Story Transcript
LAS VEGASCLARK COUNTY LIBRARY DISTRICT Library Facilities Master Plan Decision Framework
A special thanks to the Board of Trustees of the Las Vegas-Clark County Library District. Sheila Moulton, Chair Felipe A. Ortiz, Vice Chair Elizabeth Foyt, Secretary Robin Wadley-Munier, Treasurer Kelly D. Benavidez, Trustee Shannon Bilbray-Axelrod, Trustee Marilyn Francis Drake, Trustee José L. Meléndrez, Trustee Gene Withelder, Trustee Ydoleena Yturralde, Trustee Dr. Ronald R. Heezen, Executive Director
Table of Contents
4
Executive Summary
7
Introduction and Project Background
17
Demographic Analysis
34
Field Verification and Building Maintenance Condition Assessment
40
Vision 2020 Service Model Adaptation
64
Costing Future Branch Improvements
79
Financial Analysis
90
Decision-Making Framework
108
Appendices Project Team Acknowledgements
113
01
Demographic Analysis
207
02
Service Model Integration into Branch Building Programs
298
03
2019-2039 Facilities Assessment and Maintenance Renewal Plan
339
04
Financial Analysis
371
05
Community Needs Assessment
Executive Summary
LVCCLD Facilities Master Plan Framework
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Executive Summary The purpose of this Library Facilities Master Plan Decision Framework is to give the Las Vegas-Clark County Library District (Library District) a tool to assess and execute capital investment strategies during a rapidly evolving technology and operating environment for public libraries. The strategy contemplated herein is forward-thinking and should allow the Library District to remain ahead of the curve in terms of changes in the economy, demographics, consumer behavior, information distribution, technology, physical buildings, and other factors in the public facilities ecosystem.
• • •
In the past, Library District facility planning was:
In today’s planning context, the Library District must balance the need to preserve and grow the value of existing facility assets as well as meet the need of an expanding population with potentially new facilities. The current carrying cost of these facility assets is $264 million, and current replacement value is estimated at approximately $350 million (based on current construction costs of an average of $500 per square foot). While the Library District’s facilities have been well maintained and remain in good physical condition, many are starting to show their age and will require increasing investment in the decades ahead. In addition, the needs of the community going forward will be different than the needs of the past.
• • •
framed by building needs, including physical materials; customer transactions; access to public computers; and library meeting, event, performance, and study room spaces; funded by escalating tax revenue increases and political support for bond financing; and focused on the need to build new facilities to keep pace with rapid urban growth.
Today, the Library District is responding to a new environment whereby planning for future capital projects must consider new market realities, including: • •
capped (or legislatively limited) growth in tax revenues limited to no appetite (or capacity) for public bond issues
Library Facilities Master Plan Decision Framework
• • •
a slower pace of urban growth an escalating construction cost environment a focus on the needs of the community, such as new, dynamic spaces for interactive learning; increased access to new technologies and the Internet; and a welcoming, inviting retail and café vibe ongoing changes in customer expectations and behaviors new communications and building infrastructure technologies immense community educational, economic, and social challenges.
Decisions on facility investments today are complex. They must consider new building purposes and components to keep libraries relevant, refreshed, and ready for service innovations Executive Summary
5
Library Facilities Master Plan Decision Framework
Executive Summary
and continuous adaptation to changing customer and community needs. Not only do future fiscal requirements need to address the impact of capital projects, but they must also be thoughtful and consider the financial consequences of staffing, technology, marketing, and other indirect implications.
The findings of this document inform a proposed new annual capital project decision-making framework and process to ensure that every capital project decision is relevant, necessary, and leveraged for maximum return on investment and public value. The forward-thinking planning process is driven by the Board of Trustees, who are engaged and involved at every step as new capital projects are identified, prioritized, approved, and funded with adoption of the Library District’s Annual Budget.
As a result, planning for library facilities today requires a multilayered capital project investment analysis. Each capital project decision can have significant effects, particularly given the strains on available public revenues as service and staffing models change, operational costs rise, and the Library District service area continues to expand. This is particularly true with the Library District’s fiscally responsible “pay-as-you-go” capital project approach. Pay-as-you-go funding requires diligence and a long-term view as capital project funds become available as operational efficiencies and reserving for future needs can provide the necessary capital for future investments; this process is not unlike how many families in the community operate today. This Library Facilities Master Plan Decision Framework document proposes a new approach for library facility planning by looking at five criteria: • • • • •
community need; urban growth and demographic change over the next 20 years; service model adaptation related to the Library District’s strategic plan, Vision 2020 (v.2020), and subsequent strategic plans of the Library District; renovation and maintenance needs of aging facilities and building infrastructure; and the availability of fiscal resources for capital requirements in the near- to mid-term (the next five to fifteen years).
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Adoption of the decision framework puts the Library District at the forefront of new national change management processes for facility development and sustainability, while maintaining a laser focus on local investments that impact community conditions. The Library Facilities Master Plan Decision Framework assures that facilities will be optimally designed for flexibility as market conditions and community needs evolve in the future. The framework also requires full operational costs to be evaluated alongside the project budgets for renovation or new facility construction so that ultimately, the Library District is able to achieve the maximum return on facility investments. In this framework, the definition of maximum return on investment and building success is: maximum public use of all parts of the building at all times of day by all types of people to create the maximum positive individual and community impact. The decision framework itself is designed to be a flexible tool for the Board of Trustees as they have the ability to refine the decision framework as conditions change or new decision criteria are developed.
Introduction and Project Background
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7
Introduction Rapid change is the new context for planning. The world is changing quickly. Top stories in the news include Blockbuster video rental stores closing, continued disruption of media and retail industries by digital content and online sales, recordbreaking adoption of mobile technologies, and job automation. In the context of rapid and disruptive change, public libraries are being challenged to anticipate what comes next, adapt to new customer expectations, rethink service strategies, and deliver relevant services of value to an increasingly diverse array of community populations.
21ST CENTURY SKILLSETS
New literacies, skills, and opportunities reshape library land. A 2008 report from the Institute of Museum and Library Services, “21st Century Learning Skills,” notes that, “At a time when increasingly advanced skills are required for success in life and work, people of all ages are seeking a diverse range of learning experiences to inspire, guide, and enhance their personal and professional lives...Public libraries are poised to play a leading role in helping individuals and communities adapt to a changing world…linking individuals to information and learning opportunities, driving development and innovation, and serving as community connectors.” The most effective strategy to accomplish this is to align library services with community goals. When libraries build on their success in traditional literacy with robust investments in infrastructure for new literacies, communications, and technology, they build the skill sets Americans need in the 21st century.
Critical Thinking • Project Management • Independent Work Visual Literacy • Financial Literacy • Working Creatively with Others • Communication • Environmental Literacy • Media Analysis Problem Solving • Innovation Implementation • Conversations Creativity & Innovation • Using Systems Thinking • Making Judgements • Global Awareness • Accessing & Evaluating Information • Creating Media Products • Collaboration • Health Literacy • Communicating Clearly • Media Literacy • Adapting to Change • Cross Disciplinary Thinking • Flexibility & Adaptability • Goal & Time Management • Self-Direction • Effective Technology Application • Producing Results • Leadership & Responsibility
Library Facilities Master Plan Decision Framework
Introduction and Project Background
8
Introduction and Project Background
LVCCLD Facilities Master Plan Framework
9
The Aspen Institute’s 2015 report, “Rising to the Challenge: Re-Envisioning Public Libraries,”1 further details the emerging roles and opportunities for public libraries as PEOPLE, PLACE, and PLATFORM. People
Place
Platform
Public libraries are hubs of civic engagement, fostering new relationships and contributing to human development in communities. Libraries and librarians connect individuals to a vast array of local and national resources and serve as conveners to foster learning, earning, and health for people of all ages.
Public libraries are welcoming places for a wide range of purposes: reading, communicating, learning, playing, meeting, and getting business done. The design of libraries today recognizes that people are not merely consumers of content, but creators and citizens as well. Libraries are powerful public places that catalyze economic development and neighborhood revitalization, and strengthen social bonds and community identity. They are also virtual places where individuals can gain access to an incredible array of web-based resources and experiences.
The public library is an interactive customer- and communitycentered platform. Both physically and virtually, the library provides opportunities for individuals and community organizations to access a variety of information, tools, trainings, programs, and spaces to learn, create, and share. The library as platform facilitates and leverages a wide variety of civic assets and activities to advance the goals and dreams of individuals, organizations, and communities.
1
https://csreports.aspeninstitute.org/documents/AspenLibrariesReport.pdf
National trends in service model adaptation. As the business of public libraries shifts from transactions and things to activities and experiences, library operations are also shifting from past models, accommodating new environments, activities, and measures of success.
Libraries are changing profoundly in this time of rapid disruption. Planning for the future requires new and flexible approaches, thinking, tools, and decision-making frameworks and processes.
Passive to interactive.
Outputs to outcomes.
Makerspaces, early learning activity centers, job centers, hackathons, streaming courses, and conferences that engage residents in learning experiences are a growing part of library activity today. Libraries are a “third place” for people to visit, gather, and interact, in contrast to the past where reading, studying, and other more passive, solitary activities dominated.
Information to learning. The traditional information and reference roles of librarians have shifted to roles related to learning: facilitator, convener, partner, and connector.
Physical to virtual. As libraries shift from managing things to orchestrating experiences, the measures of success are also shifting. New outcome measures around improvement in skills, knowledge, attitudes, and aptitudes are replacing the traditional output measures of circulation, visits, program attendance, and computer sessions. Emerging library outcome measures look at library contributions to community challenges and individual advancement.
Library Facilities Master Plan Decision Framework
Library services are both physical and virtual. Libraries are not disappearing because of the Internet; they are compatible and symbiotic. While libraries continue to circulate physical books, they are also seeing an exponential rise in customer use of downloadable and online materials and learning platforms. The virtual service realm is exploding, with access to all types of downloadable media and ever-increasing apps and online service tools.
Static plans to flexible decision frameworks. With ubiquitous change comes uncertainty about the future. Strategic, technology, and facilities plans were traditionally static and long-term. They are now giving way to shorterterm, more customized decision frameworks that decisionmakers are able to use to consider new information, changing conditions, and trade-offs between community need, organizational assets and capacity, and partner alignment to make critical decisions about services, buildings, and technologies.
Introduction and Project Background
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Library Facilities Master Plan Decision Framework
Introduction and Project Background
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Project Background Library District customer- and community-centric service model adaptation. The Library District has a long history and strong reputation as a national leader in the shift to customerdriven and community-centric service strategies as new technologies, commerce, communication, and information literacies change the world of learning, work, and entertainment. •
•
The Library District broke away from the national model of cookie-cutter branch facilities at the end of the 1980s when they began to construct branches with performance, lecture, museum, and multipurpose activity areas and places for local residents to enjoy creative and active civic life. In 2003, the Library District was named Library of the Year by Library Journal for revamping collections to meet the public demand for more popular and culturally diverse materials; for the District’s outreach service innovations, including the establishment of the Computer Assisted Literacy in Libraries (CALL) program, which brought free technology classes to the neighborhoods in mobile computer labs; the Web on Wheels (WOW) mobile outreach to local students to demonstrate new online study and homework help resources; and online customer services to grow the use of library digital e-resources which were just emerging in the market.
•
The Library District has a long history of responding to customer needs to access new technologies that are reshaping the world of work, entertainment, information, and government services: first with public access computers, now with laptops, iPads, tech and DJ labs, hotspots, and expanded offerings of technology instruction and training for all ages. In 2013, the Library District began adding teen tech centers in an effort to bridge the digital divide and ready youth for the jobs of the future.
•
On the operations side, the Library District was a frontrunner in investing in and adopting RFID and automated materials handling systems in the late 2000s, making library operations more efficient. Staff are freed up to take on new customer service roles and to facilitate new programs, activities, and partnerships. Efficiency savings have been deployed to accommodate new capital projects, ongoing facility maintenance and renovation, new public access technologies, and implementation of new service models.
•
The Library District developed and adopted customer intelligence tools in 2010, helping the organization make a shift to customer-driven planning. CommunityConnect, a dynamic online planning platform accessible to every staff member, has rich demographic and market segment data on
customers, core customers, and untapped customer markets in Las Vegas and Clark County. This data is integrated into all Library District planning efforts and decision-making processes to tailor branch services to the needs, interests, life stages, and lifestyles of specific branch service area populations. •
•
•
In 2014, the Library District received the Institute of Museum and Library Services’ National Medal of Excellence. The award came in recognition of the Library District’s quick response to plummeting tax revenues to both stabilize the organization and deliver peak levels of service to a community devastated by unemployment, mortgage defaults, bankruptcies, and food insecurity. Collection, computer use, and program innovations spiked to help people gain new skills, apply for jobs online, and access government services online that were no longer available in person. In 2015, a 30-member cross-organizational team met to craft v.2020, adopted by the Library District Board of Trustees in early 2016. The plan is community-centric. It aligns resources and service strategies to significantly and positively impact critical community challenges around educational attainment, workforce readiness, business activation, economic diversification, and stronger social service safety nets. It recasts the mission to focus on the library’s contribution to the educational, economic, and social well-being of individuals and communities in Las Vegas and Clark County. The plan’s four pillars align with critical community issues: limitless learning, business and career success, access to government and social services, and community and culture. To further advance the integration of library and community agendas, the Library District was reorganized in 2016 to grow
Library Facilities Master Plan Decision Framework
market share, build new capacity for community engagement, expand visibility, reposition the brand, and elevate the public value of libraries and library services for our residents and Southern Nevada communities. Flexibility, adaptability, service prototyping, and sustainability are the unifying principles that now guide implementation of Library District plans. Over the past few years, to make space for new learning experiences, technologies, partnerships, and to grow robust community use of the branches, the Library District has realigned existing assets on many fronts: •
Branches are adopting new retail and “third place” environments. Branch furniture and public spaces are used flexibly to accommodate afternoon homework help, more interactive play and parent engagement, instruction and personal use in computer labs, new teen tech/adult learning labs, co-located partner services like One-Stop Career Centers, and performance and art events. The model for v.2020 services has been activated in Mesquite with great enthusiasm from the public.
•
As branches reduce shelf space to accommodate new spaces for interactive learning, the Library District has deployed nimble and flexible collection distribution techniques, such as use of the Distribution Center, floating collections, web-based reservations, and convenient materials pick up.
•
The Library District’s Technology Plan and IT Department maintain, upgrade, and manage public access computer, laptop, and WiFi equipment and infrastructure. They support innovative new public access technologies for maker spaces, digital media labs, online learning, databases, and WiFi hotspots.
Introduction and Project Background
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Library Facilities Master Plan Decision Framework
•
The website and social media channels have been upgraded and activated to facilitate greater customer reach via integration with major web browsers; greater customer voice and engagement; greater promotion of events, programs, and e-resources; and broader media coverage of the library as a favored local place for learning, arts, and culture.
•
The Library District and Library District Foundation have been able to attract new sources of revenue, such as New Markets Tax Credits and grants, to support the library’s roles and contributions related to local and regional ecosystems for educational, economic, and social well-being; neighborhood vitality; and community advancement.
The need to shift from facilities master plan to framework. The context of rapid change and service adaptation described above is impacting the way we think about Library District facilities today. The development of this Library Facilities Master Plan Decision Framework looks much different from past facilities master plans because it is designed for flexibility, opportunity, creativity, and customization. It is based on factors such as access, community need, customer interests, and use preferences rather than traditional library building and collection design standards. The impetus for this shift to master planning came in early 2014, when Library District executives began to design facilities improvements with medium-term bond funds left over from the Windmill Library and Service Center. That construction project came in $18 million under projections, due to the extraordinary construction conditions of the Great Recession.
Introduction and Project Background
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With the remaining capital project bond funds and additional savings once the bond debt payments were reserved, Library District leaders began moving forward on small branch improvements, finishing a renovation of the children’s area of the Sunrise Library in 2015 and designing facility improvements to the Rainbow branch. It soon became clear that branch renovation projects were more extensive and expensive than a piecemeal approach could sustain. It also became clear that new decision-making tools were needed to help the Board prioritize facility improvements on a go-forward basis. Facilities master plan framework scope and goals. In May 2017, the Board of Trustees approved the engagement of the project consultant team comprised of Simpson Coulter | STUDIO, Margaret Sullivan Studio, and Applied Analysis. The question “What are library buildings for?” was the starting point, to get clarity on how many buildings are needed and where they should be located as the Vegas valley grows over time, as well as how to design facilities to accommodate adaptation as times, populations, and service needs change. The question was also posed to get clarity on how buildings need to activate and function in the context of implementing the Library District’s current v.2020 strategic service model and getting maximum utilization of library facility assets. This planning effort followed a collaborative, iterative, and interactive process. Over the past year, from June 2017 through August 2018, the consultant team worked with library executives to complete the scope of work and project goals (next page).
PROJECT SCOPE and GOALS.
LVCCLD Facilities Master Plan Framework
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Field verification of library branch floor plans, generated in building information modeling (BIM) software. It should be noted that the consultant scope was limited to 13 of the Library District’s 25 facilities. While the focus is on Laughlin and 12 urban branches in this document, the Library Facilities Master Plan Decision Framework is designed to inform decisions relating to future improvements for the smaller rural branch facilities in the decades ahead.
2
Development of 20-year population and growth pattern forecasts and demographic analyses of the urban Las Vegas Valley to determine the need for new buildings and/or adequacy of the existing facility footprint.
3
Creation of a facilities vision based on District-wide strategic goals and evaluation of the capacity for existing Library District branch facilities to adapt to the 21st century library service model described in v.2020, including the development of specific branch schematic plans.
4
Identification and evaluation of capital project funding strategies based on the Library District’s current financial conditions and evaluation of the magnitude and viability of alternative funding options to finance future capital projects.
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Synthesis of all preceding data and analysis components into a Library Facilities Master Plan Decision Framework to clearly articulate, define, and incorporate the multiple factors involved in capital project decisions. Introduction and Project Background
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Library Facilities Master Plan Decision Framework
Introduction and Project Background
At critical milestones of the project, staff throughout the Library District were engaged for input and information, including branch managers, department managers, and cross-organizational workshop teams. Input and feedback on the general direction of Library District service strategies and facility use were also solicited from 26 community leaders at a meeting in March 2018.
and site systems and maintenance technologies, including green building technologies. In this way, the project cost estimates will be current, accurate, and relevant.
To contain consultant costs, it was decided that the focus of the existing branch analyses would be on 13 facilities: Centennial Hills, Clark County, Enterprise, Laughlin, Rainbow, Sahara West, Spring Valley, Summerlin, Sunrise, West Charleston, Whitney, Windmill, and West Las Vegas. East Las Vegas and Mesquite are new libraries, already designed for v.2020 and Las Vegas is omitted as it will be closed when the new East Las Vegas library opens in spring 2019. It should be noted that this report uses existing branch boundaries to calculate demographic and market segment characteristics. As East Las Vegas opens, branch boundaries will be adjusted, with changes to Sunrise, West Las Vegas, and Clark County branch boundaries. The Library District will monitor and adjust branch boundaries over time as data in CommunityConnect is periodically updated. Another cost containment decision was to conduct an inhouse inventory of site and facility conditions, included in this document as Appendix 3, 2019-2039 Facilities Assessment and Maintenance Renewal Plan. Other sections of this report also provide additional information on site and building conditions that impact community access or constrain full customer- and community-centric service model implementation. As the Board approves future capital projects, more extensive site and facility assessments will be developed, including electrical, data, and technology upgrades, to be responsive to advances in building
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Structure of this report. The following sections of the body of this report will summarize and highlight the inquiry process and findings for the major areas of planning framework development: • • • • •
Las Vegas Valley demographics and growth patterns in the future changes in the service model and impact on branch facility design and use; summary of current sites and facilities conditions; costing future branch improvements; and analysis of financial resources available to the Library District for capital project design and construction for the next 10 years.
More detailed data on these component investigations are attached in report appendices compiled by members of the consultant team: Demographic Analysis (Applied Analysis), Service Model Integration into Branch Building Programs (Margaret Sullivan Studio), 2019-2039 Facilities Assessment and Maintenance Renewal Plan (LVCCLD General Services Department), and Financial Analysis (Applied Analysis). The report culminates in a recommended Library Facilities Master Planning Decision Framework that gives the Board of Trustees tools to evaluate project options and move projects forward in an opportunistic and sustainable way. The proposed framework is designed to meet the demands of a constantly evolving planning environment and changing purposes of Library District buildings as well as to aid the Board in tough decisions with a process that considers new capital projects within the context of a number of criteria:
• • • • •
community conditions and need customer preferences and behaviors service model optimization fiscal resources needed to complete capital projects resources needed to sustain library facility assets over time
A facilities planning framework that is holistic, sustainable, and responsive. The component of sustainability is extremely important. Given the lessons learned in staff’s earlier attempts to piecemeal branch renovation projects, this document proposes a facility decision framework that is holistic. In the context of this report holistic means that projects will be defined by looking at all costs of building construction, lease, renovation, or modification, including operations costs for staffing, technology, and upgrades to building and operational infrastructure. With the passage of a successful $10 million bond for library construction in 1984 in anticipation of the establishment of the Library District in 1985, the successful $80 million bond in 1991 ($70 million for buildings and $10 million for collections), and the buildings financed with available cash (Centennial Hills, Mesquite, and East Las Vegas) and medium term bonds (Windmill), the Library District has successfully established a system of 25 branches, 14 in the urban Vegas valley and 11 in rural Clark County communities, with staffing, collections, and technology keeping pace with new branch development. Of the 14 urban branches, only Meadows and Las Vegas are not wholly owned. Of the 11 rural branches, six are not wholly owned, including Blue Diamond, Bunkerville, Indian Springs, Moapa Town, Sandy Valley, and Searchlight. Over the past three years, all smaller rural branches have received facility updates.
Library Facilities Master Plan Decision Framework
Branches have been built in compliance with Nevada State Regulations (NRS) that require all capital funds to be identified and reserved prior to project approval. When opening a new building, the Library District must also identify and save appropriate resources for staff, collections, and technology as part of a capital project cost estimate. The importance of this holistic facilities funding practice cannot be understated. Had the Library District executives not taken a holistic project budgeting approach, with adequate savings for new staff, technology, collections, and other operations costs associated with the Windmill branch construction project, the Library District would not have been able to open Windmill to the public in 2011, when it simultaneously had to quickly and substantially cut overall Library District operations and capital budgets to weather the sudden and sustained drop in tax revenues in the Great Recession. As tax caps restrain the growth of tax revenues in the future, it will be even more important to follow a holistic budgeting practice in the years to come. Building construction, leasing, and renovation project options must consider all anticipated costs and organizational fiscal impacts associated with improving existing facilities and/or bringing new facilities online.
Introduction and Project Background
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Demographic Analysis
LVCCLD Facilities Master Plan Framework
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Urban Clark County Growth Patterns and Demographics The demographic and population growth outlook was developed by the team at Applied Analysis, including Jeremy Aguero, Brian Gordon, and Chris Drury. A more detailed analysis of Library District and branch demographics, as well as source citations for this section of the report, can be referenced in Appendix 1, Demographic Analysis.
To address the Library District’s objectives, Applied Analysis led the following activities: 1.
Establish a baseline expectation of future growth (i.e., how many potential consumers may impact demand for library services?)
The planning team launched the demographic analyses with following questions:
2.
Project where future growth is likely to take place (i.e., what areas are likely to generate future demand for library services?)
3.
Identify any notable demographic changes within the Library District service areas (i.e., are there any material shifts in the demographic profile expected within each library branch’s service area?)
•
Is the Library District facility footprint adequate for current and future Vegas Valley growth in the coming decades?
•
If not, where should the Library District prepare to site new facilities?
•
How will the demographics of the Vegas Valley change between now and 2040?
•
How will changing demographics impact facility location, design, and use?
LVCCLD Facilities Master Plan Framework
Demographic Analysis
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Library Facilities Master Plan Decision Framework
Demographic Analysis
Demographic and growth forecast methodology and data sources. To evaluate demographic conditions and provide insights for planning, Applied Analysis used a stepwise approach to understand the current baseline economic conditions from which future growth will be measured and the trajectory at which the community is expected to expand. This population growth data is sourced to proprietary projections developed by Applied Analysis which are benchmarked against, and generally align with, known third-party demographers, including the State of Nevada and the Center for Business and Economic Research at the University of Nevada, Las Vegas.
The analysis and assessment of the demographic characteristics of residents within each of the Library District’s various service areas segments population by key attributes including age, household size, number of children by age group, race/ethnicity, and household income, as well as by market segment.
A number of analyses to develop forecasts on the location and intensity of growth within the urban Las Vegas Valley were considered, including: 1. evaluating residential permitting activity 2. considering development potential within major master planned communities 3. identifying vacant lands suitable for residential development activity 4. assessing land ownership, land uses and zoning for appropriateness of future development 5. assessing the likelihood of development given surrounding land uses 6. considering historical build-out patterns in the urban Las Vegas Valley 7. other market-based factors The forecast utilizes a ground-up approach starting with the parcel-level data, while using the broader Southern Nevada growth expectations as a control total for the broader community.
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Historical overview of population growth in Southern Nevada. The Southern Nevada economy has been one of the fastest growing communities in the nation, and the prospects for future growth remain positive. The local population stands at 2.2 million (with 1.5 million located within the LVCCLD urban service area). There are a number of attributes that provide strong fundamentals for continued expansion. The Las Vegas area cost of living remains attractive and ranks on par with national averages. Additionally, the business tax climate ranks fifth in the country, providing businesses with a low-cost operating environment. There are a number of other fundamentals that support continued growth, including but not limited to: • • • • •
easy access to regional markets no corporate or personal income tax a diversifying economy competitive real estate costs high quality of life
Future expansion is also in response to broader migration to the west, an aging population, and planned investments in the local economy.
Slower rates of growth and some demographic shifts expected in the next two decades. While the pace of population growth has been relatively impressive over the course of the past several decades, the rate of growth (in percentage terms) is likely to slow. The service areas in the urban Las Vegas valley are anticipated to expand at an annual average rate of approximately 1.0% through 2040. This growth will result in nearly two million residents throughout the LVCCLD urban service areas, or an additional 468,300 residents from 2015.
Modest changes are also anticipated in terms of the demographic characteristics of residents throughout the urban Las Vegas valley. Notably, the share of households with children is expected to decline slightly (from 29.1% presently to 28.3% in 2040), and the share of the population over 55 years of age will likely increase (from 23.7% presently to 24.2% in 2040). Branches likely to see a rise in households with children include Centennial Hills, Rainbow, Summerlin, and Sahara West. Branches that anticipate growth in senior populations include Laughlin, West Las Vegas, and Clark County.
LVCCLD and Clark County Population LVCCLD Population Non-LVCCLD Population
2,035,572
2,171,054
2,327,066
2,478,500
2,601,492
2,725,421
1,526,446
1,608,987
1,681,387
1,780,095
1,890,779
1,994,719
2015
2020
2025
2030
2035
2040
Library Facilities Master Plan Decision Framework
Demographic Analysis
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Library Facilities Master Plan Decision Framework
Demographic Analysis
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The analysis also assumes the share of Latino households will increase over the course of the next several decades, from 23.6% presently to 25.4% in 2040. In 2040, it is projected that the branches with the highest percentage of Latino households will include Sunrise (46.2%), West Las Vegas (36.6%), West Charleston (36.2%), Clark County (34.0%), and Whitney (34.0%).
Finally, there is a general expectation that incomes will continue to rise, with the median income estimated to expand by approximately 64.1% through 2040.
Summary of Demographic Outlook within the Urban Service Area 2015
2040
2015-2040
Number
Share
Number
Share
Growth
%Growth
Change in Share
Population
1,476,337
100.0%
1,928,867
100.0%
452,530
30.7%
0.0%
Population under 18
350,311
23.7%
444,568
23.0%
94,257
26.9%
-0.7%
Population 18 to 54
776,343
52.6%
1,017,335
52.7%
240,992
31.0%
0.2%
Population 55 + above
349,683
23.7%
466,964
24.2%
117,281
33.5%
0.5%
No. of households
529,749
100.0%
685,278
100.0%
155,529
29.4%
0.0%
Households w/children
154,253
29.1%
193,995
28.3%
39,742
25.8%
-0.8%
With children under 6
34,400
6.5%
41,298
6.0%
6,898
20.1%
-0.5%
With children 6 to 17
85,450
16.1%
108,069
15.8%
22,619
26.5%
-0.4%
With both aged child.
34,403
6.5%
44,624
6.5%
10,220
29.7%
0.0%
Households w/out children
375,496
70.9%
491,283
71.7%
115,787
30.8%
0.8%
Latino households
125,000
23.6%
174,000
25.4%
48,999
39.2%
1.8%
African American households
58,311
11.0%
99,051
14.5%
40,740
69.9%
3.4%
Asian households
49,651
9.4%
100,759
14.7%
51,109
102.9%
5.3%
Multi-race households
12,640
2.4%
25,712
3.8%
8,032
103.4%
1.4%
Household median income
$56,187
-
$92,181
-
$35,994
64.1%
-
263,907
2015 and 2040 Branch Service Area Population
Library Facilities Master Plan Decision Framework
2040 Branch Population
Demographic Analysis
7,855 8,597 Laughlin
22,030 21,839 West Las Vegas
Las Vegas
45,318 45,116
153,945 65,225 Summerlin
76,137 77,245 Spring Valley
100,446 111,565 Whitney
115,728 115,367 West Charleston
115,221
122,970 124,691 Clark County
Enterprise
129,232 Centennial Hills
182,787
205,458
210,756 139,769 Windmill
150,069 156,865
2015 Branch Population
Rainbow
176,513 Sahara West
Sunrise
215,615 257,264
A more detailed review of demographic conditions within each of the Library District’s existing branch service areas shows that the Sunrise branch has the largest current service population, with nearly 216,000 residents presently. The population in the area is expected to expand to over 257,000 by the year 2040. By 2040, the largest service area is modeled to be Sahara West followed by Sunrise, Windmill, Centennial Hills, Enterprise, and Summerlin.
22
Demographic Analysis
Library Facilities Master Plan Decision Framework
23
The largest percentage population growth gains are expected for Summerlin, Centennial Hills, Enterprise, Windmill, and Sahara West service areas. The following graph illustrates future branch growth and ranking by branch service area.
136.0%
Population Percentage Change Between 2015 and 2040 59.0%
58.6% 50.8%
49.5%
19.3%
-0.3%
-0.4%
-0.9%
West Charleston
Las Vegas
West Las Vegas
1.4%
Clark County
1.5%
Spring Valley
4.5%
Rainbow
9.4%
Laughlin
Whitney
Sunrise
Sahara West
Windmill
Enterprise
Centennial Hills
Summerlin
11.1%
The following maps depict the general location and intensity of residential development activity in the future.
Residential Development by 2030
Residential Development by 2040
Residential Development Controlled Site Existing Branch Other System Libraries
Library Facilities Master Plan Decision Framework
Demographic Analysis
24
Library Facilities Master Plan Decision Framework
Demographic Analysis
25
Southern Nevada 2015-2040 Growth
The map to the right summarizes the Las Vegas Valley growth patterns from 2015 through 2040, with areas in gray anticipated to grow in population, areas in light orange projected to remain stable, and areas in dark orange projected to lose population. According to these growth projections, the number of housing units is expected to increase from 815,184 in 2020 to 1,004,064 in 2030, and to 1,099,137 in 2040, bringing an estimated half million more people to the service area.
Population Loss
50-250
Controlled Site
Stable Population
250-1,000
Existing Branch
Over 1,000
Other System Libraries
Analysis of the Library District’s facilities footprint. As is apparent from the preceding map, the majority of future growth is expected to be focused in the western portions of the urban Las Vegas Valley - particularly the southwest and northwest; however, this growth is expected to take years to expand. Over the next decade, the Library District has an opportunity to build out the expansion areas in the existing Centennial Hills and Windmill branch facilities to accommodate near- to -mid-term increases in demand. This also gives the Library District a chance to better understand how shifts in library services, programs, and materials utilization will impact demand for the physical buildings in the future, a topic that will be explored further in the next section of this report.
2040 Population
Skye Canyon (Kyle Canyon Road) Location
Less than 1,000 1,000 - 2,000
Centennial Hills
2,000 - 3,000 3,000 - 4,000 Over 4,000
Summerlin
Controlled Site Existing Branch Other System Libraries
Rainbow
Cactus Pointe (Cactus and Jones) Location Spring Valley
The Library District has identified two potential future sites. One, in the far northwest part of the Las Vegas Valley in the Centennial Hills service area along Kyle Canyon Road, referred to as Skye Canyon, is a potential Bureau of Land Management (BLM) lease site controlled by the City of Las Vegas. The other, located in the southwest part of the Las Vegas Valley near the intersection of Cactus Avenue and Jones Boulevard, referred to as Cactus Pointe, is an undeveloped BLM site with a lease term that expires in 2035. The two expansion sites were secured to accommodate future demand in their surrounding service areas but are generally bordered by mountainous terrain that would potentially limit residential densities, and potentially, the use of the facilities. The sites are identified with purple squares on the maps. Library Facilities Master Plan Decision Framework
Sahara West
Clark County
Windmill
Enterprise
Demographic Analysis
26
Library Facilities Master Plan Decision Framework
The decision to build new facilities should also consider sites located along major thoroughfares that remain in close proximity to future development activity and residential expansion. For example, the Library District may consider alternative locations along the western segments of the Interstate 215 Beltway. Specifically, locations should be considered around the Beltway north of Cheyenne Avenue (northwest) and south of Tropicana Avenue (southwest). Additionally, the existing population combined with future growth may support another branch in the eastern portion of the Vegas valley (in the Sunrise service area).
Demographic Analysis
27
Southern Nevada 2040 Population with Potential New Site Locations Less than 1,000
2,000 - 3,000
Controlled Site
1,000 - 2,000
3,000 - 4,000
Existing Branch
Over 4,000
Other System Libraries
To further explore customer access and convenience factors for new facility site decisions, Applied Analysis produced the following maps which illustrate distance and drive times to existing facilities.
