demand = Action Plan
The objectives associated with addressing community demand are service or capital improvement that should
be undertaken when additional funding is available. This includes strategically enhancing existing programs,
beginning new alternative programs, addressing 2007 Library Master Plan vision plan (see below) goals that were not
accomplished, or making other strategic changes that would require additional operational or capital funding.
Service Expansion = Vision Plan
The objectives categorized as service expansion represent new programs, services and facilities identified
through community input that were not included in the previous Master Plan.
PART 3
GOALS & COMMITMENTS
2-DAY KICK-OFF LIBRARY COMMUNITY EVENT +350 participants
ONLINE SURVEY 1752 respondents
TEN FOCUS GROUPS 104 participants
INTERVIEWS WITH COMMUNITY MEMBERS 14 participants
TWO FAMILY NEIGHBORHOOD COMMUNITY EVENTS +20 participants intercepted
OPEN HOUSE COMMUNITY MEETINGS +180 participants
WHAT’S UP BOULDER COMMUNITY MEETING +300 participants intercepted
SUMMARY OF MASTER PLAN COMMUNITY ENGAGEMENT PARTICIPATION
The Master Plan goals are organized under four themes with individual objectives prioritized within
three levels.
The four themes are:
1. Programs and Services 2. Facilities and Technology
3. Building Community and Partnerships 4. Organizational readiness
These goals were correlated to the City of Boulder’s Sustainability Framework outcomes which articulate Boulder’s
vision for a great community. The projects and outcomes of each goal will be aligned with the City of Boulder’s
Climate Commitment12 and Resilience Strategy13.
12 City of Boulder. (2017) City of Boulder’s Climate Commitment. Rising to the climate challenge, powering a vibrant future.
www-static.bouldercolorado.gov/docs/2017_Community_Profile-1-201708171012.pdf?_ga=2.221165784.1116835863.1522077010-1720780512.1489675207
13 City of Boulder. (2016) City of Boulder Resilience Strategy.
www-static.bouldercolorado.gov/docs/Resilience_Strategy_Final_Low-Res-1-201701120822.pdf?_ga=2.253454016.814918035.1527203887-1720780512.1489675207
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 30 of 66
38 39
PART 3
GOALS & COMMITMENTS
•Maintaining high-quality programs and services that are impactful or have strong participation before
expanding the offerings.
•Engaging the community to gather input about program and service design and delivery on an ongoing basis.
•Providing access to information that is current, accurate, and relevant.
•Providing access to creative technology and digital resources for everyone.
•Offering opportunities for creativity, personal growth, community engagement, and life-long learning.
•Providing platforms for community engagement.
•Providing platforms and programs to build early childhood and 21st century literacies for all.
•Using strategic marketing and timely information to promote awareness of programs, services, and collections.
PROGRAMS & SERVICES
BPL is committed to prioritizing its resources to offer programs, collections, and services that are vital in a
21st century knowledge economy, support families and childhood development, and respond to evolving
community needs. It will do this by:
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Provide resources and facilities to encourage
civil civic dialogue and create a forum of ideas
to address local, regional and national issues.
Review results of Living Room Conversations and
report from the city’s Public Participation Working
Group and work in collaboration with the city’s
Neighborhood Liaison and Community Engagement
Committee to develop pilot program.
Conduct pilot dialogues to test community interest
in this program.
Engage community to capture timely issues for
discussion from the surveys, program feedback,
and current events.
Determine staff and training needs and partners
to support this pilot program.
Increase or reallocate personnel and non-
personnel budget for this program based
upon community interest.
Provide adequate resources to maintain high-
quality core programs and services with strong
participation in the face of growing demand.
Increase branch library and youth services person-
nel and non-personnel budget to address recent
growth in demand.
Provide uniform service levels at the Main
Library and branch libraries by increasing hours
and program offerings.
Develop and implement a plan for the personnel
budget to provide consistent open hours and pro-
gram offerings within five years
Provide adequate resources for library
collections and their maintenance.
Develop and implement a plan to incrementally
increase the collection budget to reach $14 per
capita in 10 years.
Evaluate annually and adjust personnel budget to
managed increased circulation of materials.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 31 of 66
40 41
PART 3
GOALS & COMMITMENTS
PROGRAMS & SERVICES CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Increase the community’s awareness of library
programs and services.
Increase targeted marketing and social media
communications to promote awareness of current
programs and services.
Evaluate annually and adjust personnel budget to
address increase in programs.
Engage a marketing consultant to assist with the
development of a multi-year marketing plan with
strategic goals that delineates budget resources
necessary for implementation.
Implement plan and incrementally increase
marketing budget to reach three-percent of the
overall library operating budget.
Activate the outside public spaces at each
city-owned library facility.
Develop a learning garden or urban farmers program
with local partners on the grounds of city-owned
library facilities.
Develop and implement a strategy and funding plan
that includes: goals for outside spaces that support
the city’s environmental sustainability goals; main-
tenance standards for grounds and equipment; and
that identifies programs and potential partners.
Identify and engage partners.
Identify and obtain grant funding.
Activate the Canyon Theater and Gallery .Assess impact to the theater and gallery spaces by
tracking requests, costs, and revenues.
Increase personnel and non-personnel budget to
meet current demand for technical support during
library programs and rentals.
Investigate options for funding a two-year pilot
program to expand use of the Canyon Theater and
Gallery by offering it for free to the community.
Identify capital funding resources needed to fully
renovate the theater space and upgrade the furniture
and equipment.
Implement the two-year pilot concept plan.
Identify and engage community partners and request
personnel and non-personnel resources required.
Partner with business and arts community members
to conduct fundraising for improvements.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 32 of 66
42 43
PART 3
GOALS & COMMITMENTS
PROGRAMS & SERVICES CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Expand the library materials holds service
for patrons.
Evaluate use of the service annually and adjust for
changes in the number of holds fulfilled.
Increase personnel and non-personnel budget to
cover recent growth in demand.
Increase holds allowance on e-books.
Increase personnel and non-personnel budget to
expand the holds service.
Expand maker program offerings.Reallocate some of the current BLDG61 Makerspace
hours and resources to pilot maker programs at the
branch libraries and out into the neighborhoods.
Change fixed-term creative technologist position to
1 full-time standard employee to maintain current
program offerings.
Evaluate branch library and eServices staffing
levels to maintain program offerings that address
community demand.
Increase personnel budget to maintain
outreach programs.
Develop maker program expansion plan for one,
three, and five- year time horizon.
Expand makerspace facilities at the Main Library
and branch libraries.
Install and staff a makerspace in the North Boulder
Branch Library.
Develop program, staffing and space expansion plan
including spaces in new facilities. Expansion in the Main
Library is dependent upon the renovation feasibility
study goal in the Facilities and Technology section.
Create a financial plan that identifies capital and
operating funding sources.
Identify and engage community partners.
Expand the variety of educational and cultural
programs based upon community interest.
Collaborate with tweens and teens to develop a wider
variety of youth-focused programs.
Increase personnel budget to engage partners and
volunteers, and to assist with programs.
Expand opportunities for patrons to gain technical
skills and practice speaking other languages, and to
educate and demonstrate climate, resiliency, and
sustainability goals to test community interest.
Primary connection to the City of Boulder Sustainability Framework
Healthy and Socially Thriving Community Accessible and Connected Community
Economically Vital Community Safe Community
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 33 of 66
44 45
PART 3
GOALS & COMMITMENTS
• Responding to community input and use when designing new facilities or infrastructure and renovating or
updating current facilities and technology.
• Managing its public technology resources to maximize quality, and making strategic decisions based on
community priorities for digital inclusion and innovation.
• Identifying and providing technology resources that align with community priorities to help patrons meet personal needs.
• Providing sufficient devices and internet bandwidth to accommodate user demand.
• Providing facilities that are inviting, ensuring equitable access to resources and compel community members to
explore, gather, learn, and engage.
• Employing security services and technology that:
• protect the rights, health, and safety of library patrons, staff, and volunteers;
• ensure patrons’ use and enjoyment of the library; and
• preserve and protect the libraries’ materials, equipment, facilities, and grounds.
• Modeling environmental sustainability in all facilities as an example for the rest of the community.
FACILITIES & TECHNOLOGY
Community members expect BPL facilities to have spaces where they can meet with others, enjoy programs,
study, enjoy a view of the outdoors, and be quiet or loud. The neighborhood branch libraries are considered by
many as anchors for their neighborhoods and provide convenient access to library resources. BPL is committed
to providing relevant technology, safe and welcoming facilities, and fluid spaces that are adaptable to the
community’s changing literacy needs. It will do this by:
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Open a full-service branch library in north
Boulder with hours that are consistent
with other branch facilities and includes
a makerspace.
Engage community to inform the development of
the program plan and select a location.
Create a financial plan that identifies capital and
operating funding sources.
Identify and engage community partners.
Provide sufficient devices and network bandwidth
to accommodate user demand in current and new
facilities and to manage technology resources to
maximize purchasing power and quality.
Conduct a WiFi capacity analysis to ensure adequate
access is available in current facilities and to plan for
right-size system in new facilities.
Expand WiFi infrastructure at select branch facili-
ties to provide no-cost WiFi access to residents of
adjacent low-income neighborhoods.
Obtain funding necessary to connect new North
Boulder Branch Library to the city’s network.
Upgrade to WiFi infrastructure to address demand.
Provide mobile equipment, technology, and
vehicles for outreach programs.
Acquire mobile equipment, technology, and vehicles
and ongoing maintenance funding.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 34 of 66
46 47
PART 3
GOALS & COMMITMENTS
FACILITIES & TECHNOLOGY CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Open a “corner library” in Gunbarrel.Engage community to inform the development of
the program plan.
Create a financial plan that identifies capital and
operating funding sources.
Identify location and engage community partners.
Create a technology plan that addresses
equipment, web and app design and
maintenance, associated staffing levels, and
staff training and skill building.
Increase personnel budget to provide library-specific
technology support to patrons and staff.
Evaluate internet filtering to maintain compliance
with federal law and eligibility for grant funding.
Engage a consultant and coordinate with the city IT
Department to conduct a technology analysis that
includes recommendations for training and increasing
the personnel budget to support new technology.
Implement an incremental plan to fund personnel
and non-personnel needs identified by the analysis.
Improve cleanliness of library facilities.Replace carpet, paint and furniture with quality materials,
surface finishes and colors that are easily maintainable.
Establish ongoing funds for the replacement of
furniture in public spaces.
Implement an incremental plan to fund janitorial
services and additional day porters to reach and
maintain International Facilities Management
Association standards within three years.
Create a facility restoration plan for the
Carnegie Library for Local History.
Create a facility restoration and funding plan for the
Carnegie Library for Local History.
Obtain funds to implement plan recommendations.
Acquire additional archival storage for Carnegie
Library for Local History resources.
Acquire archival-quality storage for historic resources
that are currently held in offsite facilities.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 35 of 66
48 49
PART 3
GOALS & COMMITMENTS
FACILITIES & TECHNOLOGY CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Build upon and update the library’s 2009
Facilities Sustainability Plan by conducting
several studies and analyses and supporting
associated funding needs.
Support funding of the maintenance backlog for
library facilities outlined in the Facilities and Asset
Management Master Plan.
Develop a 10-year prioritized, capital needs plan and
funding strategies that include:
• Systemwide facility enhancements to address
changes with programs and service delivery
• Carnegie Library for Local History restoration,
• Mobile service equipment
• New facilities
Conduct feasibility study of the George Reynolds
Branch Library facility. Study should:
• Identify the building’s remaining service life and
feasibility of long-term use
• Provide options for renovating the facility,
redeveloping the site, and relocating the services.
Conduct a renovation feasibility study for the Main
Library’s north building to assess expanding the
makerspace, renovating the theater for greater
flexibility, and providing more space for partners.
Conduct a holistic energy building analysis to
identify resources needed to continue to meet
City’s Climate Commitment goals.
Conduct an audit of all facilities to identify
issues with ADA compliance and where facilities
don’t meet CO library standards, and to identify
opportunities to be inclusive to families, caregivers,
parents, and all- genders.
Conduct a sign audit and develop a plan to install
clear, consistent wayfinding signs and design
elements in all facilities.
Conduct an analysis of growth and distribution
of library services in Boulder to develop a 20-year
facilities build-out plan.
Identify opportunities to partner with City of
Boulder Fire Department and other departments to
co-manage facilities in new locations for the library
(e.g. Fire Station 3 and the Transit Village area).
Assess the Meadows Branch Library location and
options to relocate within the shopping center.
Address safety/security in all facilities.Conduct an analysis of need and peak times to provide
appropriate level of security personnel and equipment at
all facilities.
Fund additional security personnel who are trained to
de-escalate disruptive situations.
Evaluate enforcement practices of rules of conduct.
Evaluate design and management options (e.g.
time limits) to provide amicable and equitable use
of space, such as: Main Library banquette seating,
Main Library public restrooms, secluded window-
facing seating at the Main Library, Seeds Café.
Devise standards for management of spaces that
apply to all facilities.
Conduct further analysis on cost and structure
of contracting versus hiring employees for
security services.
Primary connection to the City of Boulder Sustainability Framework
Livable Community Healthy and Socially Thriving Community
Accessible and Connected Community Environmentally Sustainable Community
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 36 of 66
50 51
PART 3
GOALS & COMMITMENTS
• Supporting the community by providing opportunities and facilitation for civic engagement and dialogue.
• Engaging in meaningful discussions, gathering input, and acting in partnership with other agencies to support
community-wide growth and transformation.
• Ensuring that affiliates such as the Boulder Library Foundation are aligned to strengthen the connections
between the library and the community.
• Continuing to provide patrons with greater access to resources by collaborating with other libraries
• Building strategic relationships with community partners to maximize public access technology resources and
services provided to the community.