Drive Time Within 10 Minutes Controlled Site Existing Branch Other System Libraries
Library Facilities Master Plan Decision Framework
Demographic Analysis
28
Library Facilities Master Plan Decision Framework
Drive Time Within 15 Minutes
Controlled Site Existing Branch Other System Libraries
Demographic Analysis
29
3-Mile Radius
Controlled Site Existing Branch Other System Libraries
Library Facilities Master Plan Decision Framework
Demographic Analysis
30
Library Facilities Master Plan Decision Framework
4-Mile Radius
Controlled Site Existing Branch Other System Libraries
Demographic Analysis
31
5-Mile Radius
Controlled Site Existing Branch Other System Libraries
Library Facilities Master Plan Decision Framework
Demographic Analysis
32
Demographic Analysis
LVCCLD Facilities Master Plan Framework
MAJOR FINDINGS.
33
1
Population within the urban Las Vegas Valley, including the Library District’s service area, is expected to continue to grow, although not at the extraordinary rates of the past half century.
2
Between now and 2040, the Library District can anticipate a slight decrease in the share of households with families as the overall population continues to age. The Latino demographic is expected to expand as a share of all households. Individual branches may see more dramatic shifts in population characteristics.
3
At present, the Library District footprint is well distributed throughout its service area and appears well positioned to service future population growth in the near- to midterm.
4
The eastern portion of the Library District’s service area appears to have some potential gaps. However, the April 2019 opening of the East Las Vegas library is expected to serve residents in the area.
Field Verification and Building Maintenance Condition Assessment
LVCCLD Facilities Master Plan Framework
34
Laying the foundation In March 2017, Simpson Coulter | STUDIO began coordination of field verification and building integrated modeling (BIM) for each of the 13 library branch facilities within the Library Facilities Master Plan Decision Framework scope of work, including: 1. creation of accurate floor plan documents to be used in the facility schematics created by Margaret Sullivan Studio; 2. location and dimensions of walls, windows, doors, openings room naming, and other facility features; 3. provision of updated and accurate floor plans and diagrams of all urban branches to the Library District for future development of branch capital projects; and 4. provision of updated and accurate floor plans and diagrams to the Library District General Services Department for use in maintenance efforts. Current and future building maintenance conditions and cost estimates. In June and July 2018, the Library District’s General Services Department completed a comprehensive Facility Condition Assessment (FCA) of 17 Library Districtowned buildings (comprised of 708,646 square feet of building space) to accurately identify and quantify the Library District’s current and future capital renewal needs. This FCA will be used to assess and prioritize facility maintenance and capital renewal needs throughout the Library District and to make recommendations regarding projected financial outlays needed to address short and long-term facility maintenance needs Library Facilities Master Plan Decision Framework
as well as capital renewal projects. Details from this General Services assessment are available in Appendix 3, 2019-2039 Facilities Assessment and Maintenance Renewal Plan. The FCA assessed various building systems, including foundation systems, structural systems, roofing systems, and heating, ventilation, and air conditioning (HVAC) systems. For each of the 17 facilities, Library District General Services Staff assessed the following: 1. current and forecasted building conditions 2. current site infrastructure needs 3. remaining service life of major building systems, including building envelope, architectural finishes, roofs, electrical, plumbing, and HVAC systems 4. rough Order of Magnitude (ROM) cost estimates for building system renewal and site infrastructure repairs 5. forecasted facility renewal requirements based on lifecycle analysis of existing systems over the span of the next 20 years 6. Facility Condition Index (FCI) measurements to illustrate the relative condition of all facilities The average age of the Library District’s 17 owned facilities is 22.5 years, with a range of 3 months (Mesquite) to 31 years (Moapa Valley, Mt. Charleston, and Sunrise).
Executive Summary
35
Library Facilities Master Plan Decision Framework
The current replacement value (CRV), or the cost to construct a replacement building in today’s dollars, was calculated at $354,323,000, based on an estimated current construction cost of similar structures of $500 per square foot (featured in chart to the right). Capital Renewal costs representing previous or future repairs or replacements paid from the Capital Fund budget were calculated using recent hard bid numbers, when available, or estimates. Current costs were extended based on the remaining useful life to the building systems to establish the future replacement cost, combined with a 2% inflation rate compounded annually. Expected life cycles for buildings systems were based on the Building Operators and Managers of America (BOMA) recommendations, manufacturer’s suggested useful life, and material life based on historical records. Because the Library District’s General Service Department has kept up with all maintenance issues, the five year FCI score by location is excellent for all 17 buildings that were assessed (featured in chart on the next page). The 20-year FCI by location shows that nine of the 17 facilities rank “Fair,” and the remaining 8 buildings are rated “Good.” Specific capital renewal costs were estimated for each of the 17 facilities at a total of $32,257,417. These cost estimates were also provided by year over 20 years (2019 – 2039). The cost estimates are also broken out by building system categories, with the greatest anticipated costs in the categories of HVAC ($9.7 million), parking lot ($4.9 million), roofing ($3.6 million), and flooring ($3.6 million).
Executive Summary
36
Current Estimated CRV by Location Library
Square Footage
CRV
Centennial Hills
45,555
$22,777,500
Clark County
120,000
$66,000,000
Enterprise
26,300
$13,150,000
Laughlin
15,562
$7,781,000
Mesquite Library
13,313
$6,656,500
Mesquite Library Learning Center
5,464
$2,732,000
Moapa Valley
4,700
$2,350,000
Mt. Charleston
2,800
$1,400,000
Rainbow
26,800
$13,400,000
Sahara West
122,000
$61,000,000
Spring Valley
26,645
$13,322,500
Summerlin
40,165
$20,082,500
Sunrise
23,000
$11,500,000
West Charleston
38,900
$19,450,000
West Las Vegas
30,693
$15,346,500
Whitney
24,600
$12,300,000
Windmill Library and S.C.
142,149
$71,074,500
Total
708,646
$354,323,000
5-Year FCI Score by Location Library
Square Footage
CRV
Renewal Costs
FCI%
FCI Score
Centennial Hills
45,555
$22,777,500
$54,459
0.24
Excellent
Clark County
120,000
$66,000,000
$161,027
0.27
Excellent
Enterprise
26,300
$13,150,000
$637,825
4.85
Excellent
Laughlin
15,562
$7,781,000
$279,702
3.59
Excellent
Mesquite Library
13,313
$6,656,500
$0
0.00
Excellent
Mesquite Library Learning Center
5,464
$2,732,000
$78,030
2.86
Excellent
Moapa Valley
4,700
$2,350,000
$5,000
0.21
Excellent
Mt. Charleston
2,800
$1,400,000
$55,204
3.94
Excellent
Rainbow
26,800
$13,400,000
$556,074
4.22
Excellent
Sahara West
122,000
$61,000,000
$2,100,685
3.44
Excellent
Spring Valley
26,645
$13,322,500
$443,926
3.33
Excellent
Summerlin
40,165
$20,082,500
$563,336
2.81
Excellent
Sunrise
23,000
$11,500,000
$228,493
1.99
Excellent
West Charleston
38,900
$19,450,000
$632,740
3.25
Excellent
West Las Vegas
30,693
$15,346,500
$97,147
0.63
Excellent
Whitney
24,600
$12,300,000
$194,031
1.58
Excellent
Windmill Library and S.C.
142,149
$71,074,500
$438,159
0.62
Excellent
Average FCI Library Facilities Master Plan Decision Framework
2.23 Executive Summary
37
Library Facilities Master Plan Decision Framework
Executive Summary
38
20-Year Maintenance Renewal Cost Estimates More specific building renewal costs are broken out by branch in Appendix 3.
By Location
By Year
By Category
Library
Renewal Cost
Year
Estimated Cost
Year
Estimated Cost
Centennial Hills
$2,659,599
2019
$1,030,792
Concrete
$117,664
Clark County
$5,059,559
2020
$2,825,856
Construction
$150,000
Enterprise
$1,531,698
2021
$837,738
Doors
$546,443
Laughlin
$1,378,940
2022
$330,910
Electrical
$952,428
Mesquite Library
$204,061
2023
$1,510,541
Elevators
$350,000
Mesquite Library Learning Center
$505,706
2024
$3,134,130
Fire
$1,539,562
Moapa Valley
$335,011
2025
$1,579,726
Flooring
$3,631,455
Mt. Charleston
$194,480
2026
$1,612,656
Fuel
$20,698
Rainbow
$2,113,877
2027
$1,623,942
HVAC
$9,737,444
Sahara West
$3,891,586
2028
$1,472,359
Landscaping
$478,514
Spring Valley
$1,048,717
2029
$3,060,428
Lighting
$1,560,733
Summerlin
$2,963,783
2030
$1,853,247
Painting
$2,849,147
Sunrise
$841,395
2031
$2,380,741
Parking lot
$4,935,108
West Charleston
$2,047,309
2032
$231,894
Roofing
$3,677,688
West Las Vegas
$1,496,022
2033
$1,771,673
Security
$248,675
Whitney
$1,572,946
2034
$560,011
Theater
$1,461,858
Windmill Library and S.C.
$4,412,726
2035
$671,751
Total
$32,257,417
Total
$32,257,417
2036
$1,672,544
2037
$694,687
2038
$2,446,433
2039
$955,359
Total
$32,257,417
MAJOR FINDINGS.
LVCCLD Facilities Master Plan Framework
1
In the short-term (2019-2023), Library District facilities are in good condition, requiring approximately $6.5 million in building renewal investments in the five-year renewal plan (2019-2023) and $32.2 million in anticipated maintenance costs over the next 20 years (2019 – 2039).
2
Long-term maintenance costs will be managed with continuous, multi-faceted maintenance of building systems by the Library District’s General Services Department. Maintenance issues will be accomplished using a work order system and regularly scheduled building inspections.
3
Continuous implementation of energy conservation and sustainability systems, not only for new buildings, but also for retrofitting energy-efficient technologies into existing facilities, such as LED lamp conversion, zone scheduling, night/ unoccupied settings, and after-hours overrides that allow temporary changes to comfort settings when buildings are not in use, among other similar tools.
Field Verification and Current Conditions
39
Vision 2020 Service Model Adaptation
LVCCLD Facilities Master Plan Framework
40
Investing in Community Branches
What are the buildings for? The question, “What are the library buildings for?” was the focus of the analyses described in this section of the Library Facilities Master Plan Decision Framework. In particular, this section explores how Library District branch facilities are changing to adopt service priorities articulated in v.2020 as well as how existing facilities can maximize their role as it relates to the Library District mission to nurture the social, economic, and educational well-being of communities and Library Facilities Master Plan Decision Framework
build communities of people who come together to pursue their individual and group aspirations. As mentioned previously, the 13 branches assessed in this section are the Library District’s urban branches: Centennial Hills, Clark County, Enterprise, Laughlin, Rainbow, Sahara West, Spring Valley, Summerlin, Sunrise, West Charleston, Whitney, Windmill, and West Las Vegas. East Las Vegas, which is opening in spring 2019, and the newlyVision 2020 Service Model Adaptation
opened Mesquite branch are designed to implement the new v.2020 service model. Las Vegas is omitted as it will be closed when the new East Las Vegas library opens. The table on the next page provides details on square footage and age of the buildings reviewed. There is also information on special spaces associated with the buildings, if any, and relevant square footage dimensions.
41
Vision 2020 Service Model Adaptation
LVCCLD Facilities Master Plan Framework
42
Branch
Total SF: Library
Year Opened
Special Spaces
Special Spaces SF
Centennial Hills
45,555
2009
Expansion/distribution center
13,267
Clark County
120,000
1994
399-seat theater, black box theater, multipurpose room
30,662
Enterprise
26,300
1996
Laughlin
15,562
1994
Rainbow
26,800
1994
Amphitheater stage and backstage
4,000
Sahara West
122,000
1997
The Galleries Foundation book warehouse, upstairs board room
22,136
Spring Valley
26,645
1988
Summerlin
40,165
1993
287-seat theater
13,181
Sunrise
23,000
1987
West Charleston
38,900
1993
276-seat lecture hall
4,380
West Las Vegas
30,696
1989
298-seat theater
14,285
Whitney
24,600
1994
198-seat concert hall
4,290
Windmill
52,890
2011
299-seat theater auditorium expansion space
15,877
Measuring Branch Performance What do the numbers say? Currently, the practice is to measure building success by collection use, gate count, holds, and program attendance. These are traditional output measures that indicate some levels of branch activity but do not reflect virtual use of libraries or new roles and purposes of the buildings.
Currently, we are not able to track e-resource use by branch customer. However, year-end totals indicate that e-resource circulation is on the rise. Use of downloadable materials totaled 1,965,572 in fiscal year 2018, up from 1,670,494 in fiscal year (FY) 2017.
The chart on the following page tracks the following measures from July 1, 2017 through June 30, 2018: the type of materials and volume of materials checked out, holds that were picked up, gate count, attendance at youth and adult programs, and computer session counts for all branches in this study.
The following sections of this chapter describe:
It is clear that the library is still a robust place for transactions of things, with media and print materials circulating in a roughly 50-50 split as well as an active place for visits, public access computer use, and programs.
Library Facilities Master Plan Decision Framework
• • • •
the assessment methodology assessment findings that articulate how the roles and purposes of the buildings are changing today ways the buildings can be redesigned for the next generation of services a redefinition of building success that relates to maximum use of the buildings.
Vision 2020 Service Model Adaptation
43
Vision 2020 Service Model Adaptation
LVCCLD Facilities Master Plan Framework
Total Total Holds Media Circulation Picked Up Materials
Gate Count
44
Youth Adult Computer Program Program Sessions Attendance Attendance
Branch
Total Print Materials
Centennial Hills
439,428
212,149
670,605
87,264
399,976
14,868
3,504
56,491
Clark County
198,944
426,950
644,704
110,915
591,522
44,908
77,361
103,055
Enterprise
234,841
207,915
455,435
95,486
377,218
9,916
7,888
33,059
Laughlin
43,053
87,472
132,433
21,571
166,580
3,771
4,055
21,990
Rainbow
315,329
305,345
635,298
100,754
442,328
22,081
11,393
53,791
Sahara West
470,064
284,695
733,136
78,185
536,592
15,874
24,500
61,805
Spring Valley
231,591
309,298
551,298
85,791
412,583
17,737
7,659
83,879
Summerlin
261,165
125,483
398,787
131,091
289,842
16,084
45,883
24,611
Sunrise
260,626
338,564
610,195
69,403
352,402
12,942
9,641
71,285
West Charleston
192,116
264,487
465,373
67,660
379,214
6,473
11,399
47,498
West Las Vegas
63,734
139,167
205,541
98,616
298,519
5,130
26,632
60,069
Whitney
198,788
308,159
516,945
25,387
601,576
21,010
15,549
51,779
Windmill
466,444
200,266
686,463
81,500
359,391
15,586
23,969
61,545
TOTAL
3,376,123
3,209,950
6,586,073
1,053,623
5,207,743
196,201
245,464
730,857
Planning activities and methodology. Margaret Sullivan Studio led the assessment of each branch facility’s capacity to fully implement and adapt to the v.2020 service model. They worked with staff at many levels of the organization as well as 16 community groups, some of which are already in active partnerships with the Library District. The methodology was iterative, starting with conversations about how the Library District can fully utilize each branch facility in alignment with a wide range of lifestyles and learning preferences of increasingly diverse Clark County residents. This culminated in discussions about how library services and resources connect to larger community challenges and impact initiatives.
Several kinds of planning assessments were carried out, with a variety of perspectives, as follows: •
A cross-generational group of executive, department, and branch leaders met in June 2017 to conduct workshops to review and understand a Community Needs Assessment crafted from data pulled out of the Library District’s planning platform, CommunityConnect. The assessment uses market segmentation data to help staff and library leadership understand the diversity of households that make up the total urban service area as well as branch service areas. The workshops were led by Marc Futterman of CIVICTechnologies, Inc. Library District and branch staff gained a deep and detailed understanding of residents’ interests, preferences, channels of information, life stages, and lifestyles.
•
Branch manager surveys and workshops were conducted in June 2017. Summary data from these activities provided valuable information on branch assets and conditions, including the “distinguishable character” of the branch and its customers, community needs in the branch service area, the “destination feature and flavor” of the branch (branch learning culture), and current and priority future branch service mix.
•
Also in June 2017, Margaret Sullivan Studio led three workshops with the Library Operations team, the Community Engagement team, and the Branding and Marketing team. Library Operations conversations explored the needs of specific branch populations based on market segment and demographic data and identified the most important qualities of the customer experience as being welcoming, friendly, adaptable, and flexible. Community Engagement conversations explored the District-wide challenge of growing
Facilities Master Planning
Questionnaire My Department is:
T ell us about your Department!
What are the goals of the Department? Why was this Department created?
What are the primary outcome goals that you are envisioning for your customers today?
How have the goals of Vision 2020 impacted your approach to services?
How do you determine what services and programs you create?
*Please feel free to continue any answers on the back of this sheet.
Library Facilities Master Plan Decision Framework
Vision 2020 Service Model Adaptation
45
Library Facilities Master Plan Decision Framework
the Library District audience base and the qualities of the library that are attractive, such as safety, learning, internet access, and cultural programs. The work session with the Branding and Marketing team identified the need to update the perception of libraries among local residents and to tailor marketing strategies to the various branch and District-wide service populations. •
•
Cross-organizational input: In August 2017, Library District and branch leadership met to generate draft “recipes” for each branch based on community populations and need along with v.2020 strategic service goals and priorities. Branch leaders created branch taglines, identified service priorities and customer service touchpoints, and explored the customer’s experience. Again, the theme of a welcoming environment and proactive customer engagement emerged as a key to optimal building activation and full utilization. A final workshop with this group in May 2018 explored the customer experience to understand how to activate a welcoming environment resulting in positive and enjoyable library experiences, whether in the buildings, at work, at home, or out in the community. In March 2018, the Library District Foundation hosted a Community Engagement meeting with 26 representatives from 16 organizations attending (see Acknowledgements for the full list of participants). Margaret Sullivan reviewed the v.2020 strategic plan and spoke generally about the changing business of public libraries and roles of library buildings. Organizations provided information on their mission, service priorities, and top three community challenges. Organizational leaders characterized the lives of Las Vegas Valley residents on a spectrum ranging from hard and indentured servitude to resilient and resourceful.
Vision 2020 Service Model Adaptation
46
•
When asked to comment on the value of public libraries to the community, responses converged around the notion that we are all working on the same issues: a brighter future for the region; experimentation with service models that reach the whole family; and solutions that are accessible, affordable, and scaled to the magnitude of community challenges. There was a strong, collaborative spirit in the room - excitement about what the library is doing and excitement about working together, aligning resources, and making a difference. Identified challenges fell into major themes of communication, transportation, language (Spanish), and capacity-building. Notably, the group of community organizations expressed gratitude and appreciation for the library gathering and asked to meet again. Many community organization CEOs view and endorse the library as a place that fosters and makes possible deep, impactful partnerships and alliances within the community.
•
The Executive Director and Executive Council met repeatedly to: − better understand how v.2020 service strategies impact facility design and use; − identify what it takes to invest in existing facilities in ways that strengthen community and advance the well-being of residents; − understand what resources, in addition to capital project funding, are needed to sustain a successful model; and − position the library as a relevant, valuable, and essential public institution.
This array of activities, perspectives, and feedback created a vision for Library District branches transforming into hubs of civic activity and hives for talent and skill development in the years and decades ahead.
Need and opportunity for customer- and community-centric building programs. This iterative process developed and tested customer-driven and community-centric building activation concepts. It revealed great alignment between how Library District staff envision building use and how local community organizations view library facilities as assets in terms of people, place, and platform: •
PEOPLE. Despite a slight drop in both circulation of physical materials and gate count in FY 2017-2018, the Library District hosted significant foot traffic at six million visits a year and use of books, CDs, and DVDs at 12 million items per year. Partners find the Library District attractive not only because of this volume of use but also because the Library District sees residents of all ages and from all walks of life, diverse cultural backgrounds, and a broad array of lifestyles and life stages. They affirmed that the Library District has a unique strength as a public institution in the Las Vegas Valley in that it is used by the whole family.
•
PLACE. The Library District has a good distribution of facilities across the urban Las Vegas Valley, mostly located on bus routes, serving as hubs of civic life, nested within other civic institutions, or in residential neighborhoods. In comparison to other library districts which often have one large branch and many small branches, this library district has substantial buildings that have major public performance and community gathering spaces, facility assets not found in other library systems of similar size and urban character. There has been enthusiastic public response to new interactive program spaces like the Best Buy Teen Tech Center at Clark County Library, which has had 8,500 visits from youth since it opened in January 2018. The new partnership with Workforce Connections immensely
Library Facilities Master Plan Decision Framework
expands that organization’s service outlets while bringing new expertise and connections to employment and social services into the Library District without hiring specialized new staff. •
PLATFORM. The most profound changes in Library District services over the past five years have been the tremendous growth in customer use of new devices and technology; rapid adoption of virtual services including downloadable books, movies, music, and magazines; and the use of library technology platforms. For example, when the Southern Nevada Health District shut down physical services during the recession, residents turned to the library public access computers and printers to get their health cards. Job seekers come to the library to search for employment and apply online. In the future, the Library as Platform model will go beyond the virtual, incorporating more impactful and intentional use of library facilities as platforms for partnerships, instructional experiences, innovation lab environments, business, and cultural exchanges as well as the public distribution of valuable internet-based services and information.
As Margaret Sullivan Studio synthesized the data from this variety of building program ideation and development activities, it became evident that there is tremendous support inside the library and out in the community for creating components that are local and aligned with customer and community characteristics and conditions rather than continuing with traditional components that rely on industry standards or national benchmarks. Who are we designing for and why? To understand the question “Who are we designing for?” Library District and branch staff reviewed market-wide and branch-specific predictive market segmentation data in the Community Needs Assessment, which Vision 2020 Service Model Adaptation
47
Library Facilities Master Plan Decision Framework
Vision 2020 Service Model Adaptation
aggregated and overlaid household characteristics by Library District and branch boundaries with customer checkout activity for the year 2015 (Community Needs Assessment document found in Appendix 5).
To make sense of this complexity, the Library District grouped the top 30 segments (core customer groups) into three “super groups”: Families with Children; Seniors (households with people over 55 years old); and Professionals, Couples/Singles (households with no children, under the age of 55).
48
The following pages feature charts that summarize the populations, customers, and material checkout activity of these super groups and illustrate the variety of household types within each super group. The maps indicate the geographic distribution of household types. This data provides extremely detailed information on who is served, customers and core customers, District-wide as well as in each branch service area. Further details about the ESRI Tapestry segment definitions can be found in the demographic data provided at the end of Appendix 1.
826 Valencia Tenderloin Center; San Francisco, CA
That data tells us that the Las Vegas Valley metropolitan area is extremely fragmented, with a wide variety of household types and market segments (out of 65 national household types in the commercial segmentation database, the Library District serves 54 types).
Super Group: Families with Children
Super Group: Professionals, Couples/Singles
Super Group: Seniors
Up-and-Coming Families Aspiring Young Families Industrious Urban Fringe Inner City Tenants Milk and Cookies NeWest Residents Sophisticated Squires Boomburbs Main Street USA Crossroads City Dimensions
Enterprising Professionals Old and Newcomers Young and Restless In Style Exurbanites Cozy and Comfortable Midlife Junction
Social Security Set Prosperous Empty Nesters Silver and Gold Retirement Communities Senior Sun Seekers Simple Living
Super Group Statistical Summary Super Group
Population
Customers
NonCustomers
Checkouts
Market Share
Market Potential
Customer Growth Potential
Families with Children
942,595
345,074
597,521
21,922,455
36.6%
63.4%
290.0
Professionals, Couples/Singles
138,902
44,445
94,457
3,303,122
32.0%
68.0%
6.8
Seniors
312,165
109,840
202,325
7,243,457
35.2%
64.8%
32.5
Total Super Group Population
1,393,662
499,359
894,303
32,469,034
35.6%
64.2%
-
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Vision 2020 Service Model Adaptation
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Super Groups by Population, Customer, and Checkout Share Population Share Customer Share Checkout Share
80%
70%
68%
69%
68%
60%
50%
40%
30% 22%
22%
22%
20% 10%
10%
9%
0%
Families with Children
Professionals, Couples/Singles
Seniors
10%
These graphs and maps illustrate that even within broad categories of “Families,” “Seniors,” and “Professionals, Couples/Singles,” there is great variety of household types by lifestyle and life stage. The “Who are we designing for?” question is answered in great detail, allowing for customization and certainty in designing building programs and activity components since the maps also show us where various types of households tend to reside. This data becomes a powerful tool for aligning branch destination features and activities with customer preferences and cultures, answering the question of why various customers would be interested in library resources or activities and why the Library District has value to the community.
Library Facilities Master Plan Decision Framework
Segments in “Families with Children” Super Group City Dimensions Main Street USA NeWest Residents Sophisticated Squires Boomburbs Inner City Tenants Milk and Cookies Up and Coming Families Aspiring Young Families Crossroads Industrious Urban Fringe Service Areas
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Library Facilities Master Plan Decision Framework
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Segments in “Seniors” Super Group
Simple Living Senior Sun Seekers Prosperous Empty Nesters Social Security Set Retirement Communities Silver and Gold Service Areas
Segments in “Seniors” Super Group Exurbanites Cozy and Comfortable Midlife Junction Old and Newcomers Young and Restless In Style Enterprising Professionals Service Areas
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Vision 2020 Service Model Adaptation
Library Facilities Master Plan Decision Framework
Non-patrons
Patrons
200,000 180,000 160,000
Families with Children
140,000 120,000 100,000 80,000 60,000 40,000 20,000 Bunkerville
Centennial Hills
Clark County
Enterprise Goodsprings/ Sandy Valley Las Vegas
Laughlin
Meadows
Mesquite
Moapa Town
Moapa Valley
Mount Charleston
Rainbow
Sahara West
Searchlight
Spring Valley
Summerlin
Sunrise
West Charleston
West Las Vegas
Whitney
Windmill
Centennial Hills
Clark County
Enterprise Goodsprings/ Sandy Valley Las Vegas
Laughlin
Meadows
Mesquite
Moapa Town
Moapa Valley
Mount Charleston
Rainbow
Sahara West
Searchlight
Spring Valley
Summerlin
Sunrise
West Charleston
West Las Vegas
Whitney
Windmill
0
Bunkerville
Market segmentation analysis and customer intelligence also becomes a decisionmaking tool that helps the Library District and individual branches understand the relative size and importance of market segments in library service areas. The Community Needs Assessment data not only clarifies the primary service populations for each branch by super group and by market segments but also provides invaluable information about how to grow the Library District’s market share. The graphs to the right illustrate the variety of super group customers by branch (by Senior and Family super groups, respectively), with existing customers in blue and untapped customer markets in purple.
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40,000 35,000 30,000 25,000
Seniors
20,000 15,000 10,000 5,000 0
LIMITLESS LEARNING
GOVERNMENT & SOCIAL SERVICES
BUSINESS & CAREER
COMMUNITY & CULTURE
New building program components activate buildings with flexible spaces that can serve overlapping strategic goals and/ or dedicated spaces that foster 21st century learning and social environments. The new program elements maximize building use by the community as they are designed to be active and interactive public spaces where people can socialize, play, and learn. They create opportunities for social connections and facilitated learning by dedicating more building square footage to human-centered activities with flexible and adaptable spaces, furniture, and collections, as described in the next few pages.
CAREER SERVICES
INTERGENERATIONAL LIVING ROOM
PROJECT - BASED LEARNING
How can the current set of library buildings adapt? Margaret Sullivan Studio synthesized customer and community data coming out of the Community Need Assessment workshops and the v.2020 strategic service priorities articulated in branch manager surveys, from which a constellation of new building program components emerged. Library Facilities Master Plan Decision Framework
Vision 2020 Service Model Adaptation
FAMILY LEARNING
SCHOOL SUPPORT
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based on
01 INTERGENERATIONAL LIVING ROOM The Intergenerational Living Room activates connection, convening, and gathering for families and community members of all ages and interests. The Intergenerational Living Room experience celebrates community, family, and diverse cultures. It is the “Third Place” meetup space as well as a space for enjoying art, music, and literature. It is the welcoming, comfortable gateway to Business and Career Services, Limitless Learning, and Social and Government Resources. It is Community and Culture and gives the branch a destination “look and feel.”
02 FAMILY LEARNING The areas of the facility intended to activate Family Learning will be designed to make the library the go-to place for early literacy and childhood development, parent engagement, and family-centric health and well-being. These values are central to the Library District’s youth services approach to facilitated learning. Activating the Limitless Learning strategy focus of v.2020, the Family Learning area will be designed to nurture “whole child” and “whole family” development
The Assemblage Nomad; New York, NY
curricula and partnerships that include Mind in the Making, Family Place, PLA’s Every Child Ready to Read, VROOM parenting tips, Read by 3, Grade Level Reading, and partnerships with the Clark County School District, UNR’s Cooperative Extension (i.e., Little Cooks Little Books) and PBS Kids. Spaces will be flexible to allow for parent instruction, STEAM activities, storytime, and family activities. They may be adjacent to outdoor areas, such as the children’s playground in Mesquite. They will be designed with stimulating features: contrasting colors, textures and patterns as well as manipulatives that foster play, discovery, and exploration. There will be seating so that parents, caregivers, and older siblings will also feel like they belong.
ImaginOn, the Joe and Joan Martin Center; Charlotte, NC
03 SCHOOL SUPPORT The areas of the facility intended to activate School Support will be intentionally designed for educational partnerships and the flourishing after-school homework help, tutoring, and STEAM (science, technology, engineering, arts, and math) programs that ensure all youth have access to resources required for school success. The space will host activities that spark curiosity about college, career, and workforce readiness. The areas will be designed to adapt to a variety of activities: support for homeschooling, group projects and collaboration, youth business incubation, coding and gaming literacy, and small business support when not in use as after-school homework help. Online resources will be promoted, such as BrainFuse, Lynda.com, Gale Courses, Socrates, and Online Career High School.
in this report. Exemplified by the DJ lab launched at Enterprise, the Best Buy Teen Tech Center at Clark County, and the Teens @ space at Sahara West, these spaces can be replicated and refined throughout all Library District buildings for families, youth, and adults. The ProjectBased Learning spaces can accommodate alternative learning models to fill the education gap of students who do not thrive in a school learning environment. Equipment in the spaces will connect people of all ages to technology and maker tools for textile arts, moviemaking, sound recording, music making, video recording, coding, robotics, artificial intelligence, gaming, studio arts, culinary arts, new media, and journalism. They will be club rooms for hobby groups, labs for developing new employment skills, and places for groups to work on projects together. They will be places where adults can learn and experiment with DIY projects for their homes, yards, and vehicles.
04 PROJECT-BASED LEARNING
This building element expands on the Library District’s considerable experience in project-based learning, a proven and successful model for developing 21st century skill sets and literacies mentioned earlier Library Facilities Master Plan Decision Framework
Whitby School Makerspace; Greenwich, CT
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Library Facilities Master Plan Decision Framework
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05 BUSINESS & CAREER
Business and Career support services are at the core of the Library District’s v.2020 plan and next generation service model. The current hallmark of this building element is the location of the One-Stop Career Center satellites and the CALL Adult Learning Lab spaces that include consultation rooms, study rooms, class rooms, computer labs, and reception areas. Co-working areas for businesses and entrepreneurs to meet and exchange experiences also activate in these spaces, which facilitate partnerships with social service providers who need to connect with vulnerable community populations in trusted environments. Start-up businesses will have ready access to robust databases, employment expertise, business coaches, financial literacy instruction, business courses, non-profit classes, and entrepreneur meet-ups. The Library District will become a critical contributor to Clark County’s workforce, enterprise, and economic development arenas. Customers will have access to a facility intentionally designed to build skills and competencies for financial stability and growth in earning power. Partnerships with UNLV, CSN, and Nevada State College could activate the spaces by streaming classes, conducting industry certification trainings, or hosting FAFSA workshops or job fairs.
Bespoke Co-Working Space; San Francisco, CA
COMMUNITY & CULTURE
LIMITLESS LEARNING
BUSINESS & CAREER
SOCIAL & GOVERNMENT RESOURCES Library Facilities Master Plan Decision Framework
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Library Facilities Master Plan Decision Framework
Library District and branch recipes for success. In this new library model rollout, each branch has the ability to create a community-centric recipe of space components that serve the major needs of the service area residents, selecting from a menu of traditional and new building program elements. In new branch renovations, it will be important to consider adjacencies of activities in a holistic context of customer need, use, and experience. Each library branch has the opportunity to design welcoming and positive customer environments that reflect their neighborhoods. Margaret Sullivan Studio’s branch assessments found that all existing buildings could successfully develop distinctive branch recipes,
flexibly selected from the building component menu, that activate the v.2020 service model and have distinctive cultural “flavors” and destination features. Two buildings had notable space constraints. Sunrise Library, which has the largest service area population, lacks space for major community gatherings, computer and classroom instruction and trainings. West Las Vegas Library has even more limited square footage for v.2020 in an area of town that has suboptimal economic vitality and great service needs along all four pillars of the v.2020 strategic plan: limitless learning, business and career success, connections to social and government services, and community and culture.
Vision 2020 Service Model Adaptation
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Library as a campus ecosystem...
District-wide, the branch assessments underscore the Library District’s rich set of building assets that can be positioned to attract new audiences as an integrated District-wide campus ecosystem, not just a set of individual branch libraries. Positioned as an urban library campus, residents will enjoy each branch as a hyper-local civic place and neighborhood anchor, while also being aware of and having access to community and learning activities, programs, and events of interest to broader urban and regional audiences. Capacity enablers like floating collections, the Distribution Center, technology, hardware, software, electronic devices, WiFi, building heating and cooling, outlets, and charging stations, will be planned, implemented, and maintained in a Library District-oriented context. Programs with broad appeal will be marketed on a District-wide, rather than a branch-by-branch, basis.