BUILDING COMMUNITY & PARTNERSHIPS
BPL is considered by many patrons as a community hub; a place to learn, to read, to participate in events and
programs, and see their neighbors. BPL is committed to the idea that the library must build strategic partnerships
to leverage community expertise to expand its program offerings in a cost-effective way and respond to the desire
for more programs, opportunities to engage in meaningful, productive dialogue with their fellow community
members. It will do this by:
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Cultivate community awareness about how the
library is a welcoming and inclusive public place
for all and protects all patrons’ first amendment
rights and privacy.
Design and implement an engaging and inclusive
campaign (e.g. blog, newsletter, dialogues) on these
topics (e.g. What the library means to me?).
Develop a strategic partnership plan that includes
a policy definition, identifies community partners
to provide programs that support Boulder’s value
of being welcoming and inclusive, and that builds
community resilience.
Promote community awareness of the benefit of
current partnerships with the library with the goal of
attracting other beneficial partners.
Reach out to potential partners to discuss needs and
opportunities for partnering.
Develop strategic partnership plan that coordinates
with the marketing plan (a goal in the Programs and
Services section) and includes personnel and non-
personnel support costs.
Increase personnel and non-personnel budget
according to the recommendations of the plan.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 37 of 66
52 53
PART 3
GOALS & COMMITMENTS
BUILDING COMMUNITY & PARTNERSHIPS CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Cultivate and engage the Library’s teen
advisory groups.
Library leadership representatives meet with the
Library’s teen advisory groups to discuss their interest
and opportunities for engaging teens in general.
Library leadership solicit input and volunteerism from
teens to present programs appealing to teens and
younger children.
Library leadership convene a summit of the teen
advisory groups to gather feedback about how the
library can best meet their needs and to discuss
program planning.
Library Commission extend an invitation to
representative from each teen advisory group to
attend Library Commission meetings.
Provide resources and opportunities for group
members to cultivate civic engagement and
leadership skills related to library planning.
Cultivate relationship with patrons who are
experiencing homelessness.
Engage a group of library patrons who are experiencing
homelessness in a dialogue to:
• learn how the library can better serve individuals who
are homeless,
• help to cultivate a more positive public perception of
persons who are homeless or transient, and
• get their input on supporting individuals to manage
behavioral issues in the library.
Library Commission and staff design a community
dialogue to improve the community’s perception of
library safety and cultivate respect for individuals who
are transient/homeless. Include patrons who have a
negative perception of library safety and patrons who are
experiencing homelessness.
Partner with patrons from the dialogue group
(above), colleagues from human services
organizations, and local artists to create an
educational exhibit, campaign, and/or programs
about the human issue of homelessness.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 38 of 66
54 55
PART 3
GOALS & COMMITMENTS
BUILDING COMMUNITY & PARTNERSHIPS CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Expand outreach to reach underserved
communities.
Develop an outreach plan that includes a policy
definition of underserved communities, identifies
and prioritizes strategies to expand outreach.
Strengthen relationships with Latinx community members.
Continue to focus on recruiting new staff members
in public service and outreach roles that are bilingual
and/or bicultural.
Create a forum for Latinx community members to
directly provide input on library programs.
Initiate an outreach campaign through the
neighborhood branch libraries and youth services
partners to share information about the library,
identify needs, and gather input from Latinx
community members about overcoming barriers
to access.
Partner with agencies that serve the Latinx
community to take library programs such as
STEAM into the community.
Partner with agencies and community members to
increase the number of culturally relevant programs
at the library.
Expand the volunteer services program to
leverage volunteer expertise to support daily
operations, programs and engagement.
Conduct an annual survey of volunteers to gather ideas
and assess their satisfaction with the program.
Transition the homebound delivery program to become
volunteer-lead.
Coordinate with city’s Community Engagement Team to
develop opportunities for volunteer engagement.
Create a volunteer advisory group to gather
input on the program, appreciation and
acknowledgement, and the annual survey.
Engage volunteers and partners to conduct
fundraising for making modest improvements to the
Canyon Theater prior to implementation of the two-
year pilot Canyon Theater and Gallery rental program.
Engage volunteers and partners to supplement
staffing for the Canyon Theater and Gallery
rental program.
Host an annual literacy-focused festival.Identify and engage partners.
Identify and obtain funding primarily through
grants and donations.
Primary connection to the City of Boulder Sustainability Framework
Healthy and Socially Thriving Community Accessible and Connected Community
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 39 of 66
56 57
PART 3
GOALS & COMMITMENTS
•Consistently fostering a healthy and effective work environment to ensure a positive patron experience.
•Maintaining effective and sustainable library operations and procedures that provide tangible community
benefits from well-planned library services, technologies, and facilities.
•Employing sufficient staff with customer service and technology skills to help patrons achieve their goals.
•Creating and administering policies that reflect library values and priorities, are user-friendly and accessible,
and are current, comprehensive, and consistent.
ORGANIZATIONAL READINESS
BPL is committed to the City of Boulder vision, “Service excellence for an inspired future.” It is important to invest
resources in the professional development of the staff, to maintain fair and effective library policies that reflect
library and community values, and to periodically evaluate patron satisfaction with services. It will do this by:
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Staff recruitment, training and development to
maintain service excellence.
Provide facilitation training so that staff may
moderate community dialogue.
Increase the temporary personnel budget to
accommodate regular meeting time for staff to
cross train and participate in team building.
Provide basic workplace safety and de-escalation
training to staff.
Recruit staff members that are fluent in Spanish or are
bicultural to reflect the diversity of Boulder’s population.
Provide opportunities for current staff members to
gain Spanish language skills to better serve Span-
ish- speaking patrons through the tuition reim-
bursement program.
Provide opportunities for current staff members to
gain Spanish language skills to better serve Span-
ish- speaking patrons through the tuition reim-
bursement program.
Implement 1-2 technology training recommenda-
tions from the Technology Plan (a goal in the Facili-
ties and Technology section).
Review policies and planning documents.Conduct a review of library policies that have not
been updated in three years.
Conduct evaluation of progress toward meeting
Master Plan objectives and adjust goals and
objectives as needed.
Update the 2018 Library Master Plan goals, initiatives,
and associated timeline after five years.
Provide quarterly library use statistics on
the website.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 40 of 66
58 59
PART 3
GOALS & COMMITMENTS
ORGANIZATIONAL READINESS CONT.
GOAL MAINTAIN SERVICE LEVELS ADDRESS COMMUNITY DEMAND SERVICE EXPANSION
Gather staff and community input.Review and address results of city’s staff
engagement survey.
Conduct patron satisfaction survey.
Identify and address opportunities to improve
internal staff communication and teambuilding.
Initiate a cross-division taskforce to investigate and
evaluate options with staff to improve communication.
Implement 1-2 highest priority recommendations for
the taskforce.
Primary connection to the City of Boulder Sustainability Framework
Good Governance
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 41 of 66
60 61PART 4MEASURING SUCCESS
BPL is accountable to the community for prudent management of its resources to effectively
respond to community needs. BPL employs several evaluation tools and metrics to ensure
that it is fulfilling its mission and role in the community and providing programs and services
that make a positive impact in people’s lives. These evaluation tools and metrics are also used
to establish community expectations of its library, evaluate and promote quality programs
and services, and to identify and justify the need for increased investment and resources.
Many measurement tools are already in place and BPL will incorporate formal review of the
data gathered from them into its annual planning process. New measures will be added with
the introduction of new programs and services. For new programs and services, BPL will use
benchmarks, program evaluation and patron survey feedback to assess audiences served and
number of participants, gauge interest, and ascertain positive impacts on the participants and
the community. Analysis of the data collected from these tools informs the library’s annual
workplan, program and service offerings, resource allocation, budget development, and its
ability to meet goals and objectives in this plan.
EVALUATION TOOLS
Several evaluation tools are used or will be employed to gauge community engagement,
patron satisfaction, and quality and availability of its resources.
City of Boulder Community Survey
The City of Boulder administers a bi-annual community survey to evaluate quality of life
in Boulder and the community’s satisfaction with local government services. BPL plays
an important role in Boulder being a healthy and socially thriving community. Success
is indicated by BPL’s overall rating remaining the same or improving as compared to the
previous survey.
Further, BPL contributes to the City of Boulder reaching several organizational goals that connected to the City’s
Sustainability Framework:
Livable Community
Community Character Goal – manage growth and change, to maintain and enhance Boulder’s community
character and excellent public spaces and services.
•Survey results show an overall rating of ‘good’ or ‘very good’ rating for opportunities to attend arts/
cultural events
Healthy and Socially Thriving Community
Diversity/Inclusion/Human Rights and Social Equity Goal- promote a safe and inclusive environment for
all residents to participate in civic life and access community services
•Survey results show an increase in the percentage of minority participation by program and department
Health and Well-Being Goal – promote and support programs and services that improve the physical
and mental health and well-being of residents
•Survey results show an overall rating of ‘good’ or ‘very good’ rating for opportunities to attend arts/
cultural events
Accessible and Connected Community
Virtual Goal – Expand digital connectivity to achieve economic, environmental, and social sustainability
•Survey results show growth in the number of unique internet users at City library facilities
Program and Event Evaluation
BPL invites feedback from participants during programs, events, and outreach activities to gather ideas for
new offerings or to improve current offerings and to evaluate interest and demand.
Bi-annual Patron Satisfaction Survey
BPL will invite the community’s assessment of its performance, to gauge awareness of programs and services,
to understand how they are informed of new programs, the community’s priority for library programs and
services, and its satisfaction with facilities and technology. A consistent overall rating of satisfactory or greater
indicates success.
Volunteer Satisfaction Survey
BPL will invite its volunteers and staff to participate in annual surveys to evaluate satisfaction with and
effectiveness of the volunteer program.
Colorado Public Library Standards
BPL will evaluate its resources and services to determine if it is continuing to meet the basic standards outlined
by the Colorado State Library on an annual basis.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 42 of 66
PART 4
MEASURING SUCCESS
62
METRICS & STANDARDS
63
BPL tracks several input and output measures which it reports annually to the Library Research Service14 and
compares its performance to other peer public library systems in the following ways. Some of these statistics are
also used in the BPL’s annual report.
•Per capita and per cardholder comparison
•All operating expenditures
•Staff expenditures
•Collection expenditures
•Visits
•Circulation of materials outputs
•Staff full-time equivalent (FTE) positions per 1000 patrons served
•Staff FTE positions per 10,000 materials circulated
•Turnover rate of materials
See Appendix A for 2016 benchmark data for BPL and several peer library systems.
BPL has identified its own standards in four fundamental areas.
STANDARD: BPL is regarded as valued resource and effective community connector
•Collaborations or formal partnerships with other agencies such as businesses, non-profits,
and community organizations.
•Engagement of Latinx community evaluated using survey demographic data and comparison to
census mapping data.
•Latinx youth attendance at STEAM programs
•Volunteer hours contributed
•Volunteers and their involvement at all levels of the organization
•Volunteer opportunities available
•Cumulative and individual attendance totals for programs and events (e.g. storytime, concerts,
STEAM programs, etc.)
•New cardholders
•Literacy and outreach participants
•Engagement of community members that would not otherwise participate in maker activities
•Actions are aligned with the City of Boulder Resilience Strategy
•Library leadership and Library Commission engages Teen Advisory Board at least quarterly
•Programs and services are aligned with community input and use
•Internet capacity in all facilities is adequate to meet demand
STANDARD: BPL provides high-quality, relevant materials and resources
•Use of new facilities is equal to or greater than current facilities of similar size and scope
•Circulation of materials
•Use of electronic resources
•Website visits
•Facility visits
•Meeting room use
•Hold requests
•Computer use
•Shelving turnaround time
•Materials holds list
•Waitlists for programs, classes, and tutoring sessions.
STANDARD: BPL’s facilities are well-maintained, safe, and adaptable to the community’s
evolving needs
•Space planning for renovated and new facilities meets ADA requirements and Colorado Library Standards
•Facilities maintenance backlog is addressed so that the condition of each facility reaches and/ or
maintains a “Good” rating according to the Facilities Condition Index
•The facility build-out plan and timing are aligned with community growth
•Design, renovation, and maintenance of library facilities align with the City’s Climate Commitment goals
STANDARD: BPL maintains efficient operating practices
•Patron use of self-check over service desk for materials circulation is 80 percent or more
•Patron use of e-payment over service desk for fee payment is 60 percent or more
•Time to shelf for returned materials is 24 hours or less
STANDARD: BPL’s operating and capital budget is financially sustainable
•Volunteer Return on Investment
•Funding per capita/user
•Grants obtained
•Sources and amounts of revenue are stable and matching demand
•Operating and capital budget is adequate to maintain service levels and support growth to address
community needs
•Staff expenditures range from 60 to 65 percent of the operating budget
14 Library Research Service Research and Statistics About Libraries. Colorado Public Library Statistics and Profiles. www.lrs.org/data-tools/public-libraries/annual-statistics
Indicates a INCREASE Indicates a DESCREASE
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 43 of 66
64 65PART 5INVESTMENT PRIORITIES & FUNDING
CURRENT INVESTMENT STRATEGY
BPL’s annual operating budget is funded by a combination of six sources within
the City’s financial structure. Each fund has unique revenue sources which support
unique expenditures. 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.
ONGOING FUNDING RESOURCES
General Fund (Sales and Use Tax)
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. 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. Any
unspent Library Department appropriations at the end of a given fiscal year fall to General
Fund Balance. The library uses the General Fund allocation for personnel, facilities, supplies
equipment and overhead.
Library Department Revenues
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.
Operating revenues may be re-appropriated to the library at the discretion of the City Council
either through the annual budget process or through the Adjustment to Base (ATB) budget
process. Operating revenues are often requested for re-appropriation to the library for the
purchase of library materials, to support the volunteer program, and offset overhead costs for
rental of the Canyon Theater.
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 donations 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 Charter15, expenditures of revenues from items 2 and 3 above
shall be made only upon the favorable recommendation of the Library Commission. Most of the balance of this fund
is comprised of donor-restricted gifts and contributions.
The Library Fund described above was established in 2016 following a voter approved city charter change. Prior to the
charter change, BPL’s operating budget was funded from a previous version of the Library Fund (referred to as the old
Library Fund or library reserve fund). This fund, while called out separately in name, existed within the General Fund
and allowed for the commingling of restricted and unrestricted revenue sources, i.e. dedicated property taxes mixed
with sales and use tax transferred in from the General Fund. When the new Library Fund was established, the balance
that had accumulated over the years in the old Library Fund was set aside within the General Fund to be used for
future library needs.
Computer Replacement Fund (CRF)
The city’s Innovation and 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 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 cost.
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. The library’s contribution is included in the
supplies, equipment, and overhead category of the Boulder Public Library Uses of Funds graph.
Equipment Replacement Fund (ERF)
The city’s Public Works Department– 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. The library’s
contribution is included in the supplies, equipment, and overhead category of the Boulder Public Library Uses of
Funds graph.
15 The Charter of the City of Boulder, article IX, section 134. library.municode.com/co/boulder/codes/municipal_code?nodeId=THCHBOCO_ARTIXADCO_LICO_S134LIFU
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 44 of 66
66 67
CURRENT INVESTMENT STRATEGY CONT.
Equipment Replacement Fund (ERF) Cont.
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 Public Works Department– 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:
1. Maintenance: maintenance of existing building systems or components where the cost exceeds $3,000 per repair
2. Renovation: replacement of 50 percent or more of a building system or component
3. Replacement: replacement of 100 percent of a building system or component
HVAC (heating, ventilation, and air conditioning) and fixtures are included in FR&R.
PART 5
INVESTMENT PRIORITIES & FUNDING
2017 Boulder Public Library Sources of Ongoing FundsTotal $7,911,425General Fund (Sales and Use Tax) $6,406,608 81%Grants and Donations $314,491 4%Library Department Revenues $153,000 2%Property Tax $1,037,326 13%2017 Boulder Public Library Uses of FundsTotal $7,960,964Personnel $5,459,673 69%Supplies, Equipment and Overhead $921,225 11%Collections $972,787 12%Facilities $148,978 2%Programs and Outreach $458,300 6%
2017 Boulder Public Library
Sources of Ongoing Funds
Total $7,911,425
$1,037,326
$153,000
$314,491
$6,406,608
2017 Boulder Public Library
Uses of Funds
Total $7,960,964
$458,300
$148,978
$972,787
$921,225
$5,459,673
2017 BOULDER PUBLIC LIBRARY SOURCES
OF ONGOING FUNDS Total $7,911,425
2017 Boulder Public Library Sources of Ongoing Funds
Total $7,911,425
General Fund (Sales and Use Tax)$6,406,60881%
Grants and Donations$314,4914%
Library Department Revenues$153,0002%
Property Tax$1,037,32613%
2017 Boulder Public Library Uses of Funds
Total $7,960,964
Personnel$5,459,67369%
Supplies, Equipment and Overhead$921,22511%
Collections$972,78712%
Facilities$148,9782%
Programs and Outreach$458,3006%
2017 Boulder Public Library
Sources of Ongoing Funds
Total $7,911,425
$1,037,326
$153,000
$314,491
$6,406,608
2017 Boulder Public Library
Uses of Funds
Total $7,960,964
$458,300
$148,978
$972,787
$921,225
$5,459,673
Property Tax | $1,037,326, 13%
Library Department Revenues | $153,000, 2%
Grants & Donations | $314,491, 4%
General Fund (Sales and Use Tax) | $6,406,608, 81%
SOURCE: 2017 City of Boulder Budget
2017 BOULDER PUBLIC LIBRARY USES OF FUNDS Total $7,960,964
Programs & Outreach | $458,300, 6%
Facilities | $148,978, 2%
Collections | $972,787, 12%
Supplies, Equipment & Overhead | $921,225, 11%
Personnel | $5,459,673, 69%
SOURCE: 2017 City of Boulder Budget
CAPITAL AND ONE-TIME FUNDING RESOURCES
There are several sources of funds restricted for the library use. These funds may be used for one-time projects and
capital needs and may have specific restrictions for how they may be expended.
Capital Development Fund
The city’s Public Works Department– 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 BPL. 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.
Blystadt-Laesar House Proceeds
The library has proceeds from the sale of the Blystadt-Laeser House at 1117 Pine St. sitting in a restricted account within
the General Fund. The house was purchased in late 1986 to supplement the archival storage needs of the Carnegie
Branch Library. After the purchase, the house was determined to be inadequate for its intended use, and when it was
sold in 2002, the intention was to use sale proceeds to fund other archival storage options such as digitization.
Library Fund $533,000
Library Fund Reserve $1,400,000
Library FR&R Fund $372,000
Development Excise Tax $166,000
Impact Fees $1,018,000
Blystadt-Laeser House proceeds $355,000
Estimated Balances* of Funds
Designated for Library Use
*As of May 2018, with allocations for 2018 projects (North Boulder Branch
Library, Main Library Restroom Renovation, and Carnegie Library for Local
History digitization project) deducted.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 45 of 66
68 69
PART 5
INVESTMENT PRIORITIES & FUNDING
LIBRARY DEPARTMENT BUDGET BASICS
Library Department Funding Structure
Fund and Revenue/Source Expenditure Type
General Fund
Sales and Use Tax
Property Tax
Misc. Fees and Other Taxes
Library Revenue
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
Library Operations
Materials Acquisition
Donor Designated Programs/Materials*
Computer Replacement
Equipment Replacement
Major Maintenance, Renovation and
Replacement of Library Facilites
Capex That Expands Library Capacity
Annualized “Smoothed” Contributions
Comp. Purchased on Behalf of Library
Annualized “Smoothed” Contributions
Eq. Purchased on Behalf of Library
Annual Variable Contributions
Capital Maintenance Work
*Budgeted expenditures require favorable recommendation from the Library Commission
Community Partnerships, Collaborations, and Volunteer Support
Annual support for library programs comes from the community’s donations through the Boulder Library Foundation
(BLF). BLF board of directors determine the amount of funding to commit to BPL each year for programs. Since 2015,
the BLF has committed $250,000 annually for programs and events. In addition to ongoing support of most programs
and events offered by the library, BLF regularly invests one-time funds to help implement capital project like the BLDG
61 Makerspace and the north Boulder branch library. Library staff also regularly applies to other grant agencies to
supplement funding for programs and the collection.
The value of the formal partnerships and community collaborations is difficult to quantify as there both tangible and
intangible benefits from both. Partnerships and informal collaborations allow BPL to leverage its resources to increase
positive impact and benefit of its programs and services to the community. Likewise, contribution from volunteers is
invaluable to BPLs success. As mentioned in the accomplishments during the past decade, volunteers contribute their
time and talent at the library for the community. Their efforts allow the library to maintain quality collections, present
engaging programs, and take library services into the community.
BPL will continue to offer meaningful opportunities for volunteerism and cultivate mutually-beneficial collaborations
and partnerships to make the most of its resources to benefit the community.
Capital Assets
BPL provides programs and services in five facilities throughout the city. The Carnegie Library for Local History, the
George Reynolds Branch Library, and the Main Library are city-owned facilities and the Meadows Branch Library and
the NoBo Corner Library are rented facilities. The following table shows the growth of BPL from 1907 through 2017.
YEAR PROJECT PROJECT SQUARE
FOOTAGE
TOTAL CUMULATIVE
SQUARE FOOTAGE
1907 Carnegie Library (original main library)4,000 4,000
1961 Main Library on Canyon Blvd 23,899 27,899
1968 George Reynolds Branch Library 4,070 31,969
1974 Main Library (middle addition)14,680 46,649
1986 Blystat-Laeser House annexed to Carnegie Library 1,100 47,749
1990 Meadows Branch Library 7,800 55,549
1992 Main Library (south addition)53,585 109,134
1994 George Reynolds Branch Library addition 5,580 114,714
2002 Blystat-Laeser House sold (1,100)113,614
2014 NoBo Corner Library 570 114,184
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 46 of 66
70 71
PART 5
INVESTMENT PRIORITIES & FUNDING
FUTURE INVESTMENT STRATEGY
During the past ten years, several staff organizational changes have been made to improve efficiency, place a greater
focus on customer service and increase program offerings including adding the NoBo Corner Library location and the
BLDG 61 Makerspace at the Main Library. Hours open to the public increased 15.5 percent, and circulation of materials
by 32 percent. Cardholders also increased by 76 percent and program attendance by 64 percent. In the same time
frame, staffing was reduced from 79.45 to 75.5 FTE, an overall five percent decrease, and 17 percent decrease per
population served. Meanwhile, the operating revenue increased 3 percent (adjusted for inflation). The table below
summarizes the input and output measures that BPL tracks annually.
Summary of Change in Annual Input and Output Measures from 2006–2016
INPUT MEASURE 2006 2016 PERCENT
CHANGE
Total operating revenue $5,976,844 $7,512,839 +25%, [3%]*
Staff FTE 79.45 75.5 -5%
Total expenditures per capita $61.61 $71.42 +16%, [-5%]*
Staff expenditures per capita $43.56 $47.39 +9%, [-12%]*
Staff expenditures as percent of total
operating expenditures
71%66% -5%
Hours open to the public 10,724 12,378 +15.5%
2006 PERCENT
CHANGE
OUTPUT MEASURE 2006 2016 PERCENT
CHANGE
Total circulations 1,109,619 1,473,520 +32%
Staff per 10,000 circulations 0.72 0.51 -29%
Total cardholders 79,485 140,607 +76%
Cardholders as percent of the population 82%131%+59%
Staff per 1,000 served 0.82 0.7 -17%
Total program attendance 62,211 102,072 +64%
Program attendance per 1,000 served 638 951 +50%
Summer of Discovery program
participants
428 3018 +598%
*adjusted for inflation | SOURCE: Library Research Service – 2016 Colorado Public Library Statistics
Staff workload has reached capacity and additional investment is needed to:
• Maintain current service levels and quality;
• Address growth in library use that has occurred since the 2014 Main Library Renovation and emphasis on core
youth-focused programs such as storytime and STEAM programs; and
• Address patron requests for expansion of facilities, programs and services.
High-level cost estimates have been determined for implementing the Master Plan goals. The ongoing operating, and
one-time and capital costs are organized by the following broad expenditure categories:
• Personnel
• Programs and outreach
• Supplies, equipment and overhead
• Collections
• Facilities
These costs are grouped by budget priority level (maintain service levels, address community demand, service
expansion) and shown in the graphs below.
Ongoing facilities costs include security services funded by the library’s operating budget. It also includes ongoing
facilities costs that are managed by FAM for janitorial services and catch up funding for Operation and Maintenance,
Major Maintenance and Renovation and Replacement funding ($63,000) which are currently underfunded.
ESTIMATED ONGOING OPERATING COSTS BY PRIORITY LEVEL
Facilities
Collections
Supplies, Equipment & Overhead
Programs & Outreach
Personnel
Maintain Service
Levels Meet Demand Expand Services
Personnel $229,000 $1,145,000 $684,000
Programs and outreach 40000
Supplies, equipment, and overhead $68,500 75500 $14,000
Collections $500,000
Facilities $164,000 $190,000 $126,000
Total $461,500 $1,950,500 $824,000
Maintain Service
Levels Meet Demand Expand Services
Programs and outreach $80,000
Supplies, equipment, and overhead $49,000 $150,000
Collections $400,000 $125,000
Facilities $4,625,000 $7,495,000 $461,000
Total $4,754,000 $8,045,000 $586,000
Critical Meet Demand Expansion Check Total
$461,500 $1,950,500 $824,000 $3,236,000
$405,500 $2,006,500 $824,000 $3,236,000
$56,000 ($56,000)$0
Critical Meet Demand Expansion Check Total
$4,754,000 $8,045,000 $586,000 $13,385,000
$4,737,500 $8,061,500 $586,000 $13,385,000
$16,500 -$16,500 $0
Estimated Ongoing Operating Costs
by Priority Level
Expand Services
Meet Demand
Maintain Service Levels
$0$512,500$1,025,000$1,537,500$2,050,000$164,000
$190,000
$126,000
Personnel
Programs and outreach
Supplies, equipment, and overhead
Collections
Facilities
One-Time and Capital Costs
by Priority Level
Expand Services
Meet Demand
Maintain Service Levels
$0$1,625,000$3,250,000$4,875,000$6,500,000$4,625,000
$7,495,000
$461,000
Programs and outreach
Supplies, equipment, and overhead
Collections
Facilities
EXPAND SERVICES
MEET DEMAND
MAINTAIN SERVICE LEVELS
$0 $500,000 $1,000,000 $1,500,000 $2,000,000
$824,000
$1,950,500
$461,500
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 47 of 66
72 73
PART 5
INVESTMENT PRIORITIES & FUNDING
FUTURE INVESTMENT STRATEGY CONT.