Library District investment in branch facilities will accomplish modernization of the structures and accommodation of new service models while signaling important investments in neighborhoods and communities. There is a growing body of research that shows that investments in neighborhood assets matter.2 People raised in neighborhoods with civic assets earn more and are more resilient over the long term. As Library District capital projects roll out, the Library District will be working with other community partners to integrate building project objectives with community initiatives and to leverage other public or private investments in the area. Library District investments in buildings will be investments in the community. Renovated branch facilities will not only have a fresh look and feel but they will also facilitate positive encounters, embrace retail best practices, and foster the most successful place and learning outcomes. In this way, the Library District will advance its mission of individual and community transformation.
Branches will reflect their neighborhoods!
UL
2
New York Times, May 4, 2015, “Why the New Research on Mobility Matters: An Economist’s View,” Justin Wolfers holds up the Stanford University study “The Impacts of Neighborhoods on Intergenerational Mobility,” by Raj Chetty and Nathaniel Hendren, among others. Library Facilities Master Plan Decision Framework
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Library Facilities Master Plan Decision Framework
Vision 2020 Service Model Adaptation
Summaries of branch assessments as well as branch space and service priorities for v.2020 service model implementation have been compiled in Appendix 2, Service Model Integration into Branch Building Programs. These summaries reflect the current priorities for branch spaces and service improvements that developed from the extensive set of visioning exercises described earlier. They are thought-starters for developing future branch renovation projects rather than an inventory of projects for approval. It is anticipated that this extensive research on and re-imagination of branch library features and “flavors” will accelerate deeper program planning and broader community engagement as future projects are planned and approved by the Library District Board of Trustees.
•
New definition of building success and attention to barriers. With the above-described investments in existing facilities, the new measure of building success is redefined as the maximum use of all parts of the building at all times of day by all types of people to create the maximum positive individual and community impact. To ensure building success, attention must be paid to buildingrelated barriers to maximum use of facility assets. The branch assessments document current branch building capacity stresses and/or barriers to maximum use of the building by service area populations. A variety of barriers were observed: • • •
buildings are not designed for contemporary learning, activities, and programs buildings are not designed for electrical outlet demand with current customer electronic device use peak “surges” of use in one part of the day or another (i.e. storytime and homework help) and underutilization of buildings and spaces in other parts of the day
•
•
•
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some facilities (such as Sunrise and Windmill) are not easily accessible by public transportation the unique local three-shift, 24/7 work environment poses a challenge for ensuring worker and working family access to critical programs, services, trainings, and other buildingbased library resources development of new spaces often requires the investment of other resources, such as staff, technology, partnerships, collections, and marketing support customer convenience features, like holds pick-ups, should be considered in the project design process as well as afterhours access to some programs, like the One-Stop Career Center, the adult learning and English language classes, parent engagement events, community gatherings, cultural events, and performances.
It will be important to pay attention to these barriers and consider resource capacity and constraints as capital projects are identified and pursued in the future.
The new measure of building success is maximum use of all parts of the building at all times of day by all types of people to create the maximum positive individual and community impact.
MAJOR FINDINGS. 1
None of the existing branch facilities assessed in this study are designed to accommodate the v.2020 interactive learning and service model. Presently, branch staff are making piecemeal efforts to adapt and adjust, but there are many building barriers to overcome to achieve full and successful implementation of the model.
2
None of the branches, except Windmill and Centennial Hills, have adequate outlets for present day use of personal electronic devices.
3
Every branch has adequate square feet to activate spaces, activities, and programs that fit the new service model. For the most part, Library District branches are right-sized and in the right locations for community need with the exception of West Las Vegas and Sunrise Libraries, both of which have significant space constraints.
4
Customer experience and community need shape the branch renovation planning process. Traditional and new building program components can be used Library Facilities Master Plan Decision Framework
flexibly to activate v.2020 strategic service priorities in all branches in ways that can be tailored to meet customer and core customer needs, interests, and lifestyles as well as critical community needs.
5
The Library District has the opportunity to attract new audiences and maximize the use of the facilities by positioning them as a District-wide learning campus ecosystem. Residents can enjoy the convenience and comfort of their local branch while the campus is promoted for a variety of services, programs, and events that have broad urban and regional appeal.
6
The Library District will continue development of service strategies on all channels of service, allowing the facilities to realize their highest level of public value while growing resident use of e-resources, virtual services, and outreach channels.
7
Library District investment in existing facilities is an investment in the community. To create and ensure a successful customer experience, the investment in the buildings must be supported by complementary investment in staff skills and talents, collections, technology and special equipment, partnership development, outreach, marketing and brand promotion on all community channels. These and other elements are critical to achieving the new definition of building success: maximum use of all parts of the building at all times of day by all types of people to create the maximum positive individual and community impact. Vision 2020 Service Model Adaptation
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Costing Future Branch Improvements
LVCCLD Facilities Master Plan Framework
64
Estimating the cost of v.2020 implementation To estimate future branch renovation project costs, Simpson Coulter | STUDIO (SCS) engaged in a dialogue with the Library District’s General Services Department to better understand their processes and methodology. Combined with a structured approach toward v.2020 implementation through a set of core services/programs, SCS proposed a three-level approach that is flexible and scalable, as it is derived from combining estimated project square feet of building space and projected volume of
customer use. SCS developed the cost per square foot estimates based on today’s dollars and markets but note they would need marketbased adjustments as projects come online. The cost levels are defined in the charts that follow. It is also important to note that cost estimation for capital projects is additive, i.e., if there are Level 1 and Level 3 costs associated with a project, they are added together with an additional soft cost (SC) to create estimated project totals.
Library Facilities Master Plan Decision Framework
01
LEVEL 1: $32/SF
02
LEVEL 2: $40/SF
03
LEVEL 3: $225/SF
SC
SOFT COSTS: 20%
Costing Future Branch Improvements
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Costing Future Branch Improvements
LVCCLD Facilities Master Plan Framework
01
LEVEL 1: $32/SF
New furnishings, fixtures, and equipment (FF&E)
02
LEVEL 2: $40/SF
Patch and repair walls and ceilings. Replace floor finish and paint walls. This also includes minor demolition such as adding and/or demolishing partitions.
The set of graphics on the following pages will apply this cost estimating technique in scenarios for select v.2020 building components as well as scenarios for minor and major branch renovation projects at the various levels of renovation.
03
LEVEL 3: $225/SF
Remove existing floor finishes, partition walls, doors, ceilings, light fixtures, electrical conduit, wiring, and HVAC ductwork. Install new flooring, walls, doors, ceilings, lights fixtures, electrical conduit, wiring, and HVAC ductwork. This could also include possible upgrades to restrooms including new floor, wall, and ceiling finishes, new plubming fixtures, and partitions. This also accounts for possible code upgrades.
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SC
SOFT COSTS: 20%
Projects at all levels require planning, design, and construction document development, estimated at 20% of the total capital project budget. These include professional design fees, design contingency, contractor contingency, insurance, contractor bonds, and contractor and subcontractor insurance.
Costing v.2020 building components by square feet (SF) and volume of customers. Individual v.2020 building components The application of the v.2020 building component cost methodology is illustrated for each of the building program elements in the graphics that follow. You will note that there are varying costs per square foot depending on the volume of customers that is projected to use the space, furniture, equipment, etc.
Library Facilities Master Plan Decision Framework
Costing Future Branch Improvements
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Costing Future Branch Improvements
Library Facilities Master Plan Decision Framework
Intergenerational Living Room Scalable Model A 67 people @ 15 SF/person Scalable Model B 100 people @ 15 SF/person Scalable Model C 133 people @ 15 SF/person
A
B
C
Ideal SF
1,000
1,500
2,000
LEVEL I COST
$32.00/SF
$32.00/SF
$32.00/SF
Furniture, Fixtures & Equipment
$32,000
$48,000
$64,000
Soft Costs (20%)
$6,400
$9,600
$12,800
Total
$38,400
$57,600
$76,800
LEVEL III COST
$257.00/SF
$257.00/SF
$257.00/SF
Full-scale Renovation
$257,000
$385,500
$514,000
Soft Costs (20%)
$51,400
$77,100
$102,800
Total
$308,400
$462,600
$616,800
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Family Learning
FAMILY LEARNING
Scalable Model A 40 people @ 15 SF/person
SCALABLE MODELS
Scalable Model B 67 people @ 15 SF/person Scalable Model C 100 people @ 15 SF/person
A
B
C
Ideal SF
600
1000
1500
LEVEL I COST
$32.00/SF
$32.00/SF
$32.00/SF
Furniture, Fixtures & Equipment
$19,200
$32,000
$48,000
Soft Costs (20%)
$3,840
$9,600
$12,800
Total
$23,040
$38,400
$57,600
LEVEL III COST
$257.00/SF
$257.00/SF
$257.00/SF
Full-scale Renovation
$154,200
$257,000
$385,500
Soft Costs (20%)
$30,840
$51,400
$77,100
Total
$185,040
$308,400
$462,600
Library Facilities Master Plan Decision Framework
FAMILY LEARNING A
B
C
40 People @ 15 SF/ Person
67 People @ 15 SF/Person
100 People @ 15 SF/Person
IDEAL SF LEVEL I COST Furniture, Fixtures, Equipment
600 $32.00 $19,200.00
1000 $32.00 $32,000.00
1500 $32.00 $48,000.00
Soft Costs (20%)
$23,040.00
$38,400.00
$57,600.00
LEVEL II COST Full Scale Renovation
$257.00 $154,200.00
$257.00 $257,000.00
$257.00 $385,500.00
Soft Costs (20%)
$185,040.00
$308,400.00
$462,600.00
Notes
Costing Future Branch Improvements
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Costing Future Branch Improvements
Library Facilities Master Plan Decision Framework
Project-Based Learning Scalable Model A 24 people @ 25 SF/person Scalable Model B 40 people @ 25 SF/person Scalable Model C 72 people @ 25 SF/person
A
B
C
Ideal SF
600
1000
1800
LEVEL I COST
$32.00/SF
$32.00/SF
$32.00/SF
Furniture, Fixtures & Equipment
$19,200
$32,000
$57,600
Soft Costs (20%)
$3,840
$6,400
$11,520
Total
$23,040
$38,400
$69,120
LEVEL III COST
$257.00/SF
$257.00/SF
$257.00/SF
Full-scale Renovation
$154,200
$257,000
$462,600
Soft Costs (20%)
$30,840
$51,400
$92,520
Total
$185,040
$308,400
$555,120
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School Support Scalable Model A 16 people @ 25 SF/person Scalable Model B 24 people @ 25 SF/person Scalable Model C 40 people @ 25 SF/person
A
B
C
Ideal SF
400
600
1000
LEVEL I COST
$32.00/SF
$32.00/SF
$32.00/SF
Furniture, Fixtures & Equipment
$12,800
$19,200
$32,000
Soft Costs (20%)
$2,560
$3,840
$6,400
Total
$15,360
$23,040
$38,400
LEVEL III COST
$257.00/SF
$257.00/SF
$257.00/SF
Full-scale Renovation
$102,800
$154,200
$257,000
Soft Costs (20%)
$20,560
$30,840
$51,400
Total
$123,360
$185,040
$308,400
Library Facilities Master Plan Decision Framework
Costing Future Branch Improvements
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BUSINESS & CAREER S Costing Future Branch Improvements
Library Facilities Master Plan Decision Framework
Business & Career Services Scalable Model A 24 people @ 25 SF/person Scalable Model B 48 people @ 25 SF/person Scalable Model C 96 people @ 25 SF/person
SCALABLE MODELS
72
CAREER SERVICES A
B
C
24 People @ 25 SF/Person
48 People @ 25 SF/Person
IDEAL SF LEVEL I COST Furniture, Fixtures, Equipment
600 $32.00 $19,200.00
1200 $32.00 $38,400.00
2400 $32.00 $76,800.0
Soft Costs (20%)
$23,040.00
$46,080.00
$92,160.0
LEVEL II COST Full Scale Renovation
$257.00 $154,200.00
$257.00 $308,400.00
$257.00 $616,800.0
Soft Costs (20%)
$185,040.00
$370,080.00
$740,160.0
Notes
A
B
C
Ideal SF
400
600
1000
LEVEL I COST
$32.00/SF
$32.00/SF
$32.00/SF
Furniture, Fixtures & Equipment
$19,200
$38,400
$76,800
Soft Costs (20%)
$3,840
$7,680
$15,360
Total
$23,040
$46,080
$92,160
LEVEL III COST
$257.00/SF
$257.00/SF
$257.00/SF
Full-scale Renovation
$154,200
$308,400
$616,800
Soft Costs (20%)
$30,840
$61,680
$123,360
Total
$185,040
$370,080
$740,160
96 People @ 25 SF/
Costing v.2020 building components by square feet (SF) and volume of customers. Multiple levels of branch renovation The next set of graphics demonstrates how the cost estimate methodology would be applied to branch capital projects that involve multiple levels of branch renovation. There are a number of caveats that should be noted: • • •
The estimates of costs per square foot are current estimates of current average market pricing, subject to change. Because activity adjacencies are important, changing or moving one type of space in a building may require moving other spaces to achieve the adjacencies that make sense. Because of fixed costs in construction, projects with smaller square footage can sometimes have a similar or higher per square foot costs than larger projects with higher square footage.
Library Facilities Master Plan Decision Framework
Nonetheless, the following project cost estimates demonstrate how the next phase of capital project budget development is accomplished for branch projects that may have multiple levels of renovation and a number of projects combined to achieve the total branch make-over.
Costing Future Branch Improvements
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Library Facilities Master Plan Decision Framework
Costing Future Branch Improvements
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Application: Centennial Hills LEVEL 1 Intergenerational Living Room
2000 SF @ $32/SF
Family Learning
1000 SF @ $32/SF
School Support
1000 SF @ $32/SF
LEVEL 2
LEVEL 3
$64,000
$32,000
$32,000
Project-Based Learning
1500 SF @ $257/SF
Career Services
900 SF @ $257/SF
$385,500 $231,300
RENOVATION COST
$744,800
SOFT COSTS (20%)
$148,960
TOTAL COST
$893,760
Application: Enterprise LEVEL 1
LEVEL 2
Intergenerational Living Room
1200 SF @ $72/SF
Family Learning
1000 SF @ $72/SF
School Support
$86,400 $72,000
400 SF @ $32/SF
$12,800
Project-Based Learning
1800 SF @ $72/SF
$129,600
1200 SF @ $257/SF
Career Services
Library Facilities Master Plan Decision Framework
LEVEL 3
$308,400
RENOVATION COST
$609,200
SOFT COSTS (20%)
$121,840
TOTAL COST
$731,040
Costing Future Branch Improvements
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Library Facilities Master Plan Decision Framework
Costing Future Branch Improvements
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Holistic cost estimating
A great part of sustaining any new library facility will be the ongoing operating costs. As indicated in the worksheet samples previously, this decision framework is implemented by understanding and anticipating all the resources necessary to make the facility sustainable and effective, which includes staffing, technology, supplies, and collections.
On average, 62 to 65 percent of the Library District’s operating budget is devoted to salaries and benefits. The chart on the next page gives the Board of Trustees an idea of the range of staffing support currently provided to Library District branch facilities.
Branch Salaries and Benefits Actual
Budgeted
Branch
FY ‘09
FY ‘10
FY ‘11
FY ‘12
FY ‘13
FY ‘14
FY ‘15
FY ‘16
FY ‘17
FY ‘18
FY ‘19
Centennial Hills
651,809
1,431,499
1,142,766
1,448,883
1,446,187
1,522,225
1,631,434
1,743,236
1,781,726
1,834,354
1,970,255
Clark County
2,459,514
2,489,041
2,058,386
2,065,611
1,926,446
1,990,257
1,992,299
2,126,828
2,184,111
2,254,718
2,510,321
Enterprise
1,166,658
1,211,874
1,353,123
1,326,030
1,161,099
1,186,844
1,230,437
1,306,847
1,327,298
1,362,599
1,436,943
Las Vegas
1,752,948
1,719,763
1,416,925
1,304,223
1,251,176
1,236,537
1,280,510
1,337,125
1,365,970
1,392,754
1,664,555
Rainbow
1,766,833
1,832,167
1,390,039
1,334,193
1,346,856
1,404,962
1,492,772
1,689,790
1,651,867
1,702,719
1,778,656
Sahara West
2,090,443
2,238,802
1,927,907
1,941,727
1,820,852
2,010,044
2,040,133
2,166,880
2,183,825
2,280,799
2,346,791
Spring Valley
1,268,667
1,303,471
1,428,275
1,381,651
1,369,258
1,414,289
1,392,402
1,484,290
1,486,942
1,491,299
1,659,307
Summerlin
1,146,755
1,235,992
1,316,605
1,328,349
1,192,420
1,225,960
1,292,775
1,363,488
1,383,412
1,390,059
1,478,914
Sunrise
1,012,845
1,034,928
1,140,772
1,124,308
1,106,338
1,175,017
1,209,949
1,311,642
1,360,715
1,357,279
1,421,719
West Charleston
1,605,169
1,722,704
1,446,132
1,461,566
1,287,103
1,345,023
1,390,870
1,472,872
1,507,907
1,465,910
1,655,595
West Las Vegas
1,140,774
1,274,656
1,301,395
1,296,202
1,160,704
1,199,652
1,263,786
1,338,837
1,365,603
1,375,296
1,466,803
Whitney
1,061,347
1,281,276
1,144,184
1,174,604
1,106,985
1,186,723
1,201,037
1,292,063
1,355,950
1,351,260
1,446,623
Windmill
-
-
430,144
1,311,513
1,407,192
1,427,073
1,455,578
1,457,844
1,808,335
1,655,874
1,665,866
Blue Diamond
53,934
55,095
56,284
58,399
56,949
59,922
61,046
65,457
67,272
67,686
75,087
Bunkerville
60,963
61,129
62,351
64,583
63,507
65,939
67,318
71,980
72,101
73,290
77,165
Goodsprings
24,762
31,581
35,083
37,636
35,367
36,739
40,681
41,730
44,855
69,136
88,041
Indian Springs
74,799
122,422
62,486
64,428
71,063
66,927
72,662
84,417
87,739
91,688
110,799
Laughlin
488,363
513,599
561,026
575,462
577,118
579,507
569,358
617,922
663,325
585,432
813,871
Mesquite
277,362
296,865
321,805
259,962
333,557
379,005
406,523
431,858
453,838
586,087
986,858
Moapa Town
66,921
64,150
64,340
63,498
64,478
65,259
68,012
69,476
71,471
71,024
73,897
Moapa Valley
219,907
339,674
212,361
214,618
219,105
218,345
252,154
283,752
303,251
268,713
280,460
Mt. Charleston
73,517
73,660
75,527
76,939
59,597
58,886
62,872
54,731
59,065
61,891
66,001
Sandy Valley
54,417
53,501
49,464
43,148
45,384
60,103
69,102
74,040
59,352
79,811
83,420
Searchlight
61,516
63,353
56,867
50,194
50,500
40,963
54,991
53,319
55,337
47,165
50,084
Total
18,580,223 20,451,202 19,054,247 20,007,727 19,159,241 19,956,201 20,598,701 21,940,424 22,701,267 22,916,843 25,208,031
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Costing Future Branch Improvements
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Costing Future Branch Improvements
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MAJOR FINDINGS. 1
This section provides a model of project estimation by levels of renovation required. The cost per square foot estimates will need to be adjusted to market conditions at the time of project approval.
2
There is a need for holistic project cost development that identifies appropriate resources for staff, collections, technology, and special equipment. Holistic planning for capital projects ensures that implementation of service model innovations will be sustained and that investments in buildings will be maintained.
Financial Analysis
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Existing and alternative resources for capital projects A final major area of investigation in this planning effort is to assess availability and adequacy of financial resources. The Applied Analysis team took the lead on this element, first identifying the financial resources available to the Library District for capital project design and construction for the next 15 years, from fiscal year (FY) 2019 through 2034. An analysis of revenues, expenditures and recurring capital costs was conducted to estimate available funding. A scenario-based approach to the analysis was employed (details are provided in Appendix 4, Financial Analysis).
Revenues. Revenues for the Library District are largely comprised of property taxes, consolidated tax (sales tax), and other sources of revenues (e.g., charges for services). Property taxes account for roughly 60% of revenues and consolidated taxes represent another 33% of revenues. It is important to note that property tax revenues are impacted by statutory limitations on the amount that a property taxpayer’s annual tax bill can rise.
have the potential to fluctuate in any given year, the long-range forecast is designed to provide an order of magnitude estimate. The base forecast assumes that property taxes will grow at 4.6% to 5.1% per year through the period largely as a result of the property tax abatement cap. Although the assessed values of property within the state may not grow at this rate, there is still a significant amount of value of Las Vegas property tax funding that is abated. Under the abatement cap, residential property is generally capped at 3% growth in taxes each year, other property types grow at 8%, and both have an alternative minimum cap that equals the greater of double the CPI inflation index growth or the 10-year average annual assessed value change for homes. In addition, new developments will not have abated value to begin with and will pay full assessed value on the first year of taxes. Given this context, a 4.6% to 5.1% growth rate over the next 15 years in property taxes is a reasonable expectation.
For revenue modeling purposes, a range of forecasts scenarios were developed: a low (conservative) scenario, a base-case scenario, and high (aggressive) scenario. While revenues
Consolidated taxes are anticipated to grow in the 3.3% to 3.9% range over the 15-year forecast horizon. Consolidated taxes are largely a result of the 1.75% portion of the statewide sales tax dedicated to supplemental city-county tax relief. This supplement is gathered at the state level and distributed based on a complex population formula to each county, city, and special district in the state, including the Library District. In general, the consolidated
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Financial Analysis
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Financial Analysis
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81
tax is estimated to grow at roughly the same pace as the overall economy plus inflation growth during this time. Finally, other revenues, including charges for services, are estimated to grow at a rate of 4.2% to 4.6% per year. In total, annual revenues are anticipated to increase from $69.4 million in FY 2020 to $129.9 million in FY 2034.
Base Case Revenues by Type Property Tax Consolidated Tax Other
$69.4M
$72.4M
FY ‘20
FY ‘21
$75.7M
$79.1M
FY ‘22
FY ‘23
$82.8M
FY ‘24
$86.6M
FY ‘25
$90.6M
FY ‘26
$94.8M
FY ‘27
$99.2M
FY ‘28
$103.7M
FY ‘29
$108.5M
FY ‘30
$113.5M
FY ‘31
$118.7M
FY ‘32
$124.2M
FY ‘33
$129.9M
FY ‘34
Expenditures. Expenditures within the general fund primarily consist of labor; salaries, wages, and benefits, which account for 70% of the Library District’s operating expenditures. The remaining portion of the budget goes towards funding library materials, other services and supplies, and administrative costs. The expenditure side of the general fund model follows the same general trend lines in revenues. The expenditure forecast models rely on information about union contracts, expected operating costs, and other factors sourced to Library District staff. The growth in labor expenditures is estimated to be 4.0% through FY 2021, after which the growth rate increases to 4.7% through FY 2034. The growth in services and supplies is anticipated to grow 1.5% through FY 2021 and 2.0% through FY 2034. Finally, library materials are anticipated
to grow at the average growth of the other two categories throughout the period. Further details on escalation assumptions can be found in Appendix 4, Financial Analysis. It is important to note that despite conservative budgeting, the Library District’s expenditures have typically run lower than budget projections. Cost savings can occur for any number of reasons. For example, if a position remains vacant longer than expected, there may be salary and benefit savings. In sum, the projections show net expenditures are anticipated to grow from $63.7 million in FY 2020 to $111.1 million in FY 2034.
Expenditures by Category
Salaries & Wages Benefits Supplies & Services Total Expenditures After Savings
$65.9M
$68.5M
$71.3M
$74.2M
$63.7M
FY ‘20
FY ‘21
FY ‘22
FY ‘23
FY ‘24
Library Facilities Master Plan Decision Framework
$77.2M
$80.4M
FY ‘25
FY ‘26
$83.6M
$87.1M
FY ‘27
FY ‘28
$90.7M
FY ‘29
Financial Analysis
$94.4M
FY ‘30
$98.3M
FY ‘31
$102.4M
FY ‘32
$106.7M
FY ‘33
$111.1M
FY ‘34
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Capital funding. The Library District’s Capital Fund is created by transferring year-end savings from operations to the Capital Fund. As the year’s budget is reconciled at year end, the amount available to the Capital Fund is calculated. Each year the General Fund reserves are modeled to diminish to approximately 10% to 12% of expenditures, a reasonable target and prudent financial management strategy. The difference between the revenues minus expenditures plus the General Fund reserves are the funds that are available for capital projects. These funds are modeled to transfer annually to the Capital Fund.
FY 2020); general maintenance of existing facilities; repair and replacement of building systems, vehicles, and other capital equipment; and repair and replacement of information technology systems and equipment. The base-case expenditure projections developed by Applied Analysis and the Library District Financial Services department assume that these Capital Fund reserve accounts will require $5.8 million in FY 2020 (finishing out East Las Vegas), drop to $2.75 million in FY 2021, and then incrementally grow to $4.0 million by FY 2029.
Funds that transfer to the Capital Fund first are disbursed to existing Capital Fund reserve funds established for finishing current capital projects (i.e. the East Las Vegas Library in
Capital Fund Expenditures and Transfers-in by Year Range of Transfers-in (High to Low)
Transfers-in (Base Scenario)
Existing Capital Fund Expenditures
$45.0M $40.0M
+$19.9M
$35.0M $30.0M $25.0M $20.0M
$18.3M
$15.0M $10.0M $5.0M -$17.5M
$0.0M FY ‘20
FY ‘21
FY ‘22
FY ‘23
FY ‘24
FY ‘25
FY ‘26
FY ‘27
FY ‘28
FY ‘29
FY ‘30
FY ‘31
FY ‘32
FY ‘33
FY ‘34
The grey section of the previous graph indicates that there is a range of possible transfers to the Capital Fund. To remain within the projections, it will be important to keep General Fund and other Capital Fund expenditures within the parameters described in the base-case scenario.
Budget decisions every year will either positively or negatively impact the viability of the base-case projection. Net revenues for the Capital Project Fund are identified after all the incoming transfers from the General Fund and annual Capital Fund reserve fund expenditures are totaled. The projected growth of net Capital Fund revenues for new capital projects in the base-case scenario are shown on the following graph.
Net Capital Fund Growth by Year (Base Scenario) $14.3M $13.1M $11.9M
$11.3M
$10.8M
$3.6M
FY ‘20
FY ‘21
$4.2M
FY ‘22
$4.9M
FY ‘23
$5.8M
FY ‘24
Library Facilities Master Plan Decision Framework
$6.4M
FY ‘25
$7.3M
FY ‘26
$7.7M
FY ‘27
$8.6M
$8.8M
FY ‘28
FY ‘29
Financial Analysis
$9.7M
FY ‘30
FY ‘31
FY ‘32
FY ‘33
FY ‘34
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Financial Analysis
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Over a 15 year base-case scenario, total available Capital Project Fund net revenues accumulate, as illustrated in the graph below. In sum, the base-case, pay-as-you-go scenario projects that there will be approximately $40.3 million available by FY 2024, growing to approximately $79.0 million by FY 2029, and $138.8 million by FY 2034. The scenario assumes a total of $21.9 million in the Capital Project Fund in FY 2020 and represents projected total cash available each year.
Forecasted Range of Capital Fund Availability Range (High to Low)
Base
$300.0M +$128.4M
$250.0M $200.0M $150.0M
$138.8M
$100.0M $50.0M
$79.0M $40.3M $21.9M
-$116.9M
$0.0M FY ‘20
FY ‘21
FY ‘22
FY ‘23
FY ‘24
FY ‘25
FY ‘26
FY ‘27
FY ‘28
FY ‘29
FY ‘30
FY ‘31
FY ‘32
FY ‘33
FY ‘34
In short, the Library District could potentially generate $68.0 million by issuing a long-term bond (20 years) or $47.5 million by taking a short-term bond (10 years) in FY 2020.
Alternative funding strategies. An evaluation of alternative sources of funding for capital investments in Library District facilities looked at long- and medium-term bond financing, a tax rate increase, and the possibility of generating new taxes from a variety of other state and county tax sources.
FY ‘23
Library Facilities Master Plan Decision Framework
FY ‘28
FY ‘29
Financial Analysis
FY ‘30
FY ‘31
FY ‘32
FY ‘33
$138.8M
$131.1M
$130.6M
$124.5M
$111.4M
$111.2M
$99.5M
$8.7M
$81.0M
$79.0M
$71.3M
$79.0M
$86.0M
FY ‘27
$71.3M
$61.6M
$81.4M
FY ‘26
$61.9M
$53.9M
$77.7M
FY ‘25
$58.2M
$46.6M
$74.4M
FY ‘24
$55.0M
$40.3M
$72.1M $52.6M
$50.8M
FY ‘22
$34.5M
$50.0M
FY ‘21
$29.6M
$49.8M $25.5M
$21.9M
$70.3M
$69.4M
$69.3M
$68.0M $47.5M FY ‘20
$90.8M
Pay-As-You-Go
$96.5M
Medium-Term Bond
$91.8M
$103.3M
Long-Term Bond
$103.7M
Capital Fund: End of Year Balance Scenarios
$120.3M
Bond financing. Two bond options were estimated by the Library District’s financial advisors, Hobbs, Ong & Associates, Inc. and PFML one for a medium-term 10-year bond and one for a longer-term bond of 20 years. The ramifications of both these bonds on the available capital project fund of the Capital Fund are illustrated below.
$116.8M
As noted, a financing transaction would come at the expense of future available capital revenues. It is worth noting that the long term bond continues to have debt obligations of $4.0 million each year through 2039, which are not reflected in the forecast period.
FY ‘34
86
Library Facilities Master Plan Decision Framework
Financial Analysis
With principal and interest debt service payments accounted for, by 2034, the Capital Fund balance would total $130.6 million for the long-term bond option and $131.1 million for the mediumterm bond scenario, less than the $138.8 million available for pay-as-you-go financed projects.
Tax rate increases. Tax increases were also considered as a possible source for funding future Library District capital projects. Currently, as described above, the majority of Library District revenues are sourced to property tax and a share of the consolidated tax. Both revenues present unique difficulties in enacting and raising significant new revenues.
The utility of bond financing seems a viable option only if the Library District needs access to capital funding sooner than pay-as-you-go funding allows. This would be in circumstances where the Library District Board of Trustees choose to provide expanded services to the community quicker, potentially limit construction cost escalation exposure, and/or fulfill the needs of larger, more capital-intensive projects.
87
Property tax increases, as previously discussed, are significantly capped. Currently, at least 95% of all property value in Clark County falls under the property tax cap. Additionally, revenue is also capped (abated) in redevelopment areas, where incremental revenues do not inure to the Library District but rather to the redevelopment agency. This applies to roughly 4.3% of all value in Clark County. Applying both limitations to potential Library District property tax rate increases suggests that doubling the property tax rate in the District would result in an increase of just $2.1 million of revenue in FY 2020, 4.9% over existing revenues.
Additional Property Taxes Raised by Doubling the Rate $2.1 M
$2.2 M
FY ‘20
FY ‘21
$2.3 M
FY ‘22
$2.4 M
FY ‘23
$2.6 M
FY ‘24
$2.7 M
FY ‘25
$2.8 M
FY ‘26
$3.0 M
FY ‘27
$3.1 M
FY ‘28
$3.3 M
FY ‘29
$3.4 M
FY ‘30
$3.6 M
FY ‘31
$3.8 M
FY ‘32
$4.0 M
FY ‘33
$4.2 M
FY ‘34
The viability and utility of such a property tax increase has been deemed politically infeasible for purposes of this analysis, given the current context of taxpayer resistance and competing interests. Consolidated taxes are also difficult to raise, as their distribution is the result of a complex, statewide statutory formula based on population. Short of increasing the underlying basic and supplemental city-county relief component of the sales tax, cigarette tax, liquor tax, real estate transfer tax, or government service tax statewide. Incremental tax revenues sourced to the implementation of new taxes. Applied Analysis also considered a number of incremental revenues given the existing tax framework across the state of Nevada. The analysis considers nearly every government revenue stream in the state and Clark County, it’s current rates, the incremental rate change, and the anticipated revenue generation from a rate change for the next two fixcal years for the state or county. These sources of revenue are not considered to be readily available to the Library District and would require significant political effort to enact but are included as a hypothetical of what revenues libraries county- or state-wide could see from the additional tax change.
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Financial Analysis
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Financial Analysis
LVCCLD Facilities Master Plan Framework
MAJOR FINDINGS.
89
1
A number of funding scenarios were considered, including medium- and long-term bond financing. A financing transaction would come at the expense of future available cash flows. By FY 2034, the capital fund balance would be $130.6 million for the long-term bond option and $131.1 million for the medium-term bond scenario, both of which are less than the $138.8 million available to pay-as-you-go financed projects.
2
The utility of bond financing would be a viable option if the Library District needs access to capital funding sooner than pay-as-you-go funding allows, such as circumstances where the Library District Board of Trustees choose to provide expanded services to the community quicker, potentially limit construction cost escalation exposure, and/or fulfill the needs of larger, more capital-intensive projects.
3
Both a tax rate increase and new taxes were ranked as remote possibilities given an expectation of limited public and political support and technical hurdles that would be challenging to overcome.
4
If Library District expenditures stay in the realm of the basecase scenario and the district utilizes a pay-as-you-go option, it is anticipated that there will be an approximate $40.3 million available for new capital projects by FY 2024; $79.0 million available by FY 2029; and a cumulative total of $138.8 million available by FY 2034.