ONE-TIME AND CAPITAL COSTS BY PRIORITY LEVEL
Facilities
Collections
Supplies, Equipment & Overhead
Programs & Outreach
Maintain Service Levels Meet Demand Expand ServicesPersonnel$229,000 $1,145,000 $684,000Programs and outreach 40000Supplies, equipment, and overhead$68,500 75500 $14,000Collections$500,000Facilities$164,000 $190,000 $126,000Total$461,500 $1,950,500 $824,000Maintain Service Levels Meet Demand Expand ServicesPrograms and outreach$80,000Supplies, equipment, and overhead$49,000 $150,000Collections$400,000 $125,000Facilities$4,625,000 $7,495,000 $461,000Total$4,754,000 $8,045,000 $586,000CriticalMeet Demand Expansion Check Total$461,500$1,950,500 $824,000 $3,236,000
$405,500$2,006,500 $824,000 $3,236,000
$56,000($56,000)$0
CriticalMeet Demand Expansion Check Total
$4,754,000$8,045,000 $586,000 $13,385,000
$4,737,500$8,061,500 $586,000 $13,385,000
$16,500-$16,500 $0
Estimated Ongoing Operating Costs by Priority Level Expand ServicesMeet DemandMaintain Service Levels
$0$512,500$1,025,000$1,537,500$2,050,000$164,000 $190,000$126,000
Personnel
Programs and outreach
Supplies, equipment, and overhead
Collections
Facilities
One-Time and Capital Costs
by Priority Level
Expand Services
Meet Demand
Maintain Service Levels
$0$1,625,000$3,250,000$4,875,000$6,500,000$4,625,000
$7,495,000
$461,000
Programs and outreach
Supplies, equipment, and overhead
Collections
Facilities
EXPAND SERVICES
MEET DEMAND
MAINTAIN SERVICE LEVELS
$0 $1,625,000 $3,250,000 $4,875,000 $6,500,000
$461,000
$7,495,000
$4,625,000
One-time and Capital costs include addressing the current facilities maintenance backlog ($3.7 million in Maintain
Service levels) which is unfunded, the north Boulder branch library construction ($6.7 million) that is primarily funded
from the Community, Culture, and Safety Tax; and the Main Library restroom renovation ($650,000) which is funded
by the old Library Fund reserve.
FINANCIAL SUSTAINABILITY
Most public libraries measure funding and count metrics on a per capita basis. In comparison to other public libraries
in Colorado, BPL ranks in the upper third for per capita funding (Appendix C). However, evaluating performance on a
per capita basis does not accurately represent actual use. Further, evaluating or basing funding solely on a per capita
basis does not address the impacts of use by patrons that reside outside of the legal service area. Boulder is a regional
hub for employment and for library use. No library system of BPL’s size has a similar, disproportionate number of
cardholders in relation to population. Most Colorado libraries with even remotely similar user bases are mountain
resort towns (Appendix D). If library funding and metrics are analyzed per registered user (cardholder), BPL drops down
into the lower third in funding for Colorado.
*A Revolution of Rangeview Libraries, Adams County, CO | SOURCE: Library Research Service – 2016 Colorado Public Library Statistics
WESTMINISTER PUBLIC LIBRARY
PUEBLO CITY-COUNTY
LIBRARY DISTRICT
POUDRE RIVER PUBLIC
LIBRARY DISTRICT
LONGMONT PUBLIC LIBRARY
ANYTHINK LIBRARIES*
BOULDER PUBLIC LIBRARY
Per Registered Borrower
Per Capita
$0 $35 $70 $105 $140
If library funding is measured based upon the number of people that use the system, instead of the legal
service area population, BPL would need an increased funding level of more than 33% or approximately
$4 million per year to achieve funding levels equivalent to that of the Denver Public Library or to meet the
average funding levels for medium or large libraries on Colorado’s Front Range.
The Library is committed to:
• Serving the community well, implementing a budget strategy that provides appropriate funding with
transparent administration;
• Efficiently managing community resources to provide high-value services through the effective
stewardship of public funds;
• Developing a ten-year library capital needs plan and funding strategy;
• Maintaining the current assets to meet industry standards; and
• Securing funding sources that will provide financial sustainability and resources address evolving
community needs and priorities.
BPL staff and Library Commission will work in collaboration with the City Manager’s Office and the City Council
to identify, evaluate the options, select and implement a financial strategy to maintain service levels, meet
community demand, and expand services to address future community growth. BPL is fortunate to have the
community’s support. Seventy-two percent of respondents to the library master plan community survey
indicated they would “support” or “strongly support” increasing their taxes to pay for library services. Further
investigation is needed to understand the best option to obtain increased and stable funding for the library.
COMPARISON OF OPERATING EXPENDITURES
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 48 of 66
74 75
PART 5
INVESTMENT PRIORITIES & FUNDING
OPTIONS FOR INCREASED MUNICIPAL FUNDING
Funding the Master Plan goals represents a significant financial investment estimated to be as much as a $20 million
total increase in costs to the city budget over five years – approximately $3 million in annual ongoing operating costs
and $1 million in annual unfunded one-time and capital expenses. Additional revenues will need to be secured in
addition to the current-level of annual appropriations from the General Fund to fund library needs. Capital projects are
reviewed and considered in the Capital Improvement Program (CIP) that is part of the city’s annual budget process.
The following options to increase municipal funding assume that the current level of General Fund support for BPL
remains constant, approximately $6.4 million annually, unless otherwise indicated. The two major sources of general
fund revenue are sales and use tax and property tax. Sales and use tax is a volatile revenue source while property tax
is a more stable revenue source.
Reallocate Current City Funds
To keep the city’s budget balanced, a change in the allocation of resources requires moving currently allocated
resources from one program or service to another. If the decision is made to reallocate current General Fund resources
from other general fund programs to the library, it would require a reduction in other general fund city services (fire;
police; parks and recreation; and city support services such as finance, Human Resources, Planning, Housing and
Sustainability, Public Works, and the City Manager’s Office). The changes would be accomplished through the annual
budget process. The actual impact on current programs would be known once the budget trade-offs were proposed.
Request Voters Dedicate an Additional Increment of Sales Tax for the Library
Proposals for a sales tax increase require an ordinance from City Council prior to putting the proposed changes to a
vote. The current sales and use tax rate in the city is 3.86 percent. There is an additional 0.15 percent tax on prepared
food only and the revenue is dedicated to the Boulder Visitors and Convention Bureau. Each one-tenth of a cent
increase in sales and use tax currently generates approximately $3.3 million annually. When fully implemented, the
master plan costs are estimated to require an increase of 0.12 percent in sales and use tax. This would increase the city
sales and use tax rate to 3.98 percent (4.13 percent on prepared foods). See the Regional Sales and Use Tax Rates table
below for comparison to other cities in the region.
Request Voters Dedicate a New Property Tax for the Library
Proposals for a property tax increase also require an ordinance from City Council prior to putting the proposed
changes to a vote.
Option 1: Reallocate current city property taxes to dedicate a greater share to library services.
Article IX, section 13416 of the City Charter includes language specifying the library’s current portion of city
property taxes. Even though reallocating current property taxes would not result in an overall increase, this part of
charter would need to be amended by the voters to dedicate more of the current mill levy for library purposes.
16 The Charter of the City of Boulder, article IX, section 134. library.municode.com/co/boulder/codes/municipal_code?nodeId=THCHBOCO_ARTIXADCO_LICO_S134LIFU 17 The Charter of the City of Boulder, article VI, section 94. library.municode.com/co/boulder/codes/municipal_code?nodeId=THCHBOCO_ARTIXADCO_LICO_S134LIFU
Option 2: Request voters increase the city property tax mill levy and dedicate the amount needed to fully
fund library services.
In addition to City Charter article IX, section 134 specifying the share of city property taxes dedicated to the library,
article VI, section 9417 imposes a 13-mill cap on the total property tax that can be levied by the City. Increasing
the cap and dedicating the amount needed to fully fund library services requires voter-approved changes to
both articles in the City Charter. Once approved by the voters, budget reallocations to distribute the current sales
and use tax revenues that are appropriated to the library could occur during the annual budget process or via a
supplemental appropriation.
New library master plan program costs will occur over several years and the increase in the property tax mill levy
could be phased in to correspond to the implementation of the new services. An increase in the overall mill levy
allowed by the charter would support library needs and could allow the city additional headway to fund other city
projects in the event other needs arise in the next decades.
Regional Sales and Use Tax Rates
CITY LOCAL PERCENT
TAX RATE
TOTAL PERCENT
TAX RATE
LOCAL TAX RATE IF COB
INCREASED .12 %
Broomfield 4.15 8.15 4.15
Boulder 3.86 8.845 3.98
Fort Collins 3.85 7.30 3.85
Denver 3.65 7.65 3.65
Lafayette 3.50 8.485 3.50
Louisville 3.65 8.635 3.65
Arvada 3.46 8.21 3.46
Longmont 3.53 8.515 3.53
Golden 3.00 7.50 3.00
Loveland 3.00 6.45 3.00
SOURCE: 2018 Colorado Department of Revenue – Taxation Division.
Total rate may be different in city is in more than one county.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 49 of 66
76 77
PART 5
INVESTMENT PRIORITIES & FUNDING
18 Taxpayer Bill of Rights (TABOR) Amendment passed in 1992. TABOR prohibits any tax increase without a vote of the people. In addition, TABOR places strict limits on how
much revenue the state can keep and how much it can spend.
19 Gallagher Amendment passed in 1982, was designed to maintain a constant ratio between residential property tax revenue and business property tax revenue. The effect of
Gallagher was to reduce the assessment rate (the percent of property value that is subject to taxation) whenever statewide total residential property values increased faster
than business property values.
Some Advantages and Challenges of the City Retaining Governance of the Library
System and Increasing and/or Reallocating Tax Revenues LIBRARY DISTRICT FUNDING & GOVERNANCE
Another option to increase library funding would be to form a library district. Library districts are the most common
form of governance and funding for libraries in Colorado. One third of BPL cardholders reside outside of Boulder
city limits. Forming a library district would capture funding from residents outside the city limits that the library
serves. See the following appendices for information related to forming a library district.
•A summary of the cities and counties where current BPL cardholders reside - Appendix E.
•A map of current BPL patron households within the Boulder Valley Comprehensive Plan area and outlying
areas - Appendix F.
•A map of Colorado library jurisdictions - Appendix G.
A library district is a local entity other than a county, municipality, township or school district that is authorized by
state law to establish and operate a public library as defined by the National Center for Education Statistics. It has
sufficient administrative and fiscal autonomy to qualify as a separate government entity. While special districts such
as fire and water and sewer districts are grouped together and governed by title 32 under Colorado law, libraries are a
distinct form of district and governed in Colorado by title 24. Fiscal autonomy of libraries requires support from local
taxation dedicated to library purposes (e.g., a library tax). The residents within the boundaries of the district must
produce a majority vote in favor of being included in the district and must approve any new or increased library taxes
within the district boundaries.
If a library district is formed to include only the city limits, the City Council would appoint a library district board.
If a library district’s boundaries include areas outside of the city limits, City Council will coordinate with the
County Commissioners to appoint the board members. This board would then function independently of the
city government, with primary responsibilities of hiring a library director, approving expenditures and overseeing
all district strategy and accountability for operational efficiencies. The district would assume responsibilities for
all administrative functions (human resources, finance, facilities management, insurance, employee benefits and
retirement, etc.) or choose to contract with the city or other entities to provide these services. All library employees
would become employees of the district.
The City Council and Library Commission would consult the Boulder Valley Comprehensive Plan and work with
Boulder County commissioners to identify district boundaries which would include areas of unincorporated Boulder
County that do not have adjacent areas with other entities providing municipal or district library services. See
Appendix H for a map of areas to possibly include within a library district.
The first year of transition to a district is complicated and would require a large commitment from the board and
staff. There are several transition costs and ongoing costs that would have to be negotiated by the district and the city
and county. These costs include: election costs, facilities insurance, employee benefits, Public Employee Retirement
Association pension liability for all district employees, facilities maintenance, communications, Information
Technology services and maintenance, Human Resources and legal services.
The Colorado State Library website has information about Colorado Library Law and other state laws that impact
libraries, and legal documents for library districts in the state. These resources provide examples and guidance for
forming and administering a library district.
ADVANTAGES CHALLENGES
Library receives internal services from Innovation
Technology, Human Resources, City Attorney’s
Office, City Manager’s Office, Facilities and Finance.
Library must compete with other city departments for
the portion of its budget that is not dedicated.
Diversified revenue streams balance
economic volatility.
The city can ask the voters to lift the caps
imposed by the Taxpayer Bill of Rights (TABOR)
Amendment18 or “de-Bruce”.
State budget limits and constitutional limits, such as
TABOR and the Gallagher Amendments apply to
library districts. The effect of the Gallagher Amend-
ment means a disproportionate amount of property
tax is placed on commercial property. “De-Brucing”
requires voter approval.
City of Boulder general fund contribution of
approximately $7 million annually generated
from sales tax revenue would no longer need
to be used to support the library.
Sales and use taxes are not a stable form of revenue
and are regressive.
In general, property tax is a stable form of revenue.Raising the mill levy cap on property taxes must be
approved by the voters.
Increase the rates for sales and use or property taxes
must be approved by the voters.
Campaign and election process requires time and
monetary resources.
Property taxes are subject to periodic property
devaluations that could result in service reductions.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 50 of 66
78 79
PART 5
INVESTMENT PRIORITIES & FUNDING
Some of the Advantages and Challenges of Forming a Library District
ADVANTAGES CHALLENGES
Funding is secured directly from dedicated tax
revenues rather than competing with other city or
county departments.
Introduction of a new tax that requires voter approval.
A library district can ask the voters to lift the caps
imposed by the Taxpayer Bill of Rights (TABOR)
Amendment or “de-Bruce”.
Campaign and election process requires time and
monetary resources.
The 0.333 property tax mill levy for Boulder
property owners to fund libraries may be
rescinded. More investigation is required to
determine this.
State budget limits and constitutional limits, such as
TABOR and the Gallagher Amendments apply to city
government. The effect of the Gallagher Amendment19
means a disproportionate amount of property tax is
placed on commercial property. “De-Brucing” requires
voter approval.
City of Boulder general fund contribution of
approximately $7 million annually generated from
sales tax revenue would no longer need to be used
to support the library.
Funding is restricted to property taxes which are sub -
ject to periodic property devaluations that could result
in service reductions. In the event of a downturn in
the assessed property values, there is usually a one or
two-year delay in property tax collections to plan how
to address any decreased revenue.
A single purpose district can enhance accountability
to the taxpayers and organizational focus.
The administrative costs the district would have if it
entered into direct charge agreements with any of the
city’s internal service departments or external vendors
could be approximately 15% higher than the overhead
costs for these services that are currently covered by
the city.
Debt can be issued to fund capital projects,
but funding received is not solely restricted to
capital costs.
The district would assume approximately $5.5 million
in unfunded net pension liability and all associated
employer contribution requirements.
Budgeting is more nimble and responsive to the
needs of the community. Unspent annual budget
can be retained for future years.
Responsibility for community assets including facili-
ties and the library collection are directly maintained
and invested in by the district at the direction of the
board and remain in service to the community.PART 6IMPLEMENTATION
Guided by the new mission, vision and guiding principles, BPL will implement
this Master Plan through an annual planning process. It will measure its success
by employing several evaluation tools including input from the community to
determine the effectiveness of its programs and services and its ability to meet
the standards outlined in Part 4 of this plan.
BPL’s annual planning process will begin prior to formation of the annual budget
request. The Library Commission will be consulted on each step of the process
which includes:
1. review of the Master Plan;
2. review of accomplishments and success measures of the initiative for the
past year as well as the status of initiatives that were not completed;
3. review and priority of the potential initiatives for the upcoming three
years along with preparation of adjusted cost estimates;
4. development of the annual budget request, policy issues, and success
measures for initiatives planned for the upcoming year;
5. mid-year adjustments in the current year plan and the three-year action
plan as needed to make the most effective use of resources.
This approach will ensure that the Boulder Public Library Master Plan is a
living document used to improve the library system in a way that reflects the
community’s goals well into the future.
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 51 of 66
80 81
APPENDIX: A
A. BENCHMARK COMPARISON
BOULDER
PUBLIC
LIBRARY
ANYTHINK
LIBRARIES
LONGMONT
PUBLIC
LIBRARY
POUDRE RIVER
PUBLIC LIBRARY
DISTRICT
PUEBLO
CITY-COUNTY
LIBRARY
DISTRICT
WESTMINISTER
PUBLIC LIBRARY2
ANN ARBOR
DISTRICT
LIBRARY4
AUSTIN
PUBLIC
LIBRARY5
CLEVELAND
HEIGHTS-
UNIVERSITY
HEIGHTS
PUBLIC
LIBRARY6
MADISON
PUBLIC
LIBRARY7
SKOKIE
PUBLIC
LIBRARY8
SERVICE AREA
Service Area Population 107,291 377,353 92,633 196,103 163,348 112,737 163,590 931,830 57,867 247,206 65,000
Registered Borrowers 140,607 113,919 85,686 156,544 137,521 118,039 -570,446 45,778 170,420 -
Total Operating Revenue $7,512,839 $15,709,919 $3,536,289 $9,470,178 $10,029,642 $3,121,085 $13,810,936 $43,187,679 $11,514,484 $18,114,656 $12,659,000
Total Operating Expenditures $7,662,840 $15,548,956 $3,332,227 $9,300,474 $9,847,133 $3,625,655 $12,231,842 $42,017,519 $8,503,725 $18,114,656 $12,659,000
Total Operating Expenditures Per Capita $71 $41 $36 $47 $60 $32 $75 $42 $147 $73 $195
Total Operating Expenditures Per
Registered Borrower
$54 $136 $39 $59 $72 $31 -$74 $186 $106 -
STAFF
Staff Expenditures $5,084,454 $6,518,942 $2,546,637 $5,685,104 $5,068,852 $2,700,748 $7,661,577 $28,677,278 $5,395,371 $11,474,221 $6,456,000
Staff Expenditures as Percentage of Total
Operating Expenditures
66%42 76%61 51%74%63%68%63%63%51%
Staff per 1,000 Patrons Served 0.70 0.31 0.49 0.51 0.62 0.37 -0.53 2.30 1.06 -
Staff per 10,000 Circulation 0.51 0.54 0.47 0.33 0.40 0.53 -4.96 7.10 12.49 5.15
Total Staff (FTE)75.50 118.63 45.50 100.00 101.75 41.98 -301.96 105.20 180.50 113.00
Staff Expenditures Per Capita $47 $17 $27 $29 $31 $24 $47 $31 $93 $46 $99
VISITS
Total Visits 982,648 1,200,700 600,174 1,021,350 1,460,368 408,676 1,564,780 3,203,534 867,100 2,167,674 817,065
Total Visits Per Capita 9.16 3.18 6.48 5.21 8.94 3.63 9.57 3.44 14.98 8.77 12.57
- = Not Available
1 Library Research Service. Colorado Public Library Statistics and Profiles. www.lrs.org. Accessed 6/19/2018
2 Westminster Public Library serves as a library for all local Front Range Community College students and community residents.
3 Turn over Rate = the number of materials checked out relative to the size of the collection. It is the number of materials circulated divided by the number of physical materi-
als held. Turnover rate indicates how often each item in the collection was lent, thus this measure is relevant to use of the collection. It may be useful to compare this figure to
selected inputs such as Volumes per Capita, and outputs such as Circulation per Capita and ILLs per 1,000 Circulation.
4 Library of Michigan. Michigan Public Library Statistics Reports. mi.countingopinions.com/index.php?page_id=7
5 Texas Public Library Statistics. www.tsl.texas.gov/ld/pubs/pls/index.html
6 State Library of Ohio. 2016 Ohio Public Library Statistics. library.ohio.gov/documents/2016-ohio-public-library-statistics
7 Wisconsin Department of Public Instruction. PRELMINARY 2016 Wisconsin Public Library Service Data. dpi.wi.gov/pld/data-reports
8 2015 data reported by Skokie Public Library. Margaret Sullivan Studio. Boulder Public Library Benchmark Comparison Study.
boulderlibrary.org/wp-content/uploads/2018/05/2017-03-17_Boulder-Benchmark-Comparison-Document-with-Appendix.pdf
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 52 of 66
82 83
APPENDIX: A
A. BENCHMARK COMPARISON
BOULDER
PUBLIC
LIBRARY
ANYTHINK
LIBRARIES
LONGMONT
PUBLIC
LIBRARY
POUDRE RIVER
PUBLIC LIBRARY
DISTRICT
PUEBLO
CITY-COUNTY
LIBRARY
DISTRICT
WESTMINISTER
PUBLIC LIBRARY2
ANN ARBOR
DISTRICT
LIBRARY4
AUSTIN
PUBLIC
LIBRARY5
CLEVELAND
HEIGHTS-
UNIVERSITY
HEIGHTS
PUBLIC
LIBRARY6
MADISON
PUBLIC
LIBRARY7
SKOKIE
PUBLIC
LIBRARY8
CIRCULATION
Total Circulation 1,473,520 2,199,127 967,026 3,029,687 2,559,461 791,944 6,871,651 6,091,175 1,481,796 1,444,804 2,193,111
Total Circulation Per Capita 13.73 5.83 10.44 15.45 15.67 7.02 42.01 6.54 25.61 5.84 33.74
Total Collection Expenditures $1,074,683 $2,025,765 $453,836 $1,155,444 $1,371,086 $437,314 $1,815,808 $3,781,586 $1,133,624 $1,005,983 $1,501,480
Collection Expenditures Per Capita $10.02 $5.37 $4.90 $5.89 $8.06 $3.88 $11.10 $4.06 $19.59 $4.07 $23.10
Materials Expenditures as a Percentage of
Total Operating Expenses
14%13%14%12%13%12%15%9%13%6%12%
Turnover Rate (physical collection)3 4.80 5.34 3.68 6.82 7.80 4.16 -3.48 - - -
PROGRAMS
Total Programs 3,260 3,150 1,928 1,736 5,644 1,391 1,649 8,862 2,922 5,262 2,455
Total Program Attendance 102,072 62,745 59,354 66,502 227,555 27,356 114,544 237,775 54,286 110,744 63,692
Total Program Attendance per 1,000 Served 951.36 166.28 640.74 339.12 1,393.07 242.65 -416.82 1,185.85 649.83 -
Summer Reading Registrants 3,523 14,877 2,819 8,384 7,098 5,214 --2,869 8,165 4,081
WEBSITE
Total Annual Website Visits 719,105 950,423 178,015 1,628,199 2,285,819 197,621 -21,838,222 - -702,921
Circulation of Electronic Collection 136,605 323,215 53,305 373,328 213,654 45,831 414,451 1,066,809 151,748 282,027 -
- = Not Available
1 Library Research Service. Colorado Public Library Statistics and Profiles. www.lrs.org. Accessed 6/19/2018
2 Westminster Public Library serves as a library for all local Front Range Community College students and community residents.
3 Turn over Rate = the number of materials checked out relative to the size of the collection. It is the number of materials circulated divided by the number of physical materi-
als held. Turnover rate indicates how often each item in the collection was lent, thus this measure is relevant to use of the collection. It may be useful to compare this figure to
selected inputs such as Volumes per Capita, and outputs such as Circulation per Capita and ILLs per 1,000 Circulation.
4 Library of Michigan. Michigan Public Library Statistics Reports. mi.countingopinions.com/index.php?page_id=7
5 Texas Public Library Statistics. www.tsl.texas.gov/ld/pubs/pls/index.html
6 State Library of Ohio. 2016 Ohio Public Library Statistics. library.ohio.gov/documents/2016-ohio-public-library-statistics
7 Wisconsin Department of Public Instruction. PRELMINARY 2016 Wisconsin Public Library Service Data. dpi.wi.gov/pld/data-reports
8 2015 data reported by Skokie Public Library. Margaret Sullivan Studio. Boulder Public Library Benchmark Comparison Study.
boulderlibrary.org/wp-content/uploads/2018/05/2017-03-17_Boulder-Benchmark-Comparison-Document-with-Appendix.pdf
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 53 of 66
84 85
APPENDIX: B
WHAT OUR COMMUNITY SAYS ABOUT BPL
Results from the 2016 Boulder Community Survey show strong satisfaction of respondents with library
services. They also reveal opportunities to improve access to services in Gunbarrel and improve outreach to
Latinx members of the community.
OVERALL RESULTS
Rated BPL as “good” or “excellent”94%
Use the library at least once per month 69%
City of Boulder 2016 Community Survey
Overall Results about Library Services
SOURCE: City of Boulder 2016 Community Survey
The satisfaction ratings improved from
the 2014 survey results. The frequency
of library use is similar to the national
benchmark for this survey.
CENTRAL
BOULDER
NORTH
CENTRAL
BOULDER
SOUTH
CROSS -
ROADS
& CU
EAST BOULDER
& GUNBARREL
NORTH
BOULDER &
PALO PARK
SOUTH
BOULDER
SOUTHEAST
BOULDER
Rated BPL
as “good”
or “excel-
lent”
95%98%95%87%93%94%94%
Use the
library
at least
once per
month
75%80%51%57%75%81%65%
City of Boulder 2016 Community Survey
Geographic Crosstab Results about Library Services
SOURCE: City of Boulder 2016 Community Survey
A geographic crosstab of the results showed slightly fewer Gunbarrel respondents rated the library as excellent or
good, compared to respondents in the other areas of the city. The number of “Crossroads & CU” and “East Boulder
& Gunbarrel” respondents that reported using the library at least once per month was about 20 percent less than
respondents from other areas in the city.
WHITE ALONE,
NOT HISPANIC
HISPANIC AND/OR
OTHER RACE
Rated BPL as “good” or “excellent”95%88%
Use the library at least once per month 70%65%
City of Boulder 2016 Community Survey
Demographic Crosstab Results about Library Services
SOURCE: City of Boulder 2016 Community Survey
The demographic crosstab of results showed that respondents who identified as “Hispanic and/or other race”
who rated the library as excellent or good were five-percent less than the other groups. These relatively lower
ratings of library service between groups may correlate to the feedback received from the community during
the master planning activities regarding accessibility to library services and represent potential opportunities
for improvement.
MASTER PLAN COMMUNITY INPUT
The best part of the library’s master planning process was the opportunity to learn from the community what
they want for the future of the library. Library staff and the Library Commissions appreciated hearing what patrons
value about the library and how it might better meet their needs. Input was collected over several months and
during a variety of engagement activity. Reports summarizing the input received during each of these activities is
available at boulderlibrary.org/about/library-master-plan. Highlights from those summaries are described below.
BPL Master Plan Community Survey
The Community Engagement and Feedback Report summarizes community input received from the Master Plan
community survey and several focus groups that were conducted by consultants Joining Vision and Action LLC.
Most respondents identified as white (84 percent) with Hispanic or Latinx respondents representing a significantly
smaller number (3.8 percent). The report outlined BPL’s key strengths and key needs or gaps as:
Key Strengths
Overall, feedback gathered through both the survey and the focus groups was positive
regarding the library overall, the staff and programs. The following stood out as particular strengths:
• Library has a strong base of support
• Library seen as valuable resource for youth and children
• Staff interactions highly rated and valued
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 54 of 66
86 87
APPENDIX: B
MASTER PLAN COMMUNITY INPUT CONT.
Key Needs or Gaps
Some needs or gaps also arose from the feedback received. These points are opportunities for BPL to improve
services and have all been incorporated into the Master Plan goals. These needs are as follows:
• Residents in North Boulder and Gunbarrel feel underserved by current library facilities
• Increased awareness of library’s offerings
• Bilingual services may not be adequate or there is a lack of awareness of available services
• Create a community forum and act as a catalyst for community engagement
• Serve as a gathering place for diverse populations to promote inclusion and participation of both majority
and various minority groups
Respondents were asked to rate the library strengths as being a good place for children and youth and to engage
in several activities. The results are in the graph below.
THE LIBRARY IS A GOOD PLACE FOR...