Decision-Making Framework
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Decision-making framework for library facility projects All decisions to move forward on capital projects will be made by the Library District Board of Trustees. This chapter starts by recommending an annual process for making capital project decisions. It also clarifies a data-driven decision-making process for Library District capital projects that is based on five criteria: 1. community need 2. urban growth and demographic change over the next 20 years 3. service model adaptation related to the Library District’s strategic plan, v.2020, or subsequent strategic plans of the Library District 4. renovation and maintenance needs of aging facilities and building infrastructure 5. the availability of fiscal resources for capital requirements in the near- to mid-term (the next five to 15 years)
Recommended annual capital project decision-making process. This Library Facilities Master Plan Decision Framework proposes a new annual process for decision-making that is flexible, adaptable, and delivers projects ready for annual budget approval. Projects can be submitted by Trustees or staff at any time; however, an annual decision-making cycle ensures that projects that are approved by the Trustees have identified all the resources necessary to make the project successful and to deliver long-term return on investment. The process each year is as follows: 1. A cross-organizational strategy team will review the progress on the Library District strategic plan, identifying service gaps due to building constraints and project priorities for strategy implementation improvements. 2. From these findings, Library Operations, Community Engagement, General Services, and Development & Planning staff will develop project options inclusive of ongoing operational costs or other fiscal impacts related to the projects. 3. The CFO will receive confirmation of tax revenues for the following year and share information with the Executive Council.
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Library Facilities Master Plan Decision Framework
4. The project options will then be further refined by the Executive Council and presented to the Board of Trustees for consideration and approval. 5. The Board of Trustees will review and prioritize projects. 6. The Board will vote on projects to move forward in the next Annual Budget with approval decisions on projects as part of the Capital Fund budget in April (draft budget review) and May (final budget approval). See next page. Executive Council and Library District staff will continuously refine project options, scopes, and budgets to fully comply with Nevada Revised Statutes (NRS) that requires that all capital project funds be identified and reserved prior to project approval by the Board. This decision-making process will be fast-tracked in 2018 to facilitate Board of Trustee discussions on capital projects at the Board’s October meeting, with capital project decisions scheduled for action at the December Board meeting and Annual Budget approval in the spring of 2019.
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Who?
Jan. - Mar.
Strategic Plan Team
Review strategic plan progress to date. Identify what is working/missing and prioritize needs.
Library Operations Refine Board-approved project scope and Comm. Engagement budget for annual General Services budget project Dev. & Planning financing approval.
Apr. - Jun.
Jul. - Sep.
Oct. - Dec.
Identify and prioritize potential capital projects.
Executive Council
Once state tax revenues are confirmed, Ready capital projects Prioritize and refine include approved for annual budget projects for Board projects in the Capital approval. review and approval. Project Fund of the Annual Budget.
Present capital project options to Board.
Board of Trustees
Vote to approve capital projects as part of annual budget approval.
Prioritize projects in October workshop. Approve projects in December.
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Decision criteria Community need, population growth & demographic change, and v.2020 implementation This Library Facilities Master Plan Decision Framework does not generate definitive recommendations for specific capital projects. Rather, it provides criteria and tools to assist decision-makers as they identify and analyze capital project priorities and options, current capacity, and future needs, and as they ultimately identify and authorize capital projects to move forward. With a limited amount of capital funding available over the next fifteen years, it will be important for the Board of Trustees to take a data-driven “decision criteria” approach to ensure that every investment is impactful as it relates and responds to: 1. community need 2. urban growth and demographic changes 3. renovations needed to fully activate v.2020 and future strategic plan goals
With finite capital project funding, every capital project decision is critical. It is very unlikely that the kind of public funding that created the existing facilities, i.e., bonds and bountiful tax revenues of the growth era before tax caps, will return. Every future decision needs to effectively and efficiently preserve and build the public value of Library District facilities. Library District buildings are valuable assets, and powerful enablers of library success. Facility development and maintenance decisions are key to accomplishing the Library District’s long-term mission (educational, economic, and social wellbeing of individuals and communities) and short-term strategic directions. Every facility development and/or adaptive reuse decision must achieve best value, best performance, and best return on investment of public dollars. The decision framework is a response to the complexity of facility decisions today. In the past, facility development focused primarily on project development and management costs of buildings. The new Library District facility development approach looks at facility function and components, as well as curation and management of library experiences. The new approach
is about designing and delivering multi-faceted, hour by hour experiences that have positive impacts on many people and many communities. The new approach is also like ecosystems – every part is interrelated. The Library District is a campus, as well as 25 successful individual branch facilities that are neighborhood and community catalysts for advancement. Today’s library project design considers both the journey and destination, the fusion of space, information, services, and how they come together, tailored to resonate with residents to support a variety of human endeavors effectively. Today’s facility project decisions and outcomes are also informed by lessons learned in other sectors. From a manufacturing perspective, decisions take a look at how much of the library space adds public value or boosts productive, positive public experiences. From a retail lens, investments look at how library environments impact customer browsing or borrowing habits, keep customers coming back, improve customer loyalty, create a strong sense of place, or enhance the brand image. From an entertainment viewpoint, libraries now host experiences that are active—self-driven, self-created, and interactively shared—rather than passive. This section of the report defines the three decision criteria proposed for the Library District’s facilities decision framework and illustrates how to use the three criteria to identify and prioritize the capital projects that move forward.
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Library Facilities Master Plan Decision Framework
Community need. This facilities decision framework suggests that capital project priorities should be determined with community need as a primary criteria for consideration. Community need can be gauged in many ways and is often a mix of many factors – local levels of education, earning power, employment opportunities, partnership and collaboration opportunities, and barriers to success such as language, transportation, and child care. As the Board of Trustees considers various branches for renovation and investment, the issues and context of community need should be considered, so that Library District investments are leveraged for the greatest community good. Economic need. The median income map below shows neighborhoods with high economic need and limited resources. Branches that fall under the average household median annual income of $51,575, include West Las Vegas ($33.6 K), Clark County ($39.3 K), Sunrise ($42.3 K), Whitney ($42.6 K), West Charleston ($46.5 K), and Laughlin ($34.3 K – not pictured on map). In terms of neighborhood revitalization and/or stabilization, library investment
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Median Household Income Less than $30,000
$50,000 - $74,999
Controlled Site
$30,000 - $49,999
$75,000 - $100,000
Existing Branch
Over $100,000
Other System Libraries
may have a significant impact in some of the oldest library branch facilities, not only to refresh the environment and outfit the building for critical new technologies, literacies, and learning experiences, but to also signal public investment in and attention to keeping older neighborhoods of the service area vital and active, i.e., Sunrise (opened 1987), Spring Valley (opened 1988), and West Las Vegas (opened 1989).
parents in these households lack high school educations and are mostly employed in low-wage occupations of hospitality, gaming, construction, and retail. These branches may require spaces, collections, and equipment that support family learning, school success, and greater workforce engagement, including workforce readiness, adult education, employment training, and business development services and spaces.
Education need: low-performing schools. Locations of low household education levels correlate strongly to locations of lowperforming schools. To help close the education gap, the Library District should prioritize renovations to branches proximate to low-performing schools. Vibrant and welcoming pre-K, family learning, school support, and project-based learning spaces may be critical in these locations: Clark County, Rainbow, Sunrise, West Charleston, and Whitney.
Education need: NeWest households. Another dimension of literacy and employment need is English language proficiency. Neighborhoods of predominantly “NeWest” households are also generally home to young families with young children living with extended family that have moved to the U.S. in the past 10 years. These are characterized by low income, low levels of education (no high school diploma), and low English language proficiency. Sunrise, Clark County, and the new East Las Vegas Library are proximate to these NeWest populations that may need English language instruction, social service support, school support to ensure their children’s school success, and community and culture spaces to mix with neighbors and celebrate family and culture.
Education need: high-challenge adult literacy areas. If need is defined by workforce readiness, employment skills, small business development, and better earnings opportunities, there are certain high challenge adult literacy hotspots in the greater Las Vegas Valley. Branches proximate to these low adult literacy households are Clark County, Spring Valley, Sunrise, West Charleston, West Las Vegas, and Whitney. Adult education; business, workforce, and career services and trainings; social service supports; and project-based learning opportunities may be key space components at these branches. Education need: industrious urban fringe households. The location of high challenge adult literacy areas correlates closely with the location of “Industrious Urban Fringe” market segment households. These residents are families with young parents and young children earning an average annual household income of $40,000 per year. For the most part, Library Facilities Master Plan Decision Framework
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Latino Households in the Las Vegas Valley
Other local literacy challenges. Local challenges with English language proficiency may grow as area Latino populations grow. The following map depicts the current patterns of Latino household locations in the greater Las Vegas Valley, as illustrated in the map to the right.
Less than 10%
15% - 25%
Controlled Site
10% - 15%
5% - 40%
Existing Branch
Over 40%
Other System Libraries
Community opportunities. Community need decision criteria can also include consideration of opportunities. For example, the proposed expansion of the Nursing School at the College of Southern Nevada is taking place in response to growing healthcare needs and employment opportunities in the community. This gives the West Charleston branch an opportunity to consider its relationship to college students and programs as renovation plans are developed, in addition to the needs of the surrounding neighborhoods and residents. Community need opportunities can also activate with partnerships and community collaboration. The catalyst for siting Workforce Connection’s One-Stop Career Center locations in libraries was the Library District’s v.2020 strategy for Business and Career Success. The partnership is rolling out in two rural and three geographically disbursed urban locations (West Las Vegas, Clark County, and East Las Vegas) to ensure convenient public access to critical employment, education, and training resources, as many agencies work together to diversify the workforce and adapt to regional economic change. West Charleston is a potential site for a future One-Stop Career Center. Another example of community opportunity relates to the West Las Vegas Library, where future renovations should consider the synergistic investment of the City of Las Vegas in the Doolittle Community Center next door, staying flexible to build comprehensive support for families and student achievement now, while keeping an eye on the needs, interests, and lifestyles of the area’s growing aging population, predicted in the decades ahead.
capital projects, such as New Markets Tax Credits, Opportunity Zones, and other economic development tools, are structured to invest in areas of low income, low housing values, and low educational levels to achieve Community Reinvestment Act goals of neighborhood revitalization and workforce engagement. Similarly, most grants are tied to community need related to economic, education, health, and social well-being—the recent Best Buy Teen Tech Center grant award to the Clark County Library is an example. The grant award criteria looked at impact in areas of low youth achievement and high youth risk, grounded in the belief that youth need resources to succeed in the next generation of technology-based commerce and communications. Many capital project grant funders also require projects to be “shovel ready,” i.e., demonstrate adequate project funding, provide details on schematic design, and construction and utility approvals, so that the funder is certain the project will move forward on budget and on schedule. Growth and demographic change. A second major criteria for capital project selection is population growth and demographic change. As illustrated in the earlier chapter on growth and demographic change, population and residential unit growth is anticipated in the northwest, southwest, south, and east side, including Enterprise, Windmill, Sahara West, Summerlin, Centennial Hills and Sunrise library service areas. Also mentioned previously, the impact is most significant at 2030 and beyond, with the exception of Sunrise which is undersized for the current population of working families in the service area.
Opportunities for alternative funding. Often, opportunities for alternative sources of revenue for capital projects and equipment are tied to community need. Many of the new financial tools for
Board of Trustee decisions to open new facilities or significantly expand public access spaces in existing facilities will need to anticipate new on-going operational expenses, such as staff, technology, security, janitorial, and courier services.
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Library Facilities Master Plan Decision Framework
As noted in the previous Financial Analysis section, significant increases in new operations costs will decrease the year-end fund balance available to transfer into the Capital Fund, and thus, fewer dollars are available for new capital projects. One of the strategies for maximizing existing resources while new residential developments come online is to use the expansion space available at Centennial Hills and Windmill libraries. Margaret Sullivan Studio mocked up a potential renovation scope and budget to demonstrate how the Centennial Hills expansion space (now used as a Distribution Center) could be repurposed for public use. The preliminary rough estimate of $7 million for the capital construction project is only part of the total fiscal impact of this extensive renovation project. Moving into Centennial Hills’ expansion space will also require more staff, technology, and other ongoing operating costs. It may also involve the relocation of the Distribution Center, if offsite book and material distribution is still needed at that time. See next two pages.
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Application: Centennial Hills REGIONAL PARK OUTDOOR ACTIVITY AREA
YOUTH MAKER SPACE
LARGE MEETING ROOM
YOUTH STORY & ACTIVITY SPACE
MEDIUM MEETING ROOM SMALL MEETING ROOMS
HOMEWORK & HOMESCHOOL SUPPORT
BUSINESS & CAREER SERVICES/ CO-WORK SPACE
INTERGENERATIONAL LIVING ROOM
GALLERY/ CAFÉ DIGITAL LAB
WELCOME/ BOOKSTORE
SMALL MEETING ROOMS
ADULT MAKER SPACE
LEGEND OPEN SEMI-OPEN CLOSED
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Application: Centennial Hills Space Types
Full Plan
Café
x
Gallery
fine art
Intergenerational Living Room
x
Youth Story & Activity
x
Homework Help
x
Teen Area
x
Makerspace
do-it-yourself
Business/Career Services
x
Study Rooms
add
Meeting Rooms
x
Computer Center
x
Outdoor Activity Space
x
Bookstore
x
Sq. Footage
L1 Cost/SF
Enclosed & Ancillary Spaces
14,216
$32.00
Open Spaces
31,339
$32.00
Total SF
45,555
L2 Cost/SF $32.00
L3 Cost/SF
Soft Costs
2018 Cost
$225.00
20%
$4,384,214.40
20%
$2,707,689.60 $7,091,904.00
v.2020 strategic goals. The third criteria relates to strategic organizational goals. It has been noted that all branches that are part of this study have a need for renovations that accelerate their ability to fully implement new v.2020 interactive learning spaces and grow customer use or market share in their branch service area. In the course of this Library Facilities Master Plan Decision Framework work, there has been significant “visioning” at the branch level to match new building capabilities to the needs, interests, and lifestyles of branch and Library District populations. Specifically, every branch needs one or more new spaces, including a welcoming and comfortable intergenerational living room and café vibe. Depending on the service population, a branch may also need improved family learning areas, as well as spaces for school support, project-based learning, business and career services, and/or more versatile places for community and culture events and gatherings. The next iteration of branch buildings will combine these new elements with traditional elements, such as collections and public access technology, while adapting over time to changes in communications, technologies, and service area populations. An important part of the v.2020 implementation and service approach requires special attention to adjacencies. Branches that have service populations dominated by families may have different adjacencies than branches that have a mix of family, senior, and singles/couples households. Similarly, some branches may accommodate an easy space makeover because adjacencies are already correct, while others may require significant shuffling of all branch spaces to get the adjacencies right. Library Facilities Master Plan Decision Framework
More detailed first draft branch vision plans are included in Appendix 2, Service Model Integration into Branch Building Programs, with branch bubble diagrams to indicate the priority programs, services, and space components and adjacencies. These plans are illustrative, with preliminary ideas of how branch investments can increase long-term library relevance and attract new customers. Using the decision framework on a go-forward basis. This Library Facilities Master Plan Decision Framework represents a new way to generate capital project ideas, review and consider alternatives, and decide on capital projects that will have lasting value and move the Library District forward even in the midst of rapid change. The future of libraries focuses on people and their behaviors, not just the buildings. Creating the right experiences requires a transition from looking narrowly at building components to a broader view of orchestrating experiences with staff and technology as well as buildings. Making decisions about facilities investments requires understanding the full cost and benefits of each investment. Using criteria to guide capital project decisions ensures that existing and new building investments have clarity about goals, that the Board of Trustees has a framework for evaluating alternatives, and that the Library District has adequately scoped and budgeted for each project that is approved by the Board of Trustees. The framework should function to get things right in the planning phase at the front end of project development, and create adequate budgets for maximum project impact and success. Appendix 2 contains a number of capital project development worksheets that staff and the Board of Trustees can use to propel projects using the decision framework’s criteria. Decision-Making Framework
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The following 5-Year scenario, for example, illustrates how top priority v.2020 components could be added to every existing branch for a total projected budget of $40,000,000.
5-Year Investment: $40,000,000 Turn Concepts Into Components ($0 - $32) Master Facilities Space Planning Furniture & Equipment Renovation Plan A. Reuse Existing Furniture & Equipment B. New Furniture & Equipment 593,000 SF $19,000,000
Invest in the Communities/Introduce v.2020 ($32 - $40)
Focus on v.2020 Strategic Focus Areas ($40 - $225)
Intergenerational Living Room
Project-Based Learning
Café Vibe Popular Materials Community Living Room Informal Learning Lab
Business/Career
A. New Furniture & Equipment B. Level 2 Renovation 4,000 SF 52,000 SF $2,080,000
Develop Community “Specialties” Destination features & flavors!
Family Learning School Support 4,000 SF 52,000 SF $11,700,000
Total: $32,780,000 + Soft cost (20%): $39,336,000 Community Engagement ∙ Staff Development ∙ Partnership Development Reposition the Library Brand ∙ All Communities Get an Investment in Their Library Continuation of v.2020 Development
10-Year Budget Allocation: $78,965,020 Space Types
Level 1
Level 2
Level 3
Unit Cost/SF
$32.00
$40.00
$225.00
Possible SF
593,485
593,485
102,547.84
Cost
$18,991,520
$23,739,400
$23,073,263.33
Soft Cost (20%)
$3,798,304
$4,747,880
$4,614,652.67
Total Cost
$22,789,824
$28,487,280
$27,687,916
Total Funds
$78,965,020
$78,965,020
$78,965,020
Remaining Funds
$56,175,196
$27,687,916
$0.00
Another scenario mocks up a sample mix of renovation project budgets based on per square foot costs for Level 1, Level 2, and Level 3 branch renovations pursued over 10 years for total projected costs of $79,000,000.
More detailed exhibits in Appendix 4, Financial Analysis, provide additional details on assumptions and scenarios for potential District-wide and branch level facility projects that can be pursued in the next five to ten years based on best current estimates of revenues expected.
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In addition to costing scenarios, Appendix 2 has sample project development worksheets and schedules based on decision criteria, as shown in this example of a ten-year project schedule.
Example of a 5-10 Year Project Schedule Library District-wide Prioritization Community Need
1 - 4 Years
5 - 6 Years
7 - 10 Years
Demographic Growth
v.2020 Services/Growth
Clark County Spring Valley Sunrise West Las Vegas Whitney
Centennial Hills Windmill Enterprise Summerlin
Laughlin Rainbow West Charleston Sahara West
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As the Las Vegas-Clark County Library District innovates, adapts, and refreshes the business of public libraries for 21st Century learning experiences and community needs, facility decisions will be driven by the changing nature of the economic environment, organizational strategies, rapid progress in technology, and a wide variety of social conditions. This framework helps decision-makers think clearly about all the pieces that come together for facility success.
Creating the next generation of library experiences will require decision-makers to ensure that facilities are fully utilized and adaptable to new uses, new technology, and broader customer enjoyment. Revisions to the framework over time
LVCCLD Facilities Master Plan Framework
As societal and local conditions change, the decision framework will need to be refined and improved. Annual Board of Trustee input on the process and value of decision framework criteria is essential to approving capital projects that are responsive to change and that create lasting public value. Decision-Making Framework
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LAS VEGASCLARK COUNTY LIBRARY DISTRICT Appendices LVCCLD Facilities Master Plan Framework
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Project Team Simpson Coulter | STUDIO
Margaret Sullivan Studio
Simpson Coulter | STUDIO (SCS) is an award-winning full-service architecture firm, designing substantial projects throughout Southern Nevada since 1968. This longevity has established the firm’s close relationship with the Las Vegas community as well as helped to hone their expertise in a broad range of architectural services, from pre-design to construction administration. As the team’s expertise has grown, so have services and staff; SCS is currently a team of 34 that collaborates daily to produce the highest quality results through full-service architectural consulting. While master planning is one of the firm’s main services, the team’s project experience spans a wide range of project types and scales. Throughout their 50-year history, SCS have established themselves as experts in the expansive field of library and education design. Having worked on 20 of 25 LVCCLD libraries (starting with Sunrise Library in 1989), the team understands the complexity, excitement, and possibilities inherent to this type of architecture. The SCS approach to design and planning is one rooted in user-centric methods. With an understanding that architecture is meant to be experienced—not just occupied—the SCS team approaches each new project as an opportunity to learn about the end users and, in turn, use this information to generate design solutions that are holistic, responsive, and lasting.
Margaret Sullivan Studio (MSS) is a full service design firm with a focus on civic and cultural institutions, more specifically the vision, programming, and design of 21st century libraries. MSS works with the most innovative librarians in the country to redefine the public library typology. A leader in the usercentric approach, MSS couples customer-based service design principles with the institution’s strategic goals when addressing a design prompt. This allows for the creative development of programs and interior design concepts that consequently create the physical conditions required for a community of library users to flourish. MSS’ approach is holistic, considering all aspects of public library service design. Through this approach, MSS seamlessly fuses client needs with the design team’s creative response through every phase of design.
Library Facilities Master Plan Decision Framework
Project Team and Acknowledgements
In 2014, Margaret Sullivan founded Margaret Sullivan Studio and has quickly become a national leader in the visioning, programming, and interior design of the future public library. Margaret has been a featured speaker at library conferences, most recently at Public Library Association 2016 Conference leading the interactive pre-conference session “Designed for Experience: Re-imagining Spaces and Services,” NEXT Library Conference 2015 in Denmark with “Library as Studio,” and American Library Association with “Teen Spaces 201.” Margaret 109
Library Facilities Master Plan Decision Framework
Project Team and Acknowledgements
also served on the Future of Teen Libraries Task Force and has conducted a series of webinars for the American Library Association on this topic. This variety of experiences ensures that her design approach explores all possible variations and solutions.
accurate and comprehensive. Their quarterly market reports provide building-by-building data on more than nearly 10,000 projects and include statistics on inventory, vacancy, absorption, lease rates and new development. Similarly, their tracking of vacant land availability also positions AA to successfully address the objective at hand.
Applied Analysis Applied Analysis (AA) is a Nevada-based market research and analysis firm with specific experience in Nevada’s economy, its real estate markets, and demographic profile. Since 1997, AA has been conducting recurring economic, real estate, and demographic analyses that are recognized as the standard for market research. An example of a publicly available report includes the Las Vegas Quarterly Market Report series that discusses broad-based market information on a number of sectors, including the office, industrial, retail, apartment, and vacant land markets. Additionally, AA owns a residential tracking and analysis firm, SalesTraq, which is one of the preeminent residential research firms in Las Vegas. AA also has been producing the high-profile Las Vegas Perspective publication for more than a decade; the report contains a wide range of information about Southern Nevada, including proprietary demographic datasets at the zip code level. Understanding the existing and potential balance between supply and demand is a critical consideration in any development, expansion, or policy decision. Using the best available market information, AA provides insight into economic factors that may impact the success or failure of clients’ projects. To support their efforts, AA maintains some of the region’s most comprehensive real estate databases. Each quarter, they survey the office, industrial, and retail markets. With over 20 years of historical data, our commercial real estate databases are
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Acknowledgements A special thank you to the following people for their participation in the creation of this Library Facilities Master Plan Decision Framework: Dr. Ronald R. Heezen James Bean Fred James Matt McNally
Executive Director
LVCCLD
Human Resources Director
LVCCLD
Deputy Director/CFO
LVCCLD
Community Engagement
LVCCLD
Director
Danielle Milam
Development & Planning
LVCCLD
Director
Al Prendergast Steve Rice Jennifer Schember
IT Director/CIO
LVCCLD
General Services Director
LVCCLD
Library Operations
LVCCLD
Leah Ciminelli Scott Clonan Tammy Gieseking Florence Jakus Ann Lagumina Marie Nicholl-Lynam Theron Nissen Lorinda Soto Sam Kushner Megan Nykodym
Director
Betsy Ward
Branding & Marketing
John Vino
LVCCLD
Director
Carlotta Dickerson
Regional Library Regional Library
Shana Harrington Gwen Glantz Jill Hersha Glenda Billingsley
LVCCLD
Operations Manager
Leo Segura
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Acting Branch Manager
LVCCLD
Teen Services Department
LVCCLD
Youth Services Manager
LVCCLD
Youth Services Assistant
LVCCLD
Library Services Manager
LVCCLD
Outreach Services
LVCCLD
Gallery Services Manager
LVCCLD
Programming and Venues
LVCCLD
Manager
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Branch Manager
LVCCLD
Library Facilities Master Plan Decision Framework
LVCCLD
Manager
Darren Johnson Ryan Neely
Operations Manager
Tam Anderson Salvador Avila Tanya Brown-Wirth Greg Carr
LVCCLD
Branch Manager
Head LVCCLD
Director Assistant General Services
Branch Manager
Anna Allred Kristen KennedyLarsen Suzanne Scott
Scheduling Specialist
LVCCLD
Scheduling Specialist
LVCCLD
Performing Arts Center
LVCCLD
Coordinator Project Team and Acknowledgements
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Project Team and Acknowledgements
Library Facilities Master Plan Decision Framework
Sherry Walker
Development Office
LVCCLD
Warren Evnas
Director
LVCCLD
Monica Ford Mirna Mejia
President/CEO
Nevada Partners, Inc.
Consumer Education
Las Vegas Urban League
Manager
Jennifer Weitz
Adult Programming
Brian Zawistowski Allison Boyer Lynn Lucuara Denise Lewis Sean Coulter, AIA Aracely Rascon, NCIDQ Smiki Savicic Margaret Sullivan Jade Esplin Lindsay McComas Jeremy Aguero Brian Gordon Chris Drury Irene Bustamante Adams George Gault Lindy Glanz
Technician
LVCCLD
Executive Assistant
LVCCLD
Administrative Assistant
LVCCLD
Administrative Assistant
LVCCLD
Principal
Simpson Coulter | STUDIO
Interior Designer
Simpson Coulter | STUDIO
Graphic Designer
Simpson Coulter | STUDIO
Principal
Margaret Sullivan Studio
Designer
Margaret Sullivan Studio
Studio Manager
Margaret Sullivan Studio
Principal
Applied Analysis
Principal
Applied Analysis
Project Manager
Applied Analysis
Chief Strategy Officer
Workforce Connections
Dorian Stonebarger Cheryl Adler Davis
Program Director
Three Square Food Bank
Director
Clark County School District
Chris Way Kim Amato Ally Haynes-Hamblen
General Manager
KNTV
Executive Director
Baby’s Bounty
Director
City of Las Vegas Office of
Supervisor
Stephanie Robinson Bella YourgulesScholes Bobbie Ann Howell
CCR&R Supervisor
Las Vegas Urban League
Crime Prevention
LVMPD
Program Wrangler
Nevada Humanities
Mary Regan
Child Care Resource &
Las Vegas Urban League -
Referral Manager
Early Childhood Connection
Stephen Sawyer Brian Kendall
Chair
Mesquite Works
Family Outreach Specialist
Clark County School District
United Way of Southern Nevada
Assistant Professor
UNLV & Lincy Institute
Outreach Coordinator
NPHY
Cultural Supervisor
City of Las Vegas Office of
Executive Director
Deaf Centers of Nevada
Assistant Reseach Analyst
Nevada Institute for
Ready to Learn Project
Vegas PBS
Facilitator
Jaime Cruz Shelby Henderson
Executive Director
Workforce Connections
School Readiness Policy
Children’s Advocacy Alliance
Manager
Robert Jones
Coordinator, K-12 Library
Clark County School District
Services
Amber Lopez Lasater Dyana Thurgood Laura Christian
Cultural Affairs Social Innovation
SCORE
Children’s Research & Policy
FACES
VP Collective Impact and
Specialist
Cultural Affairs
Kevin Carter M. Amaris Knight Mayte Heredia
FACES
Magdalena Martinez Rico Ocampo
Las Vegas Urban League Early Childhood Connection
Supervisor
Elaina Mule
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Cindy Fox Michael Johnston
Chief of Staff
Nevada State College
Operations/HR Manager
Deaf Centers of Nevada
Assistant Director of
Discovery Children’s
Learning Experiences
Museum Nevada Ballet Theatre
Chapter Chair
Las Vegas SCORE
Demographic Analysis
01
By Applied Analysis
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Demographic Analysis Executive Summary
Table of Contents Executive Summary: Demographic Analysis .......................................................................................................................... 1 Overview of the Approach and Methodology ................................................................................................................................................................................................................ 1 Economic Overview ...................................................................................................................................................................................................................................................... 2 Projected Demographics ............................................................................................................................................................................................................................................... 2 Future Expansion of the District’s Footprint .................................................................................................................................................................................................................. 6 Demographic Analysis of the District ..................................................................................................................................... 8 General Approach and Methodology ............................................................................................................................................................................................................................ 8 A Proven Track Record of Strong Historical Population Growth ................................................................................................................................................................................... 9 Employment Impacts Are Critical to the Long-Term Outlook ...................................................................................................................................................................................... 11 Economic Development and Diversity is Important ..................................................................................................................................................................................................... 14 Residential Market Has Regained Its Footing ............................................................................................................................................................................................................. 15 Economic Considerations for the Future ..................................................................................................................................................................................................................... 17 Key Factors in Determining the Location of Future Population Growth ...................................................................................................................................................................... 19 Demographic Rankings and Expected Performances by Service Area ...................................................................................................................................................................... 25 Demographics by Service Area................................................................................................................................................................................................................................... 36 Potential Future Sites (Under District Control) ............................................................................................................................................................................................................ 78 Tapestry Segment Definitions and Statistics ............................................................................................................................................................................................................... 81
Executive Summary: Demographic Analysis Library services continue to evolve in the 21st century, particularly as technology advances and teaching methods adapt to new market realities. This progression has been outlined in the Vision 2020 plan previously developed for the Las Vegas-Clark County Library District (“LVCCLD” or the “District”), along with other strategies outlined in this facilities master plan assessment. A key component of the overall analysis considers the demographics of the Southern Nevada1 community and how that potentially impacts both physical building requirements and overall programming needs. The demographic analysis of the facilities master plan is designed to address a few critical components on behalf of the LVCCLD, including: 1. Establish a baseline expectation of future growth (i.e., how many potential consumers may impact demand for library services); 2. Project where future growth is likely to take place (i.e., what areas are likely to generate future demand for library services); and 3. Identify any notable demographic changes within the LVCCLD urban Las Vegas service area (i.e., are any material shifts in the demographic profile expected within each library branch’s service area).
Overview of the Approach and Methodology The framework to evaluate demographic conditions and provide insight on a go-forward basis employed on a stepwise approach. Initially, developing an understanding of broader economic conditions is necessary to evaluate the baseline from which future growth will be measure and evaluate the trajectory at which the community will expand. Broader population growth is sourced to proprietary projections developed by Applied Analysis and benchmarked against known third-party demographers, including the State of Nevada and the Center for Business and Economic Research at the University of Nevada, Las Vegas. Generally speaking, the broader forecast trends are relatively well aligned with one another. The next element focused on determining the location and intensity of growth within the urban Las Vegas valley. To develop these forecasts, a number of analyses were conducted including: (1) evaluating residential permitting activity; (2) considering development potential with major master planned communities; (3) identifying vacant lands suitable for residential development activity; (4) assessing land ownership, land uses and zoning for appropriateness of future development; (5) assessing the likelihood of development given surrounding land uses; (6) considering historical build-out patterns in the urban Las Vegas valley; (7) and other market-based factors. The forecast utilized a ground-up approach starting with the parcel-level data, while using the broader Southern Nevada growth expectations as a control total for the broader community. The final element of the analysis focused on an assessment of the demographic profile of residents within each of the LVCCLD’s various service areas. The output segmented population by key attributes, including age, household size, number of children by age group, race/ethnicity and household income. For additional information about the approach to the analysis, refer to the General Approach and Methodology section.
1
Southern Nevada generally refers to Clark County and/or the urban Las Vegas valley.
Applied Analysis | Page 1
Economic Overview The Southern Nevada economy has been one of the fastest growing communities in the nation, and the prospects for future growth remain positive. The local population stands at 2.2 million (with 1.5 million located within the LVCCLD urban service area). There are a number of attributes that provide strong fundamentals for continued expansion. The Las Vegas area cost of living remains attractive and ranks on par with national averages.2 Additionally, the business tax climate ranks fifth in the country, providing businesses with a low-cost operating environment.3 There are a number of other fundamentals that support continued growth, including but not limited to: easy access to regional markets; no corporate or personal income tax; a diversifying economy; competitive real estate costs and a high quality of life. Future expansion is also in response to broader migration to the west, an aging population and planned investments in the local economy. This analysis considered key demographic data in five-year increments from 2015 to 2040.
Projected Demographics While the pace of growth has been relatively impressive over the course of the past several decades, the rate of growth (in percentage terms) is likely to slow. The service areas in the urban Las Vegas valley are anticipated to expand at an annual average rate of approximately 1.0% through 2040. This growth will result in nearly two million residents throughout the LVCCLD urban service areas, or an additional 468,300 residents from 2015.
LVCCLD and Clark County Population
2,035,572
2,171,054
2,327,066
3
2,725,421
1,608,987
1,681,387
1,780,095
1,890,779
1,994,719
1,526,446
2015
2020
2025
2030
2035
2040
LVCCLD Population
2
2,478,500
2,601,492
The Cost of Living Index for Las Vegas is 102.5 versus the national average (100.0); source: C2ER Source: 2018 State Business Tax Climate Index; source: Tax Foundation.