CONDUCTING BUSINESS
EATING LUNCH OR GETTING
A BEVERAGE
MEETING WITH FRIENDS
RELAXING
HANDS-ON LEARNING
SEEKING HELP WITH BOOK
RECOMMENDATIONS
SEEKING HELP WITH RESEARCH
READING OR STUDYING
ATTENDING PROGRAMS
ATTENDING & PARTICIPATING
IN COMMUNITY EVENTS
YOUTH & CHILDREN
0 1.1 2.2 3.3 4.4
2.9
3.02
3.32
3.66
3.75
3.93
3.97
4.16
4.16
4.18
4.4
Average Rating Where 1 = Strongly Disagree & 5 = Strongly Agree
SOURCE: 2017 Community Engagement and Feedback Report, Joining Vision and Action LLC
Respondents aged 65+ rated all areas lower than respondents in all other age groups. This aligns with national trends for
how this age group rates library services in general. Considering that this demographic is expected to grow dramatically
during the next decade, this may indicate an opportunity to cultivate greater connection with patrons of this age group
to better understand how library services could be designed to better serve them. Respondents aged 35 and younger
rated the library highest for being a good place to study or read. With this age group being the most likely to be in
school, it appears the library is rated highest in providing reading and studying space to those who need it the most.
AVERAGE ALLOCATION PERCENTAGE OF CAPITAL FUNDS
EXPAND VENUES FOR COMMUNITY IMPROVE
THE CANYON THEATRE
EXPAND VENUES FOR PERFORMING ARTS
INTERIOR REMODEL OF THE LIBRARY NEAREST
MY NEIGHBORHOOD
HOLD ONTO THE FUNDS FOR A FUTURE PROJECT
EXPAND THE MAKERSPACE
OTHER
USE IT TO MAINTAIN CURRENT FACILITIES
AT A HIGH LEVEL
BUILDING NEW LIBRARY IN MY NEIGHBORHOOD
0 10% 20% 30% 40%
0.165
0.174
0.177
0.189
0.206
0.208
0.351
0.366
0.39
SOURCE: 2017 Community Engagement and Feedback Report, Joining Vision and Action LLC
Respondents were given an imaginary $100 to spend in the areas listed in the graph above. On average, respondents
spent 39 percent of their allotment on building a new library in their neighborhood and 36 percent on maintain current
facilities at a high level. Overall, library patrons value existing library facilities and want them maintained at a high level.
By far, the most common destination for allocation of capital funds was maintaining current facilities. The responses
were cross-tabulated with the area of the city that respondents said they resided. The results showed that Gunbarrel
residents strongly desire a new library. Gunbarrel respondents were the only area to allocate more funds toward a new
library than toward maintaining current facilities. Some respondents who identified North Boulder as the area of the
city in which they reside desire to have a new library location. These respondents contributed, on average, 40 percent of
their allocation to new library in their neighborhood.
The most common request under the ‘other’ item was to use the funds to increase the library’s physical and digital
collections. Some of the other more common requests were to allocate funds to:
• Address the perceived issues created by the homeless
population in the library (i.e., occupied seating and
issues of safety)
• More activities and programs for children
• Increase access through drop-off areas or
mobile libraries
• To offer more events such as author readings
• To extend the hours the libraries are open
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 55 of 66
88 89
APPENDIX: B
Respondents were given an imaginary $100 to spend on operating budget items. Respondents value physical
media. Both the highest average allocation and the greatest total allocation of operating funds went toward more
physical media.
Respondents were asked a series of questions to evaluate how well the library is meeting their needs, the needs
of members of their household, and how well they think it is meeting the needs of the community. Overall, the
ratings were positive. Boulder residents rated the library better at meeting their own needs than the needs of
their community. Gunbarrel and North Boulder respondents rate the library lowest for meeting the needs of the
community. Gunbarrel residents rated the library, on average, a point lower than any other Boulder neighborhood
indicating that BPL may not fully meet their needs. Respondents aged 45–54 years rated the library lowest for
meeting their needs and the needs of their household. While in general, lower income respondents tend to rate the
library as meeting their needs better than higher income respondents.
Respondents were asked to select their preferences from a list of ways in which they could support the library
then they were asked how likely they would be to support a tax increase for library funding. Respondents aged 65
and older represent the largest group who support the library by volunteering. Patrons who identified as making
$80,000 to $200,000 per year household income were the largest group who are willing to donate. Seventy-one
percent of respondents are likely or very likely to support tax increase for the library.
A higher percentage of Hispanic and Latinx respondents indicated never using the library website or app than other
ethnic groups. They also rated their interactions with staff slightly lower and rated the library lower for meeting
their needs. Overall the library rated lowest by Spanish speaking survey respondents. This may indicate a potential
gap in library services meeting the needs of these individuals and the needs of members of their households.
Hispanic or Latinx respondents were also less supportive of voting for a tax increase to fund the library.
SOURCE: 2017 Community Engagement and Feedback Report, Joining Vision and Action LLC
AVERAGE ALLOCATION PERCENTAGE OF CAPITAL FUNDS
MORE BOOKS, DVDS, CDS, ETC.
MORE E-BOOKS, AUDIOBOOKS, STREAMING
MORE LIBRARY STAFF
MORE COMMUNITY SPACE
0 11% 21% 32% 42%
0.284
0.356
0.401
0.284
MASTER PLAN COMMUNITY INPUT CONT.
BPL Master Plan Focus Groups
Participants in focus groups facilitated by Joining Vision
and Action LLC said BPL’s facilities are welcoming and
offer a comfortable atmosphere. They appreciate access
to the open interior spaces, study rooms and meet-
ing rooms and consider the availability of computers
for use a strength. The Main Library and the Meadows
Branch Library were identified as facilities providing con-
venient access. The BLDG61 Makerspace was one of the
most recognized and appealing aspects of the library
according to the focus groups, and the Seeds Café at
the Main Library was identified as a convenient location
to visit when visiting the library.
Participants said the library is a family friendly space that
offers a variety of resources for parents and their children
to enjoy together. Bilingual story time was identified
as being a strength of the library, and some suggested
expanding the offerings into more languages. Partici-
pants mentioned how valuable it is to have these kinds
of programs every day of the week at all the different
branches. Moreover, children’s programs were especially
liked and discussed positively by Spanish-speaking partic-
ipants, who mentioned the importance of programs for
children for their families as an effective way to become
more involved in the community and form connections.
The diverse variety of events offered by the library allows
people beyond frequent library users to access many
of its great resources. They expressed the view that the
library offers a sense of community.
Participants pointed out that the staff and the librarians
are “very knowledgeable.” Participants perceive them as
being “real resources” that are always available to help
and answer questions, which, according to one partici-
pant, is especially true and important for homeschooled
kids. Moreover, participants feel they can count on staff
to give good book recommendations. Participants all
agreed that staff at the Boulder libraries often put in the
effort to be friendly and helpful when they visited.
Participants agreed that one of the most important
areas of improvement for the library is getting the word
out about all that the library offers. Ideas for improving
communication about what is available at the library
included: a physical booklet sent to community homes,
a more streamlined website, website links on other
Boulder sites, paper resources available to all residents,
using the Nextdoor social media tool, more publicity
with the newsletter, and advertisements on Channel 8.
Additionally, participants pointed out that a more con-
sistent language and labeling of resources such as BLDG
61 and the Canyon Theater would emphasize features
for those who are not aware of the library’s resources.
Participants agreed they would like to see the popular-
ity of the library grow and for the library to bring differ-
ent kinds of people other than those who already visit.
Another priority identified was an improved digital
experience for library users. Participants agree that the
library could do more to make its digital space more
appealing and useful by adding the following features:
notify the holder when a book cannot be found, create
a more streamlined system for accessing digital books,
include Overdrive as opposed to Hoopla to shorten
waiting time, and improve the website to make it more
user friendly, particularly the mobile version.
Providing more classes to adults was another idea dis-
cussed in multiple focus groups. Participants asked for
more technology classes such as computer programming,
coding and smartphone use. Additionally, participants
suggested including more general art classes as part of
the program offerings. Those with children asked for more
afterschool and summer school programs for their Kinder-
garten through fifth grade students. They also asked for
more classes Latinx for families, children’s crafts hands-on
classes, and reading clubs or groups for kids.
There was extensive discussion by participants about
using the library as a safe space to hold community
forums for discussions. They mentioned wanting to be
engaged in more political discussions, conversations
with community leaders and more cultural gatherings.
(cont. pg. 90)
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 56 of 66
90 91
APPENDIX: B
BPL Master Plan Focus Groups Cont.
Multiple participants viewed the BLDG 61 Makerspace
as one of the major assets of the library. However, many
other participants expressed difficulty in connecting
with the space due to class availability and size. Overall,
participants suggested that there could be more conve-
nient and accessible programs or classes to join, as well
as alternative places to gather and create.
Many of the focus group participants who speak Span-
ish said they were unaware of what the library offers
in terms of services and resources, which presents
a significant barrier to joining or participating. Most
information regarding the library’s offerings is not avail-
able in Spanish and is not transmitted via avenues that
are frequented by Latinx members of the community.
Spanish speaking participants shared that language and
cultural insecurities are substantial obstacles that keep
them from visiting and using the library. Participants
commented that many Latinx community members
feel isolated or disconnected from the community.
North Boulder & Gunbarrel Focus Groups
Several Master Plan community survey respondents
who volunteered and reside in either North Boulder or
Gunbarrel were invited to participate in area specific
focus groups. The discussions were facilitated by Trainer
Evaluation consulting firm. Results from both sessions
underscore the desire for expanded library service in both
areas of the city. Participants shared specific input about
the type of library programs and services that they value
and want to have in a neighborhood branch library.
Teen Focus Groups
SMembers of the Youth Opportunities Advisory Board
were invited to the BLDG 61 Makerspace to participate
in a workshop to share their ideas for library programs
and services. Teens serve on the teen advisory
groups at the George Reynolds Branch Library and
the Main Library were invited to participate in focus
groups facilitated by Trainer Evaluation. The teens
shared innovative program ideas and suggestions for
improving outreach to teens in the community.
COMMUNITY PRIORITIES & NEEDS ASSESSMENT
While libraries cannot directly solve many of their community’s most pressing issues, such as providing an adequate
amount of sustainably paying jobs, affordable housing, accessible and affordable health care and mental health care or
substance abuse treatment, they do serve a key role as information centers to connect people with resources. For instance,
libraries can help support community members in learning new skills and assist them with improving their employment
situation. They also can refer them to social service providers to help find healthcare or end or prevent homelessness.
Libraries help build the resilience of the community, often acting as community connectors. Building resilience is not
only about disaster preparedness, it is about addressing on a fundamental level, a community’s chronic stressors that
weaken the fabric of a city on a day-to-day or cyclical basis. Boulder defines resilience as the capacity of individuals,
communities, institutions, businesses, and systems within a city to survive, adapt and thrive no matter what kinds of
chronic stresses and acute shocks may be experienced1. The public library is an enduring institution, one that can be
counted on by the community to be a resource and a place to go during challenging times.
Libraries build relationships and trust among the community and provide meaningful opportunities and social
tools for inclusive collaborations in neutral, welcoming spaces. Providing civic spaces that are open and welcome
to everyone is an important element to cultivating social sustainability. BPL is a place to learn, access resources,
participate in civic life, and get to know your neighbors.
Several planning documents and websites of community agencies and the City of Boulder were reviewed to leverage
research, community input, and priorities gathered through several other planning processes that identified commu-
nity needs. The reviewed resources were chosen because the stated goals or problems to be solved are closely tied to
the City of Boulder’s Sustainability Framework outcomes of creating: a livable community; accessible and connected
community; economically vital community; and healthy and socially thriving community. Library services directly
contribute to these outcomes at some level. Library services have indirect impact on the sustainability framework
outcomes of safe community and environmentally sustainable community. Several of the goals from these plans
describe forming partnerships with community agencies as a strategy to address the specific priorities.
The purpose of the needs assessment was to provide:
•Contextual information about the Boulder community’s needs and priorities and identify areas of focus for
which the library can support and/or have a positive impact in fulfilling its mission.
•A framework for aligning library services to address community needs.
•Information about how library service levels should change over time given the context of needs and trends
in the community, budget and resource restraints, and changing community preferences and priorities.
•How BPL is an integral community asset.
In addition to researching planning documents and websites, the library engaged Margaret Sullivan Studio to assist
with the needs assessment. The Studio interviewed 16 community leaders to establish a baseline understanding of
the library’s current role in the community. Their responses began to identify the community’s needs, its challenges
from the individual leaders’ perspectives, the kind of community they want Boulder to be. They were also asked to
share their thoughts on the role they believe BPL can serve in reaching that vision. The leaders that participated in
these initial interviews represented the library, city government, non-profit agencies, and organizations that currently
partner with the library. Their aspirations for Boulder and BPL are summarized as follows:
Aspirations for the community
•Find more common purpose instead of continuing public conflict – meaningful dialogue happens with
common experiences.
•Be more welcoming so persons of all ages and backgrounds can find their own place in Boulder.
•Become a greater art and culture scene with places for persons to participate in art, rather than simply observe it.
•Improve the integration process for persons experiencing homelessness into the greater community and
create space where they have resources to have constructive days.
•Improve cultural competency so visitors and new immigrant community members feel like there is
something for them in Boulder.
•Engage everyone on an equal level. This may be accomplished by inviting unexpected persons to serve in
leadership roles and create an attitude of “come teach us.”
•Cultivate greater trust and understanding between predominantly white and affluent community members
and minority or underserved members.
•Create pathways of economic and social success for everyone.1 City of Boulder. (2016) City of Boulder Resilience Strategy.
www-static.bouldercolorado.gov/docs/Resilience_Strategy_Final_Low-Res-1-201701120822.pdf?_ga=2.253454016.814918035.1527203887-1720780512.1489675207
B. COMMUNITY PRIORITIES &NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 57 of 66
92 93
APPENDIX: B BPL provides free opportunities for low-income and immigrant community members to build a range of 21st
century literacy skills through the BoulderReads adult literacy program, the BLDG61 Makerspace skill-building
workshops, and Conversations in English meetings so that they may improve their employment situation. In
collaboration with community partners, BPL could expand its offering of these types of programs and improve its
outreach to serve these community members at times and in places that are convenient to them.
Education and skill development. Maintaining a skilled workforce that is adaptable to changes in technology is
fundamental to Boulder sustaining a healthy and diverse economy. The City of Boulder Economic Strategy stated
that training focused in the STEAM fields was important3. Providing children with the opportunity to develop
interest and skills in these fields in an integrated way encourages critical thinking and experimentation and is a
first step in preparing them for the workforce. Providing workforce training and skill building not only support a
healthy economy, these opportunities for education and employment development empower adults living under
the poverty level or who are experiencing homelessness to become self-sufficient and better able to make effective
decisions that promote their well-being4.
Further, providing programs to immigrants to help them learn about the American culture and improve their
English language skills fosters inclusion in the community. It also builds self-sufficiency and increases their potential
to earn more competitive salaries and become greater contributors to a healthy and socially thriving community5.
This includes supporting immigrant parents to actively participate in their child’s education.
BPL plays a role in supporting the economic vitality of the community through several of its programs and
services that encourage life-long learning, skill building, and workforce readiness, such as BLDG 61 Makerspace
workshops, BoulderReads adult literacy program, and resume writing and job search programs. It also partners
with organizations whose missions are to educate and support the local economy and align with the library’s
mission such as: Boulder Small Business Development Center (SBDC) the Boulder County Farmers Market, and
Seeds Library Café. For example, its partnership with the SBDC provides resources and consultant support directly
to entrepreneurs and small business owners. In addition to these programs and partnerships, BPL may be able to
cultivate new community collaborations to deliver workforce development by facilitating connections between
community members and the other programs available in the community. It can also help to raise awareness and
address the income gap.
A few new potential collaborations may include:
• The Boulder Chamber of Commerce Project Innovation Blueprint 3.0 seeks to expand mentoring and training
programs for entrepreneurs, female and minority business leaders, facilitate cross-industry collaboration, and
develop talent among our university student population.
• Boulder Valley School District, Superintendent’s Strategic Plan Goal is to create a sustainable community6
partnership program that will establish mutually-beneficial relationships with government agencies, businesses,
nonprofits and other community members. The intention is to create successful, curious, lifelong learners who
confidently confront the challenges of their time. (cont. pg 94)
COMMUNITY PRIORITIES & NEEDS ASSESSMENT CONT.
Aspirations for BPL
• Continue to be the center of the community, the heart.
• Continue to be committed to success and pushing the community towards the above goal.
• Continue to be a safe place for persons of all backgrounds, economic situations and needs, where no one is
harassed or judged.
• Continue to be an integration force and equalizer, and place where people can be without being ‘consumers.’
• Continue to be a family center.
• Continue to be a center for knowledge and inspiration for all.
• Position BPL as a touchpoint and community facilitator – a bridge between the community and the
city government.
• Provide a platform for positive civic engagement and be a supportive agent of change, as a neutral space.
• Provide free exhibit and performance space to the city’s art and culture scene.
• Connect the library and the tech community in meaningful and mutually beneficial ways.
• Facilitate a sharing economy in that persons are enriched by sharing their own knowledge and experiences
with one another.
• Be an experimentation factory.
The needs identified through the research and initial interviews with community leaders were further explored with
community members to identify the community’s preferences and priorities for library services during focus group
discussions, stakeholder meetings, a community survey, and other engagement activities. The findings from the
community needs assessment are summarized along with some examples of what BPL is already doing to help the
community achieve its goals. Most of these community priorities and needs, organized within four themes, are
closely related or interconnected.
Supporting Economic Sustainability
Boulder is known as a city that uses values-based decision-making with regard to development, growing its economy,
increasing economic activity for businesses and revenues for the city. It values minority- and local-owned businesses’
and non-profits’ contribution to creating a healthy economy. A diverse mix of businesses and a skilled workforce are
key components for building a strong, resilient economy.
Cultivating opportunities to address the income gap. Long-term economic sustainability of a community is realized by
cultivating diversity and creating an environment in which all persons have an opportunity to contribute. The Institute for
Social and Environmental Transition-International maintains that lower-income people are among the least able to recover
from an economic recession or catastrophic event, yet they are often central to the economy and culture of a community.
Further, the percentage of Boulder County residents experiencing poverty has grown with a deep and persistent gap
between the incomes of Non-Hispanic white and Latinx households. The income gap between those groups in Boulder
County is significantly greater when compared to the income gap between those two populations nationwide2.
2 Community Foundation of Boulder County (2015) Boulder County TRENDS. The Community Foundation Report on Key Indicators.
issuu.com/commfound/docs/trends-2015_9bc47a2c4a15c6.
3 City of Boulder. (2013) City of Boulder Economic Sustainability Strategy.
www-static.bouldercolorado.gov/docs/Final_ESS_Adopted_by_Council_-_reduced_file_size-1-201312121401.pdf
4 Boulder County Housing and Human Services. (2014) Boulder County Housing and Human Services Strategic Priorities.
assets.bouldercounty.org/wp-content/uploads/2017/02/strategic-priorities-2014.pdf
5 Intercambio Uniting Communities. intercambio.org/about-us/vision-mission
6 City of Boulder. (2013) City of Boulder Economic Sustainability Strategy.
www-static.bouldercolorado.gov/docs/Final_ESS_Adopted_by_Council_-_reduced_file_size-1-201312121401.pdf
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 58 of 66
94 95
APPENDIX: B The survey that was conducted to inform the strategy also showed community agencies could improve how they
share information about programs and service offered. Forty-seven percent of survey respondents indicated that not
knowing what services are available to older adults in the community was at least a minor problem in the City of
Boulder8. Similar input was received from patrons who participated in the Library Master Plan survey. The library can
improve upon sharing information about the programs and services offered and it can strengthen collaboration with
other agencies to connect older adults with resources and other available social services.
Support self-sufficiency. The City of Boulder Human Services Department has seen success with implementation
of the strategic plan goal of creating integrated access to information and services. The program is helping individuals
and families experiencing homelessness or who are otherwise economically disadvantaged, find employment and
homes. BPL also serves many of the same community members and acts as a connector, referring these individuals
to the available social services. The library also has a role in supporting community members with gaining literacy and
life skills to become self-sufficient.
Volunteerism. Respondents to the 2016 City of Boulder Community Survey rated the availability of volunteer
opportunities as excellent or good, with more than 50 percent having volunteered during the year. Providing
opportunities for older adults to participate in the community through volunteerism supports aging in place
and prevents isolation. The 2015 Age Well Boulder County Strategic Plan stated that volunteering later in life is
associated with better physical health and emotional well-being. The library relies on volunteers to provide several
of its programs and services, such as collection maintenance, running the library bookshop, materials delivery to
homebound patrons, adult literacy tutoring, oral history interviewers, and BLDG 61 instructors to name a few. BPL will
continue to offer meaningful opportunities for volunteer work to the community, a mutually beneficial arrangement.
Early childhood education. Boulder County’s Early Childhood Framework outlines three broad goals: Ready
Community, Ready Families, and Ready Children. The goals support quality of life for families through policy
development and program offerings focused on: children’s healthy growth and development, supporting parents and
caregivers to become their child’s first and best teachers, school readiness and early learning outcomes9. Additionally,
the Boulder Community Foundation initiated the Five Big Ideas early learning awareness campaign. It was created by
and for Latinx parents to build parent leadership and advocacy for early learning. Likewise, the grassroots program
Engaged Latinx Parents Advancing School Outcomes (ELPASO) emerged to address the educational achievement gap
between Non-Hispanic white and Latinx children in Boulder County10.
The library focuses programs on early childhood development and encourages parents to be active participants
in their child’s education. This aligns with the Early Childhood Framework. However, opportunities exist for library
outreach to Latinx families in the community that could further support the mission of the ELPASO program.
Strengthen Culture & Diversity in the Community
Several of the resources reviewed for the community needs assessment identified community priorities to strengthen
culture, inclusivity, and diversity in the community.
COMMUNITY PRIORITIES & NEEDS ASSESSMENT CONT.
7 Boulder County Department of Housing and Human Services. (2016). Building a Community of Hope 2016 Annual Report.
issuu.com/bcdhhs/docs/dhhs_annual_report_final?e=0/33121378
• Family Self-Sufficiency of Boulder County is a 5-year program that offers eligible low-income families the
opportunity to receive a wide array of coordinated services. It sets training and educational goals that lead
to better-paying jobs and/or homeownership for self-sufficiency7.
• Redevelopment of Ponderosa Mobile Home Park is a project focused on infrastructure improvements
including affordable, energy-efficient home replacement and eventual annexation of the site into the city.
A primary goal is to avoid displacement of the residents while transforming the community into a model for
developing a resilient, affordable and carbon neutral community. BPL was identified in the Rebuild By Design
report, Path to Resilient Mobile and Manufactured Homes: Ponderosa Resilience Workshop, as a potential
partner to for educational resources and support aging in place for the residents.
Supporting Community Development
BPL provides programs and services that contribute to community development. It tailors access to programs
and services to be convenient for all members of the community and supports opportunities for economically
disadvantaged members of the community to become self-sufficient and civic contributors, results in creating a safer,
inclusive, and thriving community.
Engage older adults. The Age Well Boulder County 2015 Strategic Plan recommended several opportunities to
help older adults in the community who want to age in place. Many of these opportunities align with the library’s
mission. Providing programs and services that appeal to older adults is something the library already does, but there
are growth opportunities. For instance, the strategy recommended designing programs that pair older adults with
younger community members to increase social engagement.
WHILE BOTH OUTREACH AND COMMUNITY DEVELOPMENT HAPPEN IN THE
COMMUNITY, THE LATTER REQUIRES US TO GO OUT INTO THE COMMUNITY NOT AS
EXPERTS OR AUTHORITIES, DELIVERING SERVICE OR INFORMATION, BUT AS LEARNERS
AND PARTNERS, TRYING TO DEVELOP RELATIONSHIPS THAT WILL EVOLVE INTO
COLLABORATIVE SERVICE PARTNERSHIPS. THIS MEANS MORE THAN SIMPLY BEING
“USER-FOCUSED”, IT MEANS BEING “USER (OR NON-USER) DRIVEN” - I.E., THE USER
IS SITTING WITH US, STEERING THE CAR. – THE WORKING TOGETHER PROJECT
8 Age Well Boulder County (2015) Age Well Boulder County Strategic Plan-A Plan to Create Vibrant Communities. allagewell.com/wp-content/uploads/2017/10/agewellplanmay16.pdf
9 Early Childhood Council of Boulder County (2014) Early Childhood Framework. www.eccbouldercounty.org/wp-content/uploads/2016/05/eccbc_frametri_feb2014_forweb.pdf
10 Community Foundation of Boulder County (2015) Boulder County TRENDS. The Community Foundation’s Report on Key Indicators.
issuu.com/commfound/docs/trends-2015_9bc47a2c4a15c6.
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 59 of 66
96 97
APPENDIX: B
Cultivate Civic Dialogue & Participation
Input received from community members who participated in the master planning process indicates that the
community desires more opportunity to engage in civic dialogue on topics and issues that are linked to Boulder’s
values and challenges. Results from the City of Boulder 2016 Community Survey indicated that most respondents
kept themselves informed about major issues in the City of Boulder and felt included in the community. Twenty-
two-percent of respondents disagreed that Boulder’s City Council implements policies that reflect the values of the
community. About 20 percent of respondents indicated that they take initiative to share their views with elected
officials or city staff15. Finding new methods to engage more community members in civic decision-making is an
opportunity for improvement. Further, most respondents to the Community Survey identified as Caucasian, which
indicates an opportunity to increase engagement with Latinx community members and others.
The community leaders who were interviewed during the master planning process suggested the library could play an
important role in providing a platform for community members to engage in civic dialogue with one another, rather
than having their views simply amplified in separate silos. They want more community members to listen to each
other and empathize with others’ challenges. They believe cultivating civil, civic participation will serve to develop
leadership skills in the “next” generation of Boulder community members. They also cited the importance of creating
convenient opportunities for community members with less time or finances to be civically engaged if they choose to,
so that everyone’s voice can be heard, not just those who have greater resources.
Cultivating inclusivity and leadership. Respondents to the 2017 Community Foundation survey ranked Boulder
County’s openness to seniors, immigrants, and racial and ethnic minorities at the bottom of the list, with an openness
toward the LGBT community and young adults without children at the top16. Further, parents that are experiencing
poverty are also underrepresented when policy decisions affecting them are being made. Respondents to the
2017 Community Foundation survey also indicated that Boulder’s elected leadership, and its advisory boards and
commissions, are not reflective of the racial and ethnic diversity of the city.
Community leaders interviewed during the master planning process suggested the library could play an important
role through outreach to underserved members of the community to cultivate leadership and ensure their views are
represented on community issues. This is achieved by going to the places where these community members work,
live, and gather because they are often not able or comfortable with engaging in civic activities or seeking services
outside their communities. According to its mission, the library is an organization that represents and promotes
inclusivity. Input from the community indicated that the library can take a more active role in reaching out to
underserved groups to facilitate and encourage participation, specifically helping Latinx parents with young children
find their voices as community leaders.
Education. Providing accessible information about the challenges that many Boulder community members
face, such as providing elder care, homelessness, mental illness, poverty, and isolation will serve to cultivate more
empathy and understanding and cultivate cultural competency. As a gathering place that welcomes all members of
the community, the library can serve as a neutral platform for the community to explore these challenges and have
meaningful, productive dialogue about possible solutions.
COMMUNITY PRIORITIES & NEEDS ASSESSMENT CONT.