Non-LVCCLD Population
Applied Analysis | Page 2
Additionally, there will likely be a shift in terms of the demographic profile of residents throughout the urban Las Vegas valley. Notably, the share of households with children will likely decline in a number of areas as the share of the population over 55 years of age will likely increase at a faster pace. The analysis also assumes the share of Hispanic/Latino households will also increase over the course of the next several decades. Finally, there is a general expectation that incomes will continue to rise, with the median income estimated to expand by approximately 64.1% through 2040. Summary of Demographic Outlook within the Urban Service Area
Population Population Under 18 Population 18 to 54 Population 55 and above No. of Households Households With Children With Children Under 6 With Children 6 to 17 With Both Aged Children Households Without Children Hispanic/Latino Households African American Households Asian Households Multi-Race Households Household Median Income
2015 Number 1,476,337 350,311 776,343 349,683 529,749 154,253 34,400 85,450 34,403 375,496 125,000 58,311 49,651 12,640 $56,187
Share 100.0% 23.7% 52.6% 23.7% 100.0% 29.1% 6.5% 16.1% 6.5% 70.9% 23.6% 11.0% 9.4% 2.4% -
2040 Number 1,928,867 444,568 1,017,335 466,964 685,278 193,995 41,298 108,069 44,624 491,283 174,000 99,051 100,759 25,712 $92,181
Share 100.0% 23.0% 52.7% 24.2% 100.0% 28.3% 6.0% 15.8% 6.5% 71.7% 25.4% 14.5% 14.7% 3.8% -
Growth 452,530 94,257 240,992 117,281 155,529 39,742 6,898 22,619 10,220 115,787 48,999 40,740 51,109 8,032 $35,994
2015-2040 % Growth 30.7% 26.9% 31.0% 33.5% 29.4% 25.8% 20.1% 26.5% 29.7% 30.8% 39.2% 69.9% 102.9% 103.4% 64.1%
Chg. in Share 0.0% -0.7% 0.2% 0.5% 0.0% -0.8% -0.5% -0.4% 0.0% 0.8% 1.8% 3.4% 5.3% 1.4% -
While the District-wide projections are an integral part of the overall analysis, the demographic assessment includes a more detailed review of demographic conditions within each of LVCCLD’s existing service areas.4 At present, the Sunrise service area encompasses largest population within the District with nearly 216,000 residents; the population in the area is expected to expand to over 257,000 by the year 2040. The next largest services areas include Sahara West, Rainbow, Windmill and Centennial Hills. In terms of absolution growth, the largest gains are expected in the Summerlin, Sahara West, Centennial Hills, Windmill and Enterprise service areas. When computed in terms of percentage growth during the study, the largest gains are in the Summerlin, Centennial Hills, Enterprise, Windmill and Sahara West service areas. The following depicts areas of future growth and ranking by service area.
4
Note, the defined services areas were established by the District. It is likely these boundaries will shift over time as the population shifts.
Applied Analysis | Page 3
Southern Nevada 2015 – 2040 Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 4
Sahara West
Rainbow
Windmill
Centennial Hills
West Enterprise Charleston
Whitney
2040
Summerlin Las Vegas
8,597
7,855
21,839
22,030
45,116
45,318
153,945 Spring Valley
65,225
77,245
76,137
111,565
100,446
115,221
115,367
182,787 Clark County
115,728
124,691
122,970
129,232
205,458
210,756 139,769
156,865
150,069
263,907 176,513
257,264
215,615
Sunrise
2015
2015 and 2040 Service Area Population
West Las Vegas
Laughlin
-0.4%
-0.9%
Population Percentage Change Between 2015 and 2040 136.0%
59.0%
58.6%
50.8%
49.5% 19.3%
11.1%
9.4%
4.5%
1.5%
1.4% -0.3%
Summerlin Centennial Enterprise Hills
Windmill
Sahara West
Sunrise
Whitney
Laughlin
Rainbow
Spring Valley
Clark County
West Las Vegas Charleston
West Las Vegas
Applied Analysis | Page 5
Future Expansion of the District’s Footprint In addition to the review of the existing service areas, the District has two future sites that is owns and/or controls. One property lies in the northwest portion of the urban Las Vegas valley in the Centennial Hills service area along Kyle Canyon Road; the site also referred to as the Skye Canyon location. The second location is in the southwest portion of the valley and is currently located near the intersection of Cactus Avenue and Jones Boulevard in the Windmill service area; the site is also referred to as the Cactus Pointe location. The two expansion sites are well positioned to help capture and alleviate future demand in their surrounding service areas but are generally bordered by mountainous terrain that would potentially limit residential densities, and potentially, the use of the facilities. The sites are identified with the purple stars on the accompanying maps. The Windmill and Centennial Hills libraries are currently serving the 4th and 5th largest populations in the District. By 2040, the population in their respective and immediately surrounding service areas (including Sahara West, Summerlin, and Enterprise) are anticipated to increase dramatically. While the majority of future growth is expected to be focused in the western portions of the urban Las Vegas valley - particularly the southwest and northwest - both the Centennial Hills and Windmill libraries were originally designed with potential expansion opportunities within the buildings. This provides an opportunity to allow these particular buildings to grow along with the population within these portions of the valley to alleviate near- to -mid-term increases in demand. It will be important to better understand how services, programming and utilization will impact demand for the physical buildings in the future; other segments of this facilities master plan provide insight into the changes expected on a go-forward basis. Skye Canyon (Kyle Canyon Road) Location
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
Cactus Pointe (Cactus and Jones) Location
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 6
Based on forecasted growth trends, expansion opportunities for the District should also be considered along major thoroughfares that remain in close proximity to future development activity and residential expansion. As such, the District may consider alternative locations along the western segments of Interstate 215 Beltway. Specifically, locations around the Beltway north of Cheyenne Avenue (northwest) and south of Tropicana Avenue (southwest). Additionally, the existing population combined with future growth may support another branch in the eastern portion of the urban Las Vegas valley (in the Sunrise service area). Southern Nevada 2040 Population with Site Identification
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
Existing Branch ▌Branch Boundary Controlled Site Other System Libraries Applied Analysis | Page 7
Demographic Analysis of the District The following sections provide a summary of the approach of the analysis, followed by the background research and attributes considered in the overall analysis.
General Approach and Methodology The general approach to the projection analysis was relatively straightforward. Utilizing known population within the urban Las Vegas valley, various assumptions and modeling techniques were utilized. The initial effort required a top-down approach for the entire urban valley to ensure that the sum of the parts was not greater than the whole. This broader forecast was also benchmarked against known third-party forecasts to ensure they were fairly consistent with those reported within the community. Adjustments were made where necessary and appropriate. The next step of the analysis required a review of the geographic region specifically served within the Las Vegas-Clark County Library District (LVCCLD) service areas. This analysis excluded areas such as City of Henderson and City of North Las Vegas. Taking the analysis a step further, the allocation of future population growth and shifts was based on a number of factors, including: Identifying vacant lands within the region to identify as a baseline where potential future growth may occur; Based on historical development trends and vacant lands suitable for development activity, identify areas with the greatest growth potential within the urban Las Vegas valley of LVCCLD’s jurisdiction; Utilize known residential permitting activity to inform the projections in the near-term phases of the forecast; Utilize known land ownership and zoning information to identify near- to mid-term phases of future residential development activity; Utilizing historical development patterns as an indicator of future growth potential to identify long-range forecasts and potential areas for future expansion; Consider current and planned investments to gauge the extent and timing of the ripple effect of those investments, where practicable; and In addition to the location of expected growth patterns the analysis considered changes in overall demographic profiles based on historical trends. The focus of the analysis centered around households with children (by major age brackets), age distributions, key ethnicity demographics and overall household incomes. The allocation of future growth was performed at the ground-up level, utilizing known factors by census tract. The forecast includes a summary of future trends based on the District’s current defined service areas. It is likely that the service area boundaries will change in the future. The information used in, and arising from, this analysis is based upon assumptions that are subject to uncertainty and variation. As a result, the estimates do not represent results that will be achieved in the future. There will usually be differences between projected and actual results as events and circumstances frequently do not occur as expected; the differences may be material. This report, the findings contained herein, and the analysis underlying the findings have been prepared to demonstrate the possible effect of future hypothetical occurrences. These occurrences are deemed reasonable based on the assumptions and underlying analyses contained herein at the time it was prepared. Applied Analysis | Page 8
A Proven Track Record of Strong Historical Population Growth Las Vegas has long been considered one of the United States’ premier tourist destinations. Prior to the most recent recessionary period, Southern Nevada had grown by leaps and bounds within and beyond the tourism industry. For those looking in from the outside, it is difficult to understand what decades of 5.0%-plus annual growth has meant. Just 30 years ago, the Las Vegas market was home to just over 560,000 full-time residents; that number has increased nearly four-fold, as Las Vegas currently maintains a population base of approximately 2.2 million people. Population and Annual Growth Comparison: United States vs. Clark County, Nevada United States Year '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 ‘10 ‘11 ‘12 '13 '14 ‘15 ‘16
Population 249,623,000 252,981,000 256,514,000 259,919,000 263,126,000 266,278,000 269,394,000 272,657,000 275,854,000 279,040,000 282,162,411 284,968,955 287,625,193 290,107,933 292,805,298 295,516,599 298,379,912 301,231,207 304,093,966 306,771,529 309,346,863 311,718,857 314,102,623 316,427,395 318,907,401 321,418,820 323,298,417
Clark County, NV Growth 1.3% 1.4% 1.3% 1.2% 1.2% 1.2% 1.2% 1.2% 1.2% 1.1% 1.0% 0.9% 0.9% 0.9% 0.9% 1.0% 1.0% 1.0% 0.9% 0.8% 0.8% 0.8% 0.7% 0.8% 0.8% 0.7%
Population 770,280 835,080 873,730 916,837 990,564 1,055,435 1,119,052 1,193,388 1,261,150 1,327,145 1,394,440 1,457,233 1,516,805 1,577,154 1,650,234 1,715,052 1,783,781 1,847,087 1,898,119 1,933,315 1,959,491 1,967,722 1,988,195 2,031,723 2,069,450 2,118,353 2,166,181
Growth 8.4% 4.6% 4.9% 8.0% 6.5% 6.0% 6.6% 5.7% 5.2% 5.1% 4.5% 4.1% 4.0% 4.6% 3.9% 4.0% 3.5% 2.8% 1.9% 1.4% 0.4% 1.0% 2.2% 1.9% 2.4% 2.3%
Variance in Growth Rate 7.1% 3.2% 3.6% 6.8% 5.3% 4.8% 5.4% 4.5% 4.0% 4.0% 3.5% 3.2% 3.1% 3.7% 3.0% 3.0% 2.5% 1.8% 1.0% 0.6% -0.4% 0.2% 1.5% 1.1% 1.6% 1.6%
Sources: World Bank, U.S. Census Bureau and Nevada State Demographer. Applied Analysis | Page 9
Other primary reasons for business relocations and expansions into the urban Las Vegas valley have included Southern Nevada’s favorable tax climate, relative housing affordability, quality of life considerations and financial benefits associated with business activity. The valley remains a desirable location in which to do business and live, as over 42 million annual visitors5 carry a significant portion of the tax burden. Las Vegas’ reputation as a prime location for business has been recognized by a number of publications. For example, the Tax Foundation ranked Nevada as having the fifth-best tax climate for business in 2018. 2018 State Business Tax Climate Index
5
Source: Las Vegas Convention and Visitors Authority.
Applied Analysis | Page 10
Employment Impacts Are Critical to the Long-Term Outlook Employment growth in Nevada and Southern Nevada has also been remarkable during the past several decades. In May 1980, establishment-based employment in Nevada was 399,400. By December 2017, that number had increased to 1.4 million, growing at a compound annual rate of 3.4%. Clark County, which accounted for approximately 55% of statewide employment in 1980, had seen its share increase to about 73% by 2017. During that period, Clark County’s establishment-based employment grew from 217,700 to 998,800, or at a compound growth rate of approximately 4.3%. In 2017, overall employment in Southern Nevada reached an all-time high.6 Despite the devastating impacts of the Great Recession, Southern Nevada’s economy has been experiencing strong and steady growth. Unemployment for the Las Vegas metropolitan area reached 4.9% in December 2017. The number of jobseekers in Southern Nevada stands at 53,400 as of 2017. Unemployment Rate Comparison 16.0%
US Nevada Las Vegas MSA
14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% '00
'01
'02
'03
'04
'05
'06
'07
'08
'09
'10
'11
'12
'13
'14
'15
'16
'17
Source: Nevada Department of Employment, Training and Rehabilitation (“DETR”) and United States Bureau of Labor Statistics.
Establishment-based employment in the Las Vegas Metropolitan Statistical Area (MSA) increased by 29,900 positions (+3.1%) year-over-year in December 2017. Overall, the market has reported over six years of year-over-year growth in employment. Notable contributors in Southern Nevada during the past 12 months include construction (+10,800 jobs); government (+5,500 jobs); professional and business services (+5,300 jobs); education and health services (+4,400 jobs); trade, transportation and utilities (+1,900 jobs); and financial activities (+1,400 jobs). 6
Las Vegas-specific employment and unemployment data sourced to Nevada Department of Employment, Training and Rehabilitation.
Applied Analysis | Page 11
Employment Growth by Sector
Construction
10,800
Government
5,500
Professional & Business Services
5,300
Education & Health Services
4,400
Trade, Transportation & Utilities
1,900
Financial Activities
1,400
Other Services
800
Manufacturing
500
Natural Resources & Mining Information Leisure & Hospitality (2,000)
100 -200 -600 -
2,000
4,000
6,000
8,000
10,000
12,000
Source: DETR.
Other key indicators worth mentioning are average weekly hours worked and average weekly wages. The number of average weekly hours worked by private sector employees was 33.9 in December 2017. On a trailing 12-month basis, hours worked are up 2.1%. Average weekly wages also appear to be reporting increased stability and improvement. By December 2017, the average weekly wage reached $776, which was 4.6% ahead of the prior year on a trailing 12-month basis. At present, the fastest growing sector in both absolute and percentage terms is construction. The construction sector reported average weekly wages of $1,038 during the 12-months ended December 2017, which reflected a 6.7% increase from 2016. On an annualized basis, this equates to average salary of nearly $54,000. While construction jobs are leading the way in current job growth in the area, the level of construction-related employment remains a fraction of where it once stood. As such, concerns regarding the sustainability of the sector are less pressing. In 2017, construction-related positioned remained 41.4% below prior peak levels of 2006. Importantly, construction jobs account for just under 7% of total employment, while that figure stood at over 11% at the height of the market. A key element of the construction activity taking place are the projects that are currently being development. See the list of approximately $18 billion in notable developments in the pipeline later in this section. Once these projects complete construction, they will be required to hire thousands of permanent positions. For example, projects like Resorts World Las Vegas will require an estimated 10,000 permanent positions at build-out.
Applied Analysis | Page 12
When the ripple effect of those positions (indirect and induced) are accounted for, total employment reaches to approximately 15,000.7 The following provides a historical perspective of the absolute number of construction positions in Southern Nevada. Construction-Related Employment (Annual Averages), Las Vegas MSA
120,000
108,633
100,000 80,000 63,675
60,000 37,383
40,000 20,000 0 '01
'02
'03
'04
'05
'06
'07
'08
'09
'10
'11
'12
'13
'14
'15
'16
'17
Source: DETR.
The outlook for overall employment remains positive. According to DETR, future annual employment growth prospects are expected to average approximately 2.3% during the 10year period ending in 2024 (latest available).8 According to the United States Conference of Mayors, Las Vegas employment is estimated to expand at 2.9% in 2018 and another 2.5% in 2019 and 2020.9 Las Vegas also projected to be the third-fastest employment growth market in the country at 2.7 per year during the 2017 to 2020 timeframe.10 The also report noted that Las Vegas employment is expected to increase by 50% by 2046.11 Additionally, AA surveyed five local economists, suggesting a consensus average growth rate forecast of 2.2% in 2018.12
Source: Economic impact analysis report of Resorts World Las Vegas. See http://nevadaworkforce.com/Projections. 9 See U.S. Metro Economies: Past and Future Employment Levels, May 2017 (http://www.usmayors.org/wp-content/uploads/2017/05/Metro-Economies-Past-and-Future-Employment-12.pdf), page 13. 10 Id. Page 5. 11 Id. Page 54. 12 On behalf of the 2018 Las Vegas Perspective. 7 8
Applied Analysis | Page 13
Economic Development and Diversity is Important Key to economic development policy is the question of why businesses choose to relocate to one location over another. Analyses have shown that appropriate labor pools, access to markets, infrastructure, operating costs, quality of life and tax burden are all important considerations. Labor and labor-related issues (e.g., costs and skill level) tend to be the most important factors in site selection decisions. They are followed by overall operating costs, infrastructure issues and regulatory environment. Economic development-related incentives are important to businesses’ relocation decisions; although, they have historically placed relatively low on businesses’ list of relocation or expansion criteria. One observer noted, “Relocating companies look at incentives as tie-breakers more than decision makers.”13 With Southern Nevada ranking relatively high on most key metrics of reasons for relocating businesses, economic development is likely to continue over the next several decades. Companies and individuals alike appreciate Southern Nevada’s low-tax and pro-business operating environment. Below are a number of factors to consider a move or relocation to the region.14 No State Corporate Income Tax No Personal Income Tax Availability of State Incentives Expanding Telecommunications and Technology Infrastructure Competitive Energy Logistical Hub of 11 Western State Region McCarran International Airport Ranked Among the Top 10 Foreign Trade Zone #89 While Southern Nevada’s economy is more diversified today than it was 10 or 15 years ago, it remains one of the narrowest economies in the United States given its relative dependence on tourism. Diversity may be a double-edged sword in some cases (e.g., the stability of the tax base), but this ongoing evolution provides a more stable economic base in the long run. While there are various ways to analyze diversification, a commonly-used approach is the Hachman Index (the “Index”). The Index assumes the national economy reflects broad diversity, while measuring the aggregate variance in diversification of a subject economy. In this instance, the relative shares of the Southern Nevada economy are compared with those of the nation to identify the variances of each employment sector, also known as the location quotient. The aggregate impacts are summarized in the diversity index; a score value of 100 reflects a diversified economy comparable to the nation, while a score of 0 reflects a narrow economy.15 The following graphic demonstrates the increased diversification in recent years.
The Brookings Institution, Business Location Decision-Making and the Crisis: Bringing Companies Back, N. Cohen. Source: Las Vegas Perspective. 15 Source: Nevada Department of Employment, Training and Rehabilitation and Applied Analysis. 13 14
Applied Analysis | Page 14
Diversity (Hachman) Index (Higher Value Indicates Higher Diversity) 77 72 67 62 57 52 '01
'02
'03
'04
'05
'06
'07
'08
'09
'10
'11
'12
'13
'14
'15
'16
'17
Source: Nevada Department of Employment, Training and Rehabilitation; United States Bureau of Labor Statistics and Applied Analysis.
Residential Market Has Regained Its Footing Volatility has been the hallmark of Southern Nevada’s housing market during the past two decades, with early cycle increases in the early 2000s fueled by strong population and employment growth, record-low interest rates and significant residential market speculation followed by ensuing declines sourced to significant overbuilding, tight credit markets, declining consumer confidence and a strong national recession. There is no question the market posted unsustainable growth in residential sales volumes and pricing during the 2004 to 2006 timeframe. The sharp increases in sales volumes combined with above-average price appreciation resulted in an environment whereby market demand was being driven by acquisitions that were not based on sound fundamentals. Speculation within the marketplace created a wave of transactions that pulled nearly every speculator into participation. Once local and national fundamentals slowed, demand for these incremental units turned negative and homeowners, acting as investors, attempted to realize their profits. With a fever to sell units, supply quickly outpaced demand and pricing was the release valve. As a result of the correction that was required, depreciation turned quicker than the pricing run ups, with market average pricing plummeting rapidly to preboom levels.
Applied Analysis | Page 15
At the low point, the median price of a new home fell to $188,000, which was 45.3% below the pre-recession peak of $343,937. Declines in resale median home prices were even more pronounced, falling 65.5% from $290,000 to $100,000. Foreclosures skyrocketed, peaking in the 2008/2009 timeframe, while nearly three in four homeowners were underwater (owed more than their house was worth). At present, foreclosure volumes (and bank-owned assets) have become a negligible component of the overall housing supply equation.16 Residential Foreclosures, Las Vegas Valley 3,000 2,500 2,000 1,500 1,000 500 0 '07
'08
'09
'10
'11
'12
'13
'14
'15
'16
'17
Source: SalesTraq.
The Southern Nevada housing market has rebounded in the past several years with strong price appreciation and increased stability. New home prices reached an all-time high of $379,990 in December 2017, while resale prices have rebounded to $238,000 as of year-end.17 Distressed homes have generally worked their way through the system, and the latest activity is more reflective of a “normalized” market than one facing disaster. Approximately 92.8% of all resale closings in 2017 were considered non-distressed, as auction sales, bank-owned sales and short sales accounted for a combined 7.2% of activity.
16 17
Housing statistics sourced to SalesTraq. SalesTraq.
Applied Analysis | Page 16
Mix of Resale Transactions (Annually), Las Vegas Valley Distressed
100%
Non-Distressed
90% 80% 70% 60%
27.2% 72.8%
38.1% 61.9%
50% 40%
63.0%
30%
37.0%
20%
76.5% 23.5%
10%
83.9% 16.1%
0% '11
'12
'13
'14
'15
87.7% 12.3%
'16
92.8% 7.2%
'17
Source: SalesTraq.
Economic Considerations for the Future Comparatively speaking, Southern Nevada’s economic structure is not terribly complex. The leisure and hospitality sector directly accounts for 285,900 of the region’s 998,800 jobs, or about 29% of the workforce.18 The relative contribution of largely tourism-related employment is greater than any other comparable economy in the United States. Conventional wisdom purports that the continued recovery of Southern Nevada’s broader economy would follow improvements within the core leisure and hospitality sector. Arguments have also been made that a recovery within the Las Vegas tourism market must be preceded by consistent improvements in the nation’s economy. This sequence of events appears to have materialized as anticipated. From a national perspective, GDP growth has been positive, the unemployment rate is falling and the stock market and personal income levels are rising. Moreover, consumers and businesses are beginning to spend and invest again, and the U.S. index of leading economic indicators continues to favor expansion. As anticipated, Southern Nevada visitor metrics have remained elevated. McCarran International Airport has reported record passenger volumes in 2017 (48.5 million),19 while average daily auto traffic on Interstate 15 at the NevadaCalifornia border20 is near an all-time high. Perhaps most importantly, approximately $18 billion21 of under construction and planned projects remain in the development pipeline throughout the valley, with more than half sourced to projects within the resort, convention and gaming industries. While the timing and extent of these projects are likely to evolve over time, the employment implications, particularly within the construction industry, are substantial. DETR. McCarran International Airport. 20 Nevada Department of Transportation and Las Vegas Convention and Visitors Authority. 21 Las Vegas Convention and Visitors Authority, media reports and AA. 18 19
Applied Analysis | Page 17
Southern Nevada’s broader economy is clearly seeing improvements as well. In the past 12 months, Southern Nevada’s construction sector has added 10,800 positions22 as a result of increased investment activity and residential construction. The number of residential units permitted is at its highest level since 2009 (although a fraction of where they were during the early- to mid-2000s), while resale home prices have been reporting year-over-year gains since mid-2012. In addition, the industrial market vacancy rate has fallen to a level last seen prior to the last the recession, and the retail market vacancy rate has been below 10.0% for about three years. While Southern Nevada continues to struggle in some areas, including an office market vacancy rate that has been gaining momentum, the broader economy appears to be benefitting from an improving national economy and tourism sector. Notable Current and Planned Developments in Southern Nevada Project Resorts World Las Vegas Jackie Robinson Arena and Hotel Project Las Vegas Stadium (65,000 Seats) Wynn Paradise Park Convention Center District Expansion Union Village Switch Project Neon Vegas Extreme Park (The Edge) Palms Renovation Park MGM (former Monte Carlo) Caesars Convention Center Palace Station Remodel and Expansion ARIA Resort & Casino Convention Center Expansion Clark County Park Upgrades Las Vegas 51s Baseball Stadium MGM Resorts Convention Center Expansion Moulin Rouge Las Vegas Las Vegas Monorail Extension to Mandalay Bay UNLV New Medical Education Building The Cosmopolitan of Las Vegas Room Upgrades Henderson West Flamingo Remodel UNLV U District Apartments Phase 2 (The Degree) UNLV New Hospitality Hall for the College of Hotel Administration Aristocrat Technologies Corporate Campus CIM Downtown Grand Third Tower Fremont Street Experience Canopy and Mall Reconstruction UNLV New Engineering Building UNLV Engineering Academic and Research Building Fertitta Football Complex Southern Hills Hospital Behavioral Health Center USL at Cashman Stadium Improvements Wynn Plaza Fly LINQ Zip Lines 22
DETR.
Cost $4,000,000,000 $2,700,000,000 $1,900,000,000 $1,500,000,000 $1,200,000,000 $1,200,000,000 $1,000,000,000 $900,000,000 $800,000,000 $485,000,000 $450,000,000 $375,000,000 $191,000,000 $154,000,000 $150,000,000 $150,000,000 $130,000,000 $100,000,000 $100,000,000 $100,000,000 $100,000,000 $95,000,000 $90,000,000 $76,000,000 $57,000,000 $45,000,000 $45,000,000 $35,000,000 $35,000,000 $30,000,000 $28,500,000 $26,000,000 $25,000,000 $25,000,000 $20,000,000
Status Under Construction Planned Under Construction Planned Planned Under Construction Under Construction Under Construction Planned Under Construction Under Construction Planned Under Construction Under Construction Planned Planned Under Construction Planned Planned Planned Under Construction Planned Under Construction Under Construction Under Construction Under Construction Planned Planned Planned Planned Under Construction Under Construction Planned Under Construction Planned
Applied Analysis | Page 18
Project UNLV University Gateway Development Phase II Starwood Hotel (near Las Vegas Motor Speedway) MountainView Hospital Emergency Room The Mob Museum Expansion and Renovation Northgate Distribution Center (Building 5 and 9) UNLV University Village UNLV Harry Reid Research and Technology Park Bldg. 3 UNLV New Business College Building Sands/Madison Square Garden Performance Venue TownePlace Suites Home2 Suites Project Blue Total Sources: Las Vegas Convention and Visitors Authority; third-party media sources and Applied Analysis. Note: Status as of January 24, 2018. DND = Did Not Disclose.
Cost $18,000,000 $18,000,000 $10,000,000 $6,500,000 DND DND DND DND DND DND DND DND $18,370,000,000
Status Planned Planned Under Construction Planned Under Construction Planned Planned Planned Planned Planned Planned Planned
Key Factors in Determining the Location of Future Population Growth The following graphics, data and analysis were considered in the evaluation of the location of future population projections.
Applied Analysis | Page 19
Historical Build-out of the Urban Las Vegas Valley
Applied Analysis | Page 20
Location of Actively Selling Subdivisions
Existing Branch
Applied Analysis | Page 21
Major Master Planned Communities Actively Selling Homes
Existing Branch Applied Analysis | Page 22
Vacant Land Suitable for Residential Development
Existing Branch Applied Analysis | Page 23
Approximate Locations of Future Growth Through 2040
Existing Branch Applied Analysis | Page 24
Demographic Rankings and Expected Performances by Service Area
2015 and 2040 Service Area Population
Sahara West
Rainbow
Windmill
Centennial Clark County West Hills Charleston
Enterprise
Whitney
Spring Valley Summerlin
Las Vegas
21,839
22,030
45,116
45,318
65,225
77,245
76,137
111,565
100,446
153,945
182,787 115,221
115,367
115,728
124,691
129,232
205,458
210,756 139,769
156,865
176,513
150,069
122,970
257,264 215,615 Sunrise
2040
263,907
2015
West Las Vegas
Applied Analysis | Page 25
Population Growth Between 2015 and 2040 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 -10,000
88,720
87,394 76,226
70,987
67,566
41,649
11,119
6,796
1,721
1,108
267 -191
Summerlin
Sahara West
Centennial Windmill Enterprise Hills
Sunrise
Whitney
Rainbow
Clark County
Spring Valley
Laughlin
-202
-361
West Las Las Vegas West Vegas Charleston
Population Percentage Change Between 2015 and 2040 136.0%
59.0%
58.6%
50.8%
49.5% 19.3%
11.1%
9.4%
4.5%
1.5%
1.4% -0.3%
Summerlin Centennial Enterprise Hills
Windmill
Sahara West
Sunrise
Whitney
Laughlin
Rainbow
Spring Valley
Clark County
-0.4%
West Las Vegas Charleston
-0.9% West Las Vegas
Applied Analysis | Page 26
Applied Analysis | Page 27
Southern Nevada 2015 Population
2015 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 28
Southern Nevada 2015 Density
2015 Persons Per Acre Less than 5 5 – 10
10 – 20 20 – 40 Over 40
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 29
Southern Nevada 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 30
Southern Nevada 2040 Density
2040 Persons Per Acre Less than 5 5 – 10
10 – 20 20 – 40 Over 40
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 31
Southern Nevada 2015 Residential Vacancy Rate
2015 Vacancy Rate More than 10.0% 7.5% – 10.0%
5.0% – 7.5% 2.5% – 5.0% Under 2.5%
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 32
Southern Nevada 2017 Low-Performing Schools23
2015 Low Performing Schools + Elementary Schools (2 or Less Stars) + Middle Schools (2 or Less Stars) + High Schools (Index Score Less than 40) 23
Existing Branch Controlled Site Other System Libraries
▌Branch Boundary
While an evaluation of school performance was beyond the scope of this project; the data above has been included at the request of LVCCLD staff.
Applied Analysis | Page 33
Southern Nevada Community Centers24
Community Centers Community Center Existing Branch 24
Controlled Site
▌Branch Boundary
Other System Libraries
While an evaluation of community centers was beyond the scope of this project; the data above has been included at the request of LVCCLD staff.
Applied Analysis | Page 34
Southern Nevada Land Owned by Federal Government/BLM
Land owned by BLM 5 acres or less ... Existing Branch
20 acres or more Controlled Site
Other System Libraries
▌Branch Boundary Applied Analysis | Page 35
Demographics by Service Area Centennial Hills The Centennial Hills Library service area currently has a population of 129,232. Through 2040, this area is anticipated to grow at a compound annual growth rate of 1.9% per year, with the much of the growth occurring between 2025 and 2035. The long-range growth forecast ranks first in percentage terms across all service areas. By 2040, the population in the area is anticipated to grow by over 76,000 residents. Critically, the potential Skye Canyon library site controlled by the LVCCLD (that is located within the boundaries of the service area) could potentially prove an invaluable expansion resource as much of the new population is focused in that general direction, though it is located at a fringe edge of growth in the urban valley. Of the current population, the largest tapestry segments are Up and Coming Families (63.1%) and Sophisticated Squires (11.7%). With a relatively consistent level of income and a large increase in growth of all types. It is likely that Up and Coming Families will remain the dominant tapestry segment for the area for the foreseeable future. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
129,232
100.0%
205,458
100.0%
76,226
59.0%
0.0%
Population Under 18
34,639
26.8%
55,465
27.0%
20,826
60.1%
0.2%
Population 18 to 54
66,582
51.5%
108,398
52.8%
41,816
62.8%
1.2%
Population 55 and above
28,011
21.7%
41,595
20.2%
13,584
48.5%
-1.4%
No. of Households
44,518
100.0%
70,182
100.0%
25,664
57.6%
0.0%
Households With Children
16,135
36.2%
24,911
35.5%
8,776
54.4%
-0.7%
With Children Under 6
3,829
8.6%
5,998
8.5%
2,169
56.7%
-0.1%
With Children 6 to 17
9,484
21.3%
14,402
20.5%
4,918
51.9%
-0.8%
With Both Aged Children
2,820
6.3%
4,504
6.4%
1,685
59.8%
0.1%
Households Without Children
28,382
63.8%
45,271
64.5%
16,888
59.5%
0.7%
Hispanic/Latino Households
5,735
12.9%
11,848
16.9%
6,113
106.6%
4.0%
$77,246
-
$126,730
-
$49,484
64.1%
-
Population
Household Median Income
Applied Analysis | Page 36
Centennial Hills 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 37
Centennial Hills 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 38
Clark County Currently, the Clark County Library service area has a population of 122,970. Given the library’s central location, population growth in this relatively mature area is anticipated to be negligible. Notably, change will be a slow demographical shift, with the childhood population falling by 5.4%, the working adult population falling slightly by 0.5% and a rise in the senior demographic of 10.3%. In addition, the Hispanic/Latino demographic is expected to increase by 14.6% overall, ending the study period at 34.0% of the total population in the area. Of the current population, the largest tapestry segments are Inner City Tenants (25.6%) and the Social Security Set (11.0%). With the 2.3 percentage point increase in the share of the elderly population, the Social Security Set and Retirement Communities tapestries can be anticipated to grow within the Clark County branch service area. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
122,970
100.0%
124,691
100.0%
1,721
1.4%
0.0%
Population Under 18
24,074
19.6%
22,763
18.3%
-1,311
-5.4%
-1.3%
Population 18 to 54
66,489
54.1%
66,172
53.1%
-317
-0.5%
-1.0%
Population 55 and above
32,407
26.4%
35,756
28.7%
3,349
10.3%
2.3%
No. of Households
50,026
100.0%
51,149
100.0%
1,123
2.2%
0.0%
Households With Children
10,129
20.2%
8,940
17.5%
-1,189
-11.7%
-2.8%
With Children Under 6
2,226
4.5%
1,689
3.3%
-538
-24.2%
-1.1%
With Children 6 to 17
5,458
10.9%
4,993
9.8%
-465
-8.5%
-1.1%
With Both Aged Children
2,444
4.9%
2,258
4.4%
-186
-7.6%
-0.5%
Households Without Children
39,897
79.8%
42,209
82.5%
2,312
5.8%
2.8%
Hispanic/Latino Households
15,184
30.4%
17,401
34.0%
2,217
14.6%
3.7%
Household Median Income
$39,386
-
$64,618
-
$25,231
64.1%
-
Population
Applied Analysis | Page 39
Clark County 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 40
Clark County 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 41
Enterprise The Enterprise service area is currently home to 115,221 residents. Population in the area is expected to grow at 1.9% annually, with most of the population growth occurring before 2030. As with most areas across the urban Las Vegas valley, the largest demographic switch will be the decreasing share of households with children. The percentage of households with children will decrease from 28.9% to 24.9%, a 4.0 percentage point reduction in share. Meanwhile, the Hispanic/Latino demographic is expected to nearly double in size, it will account for approximately 20.2% of the total (up from 17.2%). Currently, the largest demographic tapestry in the Enterprise service area are Enterprising Professionals (21.0%) and Up and Coming Families (18.4%). The Enterprising Professionals tapestry of young adults is anticipated to grow only slightly slower than the 55-plus demographic. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
115,221
100.0%
182,787
100.0%
67,566
58.6%
0.0%
Population Under 18
25,571
22.2%
36,209
19.8%
10,638
41.6%
-2.4%
Population 18 to 54
65,140
56.5%
99,739
54.6%
34,599
53.1%
-2.0%
Population 55 and above
24,510
21.3%
46,838
25.6%
22,328
91.1%
4.4%
No. of Households
43,906
100.0%
70,649
100.0%
26,743
60.9%
0.0%
Households With Children
12,711
28.9%
17,564
24.9%
4,853
38.2%
-4.1%
With Children Under 6
2,753
6.3%
3,312
4.7%
559
20.3%
-1.6%
With Children 6 to 17
7,709
17.6%
10,790
15.3%
3,081
40.0%
-2.3%
With Both Aged Children
2,250
5.1%
3,464
4.9%
1,214
54.0%
-0.2%
Households Without Children
31,196
71.1%
53,085
75.1%
21,890
70.2%
4.1%
Hispanic/Latino Households
7,545
17.2%
14,243
20.2%
6,697
88.8%
3.0%
$64,933
-
$106,530
-
$41,596
64.1%
-
Population
Household Median Income
Applied Analysis | Page 42
Enterprise 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 43
Enterprise 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 44
Las Vegas The Las Vegas service area currently has a population of 45,318 residents. Through 2040, the population is not anticipated to change at a substantial rate and is projected to level out at 45,116. The slower pace of growth is largely attributable to its relatively mature neighborhood profile. Notably, the population under 18 is expected to remain relatively flat; consequently, the percentage of households with children is not anticipated to change dramatically over this timeframe. The largest change will be the growth in the senior population and the shrinking of the working adult aged population. The largest tapestry served by the Las Vegas branch are NeWest Residents (29.2%) and the Social Security Set (26.0%). With a growing subset of Hispanic/Latino households and a growing retirement population, both tapestries are anticipated to increase their market share through 2040.