11 Arts Education Partnership (2014) Preparing Students for the Next America, Benefits of an Arts Education.
www.ecs.org/wp-content/uploads/Preparing-Students-for-the-Next-America.pdf
12 City of Boulder (2014) Boulder Parks and Recreation Master Plan. www-static.bouldercolorado.gov/docs/MP_Layout_V7.8_Final_sm-1-201404020833.pdf
13 City of Boulder (2015) Community Cultural Plan. boulderarts.org/wp-content/uploads/2015/11/Community-Cultural-Plan-11-17-2015.pdf?x64198
14 City of Boulder (2013) Plan for Boulder’s Civic Area. www-static.bouldercolorado.gov/docs/boulder-civic-area-plan-1-201402191651.pdf
Strengthen Culture & Diversity in the Community cont.
Access to cultural experiences. Creating more opportunities for every community member to easily access cultural
experiences close to home was identified as important to creating social connectedness. The Education Commission
of the States Preparing Students for the Next America report outlines many positive impacts of arts education on
student achievement11.
Gathering space. Strengthening relationships, building resilience, intimacy and character of neighborhoods is
accomplished by supporting culture and creating inviting places for people to gather and interact. Like sentiments
shared by the community in the Parks and Recreation master planning process, library patrons also expressed the
desire for more places and events to engage the community, such as block parties and local celebrations12. They also
identified the need for productive spaces for community members experiencing homelessness, near-homelessness
and mental illness to spend time during the day. All the BPL facilities serve as community gathering spaces. Several
public meeting rooms, study rooms and the Canyon Theater serve as venues for patrons to create opportunities to
interact with one another.
Performance space. The Boulder Community’s Culture Plan recommended creating and enhancing venues for
visual and performing arts to provide flexible and affordable options for studio, rehearsal, performance, and exhibition
space for the community. The library currently provides meeting room facilities and the Main Library Canyon Theater
for cultural uses. Improving the flexibility of the Canyon Theater venue to encourage equitable use and participation
by community members of all age groups and income levels, and offering the space for nominal or no charge, are
opportunities to address this community priority13.
As the most prominent public facility anchoring the west bookend of Boulder’s Civic Area, BPL serves as a popular,
welcoming destination for the community and visitors. Boulder’s Civic Area Plan outlines options to redevelop or
add on to the north Main Library building to incorporate a small performing arts facility and meeting space 14. Further
investigation is required to determine if significant renovation or reconfiguration of the building is feasible and what
kind of performing arts space would best meet community needs.
15 City of Boulder (2016) The National Citizen Survey. Community Livability Report.
www-static.bouldercolorado.gov/docs/The_NCS_Community_Livability_Report-Boulder_CO_Final_2016-1-201612120838.pdf?_ga=2.33446331.441661760.1522690695-1720780512.1489675207
16 Community Foundation Boulder County. (2017) Boulder County TRENDS, The Community Foundation’s report of key indicators. www.commfound.org/trends
B. COMMUNITY PRIORITIES & NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 60 of 66
98 99
APPENDIX: B
COMMUNITY PRIORITIES & NEEDS ASSESSMENT CONT.
Cultivate Civic Dialogue & Participation Cont.
The library can also support the city government to inform productive community dialogue about issues with
data such as the City of Boulder Resilience Strategy goal to convene some of the world’s great artists and media
professionals to work with scientists, librarians and city officials to develop and refine data visualization systems
to create a compelling community education and communication approach for decision-making. The library can
serve as a platform to publish this data and hold community dialogue to identify solutions for community issues.
Culture and creative expression. The City of Boulder’s Community Cultural Plan emphasized the importance of
culture in positively contributing to the economy, social offerings, the environment, and the authentic expression
of diversity in Boulder. Developing Boulder’s creative identity so the city can continue to be an innovative world
leader in cultural matters and projecting that creative identity to the region and the world, are priorities. As
a platform for engagement, the library can support the Cultural Plan goals, which include: Boulder residents
understanding their role in the culture of the community, feeling access to information about culture is readily at
hand, and that they are invited into the conversation17. In addition to serving as a platform, the library also offers
resources, tools, and programs that support community members’ expression of their culture, creativity and
innovative ideas.
Accessible neighborhoods. Boulder’s employers are concentrated in three main areas: East Boulder, Gunbarrel
and Downtown. Twenty Ninth Street comprised by the Crossroads subcommunity, Boulder Junction, and the North
Boulder subcommunity is another area in the city with a significant number of employers. Boulder’s employers
and members of its workforce who reside in the community are drawn to areas that have a variety of recreational
amenities, retail stores, restaurants, the arts, and that are walkable with convenient access to public transportation,
bicycle, and pedestrian facilities18.
During the past few years, the main employment centers in East Boulder and Gunbarrel have begun to grow
the variety of uses, services, and amenities available. Continued development in these areas will support the
community’s vision of a progressive urban design that:
•Prioritizes and supports pedestrian travel as the primary mode of travel throughout the community,
•Gives more community members the opportunity to live and work in compact, walkable neighborhoods
and mixed-use districts, and
•Increases the number of age-friendly neighborhoods with access to essential services and attractive
amenities being seamless, barrier-free, affordable, and welcoming.
17 City of Boulder (2015) Community Cultural Plan. boulderarts.org/wp-content/uploads/2015/11/Community-Cultural-Plan-11-17-2015.pdf?x64198
18 City of Boulder. (2013) City of Boulder Economic Sustainability Strategy. www-static.bouldercolorado.gov/docs/Final_ESS_Adopted_by_Council_-_reduced_file_size-1-201312121401.pdf
BPL must consider the geographic distribution of its services in its long-range planning. Thirty percent of
respondents to the BPL Master Plan community survey indicated they use a branch library most frequently. Several
of the focus group participants without a library in their neighborhood, said they choose the library facility that
is most convenient to where they work or are running errands. In some cases, this means they use libraries in
neighboring cities.
Directing services and focusing expansion of library services into areas that are expected to grow will support
Boulder’s value of walkable neighborhoods. Having libraries near shopping areas has a positive economic impact
and supports the goal of reducing car trips, therefore also reducing the city’s carbon footprint.
B. COMMUNITY PRIORITIES &NEEDS ASSESSMENT SUMMARY
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 61 of 66
100 101
APPENDIX: C
C. FUNDING LEVEL COMPARISON
OPERATING REVENUE OPERATING
EXPENDITURES
EXPENDITURES
PER CAPITA
EXPENDITURES
PER REGISTERED
BORROWERS
DIFFERENCE BETWEEN
EXPENDITURES PER CAPITA AND
PER REGISTERED BORROWER 2
LIBRARY SYSTEM GOVERNANCE
Eagle Valley Library District district $4,481,284 $4,120,536 $98.53 $185.15 $86.92
High Plains Library District (Weld County)district $27,736,107 $16,845,943 $67.03 $144.29 $77.26
Rangeview Library District (Anythink / Adams County)district $14,041,957 $13,625,528 $37.90 $118.16 $80.26
Arapahoe Library District*district $29,000,000 $29,000,000 $90.81 $105.59 $19.64
Douglas County Libraries district $22,087,167 $21,034,336 $68.73 $98.55 $29.82
Pikes Peak Library District district $29,421,973 $25,745,063 $42.38 $95.04 $52.66
Denver Public Library city $44,001,954 $42,373,939 $65.30 $85.71 $20.41
Pueblo City-County Library District district $9,829,572 $9,658,363 $59.89 $79.95 $20.86
Mesa County Public Library District district $6,771,855 $5,608,851 $37.95 $70.89 $32.94
Loveland Public Library city $3,158,753 $3,158,753 $44.35 $63.22 $18.87
Jefferson County Library district $24,960,841 $23,977,594 $43.42 $62.22 $18.80
Boulder Public Library city $7,690,028 $8,223,136 $80.12 $58.56 ($25.36)
Louisville Public Library city $1,453,437 $1,510,988 $46.78 $56.91 $10.13
Poudre River Public Library District [Fort Collins]district $9,280,762 $8,473,850 $45.49 $52.81 $7.32
Broomfield/Eisenhower Public Library city $2,359,427 $2,328,907 $39.17 $43.17 $4.00
Longmont Public Library city $3,384,619 $3,256,590 $36.09 $35.92 ($0.17)
TOTAL $239,659,736 $218,942,377 $903.94 $1,356.15 $454.36
AVERAGE $14,097,631.53 $12,878,963 $53.17 $79.77 $26.73
2015 TOTAL REVENUE AND EXPENDITURES
*Voters passed a significant mill levy increase for Arapahoe Library District in 2016. Estimates provided by Arapahoe
Library District administration.
Boulder Public Library (BPL) would need an operating budget of $11.4M to reach the average expenditure per
registerd borrower. Since overhead costs such as Human Resources, IT, Finance, Facilities, etc. are not billed directly
to BPL, subtract 12% for overhead/economies of scale. The adjusted budget required for BPL to reach the average
expenditure per user is $10.03M.
Data generated from Library Research Service 2015 Colorado Public Library Statistics
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 62 of 66
102 103
APPENDIX: D
D. LIBRARY ACCOUNTS & VISITS COMPARISON
LEGAL SERVICE
AREA POPULATION
LIBRARY AC-
COUNTS AS A % OF
POPULATION
LIBRARY IN-
PERSON VISITS
PER CAPITA
Nucla Public Library 710 351%7.74
Vail Public Library 5,483 302%19.83
La Veta Public Library District 7,879 300%30.66
San Miguel Library District # 1/Telluride 7,879 233%41.81
Basalt Regional Library District 777 214%12.66
Rio Grande County Library District 11,543 198%3.9
Rocky Ford Public Library 4,000 183%14.14
Ridgway Public Library District 979 155%22.26
Hinsdale Library District/Lake City 374 149%0.13
Wray Public Library 2,367 146%8.37
Canon City Public Library 16,679 146%8.12
Cortez Public Library 9,007 144%18.87
Spanish Peaks Library District 6,711 138%13.22
Ouray Library District 1,033 133%8.56
Boulder Public Library 108,000 131%9.16
LEGAL SERVICE
AREA POPULATION
LIBRARY AC-
COUNTS AS A % OF
POPULATION
LIBRARY IN-
PERSON VISITS
PER CAPITA
Nederland Community Library District 1,534 113%15.08
Longmont Public Library 92,858 93%6.48
Louisville Public Library 20,801 89%6.83
Estes Valley Public Library District Estes
Park
6,362 89%13.53
Pueblo City-County Library District 163,591 84%8.94
Lafayette Public Library 28,261 81%5.37
Poudre River Public Library District
Fort Collins
164,207 80%5.21
Denver Public Library 682,545 69%6.24
Loveland Public Library 76,897 66%5.33
Jefferson County Public Library 565,524 64%4.72
Douglas County Libraries 322,387 64%6
High Plains Library District
(Weld County)
285,174 45%5.76
Pikes Peak Library District
Colorado Springs
465,101 43%5.44
Data generated from Library Research Service 2015 Colorado Public Library Statistics
www.lrs.org/public/data/csv/id/4008631
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 63 of 66
104 105
APPENDIX: E
E. BPL CARDHOLDERS BY AREA OF RESIDENCE
AREA CARDHOLDERS % OF TOTAL
Boulder 77,694 58.53%
Boulder County (no city) =18,880 14.22%
Longmont*5,646 4.25%
Lafayette*3,601 2.71%
Louisville* 2,148 1.62%
Broomfield*1,538 1.16%
Superior 1,860 1.40%
Denver 1,909 1.44%
Jefferson County 1,602 1.21%
Nederland 1,458 1.10%
Niwot 793 0.60%
Erie 896 0.68%
Lyons 774 0.58%
Westminster 844 0.64%
Adams County 661 0.50%
Weld County 364 0.27%
Aurora 264 0.20%
Arapahoe County 343 0.26%
Larimer County 69 0.05%
Ft. Collins 25 0.02%
Loveland 18 0.01%
Berthoud 6 0.00%
Other 11338 8.54%
TOTAL 132,731 100.00%
Data generated from BPL Patron Database 11/8/2017 and adjusted by
G.I.S mapping from the the City of Boulder
*Areas served by other Flatirons Library Consortium libraries.
= 75% are cardholders with addresses in unincorporated Boulder County (primarily north Boulder and Gunbarrel).
25% are cardholders with addresses in small mountain towns (i.e. Jamestown, Eldorado Springs, etc.)
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 64 of 66
106 107
APPENDIX: F
F. BOULDER COUNTY WITH BOUNDARIES, PATRON POINTS & HEAT MAP
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 65 of 66
Wyoming
Utah
Oklahoma
NewMexico
Nebraska
Kansas
Arizona
YumaWeldWashington
Teller
Summit
Sedgwick
San Miguel
San Juan
Saguache
Routt
Rio Grande
Rio Blanco
Pueblo
Prowers
Pitkin
Phillips
Park
Ouray
Otero
Morgan
Montrose
Montezuma
Moffat
Mineral
Mesa
Logan
Lincoln
Las Animas
Larimer
La Plata
Lake
Kit Carson
Kiowa
Jefferson
Jackson
Huerfano
Hinsdale
Gunnison
Grand
Gilpin
Garfield
Fremont
El Paso
Elbert
Eagle Douglas
Dolores
Denver
Delta
Custer
Crowley
CostillaConejos
Clear Creek
Cheyenne
Chaffee
Broomfield
Boulder
Bent
BacaArchuleta
Arapahoe
Alamosa
Adams
All Library Jurisdictions Statewide
Prepared by CIVICTechnologies. May 2011.
N
Colorado State Library
Library Districts
County Libraries
Municipal Libraries
Multi-Jurisdictional Libraries
County Boundaries
State Border
108 109
APPENDIX: G
G. MAP OF COLORADO LIBRARY JURISDICTIONS
APPENDIX: H
H. MAP OF POSSIBLE AREAS TO INCLUDE IN A LIBRARY DISTRICT
BVCP
City Limits
Lee Hill Area
Niwot Area
Sunshine Canyon Area
Overall Areas
Attachment A: DRAFT 2018 Boulder Public Library Master Plan
City Council Study Session Page 66 of 66