2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
Population
45,318
100.0%
45,116
100.0%
-202
-0.4%
0.0%
Population Under 18
10,826
23.9%
10,173
22.5%
-653
-6.0%
-1.3%
Population 18 to 54
24,359
53.8%
23,947
53.1%
-412
-1.7%
-0.7%
Population 55 and above
10,133
22.4%
10,997
24.4%
864
8.5%
2.0%
No. of Households
16,216
100.0%
16,256
100.0%
40
0.2%
0.0%
3,991
24.6%
3,594
22.1%
-398
-10.0%
-2.5%
722
4.5%
542
3.3%
-180
-24.9%
-1.1%
With Children 6 to 17
2,136
13.2%
1,977
12.2%
-159
-7.4%
-1.0%
With Both Aged Children
1,133
7.0%
1,074
6.6%
-59
-5.2%
-0.4%
Households Without Children
12,225
75.4%
12,662
77.9%
438
3.6%
2.5%
Hispanic/Latino Households
6,824
42.1%
7,490
46.1%
666
9.8%
4.0%
$26,070
-
$42,770
-
$16,700
64.1%
-
Households With Children With Children Under 6
Household Median Income
Applied Analysis | Page 45
Las Vegas Library 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 46
Las Vegas Library 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 47
Rainbow At present, the Rainbow service area has a population of 150,069, and it is expected to grow at a rate of 0.2% per year through 2040 (reaching 156,865 residents). Notably, households with children are expected to decline by 3.3%, or a 2.2 percentage point reduction in share while Hispanic or Latino Households are anticipated to grow by 25.7%, or a 3.4 percentage point increase in share. The largest tapestry segments in the service area are Aspiring Young Families (23.2%) and Up and Coming Families (15.2%). As the demographics in the Rainbow area have a relatively consistent level of households with children (relative to the broader market) and are not anticipated to see any dramatic changes in share, it is anticipated that these two tapestries will remain dominant in the area through 2040. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
150,069
100.0%
156,865
100.0%
6,796
4.5%
0.0%
Population Under 18
35,177
23.4%
34,751
22.2%
-426
-1.2%
-1.3%
Population 18 to 54
77,124
51.4%
79,397
50.6%
2,273
2.9%
-0.8%
Population 55 and above
37,768
25.2%
42,717
27.2%
4,949
13.1%
2.1%
No. of Households
54,446
100.0%
57,008
100.0%
2,562
4.7%
0.0%
Households With Children
15,469
28.4%
14,958
26.2%
-511
-3.3%
-2.2%
With Children Under 6
3,167
5.8%
2,676
4.7%
-491
-15.5%
-1.1%
With Children 6 to 17
8,840
16.2%
8,848
15.5%
8
0.1%
-0.7%
With Both Aged Children
3,461
6.4%
3,433
6.0%
-28
-0.8%
-0.3%
Households Without Children
38,977
71.6%
42,049
73.8%
3,073
7.9%
2.2%
Hispanic/Latino Households
10,246
18.8%
12,881
22.6%
2,635
25.7%
3.8%
Household Median Income
$57,939
-
$95,055
-
$37,116
64.1%
-
Population
Applied Analysis | Page 48
Rainbow 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 49
Rainbow 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 50
Sahara West Sahara West currently serves a population of 176,513. This geographically large service area covers much of the growing western fringes of the urban Las Vegas valley, and as such, is anticipated to see 1.6% growth on average each year through 2040. As a result, this service area will grow by 87,000 residents to nearly 264,000. As currently delineated, Sahara West is expected to report the second largest number of new residents over the study period, with neighboring Summerlin library reporting the largest number of new residents. It is likely that a re-drawing of the service area will be required, particularly among those residents to the southern portion of the service area. Up and Coming Families (23.4%) and Enterprising Professionals (18.6%) are the largest tapestries served by the library at Sahara West. With much of the development occurring in areas suitable for working young families, it is anticipated that growth will be fastest in the childhood and working-age adult populations. It is expected that these two dominant tapestries will grow in share as a result of these demographic shifts. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
176,513
100.0%
263,907
100.0%
87,394
49.5%
0.0%
Population Under 18
37,229
21.1%
58,012
22.0%
20,783
55.8%
0.9%
Population 18 to 54
91,521
51.8%
135,750
51.4%
44,229
48.3%
-0.4%
Population 55 and above
47,763
27.1%
70,145
26.6%
22,382
46.9%
-0.5%
No. of Households
67,959
100.0%
98,389
100.0%
30,430
44.8%
0.0%
Households With Children
17,866
26.3%
25,615
26.0%
7,749
43.4%
-0.3%
With Children Under 6
4,435
6.5%
6,830
6.9%
2,395
54.0%
0.4%
With Children 6 to 17
9,492
14.0%
12,155
12.4%
2,663
28.1%
-1.6%
With Both Aged Children
3,941
5.8%
6,634
6.7%
2,693
68.3%
0.9%
Households Without Children
50,093
73.7%
72,774
74.0%
22,681
45.3%
0.3%
Hispanic/Latino Households
8,258
12.2%
16,310
16.6%
8,053
97.5%
4.4%
$70,511
-
$115,681
-
$45,170
64.1%
-
Population
Household Median Income
Applied Analysis | Page 51
Sahara West 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 52
Sahara West 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 53
Spring Valley Spring Valley’s service area has a population of 76,137 residents. By the close of 2040, the population is anticipated to grow by 0.1% per year to 77,245 residents. The area is largely built out (with relatively little vacant lands remaining), so the biggest change will be sourced to demographic shifts rather than growth. As the population ages, an increasing share of households without children will emerge. Currently, the largest tapestries are Inner City Tenants (21.1%) and Milk and Cookies (20.0%) households. Within the area, the number of households with children is anticipated to decrease by 10.3% through 2040, resulting in a 2.5 percentage point change in share. This shift will most significantly impact the Milk and Cookies tapestry, which should decrease in dominance over that timeframe. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
Population
76,137
100.0%
77,245
100.0%
1,108
1.5%
0.0%
Population Under 18
13,879
18.2%
13,209
17.1%
-670
-4.8%
-1.1%
Population 18 to 54
40,379
53.0%
40,066
51.9%
-313
-0.8%
-1.2%
Population 55 and above
21,879
28.7%
23,971
31.0%
2,092
9.6%
2.3%
No. of Households
30,332
100.0%
30,733
100.0%
401
1.3%
0.0%
Households With Children
6,463
21.3%
5,796
18.9%
-668
-10.3%
-2.5%
With Children Under 6
1,682
5.5%
1,363
4.4%
-319
-19.0%
-1.1%
With Children 6 to 17
3,489
11.5%
3,242
10.5%
-247
-7.1%
-1.0%
With Both Aged Children
1,292
4.3%
1,190
3.9%
-102
-7.9%
-0.4%
Households Without Children
23,869
78.7%
24,938
81.1%
1,069
4.5%
2.5%
Hispanic/Latino Households
7,367
24.3%
8,674
28.2%
1,308
17.8%
3.9%
$43,600
-
$71,530
-
$27,930
64.1%
-
Household Median Income
Applied Analysis | Page 54
Spring Valley 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 55
Spring Valley 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 56
Summerlin Summerlin currently services a population of 65,225 residents. Through 2040 that population is anticipated to grow at a valley-leading pace, increasing by 88,720 residents. East of the 215 Beltway, there are few buildable plots of land left for development. The most significant developments for this area are the large plots to the west of the 215 Beltway and Summerlin Parkway intersection. Development here will add the bulk of new households during this timeframe. In terms of tapestries, the largest segments are Boomburbs (24.9%) and Up and Coming Families (23.8%) in the service area. As the area continues to grow and attract families, it is likely that the number of households with children will also grow, resulting in an upswing in market share attributable to these tapestry segments. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
Population
65,225
100.0%
153,945
100.0%
88,720
136.0%
0.0%
Population Under 18
12,843
19.7%
40,459
26.3%
27,616
215.0%
6.6%
Population 18 to 54
26,693
40.9%
71,492
46.4%
44,799
167.8%
5.5%
Population 55 and above
25,689
39.4%
41,995
27.3%
16,306
63.5%
-12.1%
No. of Households
26,752
100.0%
54,568
100.0%
27,816
104.0%
0.0%
6,390
23.9%
18,447
33.8%
12,058
188.7%
9.9%
821
3.1%
2,493
4.6%
1,672
203.6%
1.5%
With Children 6 to 17
4,246
15.9%
12,038
22.1%
7,792
183.5%
6.2%
With Both Aged Children
1,325
5.0%
3,919
7.2%
2,594
195.8%
2.2%
Households Without Children
20,362
76.1%
36,120
66.2%
15,758
77.4%
-9.9%
Hispanic/Latino Households
2,406
9.0%
6,317
11.6%
3,911
162.5%
2.6%
$79,515
-
$130,453
-
$50,938
64.1%
-
Households With Children With Children Under 6
Household Median Income
Applied Analysis | Page 57
Summerlin 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 58
Summerlin 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 59
Sunrise Currently, the population of the Sunrise service area is 215,615 residents, and this population is anticipated to grow by 0.7% per year to 257,264. The area has a number of vacant plots, particularly to the east of the library that are anticipated to be built on and host new households. While modest losses are expected in selected census tracts within the service area, the overall population is likely to expand further. The largest tapestry segments for the area are Industrious Urban Fringe (28.9%) and Milk and Cookies (16.0%). The Sunrise service area is not likely to see a major shift in these tapestries, though there is a notable dip in the share of households with children expected through 2040 (decreasing 2.0 percentage points).
2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
215,615
100.0%
257,264
100.0%
41,649
19.3%
0.0%
Population Under 18
64,450
29.9%
67,527
26.2%
3,077
4.8%
-3.6%
Population 18 to 54
113,929
52.8%
146,379
56.9%
32,450
28.5%
4.1%
Population 55 and above
37,236
17.3%
43,358
16.9%
6,122
16.4%
-0.4%
No. of Households
63,522
100.0%
75,226
100.0%
11,704
18.4%
0.0%
Households With Children
25,168
39.6%
28,298
37.6%
3,129
12.4%
-2.0%
With Children Under 6
4,277
6.7%
4,741
6.3%
464
10.9%
-0.4%
With Children 6 to 17
14,189
22.3%
15,926
21.2%
1,737
12.2%
-1.2%
6,704
10.6%
7,631
10.1%
928
13.8%
-0.4%
Households Without Children
38,353
60.4%
46,928
62.4%
8,575
22.4%
2.0%
Hispanic/Latino Households
28,387
44.7%
34,737
46.2%
6,350
22.4%
1.5%
Household Median Income
$42,333
-
$69,452
-
$27,119
64.1%
-
Population
With Both Aged Children
Applied Analysis | Page 60
Sunrise 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 61
Sunrise 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 62
West Charleston The West Charleston service area currently has 115,728 residents and is anticipated to remain population stable, losing about 361 residents through 2040 due to demographic shifts. Not unlike other mature portions of the urban Las Vegas valley, there is an expectation for fewer households with children and more seniors. Currently, the largest tapestry segments are the Industrious Urban Fringe (20.0%) and Inner City Tenants (16.2%). These tapestries are not likely to change much as a result of shifting demographics of the area. The largest change will be a rise in Hispanic/Latino households in the West Charleston service area, which have be 36.2% of the area’s households by 2040 (versus 32.2% at present). 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
115,728
100.0%
115,367
100.0%
-361
-0.3%
0.0%
Population Under 18
29,140
25.2%
27,404
23.8%
-1,736
-6.0%
-1.4%
Population 18 to 54
58,646
50.7%
57,600
49.9%
-1,046
-1.8%
-0.7%
Population 55 and above
27,942
24.1%
30,363
26.3%
2,421
8.7%
2.2%
No. of Households
39,144
100.0%
39,276
100.0%
132
0.3%
0.0%
Households With Children
11,346
29.0%
10,401
26.5%
-945
-8.3%
-2.5%
With Children Under 6
2,464
6.3%
2,033
5.2%
-430
-17.5%
-1.1%
With Children 6 to 17
5,826
14.9%
5,451
13.9%
-374
-6.4%
-1.0%
With Both Aged Children
3,056
7.8%
2,915
7.4%
-141
-4.6%
-0.4%
Households Without Children
27,798
71.0%
28,876
73.5%
1,077
3.9%
2.5%
Hispanic/Latino Households
12,609
32.2%
14,221
36.2%
1,613
12.8%
4.0%
Household Median Income
$46,583
-
$76,424
-
$29,841
64.1%
-
Population
Applied Analysis | Page 63
West Charleston 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 64
West Charleston 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 65
West Las Vegas The West Las Vegas service area has a population of 22,030, which is set to decline by a modest 191 residents to 21,839 through 2040. This area, near core of the urban Las Vegas valley, is relatively built-out. Should higher-density redevelopment activities ultimately unfold, there is potential for this service area to outperform current expectations; however, absent such development there is little room from incremental development activity. The largest tapestries of the area include the Industrious Urban Fringe (38.8%) and Modest Income Homes (14.3%). The largest demographic shift will come from these households aging and fewer families with children moving into the area, resulting in a 7.5% drop in families with children (or 171 households through 2040). 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
22,030
100.0%
21,839
100.0%
-191
-0.9%
0.0%
Population Under 18
6,249
28.4%
5,875
26.9%
-374
-6.0%
-1.5%
Population 18 to 54
11,161
50.7%
10,953
50.2%
-208
-1.9%
-0.5%
Population 55 and above
4,620
21.0%
5,012
22.9%
392
8.5%
2.0%
No. of Households
7,059
100.0%
7,076
100.0%
17
0.2%
0.0%
Households With Children
2,286
32.4%
2,115
29.9%
-171
-7.5%
-2.5%
463
6.6%
385
5.4%
-78
-16.8%
-1.1%
1,182
16.7%
1,114
15.7%
-68
-5.7%
-1.0%
641
9.1%
615
8.7%
-26
-4.0%
-0.4%
Households Without Children
4,773
67.6%
4,960
70.1%
188
3.9%
2.5%
Hispanic/Latino Households
2,298
32.6%
2,589
36.6%
291
12.6%
4.0%
$33,659
-
$55,221
-
$21,562
64.1%
-
Population
With Children Under 6 With Children 6 to 17 With Both Aged Children
Household Median Income
Applied Analysis | Page 66
West Las Vegas 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 67
West Las Vegas 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
Existing Branch Controlled Site Other System Libraries
▌Branch Boundary
Applied Analysis | Page 68
Whitney Whitney Library service area in southeast Las Vegas currently has a population of 100,446; it is anticipated that its population will grow by 11,119 to 111,565 residents by 2040. The area is largely built out, with some land availability near the fringes of the service area (future development). The largest tapestries served by the Whitney Library are Inner City Tenants (15.2%) and Crossroads (14.5%). The largest demographic shifts of this area, including an increase of Hispanic/Latino households and a decrease in households with children are unlikely to largely impact either of these two tapestries significantly. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
100,446
100.0%
111,565
100.0%
11,119
11.1%
0.0%
Population Under 18
22,076
22.0%
23,254
20.8%
1,178
5.3%
-1.1%
Population 18 to 54
52,104
51.9%
57,088
51.2%
4,984
9.6%
-0.7%
Population 55 and above
26,266
26.1%
31,223
28.0%
4,957
18.9%
1.8%
No. of Households
36,234
100.0%
40,048
100.0%
3,814
10.5%
0.0%
Households With Children
9,396
25.9%
9,550
23.8%
154
1.6%
-2.1%
With Children Under 6
2,437
6.7%
2,295
5.7%
-142
-5.8%
-1.0%
With Children 6 to 17
5,075
14.0%
5,318
13.3%
243
4.8%
-0.7%
With Both Aged Children
1,884
5.2%
1,937
4.8%
54
2.8%
-0.4%
Households Without Children
26,837
74.1%
30,497
76.2%
3,660
13.6%
2.1%
Hispanic/Latino Households
10,778
29.7%
13,624
34.0%
2,846
26.4%
4.3%
Household Median Income
$42,679
-
$70,019
-
$27,340
64.1%
-
Population
Applied Analysis | Page 69
Whitney 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 70
Whitney 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 71
Windmill Currently, the Windmill Library service area serves a population of 139,769 residents. The service area is expected to add approximately 71,000 new residents (net), representing a growth rate of 1.7% per year, with the resident base rising to 210,756 by the end of the study period. The influx of new residents suggests that no particular demographic is anticipated to shrink during this timeframe; however, when measured in share there will be fewer households with children and more Hispanic/Latino households emerging. As currently situation, Windmill may draw residents from the west (i.e., Sahara West service area). The largest tapestries are Enterprising Professionals (28.8%) and Aspiring Young Families (27.1%). It is unlikely that either of these tapestry segments will be impacted by more than a percentage point or two in terms of overall market share as a result of the influx of new residents or the gradual change in demographics during the study period. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
139,769
100.0%
210,756
100.0%
70,987
50.8%
0.0%
Population Under 18
33,717
24.1%
49,053
23.3%
15,336
45.5%
-0.8%
Population 18 to 54
81,143
58.1%
119,303
56.6%
38,160
47.0%
-1.4%
Population 55 and above
24,909
17.8%
42,399
20.1%
17,490
70.2%
2.3%
No. of Households
48,450
100.0%
73,533
100.0%
25,083
51.8%
0.0%
Households With Children
16,688
34.4%
23,621
32.1%
6,933
41.5%
-2.3%
With Children Under 6
5,098
10.5%
6,928
9.4%
1,830
35.9%
-1.1%
With Children 6 to 17
8,189
16.9%
11,691
15.9%
3,501
42.8%
-1.0%
With Both Aged Children
3,400
7.0%
5,000
6.8%
1,600
47.1%
-0.2%
Households Without Children
31,762
65.6%
49,911
67.9%
18,150
57.1%
2.3%
Hispanic/Latino Households
6,868
14.2%
13,120
17.8%
6,252
91.0%
3.7%
$69,465
-
$113,964
-
$44,499
64.1%
-
Population
Household Median Income
Applied Analysis | Page 72
Windmill 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 73
Windmill 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 74
Laughlin The Laughlin service area caters to a population of 7,855 residents. The area is anticipated to add 742 residents with an annual compounded growth rate of 0.4%. By far, the fastest growing component of this population will be those aged 55 and above, which is expected to grow at a rate of 0.6% each year. This population segment will make up 56% of the service area by 2040. The largest tapestries are Simple Living (42.7%) and Old and Newcomers (27.9%). Though there will be considerable demographic shifts in the area, these two, along with the Silver and Gold demographic, are tapestries that are likely to expand in the Laughlin service area. 2015
2040
2015-2040
Number
Share
Number
Share
Growth
% Growth
Chg. in Share
Population
7,855
100.0%
8,597
100.0%
742
9.4%
0.0%
Population Under 18
1,145
14.6%
1,131
13.2%
-14
-1.3%
-1.4%
Population 18 to 54
2,552
32.5%
2,638
30.7%
86
3.4%
-1.8%
Population 55 and above
4,158
52.9%
4,828
56.2%
670
16.1%
3.2%
No. of Households
3,810
100.0%
4,077
100.0%
267
7.0%
0.0%
Households With Children
517
13.6%
444
10.9%
-73
-14.1%
-2.7%
With Children Under 6
157
4.1%
121
3.0%
-36
-22.8%
-1.1%
With Children 6 to 17
233
6.1%
205
5.0%
-28
-12.0%
-1.1%
With Both Aged Children
127
3.3%
118
2.9%
-9
-7.3%
-0.4%
3,293
86.4%
3,633
89.1%
340
10.3%
2.7%
416
10.9%
602
14.8%
186
44.8%
3.9%
$34,351
-
$56,356
-
$22,005
64.1%
-
Households Without Children Hispanic/Latino Households Household Median Income
Applied Analysis | Page 75
Laughlin 2040 Population
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 76
Laughlin 2015 - 2040 Population Growth
Population Growth Population Loss Stable Population
50 – 250 250 – 1,000 Over 1,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries Applied Analysis | Page 77
Potential Future Sites (Under District Control) There are two sites the District controls that could provide for potential expansion opportunities – they are noted as purple stars in the accompanying maps. One location is located in the far northwest portion of urban Las Vegas valley and the other is in the southwest edges of the market; they are located in the currently defined service areas of Centennial Hills and Windmill, respectively. The Windmill and Centennial Hills libraries are currently serving the 4th and 5th largest populations in the library District. By 2040, the population in their respective and immediately surrounding service areas (including Sahara West, Summerlin and Enterprise) are anticipated to increase dramatically. Windmill and surrounding service areas are anticipated to increase in population by 291,405 residents. Similarly, Centennial Hills and its surrounding branches are anticipated to grow by 134,939 residents. Projected additional residents by 2040 in these service areas would make them the 1st and 5th most populous library service areas today. Additionally, these two sites would also serve the fastest growing portion of the urban Las Vegas valley, save for the Sunrise branch in east Las Vegas. Both sites are well-positioned to capture most of the growth in population in Southern Nevada. However, one criticism of these sites is that they are bordered by mountainous terrain and other development obstacles that would potentially hinder access and result in a lower population immediately surrounding the areas. It may be more appropriate to seek to better utilize or expand services at Centennial Hills and Windmill as regional libraries.
Sunrise
2015
2040
Sahara West
Rainbow
Windmill
Centennial Clark County West Hills Charleston
Enterprise
Whitney
Spring Valley Summerlin
Las Vegas
21,839
22,030
45,116
45,318
153,945 65,225
77,245
76,137
111,565
100,446
115,221
115,367
115,728
124,691
122,970
182,787
205,458 129,232
139,769
156,865
150,069
210,756
263,907 176,513
257,264
215,615
2015 and 2040 Service Area Populations
West Las Vegas
Applied Analysis | Page 78
That said, the following maps offer a look at the Cactus and Jones, Sky Pointe and Southern Nevada populations, with the current planed sites emphasized with a purple star surrounding a yellow dot. Other potential areas to focus on for sites are also identified on the 2040 Southern Nevada map, which highlights areas that may be underserved as a result of population growth, including Sunrise, the southwest valley and northwest. These sites are also relatively distant from existing libraries and are mostly in the center of their communities rather than on a fringe, which may help them to attract a wider patron base than the existing library footprint. They are also along common transit corridors, the 215 Beltway for the northwest and southwest sites and between Nellis Boulevard and Lamb Boulevard for the site near Sunrise Library. Though Sunrise service area is not growing as quickly as the other branch areas are anticipated to, it is already currently the largest branch by population size and will still be the second largest by 2040. With that in mind, it was prudent to include a nearby location for a library to potentially serve the surrounding communities. Skye Canyon (Kyle Canyon Road) Location
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
Cactus Pointe (Cactus and Jones) Location
▌Branch Boundary Existing Branch Controlled Site Other System Libraries
Applied Analysis | Page 79
Southern Nevada 2040 Population with Site Identification
2040 Population Less than 1,000 1,000 – 2,000
2,000 – 3,000 3,000 – 4,000 Over 4,000
▌Branch Boundary Existing Branch Controlled Site Other System Libraries
Applied Analysis | Page 80
Tapestry Segment Definitions and Statistics The included tapestry segment definitions and statistics are provided by Civic Technologies and are included for information purposes. These are referenced in the report and align the District’s historical evaluations of demographic conditions. Up and Coming Families Demographic Most of the residents in these neighborhoods are young, startup families, married couples with or without children, and single parents. The national average family size of 3.1 people matches the U.S. average. Nationally, approximately two-thirds of the households are families, 27% are single person, and 9% are shared. National annual population growth is 1.13%, higher than the U.S. figure. The national median age is 31.1 years; nearly 20% of the residents are in their 20s. Typical of younger populations, Aspiring Young Families residents are more ethnically diverse than the total U.S. population. Socioeconomic The national median household income is $46,275; wages provide the primary source of income. Nationally, approximately 60% of employed residents work in professional, management, sales, or office/administrative support positions. Overall, nationally, 87% of residents aged 25 years and older have graduated from high school, 58% have attended college, and 24% hold a bachelor’s or graduate degree. Residential In large, growing southern and western metropolitan areas, the highest concentrations of these neighborhoods are found in California, Florida and Texas. Twenty percent are located in the Midwest. Nationally, tenure is nearly even; 51% of the households rent; 47% own their homes. Residents live in moderately priced apartments, single-family houses and startup townhouses. Nationally, most of the housing was built after 1969. The national average gross rent is comparable to the U.S. average. Preferences Focused on family and home, residents of Aspiring Young Families communities spend most of their discretionary income for baby and children’s products, toys, home furnishings, cameras and video game systems. They go online to look for jobs, play games, and buy personal preference items such as music and computer equipment. These residents would probably go to a theme park while on vacation. They play video games, watch TV, eat out and go to the movies. They also play basketball and go bowling and biking. They listen to urban stations and professional basketball games on the radio and watch sports, news, entertainment and courtroom shows on TV. They eat out at family restaurants such as Chili’s or IHOP and go to Jack in the Box or Sonic for fast food. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
154,894 70,160 6,104,961 84,734 87.01 39.4
10.1% 45.3% 54.7%
Applied Analysis | Page 81
Enterprising Professionals Demographic Young, educated, single, married, working professionals, residents of Enterprising Professionals neighborhoods have a national median age of 32.8 years. Nationally, 43% of the households are singles who live alone or share housing with roommates, and 43% are married couple families. With an annual household growth of 1.95% per year since 2000, the households in this segment comprise approximately 2% of total U.S. households. The diversity of the population is similar to that of the United States. Nationally, most of the residents are white; however, 12.4% are Asian. Socioeconomic National median household income is $63,837. Nationally, 90% of the households earn income from wages and salaries; 39% receive income from investments. This is an educated group: nationally, approximately half of the population aged 25 years and older hold a bachelor’s or graduate degree; more than three in four have attended college. These working professionals are employed in various jobs, especially in management, finance, computer, sales and office/administrative support. Residential Enterprising Professionals residents move frequently to find growth opportunities and better jobs, especially in cities such as Chicago, Atlanta and Seattle. Forty-six% of the households are located in the South, 29% are in the West, and 20% are in the Midwest. They prefer to own instead of rent in newer neighborhoods of townhouses or apartments. Nationally, for those who rent, the average gross rent is 36% higher than the U.S. average. Preferences They are young and mobile with growing consumer clout. Those who rent hold renter’s insurance policies. They rely on cell phones and e-mail to stay in touch. They go online to download videos and music, track their investments and shop for items, including personal computers and software. They own laptops, video game systems and digital camcorders. They love to travel abroad and in the United States often. They play video games, visit theme parks, jog and swim. They read computer, science and technology magazines and listen to alternative, public-all-talk and sports radio. They eat out at Cheesecake Factory and Chili’s Grill and Bar. They shop for groceries at stores such as Publix and Albertson’s. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
97,253 43,707 3,748,464 53,546 85.76 38.5
6.3% 44.9% 55.1%
Applied Analysis | Page 82
Industrious Urban Fringe Demographic Family is central to residents of Industrious Urban Fringe neighborhoods; nationally, slightly more than half of the households have children. Nationally, 54% are married-couple families; 17% are single parents. Multigenerational households are relatively common. The high proportion of children contributes to the relatively low national median age of 29 years. Nationally, Hispanics comprise 61.7% of the residents in these neighborhoods. Nationally, more than one-fourth are foreign born, bringing rich, diverse cultures to these urban outskirts neighborhoods. Socioeconomic The national median household income is $40,400. Nationally, the large average household size of 3.45 lowers the discretionary income available compared to segments with similar income. Residents take advantage of job opportunities offered in nearby cities; most work in the manufacturing, construction, retail trade and service industries. Residential These neighborhoods are located in the West and South; the highest concentrations are in California, Texas and Florida. Nationally, home ownership is at 62%. Single-family housing is dominant in these areas. To find more affordable housing, many live farther out from the city. Preferences Industrious Urban Fringe households balance their budgets carefully. Mortgage payments take priority. They shop at Wal-Mart, Kmart, Target and other major discount stores for baby and children’s products. They dine out less often than average households. Many have no financial investments or retirement savings other than their homes and are less likely than average to carry health insurance. Keeping in touch is important to these residents; they often have a second phone line at home. They watch movies at home and will also see multiple movies at the theater each month. Television and radio are better than newspapers and magazines to reach these residents. They watch TV as much as the average U.S. household, but subscribe to cable less often. They listen frequently to Hispanic, contemporary hit, and urban radio. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
126,529 51,922 3,911,996 74,607 75.34 30.9
8.2% 41.0% 59.0%
Applied Analysis | Page 83
Inner City Tenants Demographic Inner City Tenants residents are a microcosm of urban diversity; their population is represented primarily by white, black and Hispanic cultures. Nationally, three in ten residents are Hispanic. This multicultural market is younger than average, with a national median age of 28.8 years. The household composition also reflects their youth. Nationally, household types are mixed; 34% are singles, 28% are married-couple families, 21% are single parents, and 10% share housing. Turnover is high in these neighborhoods because many are enrolled in nearby colleges and work part-time. These neighborhoods are also a stepping-stone for recent immigrants, with an annual national population growth of 0.6%. Socioeconomic The national median household income is $30,873. Because few own their homes, most of their net worth comes from savings. Nationally, 83% earn income from wages and salaries; 7% receive public assistance. Nationally, 45% of the population aged 25 and older has attended college; 5% hold a graduate or professional degree. Earning a college degree is at the forefront of their goals, so many work part- and full-time to fund their college education. Nationally, approximately half of the employed residents work in white-collar occupations. This national market has twice the U.S. level of residents who work in the accommodation/food services industry. Residential These neighborhoods are located primarily in the South and West. Most Inner City Tenants residents rent economical apartments in mid- or high-rise buildings. Nationally, one-fifth of the housing is owner-occupied. Most of the housing units, nationally, were built in the 1960s, 1970s and 1980s. For their average commute to work of 25 minutes, many residents drive their vehicle or depend on other modes of transportation. Nationally, 17% of the households do not own a vehicle. Preferences With their busy lifestyle, Inner City Tenants residents frequently eat at fast-food restaurants and shop for groceries at nearby stores such as Albertson’s. They prefer easy-to-prepare frozen and canned foods. Internet access at home is not typical in this market, but those who have no access at home will surf the Internet at school or at the library. Playing games and checking e-mail are typical online activities. Households have recently bought video game systems and baby items such as food, products, furniture and equipment. They prefer to shop at Target and Walgreens. They go to the movies and professional football and basketball games, play football and basketball and go bowling. They read magazines, particularly news and Entertainment Weekly, and listen to urban or contemporary hits radio. Some enjoy the nightlife, visiting bars and going dancing at nightclubs. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
112,901 54,131 4,766,841 58,770 88.06 42.2
7.3% 47.9% 52.1%
Applied Analysis | Page 84
Milk and Cookies Demographic Upscale living on a family allowance, Milk and Cookies represents young, affluent married couples who are starting their families or already have young children. The national median age of 34.1 years represents the presence of kids; nearly half of the households include children. Nationally, 1-in-4 householders is between the ages of 45 and 54. The population diversity is comparable to that of the United States, and the proportions of the population by race approximate the U.S. distributions with slightly above-average ratios of black and Hispanic residents. Socioeconomic Nationally, 90% of Milk and Cookies households earn income from wages. The national median household income is $57,170. Nationally, 58% have attended college; more than 20% hold bachelor’s or graduate degrees. Residential Milk and Cookies residents prefer single-family homes in suburban neighborhoods of cities, largely in the South, particularly in Texas. Smaller concentrations of households are located in the West and Midwest. Nationally, housing units are generally 20 to 30 years old. Given the concentration of dual-income families, nationally, 71% of households have at least two vehicles. A family with two or more workers, more than one child and two or more vehicles is the norm for these neighborhoods. Preferences As Milk and Cookies residents settle into their family-oriented lifestyle, they focus on family and the future. They are properly insured, carrying life and accidental death and dismemberment policies. They use a credit union, have overdraft protection and usually have a new car loan. Although they may still own a motorcycle or small car, they prefer larger vehicles. When they move, they rent a U-Haul and move their own belongings. Many households own a dog. The presence of children in Milk and Cookies households drives their large purchases of baby and children’s products including baby food, baby equipment, clothes, shoes, medicine, vitamins, board games, bicycles, toys, video games and children’s DVDs. Most households own one of the latest video game systems and a large-screen TV. To save time in their busy lives, they frequently buy prepared dinners from the grocery store and fast food. They play video games, go bowling and visit theme parks such as Six Flags and Sea World. They watch professional football and basketball games. Favorite cable channels include Cartoon Network, Discovery Channel, National Geographic Channel and BET. They also work on their lawns, tackle interior painting projects, or do minor maintenance on their vehicles. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
106,616 47,785 4,362,333 58,831 91.29 40.9
6.9% 44.8% 55.2%
Applied Analysis | Page 85
Up and Coming Families Demographic With an annual household growth rate of 4.56% nationally, Up and Coming Families represents Tapestry Segmentation’s second highest household growth market. A mix of Generation Xers and Baby Boomers with a national median age of 32.6 years, this segment is the youngest of Tapestry Segmentation’s affluent family markets. Residents of these neighborhoods are young, affluent families with younger children. Nationally, 80% of the households are families. Most of the residents are white; however, diversity is increasing as the segment grows. Socioeconomic Beginning their careers, residents of Up and Coming Families are earning above-average incomes. The national median household income is $69,522, higher than the overall national median. Nationally, nearly two-thirds of the residents aged 25 years and older have attended college; more than one in five holds a bachelor’s degree. Nationally, 91% of households earn income from wages and salaries. Although half of the households have children, they also have working parents. Residential In the suburban outskirts of midsized metropolitan areas with populations higher than 250,000, approximately half of Up and Coming Families neighborhoods are concentrated in the South, the other half in the West and Midwest. Most residents live in new single-family housing; more than half the housing units were built in the last 10 years. Nationally, home ownership is at 80%. Preferences Family and home dictate the products these residents buy. Many are beginning or expanding their families, so baby equipment, children’s clothing and toys are essential purchases. Because many are first-time homeowners, basic household furniture and lawn fertilizer, weed control and insecticide products are important. Car loans and mortgage payments are major household budget items. They are most likely to own or lease an SUV or a minivan. They eat out at family restaurants, especially on the weekends, and buy fast food at the drive-through or for takeout. They play softball, take the kids to the zoo and visit theme parks (generally Sea World or Disney World) where they make good use of their digital camera or camcorder. They rent comedy, family and action/adventure DVDs. Cable station favorites include Country Music Channel, ESPN news, The Learning Channel and the Disney Channel. They listen to country, soft rock and contemporary hit radio. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
238,290 111,813 10,290,732 126,477 92.04 43.2
15.5% 46.9% 53.1%
Applied Analysis | Page 86
Boomburbs (Summerlin Key Segment) Demographic The newest additions to the suburbs, these communities are home to busy, affluent young families. Both the neighborhoods and the families are growing. Boomburbs is the fastestgrowing market in the United States; the population has been growing at a rate of 4.51% annually since 2000. It is also home to one of the highest concentrations of young families with children. The national median age is 36.1 years; one-fifth of Boomburbs residents are between 35 and 44 years of age. There is little ethnic diversity in the population; most of the residents are white. Socioeconomic The Boomburbs market includes one of the highest concentrations of two-income households. Residents are well educated: nationally, more than 50% of the population aged 25 years and older hold a bachelor’s or graduate degree. They work primarily in management, professional, and sales occupations. The national median household income is $104,395, more than double that of the U.S. median. More than half of these households receive additional income from interest, dividends and rental property. Residential The newest developments in growing areas, Boomburbs neighborhoods are concentrated in the South, West and Midwest; the highest state concentrations are found in Texas and California. Approximately three-quarters of the housing units in Boomburbs neighborhoods were built after 1989; most are single-family houses. These are the newest developments in growing areas. The home ownership rate is 87%, compared to 64% for the United States. Commuting links these dual-career households with their suburban lifestyle. Many work outside their resident county; 35% cross county lines to work (compared to 23% for the United States). Preferences Residents’ product preferences reflect their suburban lifestyle. Boomburbs is the top segment for buying household furnishings, toys and games, men’s business and casual clothes, big-screen TVs, cars and trees. This is also the top market to own big-screen TVs, DVD players, digital camcorders, video game systems and scanners as well as owning or leasing full-size SUVs. Residents own laptop computers, all kinds of software and two or more cell phones. Nationally, they are well-insured, holding life insurance policies worth $500,000 or more. They go online frequently to buy flowers and tickets to sports events, trade and track their investments, do their banking and make travel plans. Personal computer use by children younger than 18 years is the highest of all the Tapestry segments. Boomburbs residents prefer homes with fireplaces and hot tubs. They tend to employ professional household cleaning services. They will do home improvement projects themselves or hire a contractor for more complicated work. For property maintenance, they hire lawn care and landscaping services, but will also do some lawn care themselves. Family vacations are a top priority; trips to Disney World, Sea World, and other theme parks are popular destinations. For exercise, they play tennis and golf, ski, lift weights and jog. They watch family videos on DVD, attend baseball and basketball games and go to golf tournaments. They will readily spend more than $250 a year on high-end sports equipment and buy family DVDs for their collections. Favorite types of radio programs include alternative, soft contemporary, sports, and all-talk. They read parenting, finance, and business magazines and watch newer sitcoms and dramas on TV. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
27,209 12,532 1,277,535 14,677 101.94 47.0
1.8% 46.1% 53.9%
Applied Analysis | Page 87
NeWest Residents (Las Vegas Key Segment) Demographic Hispanic cultures dominate this family oriented segment; nationally, three-quarters of the population is Hispanic. Nationally, with 4.1 people, the NeWest Residents segment household has the third largest family size of all the Tapestry segments. Families dominate this market. Nationally, children live in 54% of the households, in married-couple or single-parent families. Another 19%, nationally, are married-couple families with no children living at home and other family types. The national median age is 27.3 years. Nationally, dependent children are 36 per¬cent of the population; more than one-third is younger than age 35. Nationally, approximately half of this young population is foreign born, more than half of whom have arrived in the United States in the last 10 years. Nationally, 40% of the residents are white, 40% defined as other races, and 6% are multiracial populations. NeWest Residents is one of the most diverse of the Tapestry segments. Socioeconomic Most NeWest Residents are not only new to the United States, they’re also building their careers and starting their families. They arrived in the country with few funds but have begun to save their hard-earned dollars. Language is a significant barrier for many; this segment has the highest concentration of households who speak a language other than English. Nationally, 49% of residents aged 25 years and older have not completed high school. Lack of education limits their employment options. Most employed residents work in service and skilled labor jobs. Higher-than-average proportions of employed residents work in the construction, manufacturing, accommodation/food services, administrative services, other services, and agricultural industry sectors. Some households receive Supplemental Security Income or public assistance. The national median household income for this segment is $26,983. Residential Most NeWest Residents rent apartments in mid- or high-rise buildings in major cities, chiefly in the West and South. California has the largest concentration of households, followed by Texas. The national average gross rent is 15% below the U.S. level. Nationally, most housing units in these neighborhoods were built before 1980. National home ownership is at 17%. Preferences Putting their children first, NeWest Residents lead a strong, family-oriented lifestyle that emphasizes buying groceries and baby and children’s products. They usually buy only the essentials such as baby food, baby supplies, baby car seats, and children’s clothing. They shop for groceries at Vons and Ralphs but will stop at local convenience stores for milk, juice drinks, and nonprescription drugs. To save money, they prepare meals from scratch at home; however, they still enjoy eating occasionally at fast-food restaurants such as Carl’s Jr. and Del Taco. They pay with cash; few have or use credit cards. Because most of them rent, they don’t garden or buy big-ticket furniture pieces. Few have Internet access; they own one TV set and don’t consider cable TV a necessity. To help their children become more fluent in English, parents will buy word and sound games. In their free time, they read magazines. Soccer is part of their culture; they watch it on TV, play it, and attend matches. They listen to Hispanic radio. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
73,664 29,806 2,411,876 43,858 80.92 32.7
4.8% 40.5% 59.5%
Applied Analysis | Page 88
Senior Sun Seekers (Searchlight & Mesquite Key Segment) Demographic Growing at a rate of 1.7% annually, Senior Sun Seekers neighborhoods are among the fastest growing in the nation. Their national median age is 51.8 years, the third oldest population of the Tapestry segments. Nationally, more than 6 in 10 are aged 55 years or older. Nationally, married couples without children and singles comprise 70% of all households. This segment is not ethnically diverse; approximately 87% are white. Socioeconomic Many Senior Sun Seekers residents are retired or are anticipating retirement. The national median household income is $35,560. More than half of the households, nationally, receive Social Security benefits. Approximately one-third of the national households also receive retirement income. Because a large proportion of the population is older, the education attainment is far lower than the U.S. levels. Residential These neighborhoods are primarily in the South and West; 43% are in Florida. Escaping from cold winter climates, many Senior Sun Seekers residents have permanently relocated to warmer areas; others are “snowbirds” that move south for the winter. This market has the third highest proportion of seasonal housing of all the Tapestry segments. Favorite areas are in Florida, California and Arizona. The national home ownership rate is 77%. Nationally, single-family dwellings comprise almost half of the housing inventory; mobile homes comprise nearly 40% and most housing was built after 1969. Preferences Senior Sun Seekers residents frequently take car trips and prefer to stay in reasonably priced motels or hotels such as Days Inn, Super 8 and Comfort Inn. They eat out frequently at family restaurants and fast-food establishments. They own all kinds of insurance including life, travel, long-term care and personal liability. They consult with a financial advisor about their finances. They invest time and limited funds in home improvement projects such as painting and fencing the yard. Some enjoy gardening and working on their own landscaping projects. Many join veterans’ clubs or fraternal orders and do charity work through these organizations. For health reasons, these seniors control their diet and take a variety of vitamins and dietary supplements. They will stop at nearby Circle K or Citgo Quik Mart convenience stores for a quick purchase. Satellite TV is part of their daily routine; they watch game shows, dramas, news programs, home improvement shows, sitcoms and golf tournaments. Favorite cable channels include CMT, TNT and Turner Classic Movies. They also read fishing and hunting magazines, rent comedies on DVD and occasionally listen to country radio. They also play bingo, visit theme parks, fish and hunt. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
17,758 7,744 875,595 10,014 113.07 49.3
1.2% 43.6% 56.4%
Applied Analysis | Page 89
Simple Living (Laughlin Key Segment) Demographic With a national median age of 39.7 years, this market is slightly older than the U.S. median of 37.2 years. Nationally, approximately one-fifth of Simple Living residents are aged 65 years or older; 12% are aged 75 or older. Nationally half are singles who live alone or share housing; 32% are married-couple families. Young families with children and ethnic cultures are in the minority; most residents are white. This market size is stable with negligible growth. Socioeconomic The national median household income is $27,284. Nationally, nearly 40% of households collect Social Security benefits, 8% receive Supplemental Security Income and 6% receive public assistance. Over the years, residents have built equity in their homes and saved their hard-earned dollars. Most residents who are employed work in the health care, retail trade, manufacturing, educational services and accommodation/food services industry sectors. Nationally, overall, 36.4% of residents aged 25 years and older have graduated from high school. Nationally, only 15% hold a bachelor’s or graduate degree. Residential Simple Living neighborhoods are in the urban outskirts or suburbs throughout the United States. Residents live in older housing; nationally, 62% were built before 1970. Nationally, more than half of them rent. Nationally, 42% of housing is single-family dwellings and 47% is in multiunit buildings of varying stories. Some seniors live in congregate housing (assisted living). Nationally, 22% of households do not own a vehicle; 45% own only one vehicle. Workers, nationally, benefit from an average commute time to work of 20 minutes. Preferences The lifestyle of these residents is reflected by their ages; younger people go to nightclubs and play musical instruments; seniors refinish furniture and go saltwater fishing. Community activities are also important to the latter; they join fraternal orders and veterans’ clubs. Simple Living households spend wisely on a restricted budget. They buy the essentials at discount stores and occasionally treat themselves to dinner out and a movie. Cable TV is a must for these frequent viewers of family programs, news programs and game shows. They are big fans of daytime TV. Owning a personal computer, cell phone, or DVD player isn’t important. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
17,239 8,179 916,484 9,060 112.05 53.2
1.1% 47.4% 52.6%
Applied Analysis | Page 90
Social Security Set (Meadows Key Segment) Demographic Nationally, four in ten householders are aged 65 years or older; the median age is 44 years. Most of them live alone. Somewhat ethnically diverse, Social Security Set neighborhoods are a blend of different racial groups; however, nationally, half of the residents are white and one-third are black and 18% are Hispanic. Socioeconomic Although Social Security Set residents live on very low fixed incomes, they have accumulated some wealth they can tap into now that they’re retired. Their national median household income is $16,849. Nationally, 8% of households rely on public assistance; 16% receive Supplemental Security Income. The service industry provides more than half of the jobs held by these employed residents. Overall, nationally, more than two-thirds of the residents graduated from high school. Nationally, 37% attended college; 16% hold a bachelor’s or graduate degree. Residential Located in large U.S. cities, these communities are dispersed among business Districts and around city parks. Most Social Security Set residents rent apartments in low-rent, highrise buildings; a few elderly residents opt to live in congregate housing. Nationally, because more than half of these households do not own a vehicle, many residents rely on easily accessible public transportation. Preferences Limited resources somewhat restrict the activities and purchases of residents in Social Security Set neighborhoods. They shop at discount stores but prefer grocery stores close to home. Many depend on Medicare or Medicaid to pay their health care costs. They bank in person and pay cash when they shop. Many purchase renter’s insurance. Most households subscribe to cable television; residents enjoy their daytime and prime time TV. They watch game shows, a variety of sports and entertainment news shows. This high viewership provides an easy way to reach these residents. Avid newspaper readers, many will read two or more to stay current on sports and the news. Basic Stats Population Patrons Checkouts Market Potential Average Patron Checkouts Average Population Checkouts
32,384 18,536 1,694,977 13,848 91.44 52.3
2.1% 57.2% 42.8%
Applied Analysis | Page 91
Service Model Integration into Branch Building Programs
02
By Margaret Sullivan Studio
LVCCLD Facilities Master Plan Framework
207
Branch building programs The following pages represent the Library District’s strategic approach of the facilities master plan as applied to the 13 branches in this scope of work. The methodology can also be applied to the libraries that were not a part of this scope. Applying an outcomes-based, community-centric, and customercentered approach to library facility design, each community library is designed in the context of optimizing the role and purpose of the library building with respect to: 1.
community need
2.
demographic context
3.
the community-centric recipe of programs and services that the library is providing across multiple platforms, including outreach, offsite partnerships, virtual services, and future “channels of service”
4.
realigning the current facilities’ physical space to accommodate the primary role and purpose of the buildings based on v.2020 strategic goals.
distribution models of collections, for example, the future facilities can be designed intentionally to foster strategic goals that require activating physical space. Since the library typology is transitioning away from being a static warehouse for collections, the Library Facilities Master Plan Decision Framework is designed to activate the buildings by playing to their strengths for optimal utilization to result in maximum community impact. Rooted in the work of the Institute of Museum and Library Services around the future of learning, the skill sets critical to the 21st century knowledge economy will be connection, collaboration, creativity, communication, and critical thinking. The Library District has been transforming its range of services within each facility to bring communities together to develop these critical skills requiring physical space activation for success. In expanding the mission to become a hub for economic, social, and educational progress, the Library District’s physical assets will be designed as a flexible framework with the intention of ensuring the success of all programs and services the Library District is performing now and plans to perform in the future.
The role and purpose of the building. Because of the expanding role of technology, outreach, and partnerships as well as the potential for future infrastructure efficiencies of LVCCLD Facilities Master Plan Framework
Appendix 2
208
LVCCLD Facilities Master Plan Framework
Appendix 2
209
Methodology
For the purpose of this iteration of the Library Facilities Master Plan Decision Framework, the program documents are describing these components as program spaces and services. As the programs are developed in the next phase of work, these components may translate into services that may or may not require dedicated physical spaces. This document represents the community need for that program space/service to activate the strategic components of the particular facility. CAFÉ-VIBE GALLERY INTERGENERATIONAL LIVING ROOM
PERFORMING ARTS CENTER YOUTH STORY & ACTIVITY HOMEWORK HELP & HOMESCHOOL SUPPORT
TEEN AREA
The role and purpose of the buildings are designed around the following five strategic components that have been derived from the v.2020 strategic goals: INTERGENERATIONAL LIVING ROOM FAMILY LEARNING SCHOOL SUPPORT PROJECT-BASED LEARNING BUSINESS & CAREER SERVICES These strategic components will be defined by the Library District’s learning objectives and experience principles and activated by activities and programs. Each library will have its own customized recipe of program spaces and services based on the following standard list of program spaces and services, derived from the core activities and programs of the Library District.
MAKER SPACES ADULT LEARNING LAB BUSINESS & CAREER SERVICES
SOCIAL SERVICES STUDY ROOMS MEETING ROOMS DIGITAL LAB/CLASSROOM OUTDOOR ACTIVITY SPACE
Core program spaces and services of the Library District. The core spaces and services are a regional approach to implementation of the “core” space types and/or services that are applied to each library based on v.2020 and community need. Once applied to the individual libraries, the core spaces/services will potentially evolve into a more specific set of space types to better serve the library’s needs.
Core program spaces and services of the Library District The core spaces and services are a regional approach to implementation of the “core” space types and/or services that are applied to each library based on v.2020 and community need. Once applied to the individual libraries, the core spaces/services will potentially evolve into a more specific set of space types to better serve the library’s needs.
CAFÉ-VIBE
Almere Library; Almere, Netherlands
A place for the community and families to causally meet, converse, and/or have a solitary time to relax in a café-like setting. Vending will be determined for each location and can vary from self-serve and bring your own snacks to a community-driven workforce partner model to a conventional outside vendor.
BOOKSTORE
GALLERY
INTERGENERATIONAL LIVING ROOM
A museum-like open area that gives locals and traveling artists a place to display, giving visitors a new reason to come every time the show changes. This program component is a critical piece to activating the unique cultural programs of the Library District.
An intergenerational gathering space where the entire community and families can meet, relax and be alone/together. It is a vibrant resource where the community can connect with each other and use the library services to meet their needs and aspirations.
POPULAR MATERIALS
PERFORMING ARTS CENTER
A dedicated area for browsing the popular collection and offering serendipitous discovery in a store-like atmosphere.
A lively intergenerational space for the entire community to enjoy arts and culture programming and entertainment that inspires and informs.
LVCCLD Facilities Master Plan Framework
Appendix 2
An area where books and other related materials can be sold. This area can be a partnership or can sell goods made by community members.
210
LVCCLD Facilities Master Plan Framework
Appendix 2
YOUTH STORY & ACTIVITY
ADULT LEARNING LAB
A series of dedicated areas/spaces that promote early and family literacy through safe and active engagement for babies, toddlers, and school-aged children and their adult caregivers.
211
A series of dedicated areas/spaces that promote life-long learning and provide educational and technological tools for the community to explore interests, develop skills, and access instructional programming.
BUSINESS & CAREER SERVICES These spaces and areas provide a place for all members of the community to connect with business and career opportunities and are dedicated to collaboration, consultation, technology access, instructional programming, and business transactions like postal, printing, and scanning services.
SOCIAL SERVICES
Vittra Telefonplan; Stockholm, Sweden
HOMEWORK HELP & HOMESCHOOL SUPPORT
A more privatized meeting space for individual or family counseling/ guidance on social and government issues. Social service support will most likely take place in meeting rooms, business and career services, and other library spaces. Social services areas will be dedicated in facilities that require that high level of community support.
STUDY ROOMS
This area will provide informal and instructional tutoring and homework help as well as provide support to homeschool students.
Rooms or spaces with varying types of seating to promote collaboration or solitary studying.
TEEN AREA
MEETING ROOMS
A dedicated area for teens to escape the chaos of younger age groups. It will provide teens a place to hang out, mess around, and geek out.
MAKER SPACES A space of content creation, tinkering, and the central activator for project-based learning. It welcomes youth, adults and families to enjoy maker-focused activities and programs, such as messy projects and digital arts, with easy access to tools and supplies.
Open and closed spaces that can be used for varying types of meetings, both formal and informal. The rooms can be small, medium, or large and will be designed for the ideal quantities of people that the areas need to support the variety of programs that the libraries and their communities will host and produce.
DIGITAL LAB/CLASSROOM A dedicated room that supports digital learning, exploring in groups or individually, and can also facilitate classes.
OUTDOOR ACTIVITY SPACE An area designed for the community, youth, and their families as an extension of the community gathering spaces. The area will utilize the outdoor surroundings for highly activated programming, gardening, play, and recreation.
Standard space diagram. This diagram is used as a toolkit or menu of space types that begin to individualize the buildings during the implementation of the core services/spaces. For example, a makerspace might be applied in all buildings but the character or type of makerspace would be unique to each library. This should be considered during the programming phase of each building project.
Primary Structure by Jacob Dahlgren; Wanas, Sweden
These core services/programs may take on a unique characteristic and/or have multiple types of program spaces when there is community need and the building has sufficient space to accommodate variety, as represented in the standard space diagram.
LVCCLD Facilities Master Plan Framework
Appendix 2
212
LVCCLD Facilities Master Plan Framework
Core enablers
Core enablers. These core services/programs will be activated by the following tools called core enablers: a set of nimble and flexible tools intended to increase the experience of the core spaces/services. These will be required to support all core spaces/services. The buildings cannot be successful if the core enablers do not reinforce the core spaces/services.
Appendix 2
213
How to use the Facilities Master Plan documents. This is an iterative document to describe a future service vision in a master plan approach and maximizing existing assets. The approach answers the following question: How will the spaces support the activities and programs to foster the feelings and outcomes Las Vegas-Clark County Library District envisions for its community of customers? The following are the program document components:
DEMOGRAPHIC SYNTHESIS
Provides a synopsis of demographic transformation over the next 20 years to provide recommendations on ideal site location and size that will support demographic changes.
EXISTING SPACES
Documents how the buildings were originally designed and how they are currently functioning in 2018. It can assist in understanding of how future reconfigurations can affect and serve current needs and future aspirations of programs and services.
CURRENT FACILITY LIMITATIONS
Illustrates facility imitations as it relates to programs and services that are critical and enjoyed in the community and how the future facilities should be intentionally designed to support these critical and in demand programs and services.
DESTINATION FEATURE AND FLAVOR
A combination of the interest and passions of the customers, the approach to a learning culture of the individual facilities, and the distinguishing characteristics that represent the strengths of strategic service that impact the community in a positive way. LVCCLD Facilities Master Plan Framework
Hangzhou Zhongshuge Bookstore; Hangzhou, Zhejiang, China Appendix 2
214
LVCCLD Facilities Master Plan Framework
Appendix 2
215
EXEMPLARY PROGRAMS/SERVICES
The purpose of the priorities is to illustrate the exemplary programs that support v.2020 goals for each unique community. These were used to develop the program spaces and services.
SPACES/SERVICES
A unique recipe of physical program spaces and services that were formed from the standard spaces and services and informed by the exemplary priority programs and services.
PROPOSED NEW SERVICES/SPACE DIAGRAM
Illustrates a conceptual approach to services needed at each individual facility as well as showing the approach to preliminary adjacencies that represent the facilities unique recipe.
PRIORITY SPACES
Assuming there may be budget limitations to implement a full renovation of the Facilities Master Plan Framework, the priority asterisk shows the priorities to fill the gaps in these communities to have a comprehensive plan for vision v.2020 goals.
Cafebrería el Péndulo; Mexico City, Mexico
...FEELS LIKE
Conceptual imagery to illustrate the feelings and outcomes that the space can aesthetically evoke based on community identity and facilities vision.
FabLab Fabrication Workshop
E
NSPCA R ES E YMCA TN ENC R I PA PER OUTDOOR EX ACH PROGRAMS S E R ENCE T I LOCAL OU PER SCHOOLS ARY EX LIBR CES W RIEN CULINARY E CHILDCARE N PE KITS CENTERS X
HOMEWORK HELP
MUSICAL INSTRUMENTS
HOMESCHOOL COALITION
HOMEWORK TUTORS LOCAL PARKS
1. CONNECT COMMUNITY 2. FACILITATE LEARNING EXPERIENCES
STEAM KITS
3. ACTIVATE THE COLLECTIONS
Centennial Hills
Active Learning, Active Living, Active Community, Active Play!
Centennial Hills
Active Learning, Active Living, Active Community, Active Play! DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
ESCAPE ESCAPE ROOM ROOM
Existing Spaces Library Distribution Center
2040 Population
2,000 - 3,000
2015 to 2040 Growth
50 - 250
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
The Centennial Hills Library service area currently has a population of 129,232. Through 2040, this area is anticipated to grow at a compound annual growth rate of 2.3% per year, with much of the growth occurring between 2025 and 2035. The long-range growth forecast ranks first in percentage terms across all service areas. By 2040 the population in the area is anticipated to grow by nearly 100,000 residents. Critically, the potential Skye Canyon library site controlled by the Library District (that is located within the boundaries of the service area) could potentially prove an invaluable expansion resource as much of the new population is focused in that general direction. Of the current population, the largest tapestry segments are Up and Coming Families (63.1%) and Sophisticated Squires (11.7%). With a relatively consistent level of income and a large increase in growth of all types, it is likely that Up and Coming Families will remain the dominant tapestry segment in the area for the next 10 years. As the population grows in the northwest region of the valley, Centennial Hills may expand its public space into the current Distribution Center to accommodate increased service demands. It will remain in the current location.
Proposed Space Breakdown Total
45,555 SF
Library
31,928
Distribution Center
13,267
Public
31,889 SF (70%)
Collection
4,555 SF (10%)
Staff
9,111 SF (20%)
Existing Technology
Total
115
Adult
Desktop Laptop
37 02
Youth
Desktop Laptop
25 20
Staff
Desktop Laptop
26 05
*Collections (10-20%) SF to be distributed throughout public SF
Centennial Hills
Current Facility Limitations
UNDERSIZED MEETING ROOM: The current meeting room is not big enough to meet the needs of the community for all ages and programs.
QUIET AREAS: There is limited seating for those who desire quiet respite.
STUDY ROOMS: Maximum capacity is six, which often cannot accommodate large study groups. Centennial Hills has a need for more and varied meeting rooms for study and collaboration.
HOMEWORK HELP/TUTORS: 50-90 students per day take advantage of the after-school tutoring program. The current facility cannot accommodate this program adequately.
UNDERSIZED STORYTIME ROOM: There is limited room occupancy, as well as the availability of the meeting room when YPL needs a larger space.
INTERGENERATIONAL LIVING ROOM: This space/area is critical for family and community connections and does not exist now.
Centennial Hills
Active Learning, Active Living, Active Community, Active Play! DESTINATION FEATURE & FLAVOR
SPACES/SERVICES Community & Culture Welcome/Bookstore Gallery
YOUTH ACTIVITY& LEARNING ACTIVITIES
INTERGENERATIONAL GATHERING
ADULT LEARNING ACTIVITIES
Café-Vibe Intergenerational Living Room* Outdoor Activity Space
Limitless Learning Youth Story & Activity Homework Help & Homeschool Center Teen Area* Maker Space* Digital Lab/Classroom Small Meeting Rooms
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Business & Career
Park Connector
How to Start Your Own Business
Shredding Events
Self Printing Print Shop
Music Programs
Co-Work Space
Outdoor Recreation
Limitless Learning Homework Help/Tutoring Homeschool Center eMedia Resource Support Test Books Proctoring
Government & Social Services Immunization Clinic
3 Critical Programs Early Literacy & Family Literacy School Support DIY Programming for All Ages
Business & Career Medium Meeting Rooms Business & Career Services Adult Maker Space
Government & Social Services Large Meeting Room: Community Events*
Tools/Enablers Collections/New Collections Reference/Periodicals Increased Outlets/Charging Stations Distribution Center *Priorities
Centennial Hills
Active Learning, Active Living, Active Community, Active Play! PROPOSED NEW SERVICES/SPACES DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Centennial Hills. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent centrally located intergenerational gathering spaces with distinct areas that focus on youth and adult learning activities. This energetic learning environment for families will be a community hub, activating the connection to school, the park and the YMCA. Do-it-yourself activities and programs will energize the community providing interest-based, passion-based programs for an active recreational and committed community of users!
REGIONAL PARK OUTDOOR ACTIVITY AREA
YOUTH MAKER SPACE
LARGE MEETING ROOM
YOUTH STORY & ACTIVITY SPACE
MEDIUM MEETING ROOM SMALL MEETING ROOMS
HOMEWORK & HOMESCHOOL SUPPORT
GALLERY/ CAFÉ
TEEN AREA
BUSINESS & CAREER SERVICES/ CO-WORK SPACE
INTERGENERATIONAL LIVING ROOM
DIGITAL LAB
WELCOME/ BOOKSTORE
SMALL MEETING ROOMS LEGEND OPEN
ADULT MAKER SPACE
SEMI-OPEN CLOSED
L
Centennial Hills Feels Like...
HEALTH & WELL-BEING SERVICES
E
ER CES N RT IEN A P PER LOCAL H EX C SCHOOLS A RE ENCES T I OU PER ARY EX LIBR CES EWERIEN N P X AT TH PLAC E 1. CONNECT HOMEWORK E COMMUNITY HELP
2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
UNLV DRONE & AUTONOMOUS SYSTEMS LAB
PERFORMING ARTS
Yes, You Can!
WORKFORCE CONNECTIONS UNLV
CIRCULATING HOTSPOTS
WORKFORCE & CAREER DEVELOPMENT
JOB FAIR
COMIC BOOK FESTIVAL
Clark County
THREE SQUARE
CHILDCARE CENTERS SHANNON WEST HOMELESS YOUTH CENTER
ARTS ORGANIZATIONS
Clark County Yes, You Can!
DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
Level 3
Level 2
Basement
Level 1
Existing Spaces
Proposed Space Breakdown Currently, the Clark County Library service area has a population of 122,970. Given the library’s central location, population growth in this relatively mature area is anticipated to be negligible. Notably, change will be a slow demographical shift, with the childhood population falling by 6.1%, the working adult population falling slightly by 2.0%, and a rise in the senior demographic of 8.5%. In addition, the Hispanic/Latino demographic is expected to increase by 13.4% overall, ending the study period at 34.4% of the total population in the area. Of the current population, the largest tapestry segments are Inner City Tenants (25.6%) and the Social Security Set (11.0%). With the 2.2 percentage point increase in the share of the elderly population, the Social Security Set and Retirement Communities tapestries can be anticipated to grow within the Clark County branch service area. Due to demographic and community needs it is recommended that the future Clark County is to remain its current size and at its current location.
Total
120,000 SF
Public
84,000 SF (70%)
Collection
12,000 SF (10%)
Staff
24,000 SF (20%)
Existing Technology
Total
216
Adult
Desktop Laptop
99 25
Youth
Desktop Laptop
38 06
Staff
Desktop Laptop
39 09
*Collections (10-20%) SF to be distributed throughout public SF
Clark County
Current Facility Limitations
COMMUNITY LIVING ROOM: Seating is highly utilized with a need for a greater variety and access to more outlets.
COMPUTER USE: This location has a high demand for computers. The number of computers are finite and there is not enough staff to assist, especially for one-on-one instruction.
PERFORMANCE VENUE SPACES: Festivals, like the Comic Book Festival, draw 3,500-3,600 people. The library was not originally designed for this kind of programming, but it has become a hallmark of this branch.
YOUTH SERVICES: The approach to youth services requires a variety of flexible spaces for programs.
THREE SQUARE SERVICES: The free meals after school push the building to capacity. In September 2017, there was an average of almost 2,000 free meals given out to children.
SUPPORT FOR NEW TECHNOLOGY: The addition of new technologies and maker spaces need sufficient support areas/spaces for programming to be successful.
Clark County Yes, You Can!
EXEMPLARY PROGRAMS/SERVICES
DESTINATION FEATURE & FLAVOR
Community & Culture
HEALTH & WELL-BEING
SKILLS TRAINING LAB
Welcome/Gallery
Intergenerational Arts/Entertainment
Bookstore
Limitless Learning
Café-Vibe
Adult/Children Literacy Play Spaces & Equipment Collaborative Learning
Business & Career One-Stop Career Center Community Work Spaces
Government & Social Services COLLABORATIVE LEARNING LAB
Community & Culture
Third Space/Community Garden
Best Buy Teen Tech Center
INTERGENERATIONAL ARTS & ENTERTAINMENT
SPACES/SERVICES
Social Services On-Site Wellness Programs Food Distribution/Nutrition Legal & Financial Services Life Skills
3 Critical Programs STEAM Workforce Government & Social Services
Intergenerational Living Room* Meeting Rooms: Conference Meeting Rooms: Quiet Reading Room Performing Arts Center
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support Teen Area Adult Learning Lab Study Rooms Digital Lab/Classroom
Business & Career Business & Career Services: One-Stop Maker Spaces: Skills Training
Government & Social Services Social Services
Tools/Enablers Collections/New Collections Increased Access to Outlets/Charging Stations Increased Access to Technology/Devices *Priorities
Clark County Yes, You Can!
PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Clark County. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for community gathering, adult learning, project-based learning for adults and teens as well as a flexible zone for youth story and activity. If the Library District has a “Main” library, Clark County would be it! The center for introducing new services and programs to the Library District, Clark County will continue to evolve with flourishing partnerships and a commitment to offering the highest level of social, government, educational, and family services. With its location adjacent to UNLV, Clark County will adapt its spaces to take advantage of the academic campus and synergistic relationships fostering high-tech innovation and best practices in education and family services.
STUDY ROOMS
STUDY ROOMS
PERFORMING ARTS CENTER
FAMILY-CENTERED MAKER SPACE
SOCIAL SERVICES
LEVEL ONE
YOUTH STORY & ACTIVITY
PERFORMING ARTS CENTER
BOOKSTORE
POP-UPS
DIGITAL ADULT LAB LEARNING LAB
ADULT MAKER SPACE
LEVEL TWO
BUSINESS & CAREER SERVICES
INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
TEEN TECH LAB
CAFE
WELCOME/ GALLERY
BOOK STORE TEEN AREA
LEGEND OPEN SEMI-OPEN CLOSED
Clark County Feels Like...
STEAM ORIENTED ORGANIZATIONS
E
ER CES N GOVERNMENT RT IEN A AGENCIES P PER MCCARRAN H EX C INTERNATIONAL A TECHNOLOGY RE ENCES AIRPORT MANDALAY T INDUSTRIES I U BAY HOUSE R O PE OF BLUES X R Y A R E LIB CES FACES: WIFI FAMILY & EWERIEN HOTSPOTS COMMUNITY N P ENGAGEMENT X SERVICES STEAM AT TH KITS PLAC E ROBOTICS 1. CONNECT E COMMUNITY VR
HOMEWORK HELP
2. FACILITATE LEARNING EXPERIENCES
INTERACTIVE CHARGING STATIONS
FAMILY ALL-NIGHTER
3. ACTIVATE THE COLLECTIONS
Enterprise
Innovation & Experimentation
AARP
Enterprise
Innovation & Experimentation DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
6
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
The Enterprise service area is currently home to 115,221 residents. Population in the area is expected to grow at 2.1% annually, with most of the population growth occurring before 2030. As with most areas across the valley, the largest demographic switch will be the decreasing share of households with children. However, in raw numbers there will still be growth in this particular demographic; their share of the population will decrease from 28.9% to 23.2%, a 5.7 percentage point reduction in share. While the Hispanic/Latino demographic is expected to nearly double in size, it will account for approximately 19.0% of the total (up from 17.2%). Currently, the largest demographic tapestry in the Enterprise area are Enterprising Professionals (21.0%) and Up and Coming Families (18.4%). This Enterprising Professionals tapestry of young adults is anticipated to grow only slightly slower than the senior demographic. Currently, the consultant team recommends that the future Enterprise Library remain its current size and in its current location. Because of projected demographic shifts, the Library District will need to monitor the impact that growth and development are having on the location’s utilization on an annual basis.
Existing Spaces
Proposed Space Breakdown Total Public
26,300 SF 18,410 SF (70%)
Collection
2,630 SF (10%)
Staff
5,260 SF (20%)
Existing Technology
Total
54
Adult
Desktop Laptop
24 02
Youth
Desktop
09
Staff
Desktop Laptop
16 03
*Collections (10-20%) SF to be distributed throughout public SF
Enterprise
Current Facility Limitations
ADULT PROGRAMS: This community will enjoy adult programs for enterprising professionals and seniors if the facility could support it.
COMPUTER USE: Computers are in high demand in this location for youth and adults.
STUDY ROOMS: Currently, the study rooms are too small for demand.
HOMEWORK HELP: The current areas dedicated to Homework Help are insufficient for activities, programs and quantities of participants in need of this service.
STORYTIMES: The story room does not accommodate the high capacity of story time or other youth programs. There is a high need for a larger youth programming space.
STEAM/STEM: STEAM/STEM programs are this location’s specialty and future renovations need to be designed for its current and future programs.
Enterprise
Innovation & Experimentation EXEMPLARY PROGRAMS/SERVICES
DESTINATION FEATURE & FLAVOR
Community & Culture
DISCOVER
Welcome/Bookstore
TV Broadcast Special Events
Gallery: Community Showcase
Family All-Nighters
Café-Vibe*
DJ Programming
EXPERIMENT
PLAY
Community & Culture
Coffee Shop Gathering
Limitless Learning
INNOVATE
SPACES/SERVICES
Intergenerational Living Room*
Limitless Learning
bit LAB
Youth Story & Activity
STEAM Programming
Homework Help & Homeschool Support
Storytimes
Teen Area
Learning Incubator
Maker Space: DJ Lab*
Drone Flight Simulator
Maker Space: STEAM-Focused*
Virtual Reality
Digital Lab/Classroom*
Business & Career Business: Start-Up Advice
Meeting Room
Business & Career
Teen College and Job Seeking Skills
Business & Career Services*
Technology Access
Study Rooms
Government & Social Services
Government & Social Services
Social Services On-Site
Study Rooms
Pop-Up Care Village
Social Services
3 Critical Programs STEAM Community & Culture Workforce
Tools/Enablers Collections/New Collections Reference/Periodicals Increased Access to Outlets/Charging Stations *Priorities
Enterprise
Innovation & Experimentation PROPOSED SPACE/SERVICE DIAGRAM
The program diagram illustrates a conceptual approach to the services needed at Enterprise. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones that welcome discovery, provide access to resources to develop skills and quality of life, interactive zones for play and school support and a zone for learning incubation and innovation. Enterprise is known throughout the Library District for its innovative approach to programs and workforce development. Building on this, the re-envisioned Enterprise Library will be designed as an Innovative Entrepreneur’s Lab, with a Genius Bar vibe, access to the latest and greatest technologies, and robust business support services for the enterprising professionals and families in this community. It will also be a destination for all in the valley who desire to incubate a technology start-up or prototype a technology invention!
MAKER SPACE
WELCOME/ GALLERY
DJ LAB INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
YOUTH STORY & ACTIVITY
DIGITAL LAB
CAFÉ/ BOOKSTORE
BUSINESS & CAREER SERVICES HOMEWORK HELP & HOMESCHOOL SUPPORT
STUDY ROOMS
LEGEND MEETING ROOM
OPEN SEMI-OPEN CLOSED
Enterprise Feels Like...
AARP
E
CCSD R ES E TN ENC WORKFORCE R I A CONNECTIONS R P PE LOCAL H EX C HEALTH CARE A PROFESSIONALS RE ENCES T I U LOCAL O PER CASINOS X ARY E LIBR CES DIY KITS EWERIEN CITYWIDE N P WIFI X AT TH DEVICE E ADVICE P L AC 1. CONNECT E COMMUNITY
Laughlin
Discovery Gateway
HISTORY SERIES/ PARTNERSHIPS LOCAL SCHOOLS
WIFI HOPTSPOTS
2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
CLARK COUNTY SOCIAL SERVICES
COMMUNITY GARDEN
Laughlin
Discovery Gateway DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
The Laughlin Library serves a population of 7,855 residents. The area is anticipated to add nearly 7,000 residents with an annual compounded growth rate of 2.6%. By far, the fastest growing component of this population will be those aged 55 and above, which is expected to grow at a rate of 3.5% each year. This population segment will make up 67% of this service area by 2040.
Existing Spaces
Proposed Space Breakdown Total Public
The largest tapestries are Simple Living (42.7%) and Old and Newcomers (27.9%). Though there will be considerable demographic shifts in the area, these two, along with Silver and Gold demographic, are tapestries that are likely to expand in Laughlin. Due to demographic and community needs it is recommended that the future Laughlin remain its current size and at its current location.
15,562 SF 10,893 SF (70%)
Collection
1,556 SF (10%)
Staff
3,113 SF (20%)
Existing Technology Adult
Total
39
Desktop
09
Laptop
01
Children
Desktop
08
Staff
Desktop
19
Laptop
02
*Collections (10-20%) SF to be distributed throughout public SF
Laughlin
Current Facility Limitations
SENIOR SERVICES: Seniors are one of the largest current and future populations Laughlin serves.
COMPUTER USE: The current computer lab reaches capacity of use frequently.
ARTS & CRAFT PROGRAMMING: There is a high need for a messy art space to support all of the arts and crafts programming.
POPULAR PEAK PROGRAMS: The building design and furnishings need to accommodate flexibility for programs like AARP tax services.
STUDY ROOMS: There are only two available study rooms. Study rooms are in high demand by the community.
Laughlin
Discovery Gateway SPACES/SERVICES
DESTINATION FEATURE & FLAVOR
Community & Culture Welcome/Gallery Café-Vibe* Bookstore Intergenerational Living Room*
GROW GROW
MEET
LEARN
Meeting Room: Club Room*
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support Maker Space: Messy Art Lab* Digital Lab/Classroom* Study Rooms*
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Limitless Learning
Third Place/Community Garden
STEAM/ozobots/Art/Little Bits
Music and Performance/Chair Yoga
Early Literacy Play/Programming
Seasonal/Holiday Programming
Homework Help/Test Prep
Bereavement Support Group
Technology Access
Book Club/Conversation Groups
Parent Education
Tea at 3
City Wide WiFi
Business & Career
Government & Social Services
Business & Career Business & Career Services (One-Stop)
Government & Social Services Meeting Room: Multi-Purpose*
Tools/Enablers Collections/New Collections Reference/Periodicals
One-Stop Career Center
Social Worker Services/Food Stamps
Increased Access to Outlets/Charging
Business Incubator Services
Health Insurance/Medical Outreach
Stations
VIP (Volunteers in Partnership)
Senior Services Laughlin Constable’s Office
*Priorities
Laughlin
Discovery Gateway PROPOSED SPACE/SERVICE DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Laughlin. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent a variety of areas for the entire community to meet up, learn and grow. The Laughlin Library will be a welcoming, social spot for an active community of seniors. The re-envisioned Laughlin will have a crafty clubhouse feel, comfortable reading nooks, and host creative community theater. The high-tech Digital Lab will have large screens and equipment designed for an aging population. The lab will also have multi-media mixing software and scanners to digitize family photographs and home movies. WiFi will be fast and reliable!
CAFÉ/ BOOKSTORE
YOUTH STORY & ACTIVITY
WELCOME/ GALLERY MEETING ROOM: CLUB ROOM
INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
MEETING ROOM: MULTI-PURPOSE
BUSINESS & CAREER SERVICES: ONE STOP HOMEWORK HELP & HOMESCHOOL SUPPORT
MAKER SPACE: MESSY ART LAB
DIGITAL LAB LEGEND OPEN
OUTDOOR ACTIVITY AREA
SEMI-OPEN CLOSED
Laughlin Feels Like...
AARP
LOCAL SCHOOLS
E
UNLV R ES THREE E N NC SQUARE T R E PA PERI MEDICAL EX ACH S E FACILITIES E TR IENC U POLICE & FIRE O PER DEPARTMENT X R Y A R E LIB CES WIFI EWERIEN HOTPOTS N P X HOMEWORK AT TH HELP E P L AC 1. CONNECT E MOVIES COMMUNITY UNDER THE STAR
2. FACILITATE LEARNING EXPERIENCES
GAME LIBRARY
3. ACTIVATE THE COLLECTIONS
Rainbow
Family & Community Connections
CLARK COUNTY ELECTION DEPARTMENT
Rainbow
Family & Community Connections DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
At present, the Rainbow service area has a population of 150,069, and it is expected to grow at a rate of 0.9% per year through 2040 (reaching 185,733 residents). Notably, the number of households with children is anticipated to grow at 0.7%, in the same ballpark of growth as households without children (0.9%). The pace of growth in the Hispanic/Latino demographic is expected to track fairly well with the broader area over the course of the study period (40.1% vs. 41.8%). The largest tapestry segments in the service area are Aspiring Young Families (23.2%) and Up and Coming Families (15.2%). As the demographics in the area have a relatively consistent level of households with children and are not anticipated to see any dramatic changes in share, it is anticipated that these two tapestries will remain dominant in the area through 2040. Due to demographic and community needs it is recommended that the future Rainbow is to remain its current size and at its current location.
Existing Spaces
Proposed Space Breakdown Total Public
26,800 SF 18,760 SF (70%)
Collection
2,680 SF (10%)
Staff
5,360 SF (20%)
Existing Technology
Total
92
Adult
Desktop Laptop
41 02
Youth
Desktop Laptop
11 10
Desktop 24 Laptop 04 *Collections (10-20%) SF to be distributed throughout public SF Staff
Rainbow
Current Facility Limitations
COMMUNITY LIVING ROOM: The general seating areas fill up very quickly, especially seating with outlets. Increased access to outlets and a variety of seating should be considered.
COMPUTER USE: This is a family library that needs many more children’s computers. Computer use among youth and families reaches capacity quickly.
SEASONAL PROGRAMS: Seasonal programs such as tax assistance and voting are in high demand.
TEEN AREA & MAKER SPACE: Families, youth, teens and family-centric maker activities are in high demand. The Homework Help program is a recent success and needs intentional space design.
EARLY LEARNING: Early learning programs are well attended and reach capacity due to the design of the current children’s area.
BUSINESS & CAREER CENTER: There is a demand and need for business and career services and associated meeting and study rooms.
Rainbow
Family & Community Connections SPACES/SERVICES
DESTINATION FEATURE & FLAVOR
Community & Culture Welcome/Bookstore Café-Vibe Gallery Intergenerational Living Room*
EARLY & FAMILY LITERACY
COMMUNITY CONNECTIONS
CAREER CONNECTIONS
Performing Arts Center: Amphitheater
Limitless Learning Youth Story & Activity* Homework Help & Homeschool Support* Teen Area Maker Space: Family* Digital Lab: Gaming
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Study Rooms
Business & Career
Music/Seasonal Festivals
Postal/Self-Service Printing
Morning Yoga
Small Business Seminars
Craft Fairs
Online Business Seminars
Movies Under The Stars
Job Fairs
Limitless Learning
Government & Social Services
Computer Skills
Polling Place
Adult Maker Space/Kids Maker Space
AARP Tax Aide
Family Literacy/Early Literacy Self-Directed Learning Homework Help
3 Critical Programs Early Literacy & Family Literacy School Support Family Maker Space
Business & Career Business & Career Services*
Government & Social Services Meeting Room: Club Room
Tools/Enablers Collections/New Collections Reference/Periodicals Increased Access to Outlets/Charging Stations *Priorities
Rainbow
Family & Community Connections PROPOSED NEW SERVICES/SPACE DIAGRAM
The program diagram illustrates a conceptual approach to the services needed at Rainbow. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for family literacy, teens, intergenerational gathering and business and career success.
BUSINESS & CAREER SERVICES
HOMEWORK HELP & HOMESCHOOL SUPPORT
YOUTH STORY & ACTIVITY
STUDY ROOMS
Rainbow will be a family incubator, offering programs, services, and support to foster a healthy family life. 21st century library services designed for all styles of learning, creating, and sharing will be celebrated. Students of all ages will have homework support with a range of spaces for school projects. Interests and passions will flourish in the Maker Space and Digital Gaming Lab! Cultural programming will be brought to life with seasonal use of the existing outdoor amphitheater in the fall and the large meeting room throughout the year. Maker Spaces and DIY activities will foster family life throughout the facility. The Business & Career Services will be family-friendly providing support for parents and caregivers who bring in children.
OUTDOOR ACTIVITY: PLAY & PERFORMANCE
MAKER SPACE: FAMILY
AMPHITHEATER
CAFÉ/ GALLERY OF THE ARTS
INTERGENERATIONAL LIVING ROOM
TEEN AREA
DIGITAL LAB: GAMING LAB
LARGE MEETING ROOM & PERFORMING ARTS CENTER
MEDIUM MEETING ROOM: CLUB ROOM
LEGEND WELCOME/ BOOKSTORE
OPEN SEMI-OPEN CLOSED
Rainbow Feels Like...
SOCIAL
E
SERVICES ER CES N RT IEN A P PER FARMERS EX ACH MARKET S E E R ENC T I OU PER ARY EX LIBR CES EWERIEN N P X AT TH PLAC E 1. CONNECT E COMMUNITY 2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
VISUAL ARTS COMMUNITY
NV HEALTH DEPARTMENT
LEGAL AID OF SOUTHERN NEVADA
CULTURE ASSOCIATIONS DOWNTOWN SUMMERLIN
ANIME FESTIVAL
SCORE THE STUDIO BUSINESS & CAREER SERVICES GAME & TOY LIBRARY
ARTIST-INRESIDENCY PROGRAM
Sahara West
Arts & Entertainment
RED ROCK CASINO
Sahara West
Arts & Entertainment DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
2015 to 2040 Growth
50 - 250
Sahara West currently serves a population of 176,513. This geographically large service area covers much of the growing western fringes of the valley, and as such, is anticipated to see 2.2% growth on average each year through 2040. As a result, this service area will grow by 125,591 residents to just over 300,000. As currently delineated, Sahara West is expected to report the largest number of new residents over the study period. It is likely that a re-drawing of the service area will be required, particularly among those residents to the southern portion of the service area. Up and Coming Families (23.4%) and Enterprising Professionals (18.6%) are the largest tapestries served by the library at Sahara West. As the demographic below 55 will shrink in share relative, it is likely these two tapestries will shrink while others like Old and Newcomers (currently 12.2%) will grow in market share. The anticipated population growth of the area suggests that though these tapestries will diminish in relative share, they will not diminish in overall numbers. Due to demographic and community needs it is recommended that the future Sahara West remains its current size and in its current location. Given the growth in this part of the Las Vegas valley, it is anticipated the current warehouse areas may be converted to public use.
Existing Spaces
Proposed Space Breakdown Total
122,000 SF
Library
99,864
Special Spaces
22,136
Public
85,400 SF
Collection
12,200 SF (10%)
Staff
24,400 SF (20%)
Existing Technology
Total
120
Adult
Desktop Laptop
53 02
Youth
Desktop Laptop
13 06
Staff
Desktop Laptop
30 16
*Collections (10-20%) SF to be distributed throughout public SF
Sahara West
Current Facility Limitations
ADULT SERVICES: There is a need for larger/flexible adult programming space as well as the need to align and expand literacy classrooms and workforce.
COMPUTER USE: There is a need for a re-alignment of the technology area.
STUDY ROOMS: The eight study rooms are booked throughout the day.
SCHEDULING AND PROGRAMMING SERVICES: Voting, live performances, festivals and fairs all stretch the capacity of the building.
STORYTIMES: Youth and parents are frequently turned away because the storyroom can not accommodate them. A larger/flexible storyroom is a need for this community.
TEEN SERVICES: The teen center and programs are exceptionally popular and often exceed space capacity.
Sahara West
Arts & Entertainment DESTINATION FEATURE & FLAVOR
EXEMPLARY PROGRAMS/SERVICES Community & Culture
CONTENT CREATION LAB
COMMUNITY LIVING ROOM
Welcome/Bookstore
Performance Programming
Gallery
Conversation Language Group
Café-Vibe*
Cultural Programs/Fairs
Intergenerational Living Room*
Adulting 101
Maker Space: Demonstration Kitchen
Adult STEAM Lab (Content Creation) Family Maker Space
Business & Career
STEAM SUCCESS
Community & Culture
Urban Garden
Limitless Learning
FAMILY CLUBHOUSE
SPACES/SERVICES
Performing Arts Center
Limitless Learning Youth Story & Activity* Homework Help & Homeschool Support*
Co-work Spaces
Teen Area
Business Services
Maker Space*
Financial Literacy
Adult Learning Lab*
Government & Social Services Passport Services Non-Profit Meeting Hub Three Square Legal Advice Health Department for Screenings
3 Critical Programs
Digital Lab/Classroom* Study Rooms
Business & Career Business & Career Services: One-Stop*
Government & Social Services Meeting Room
Tools/Enablers
STEAM
Collections/New Collections
Small Business Development
Reference/Periodicals
Government & Social Services
Increased Access to Outlets/Charging Stations On-Site Resources for Programming Parking
*Priorities
Sahara West
Arts & Entertainment PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Sahara West. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for project-based learning, community gathering, and co-working as well as zones for family and early learning. The community at Sahara West enjoys convenient services and will experience fast growth. This highly educated community will enjoy a creative community space for a mix of busy families and professionals. It will continue to be a destination for art lovers, youth gatherings, and business meet-ups. The reenvisioned Sahara West will transform its abundance of space into an economic development engine; a “We Work” like co-working space and career service center! Families will enjoy school support and maker activities. Sahara West will be the site of the Library District’s Artist-in-Residence program.
BUSINESS & CAREER SERVICES
WELCOME/ BOOKSTORE
ADULT LEARNING LAB
CAFÉ/ GALLERY
INTERGENERATIONAL LIVING ROOM
ARTIST STUDIO
MEETING ROOM
GALLERY & PERFORMING ARTS CENTER
TEEN AREA
MAKER SPACE
STUDY ROOMS
DEMONSTRATION KITCHEN
DIGITAL LAB
ATRIUM/ CAFÉ
YOUTH STORY & ACTIVITY
HOMEWORK & HOMESCHOOL SUPPORT
FAMILY & CAREER STUDIO
LEGEND OPEN SEMI-OPEN CLOSED
LEVEL ONE
LEVEL TWO
Sahara West Feels Like...
SOCIAL
E
R SERVICES VETERANS NE CES T R PA ERIEN WORKFORCE DEVELOPMENT P EX ACHES CCSD E R NC THREE T IE U SQUARE R O PE CHILDCARE FACILITIES ARY R EX B I L CES HOMEWORK W E ERIEN TUTORS N P X GOODWILL INTERNATIONAL INDUSTRIES AT TH STEAM PLAC E COLLECTION MATERIALS BUSINESS 1. CONNECT E INCUBATOR COMMUNITY 2. FACILITATE LEARNING EXPERIENCES
TOY COLLECTION HOSPITALS
3. ACTIVATE THE COLLECTIONS
AARP JOB FAIR
Spring Valley World’s Café
Spring Valley World’s Café
DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
Spring Valley’s service area has a population of 76,137 residents. By the close of 2040, the population is anticipated to grow by 0.1% per year to 78,276 residents. The area is largely built out (with relatively little vacant lands remaining), so the biggest change will be sourced to demographic shifts rather than growth. As the population ages, an increasing share of households without children will emerge. Currently, the largest tapestries are Inner City Tenants (21.1%) and Milk and Cookies (20.0%) households. Within the area, the number of households with children is anticipated to decrease by 9.7% through 2040, resulting in a 2.8 percentage point change in share. This will be largely impact the Milk and Cookies tapestry, which should decrease in dominance over that time frame. Due to demographic and community needs it is recommended that the future Spring Valley is to remain its current size and at its current location.
Existing Spaces
Proposed Space Breakdown Total Public
26,645 SF 17,952 SF (70%)
Collection
2,565 SF (10%)
Staff
5,129 SF (20%)
Existing Technology
Total
76
Adult
Desktop Laptop
41 02
Youth
Desktop
14
Staff
Desktop Laptop
15 04
*Collections (10-20%) SF to be distributed throughout public SF
Spring Valley
Current Facility Limitations
ADULT LITERACY SERVICES: Adult Literacy Services requiring classroom spaces and access to technology will continue to grow at this location and spaces will need to be intentionally designed for success.
WIFI: There is high demand on “bridging the digital divide”in this location. WiFi access and a variety of seating is a critical need.
YOUTH COMPUTERS: With only 11 PCs, youth and teens are often turned away from computers after school.
HOMEWORK HELP/TUTORS: Homework Help services are critical and popular. The building limits the potential of this program.
STEAM PROGRAMS: There is a need to have storage and flexible space to increase project-based programming.
THREE SQUARE SERVICES: Evaluate space and parking needs to support this valuable program.
Spring Valley World’s Café
DESTINATION FEATURE & FLAVOR
EXEMPLARY PROGRAMS/SERVICES Community & Culture
ACCESS
LEARNING
Bookstore
World’s Café
Gallery
Limitless Learning STEAM Programming Homework Help/Tutoring Adult Education ESL Classes
Business & Career
BUSINESS INCUBATOR
CULTURAL EXCHANGE
Community & Culture
Cultural Programs
Early Literacy Programs
COMMUNITY
SPACES/SERVICES
Café-Vibe Intergenerational Living Room*
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support* Teen Area Maker Space: STEAM-Focused
Job Fair/Workforce Connections
Classroom: Adult Learning Lab*
Small Business Incubation
Digital Lab/Classroom*
Higher Education Partnering
Government & Social Services Pop-Up Care Village Classes for Staff on Mental Health DMV Services
Business & Career Business & Career Services Study Rooms
Government & Social Services
Immigration Services
Social Services
Homelessness
Tools/Enablers
Families, Crisis, Food Insecurity Medical Shot Clinic
3 Critical Programs Workforce School Support Government & Social Services
Collections/New Collections Reference/Periodicals Increased Access to Outlets/Charging Stations Storage Parking
*Priorities
Spring Valley World’s Café
PROPOSED NEW SERVICES/SPACE DIAGRAM
The program diagram illustrates a conceptual approach to the services needed at Spring Valley. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for the community to casually meet, relax and be alone/together, as well as zones for collaboration, access to educational resources and support for both youth and adults, and a centrally accessible zone for project-based learning. Spring Valley is highly utilized by hardworking families, singles, couples, and seniors with modest incomes. This location will thrive as a community hub, providing stability and access to a brighter future through continued school support, adult learning, access to technology for all, and collections that support education and entertainment.
HOMEWORK HELP & HOMESCHOOL SUPPORT
STUDY ROOMS
TEEN AREA
YOUTH STORY & ACTIVITY MAKER SPACE
DIGITAL LAB
BUSINESS & CAREER SERVICES
GALLERY
INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
ADULT LEARNING LAB LEGEND STUDY ROOMS
SOCIAL SERVICES
WELCOME/CAFE/ BOOKSTORE
OPEN SEMI-OPEN CLOSED
Spring Valley Feels Like...
E
ARTS ER ES ORGANIZATIONS N RT ENC RED ROCK A P ERI NATIONAL CONSERVATION P AREA EX ACHES E SUPERMARKETS TR IENC U HOME O PER IMPROVEMENT STORES ARY EX LIBR CES SCHOOLS EWERIEN CAFÉ/ N P BOOKSTORE X AT TH ADULT UNLV DIY E P L A C 1. CONNECT E COMMUNITY 2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
LEARNING WORKSHOPS
STEAM KIT
CHILD CARE FACILITIES
HOMEWORK HELP COMMUNITY EVENTS PERFORMING ARTS
Summerlin
Create, Learn, Share
Summerlin
Create, Learn, Share DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
Summerlin currently services a population of 65,225 residents. Through 2040 that population is anticipated to grow at a modest pace, increasing by just 1,433 residents. It is worth bearing in mind that the forecast only takes into account lands currently available for development and thus is subject to further refinement in the future, particularly in the vacant lands west of the 215 beltway. Should land ownership/control change in the future, forecasted growth would likely be impacted. East of the 215, there are few buildable plots of land left for development. In terms of tapestries, the largest segments are Boomburbs (24.9%) and Up and Coming Families (23.8%) in the service area. As the number of households with children decreases in the area, it is likely that both of these will fall slightly in share compared to other tapestries; however both will likely remain the key demographics of the neighborhood. Due to demographic and community needs it is recommended that the future Summerlin is to remain its current size and at its current location.
Existing Spaces
Proposed Space Breakdown Total Public
40,165 SF 28,116 SF (70%)
Collection
4,017 SF (10%)
Staff
8,033 SF (20%)
Existing Technology
Total
74
Adult
Desktop Laptop
19 02
Youth
Desktop Laptop
09 20
Staff
Desktop Laptop
18 06
*Collections (10-20%) SF to be distributed throughout public SF
Summerlin
Current Facility Limitations
VIBRANT CAFÉ/BOOKSTORE: This community will enjoy an active and vibrant social space.
COLLABORATION SPACE: There is a need to have a space for larger groups that has entrepreneurial capabilities for activities and co-working.
STUDY ROOMS: Study rooms are in high use at this branch. There is a need for more small and large study rooms with plug-and-play technology capabilities.
HOMEWORK HELP: Demand for tutors stresses the building. Improved design will ideally accommodate a flexible space with furniture suitable for homework help programs.
EARLY LEARNING: There is a need to expand and increase flexibility in children’s activity areas to support programming needs.
COMMUNITY LIVING ROOM: This community will enjoy an active, vibrant intergenerational living room with a variety of seating, outlets and charging stations.
Summerlin
Create, Learn, Share DESTINATION FEATURE & FLAVOR
EXEMPLARY PROGRAMS/SERVICES Community & Culture
CREATE
Welcome/Bookstore
Chess Club
Café-Vibe*
Cooking for Adults
Gallery
Art Meet Up/Family Game Afternoon
Intergenerational Living Room*
Entertainment Events
Performing Arts Center
STEAM Programming Early Literacy/Storytimes
Meeting Room: Club Room Meeting Room
Limitless Learning
Multi-Media Classes for Adults
Youth Story & Activity*
DIY Workshops
Homework Help & Homeschool Support*
Gardening Classes
Teen Area*
Acting/Filmmaking Classes
Maker Space: STEAM-Focused*
Teen Volunteers/Reading Buddies
Adult Learning Lab
Business & Career SCORE Classes Career Workshops
SHARE
Community & Culture
Cultural Programming
Limitless Learning
LEARN
SPACES/SERVICES
Digital Lab/Classroom Study Rooms
Business & Career
Business Center
Meeting Room: Collaboration Space
Passport Services
Business & Career Services
Government & Social Services
Tools/Enablers
Blood Drive
Collections/New Collections
Tax Forms
Reference/Periodicals
3 Critical Programs Early Literacy & Family Literacy STEAM Programming Adult Programming
Increased Access to Outlets/Charging Stations Increased Access to Technology/ Devices
*Priorities
Summerlin
Create, Learn, Share PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram illustrates a conceptual approach to the services needed at Summerlin. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for the community to gather and socialize, as well as zones for business development and co-working, and zones dedicated to family play and project-based learning. Summerlin will be a neighborhood plaza for busy families! The Intergenerational Living Room will be a community connector for every member of the family to enjoy each other and then enjoy “their” library, by connecting children’s play areas, school support areas, technology labs, Maker Spaces, the Meeting Room and the Club Room.
CLUB ROOM
MEETING ROOM STUDY ROOMS
BUSINESS & CAREER SERVICES PERFORMING ARTS CENTER
CAFÉ/ GALLERY INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
HOMEWORK HELP & HOMESCHOOL SUPPORT
WELCOME/ BOOKSTORE
TEEN AREA
LEGEND MAKER SPACE
YOUTH STORY & ACTIVITY
OPEN SEMI-OPEN CLOSED
Summerlin Feels Like...
SNAP
E
LVMPD ER ES N RT ENC A P ERI THREE SQUARE P CHARTER EX ACHES E SCHOOLS R C VETERANS T IEN U ORGANIZATIONS R O PE ARY EX IMMIGRANT LIBR CES ORGANIZATIONS EWERIEN N P X EDUCATIONAL/ DDHS AT TH STEAM TOYS PLAC E 1. CONNECT E COMMUNITY 2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
WIFI HOTSPOTS
HOMEWORK HELP
CHILDCARE CENTERS
ELL CLASSES
CCSD
Sunrise
Families Rise and Shine
Sunrise
Families Rise and Shine DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN RECEIVING & WORK ROOM
LOCKER ROOM
ELECTRICAL ROOM
WOMEN MECHANICAL ROOM
TUTOR HELP STORAGE
STAFF
7
MEN JAN. OFFICE
MEDIA CENTER
UP
MANAGER OFFICE
5 PROGRAM SPACE
TEEN MULTI-PURPOSE ROOM
2
KITCHEN
BOOK STACKS
ENTRY FOYER JAN. BOYS OUTDOOR COURTYARD VESTIBULE GIRLS
WOMEN
MEN STUDY STACKS
STUDY
STUDY
Existing Spaces
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
Currently, the population of the Sunrise service area is 215,615 residents, and this population is anticipated to grow by 1.0% per year to 278,034. The area has a number of vacant plots, particularly to the east of the library that are anticipated to be built on and host new households. While modest losses are expected in selected census tracts within the service area, the overall population is likely to expand further. The largest tapestry segments for the area are Industrious Urban Fringe (28.9%) and Milk and Cookies (16.0%). The area is not likely to see a major shift in these tapestries, though there is a notable anticipated change in the share of Hispanic/Latino households (increasing 5.7 percentage points over the time period) and a slight dip in the share of households with children (decreasing 1.5 percentage points). The current location and floor plan of the facility limits its ability to serve this community effectively. The consultant team recommends that the Library District consider relocating Sunrise to a location that has access to a main transportation artery and bus route and that is designed to be highly flexible to foster family, youth and career services.
Proposed Space Breakdown Total
23,000 SF
Public
16,100 SF
Collection
2,300 SF (10%)
Staff
4,600 SF (20%)
Existing Technology
Total
92
Adult
Desktop Laptop
26 08
Youth
Desktop Laptop
23 12
Staff
Desktop Laptop
20 03
*Collections (10-20%) SF to be distributed throughout public SF
Sunrise
Current Facility Limitations
ADULT SERVICES: Adult programs are limited by the amount of space in the building. Adult activities may need to consider a family-friendly design.
COMPUTER USE: Computer access is limited but in high demand. Increased access to technology is needed.
STUDY ROOMS: Currently, there are only three study rooms and they are booked with reservations throughout the day.
HOMEWORK HELP/TUTORS: Tutors are at capacity with 25-30 students in a typical day with 2-4 tutors per session.
SUMMER READING PROGRAMS: Summer reading programs are at capacity because the building can not accommodate the need and interest. Programming is done in the stacks because it exceeds story room capacity.
THREE SQUARE SERVICES: The Three Square Services is one of the best attended programs with 125 kids at each event and a heavily attended produce give away in the parking lot. Consider how to design for this and similar services in the future.
Sunrise
Families Rise and Shine DESTINATION FEATURE & FLAVOR
SPACES/SERVICES Community & Culture Welcome/Bookstore
GATHER
Café-Vibe* Gallery
LEARN
SUPPORT
Intergenerational Living Room*
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support* Teen Area*
PLAY
DEVELOP
Digital Lab/Classroom Study Rooms
Business & Career Small Business Services
PRIORITY PROGRAMS/SERVICES Community & Culture
Business & Career
Targeted Outreach
Workforce Training and Job Search
Latino Culture Programming
Tinker Lab
Crafting/Creative Programming
Teen Job Fair
Limitless Learning
Government & Social Services
Adult Learning Programs
Coffee with a Cop
English Conversation
Three Square
STEAM Programming
WIC/SNAP
Free Homework Help
3 Critical Programs School Support STEAM Workforce
Employment Services STEAM-Focused Programs* Study Rooms
Government & Social Services Small Community Gatherings
Tools/Enablers Collections/New Collections Reference/Periodicals Parking Increased Access to Outlets/Charging Stations *Priorities
Sunrise
Families Rise and Shine PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram illustrates a conceptual approach to the services needed at Sunrise. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represents a centrally located zone for the community to connect, interact and exchange experiences, as well as zones for play, project-based learning and school support, and areas for the community to connect with career opportunities, consultation and technology access. Sunrise will be a “big tent,” an intergenerational living room connecting hard-working families to essential services to raise healthy families. It will be a community incubator, fostering multi-generational, project-based learning and career support at every stage of life. Youth will enjoy STEAM programs in labs intentionally designed for self-directed learning, teens will enjoy support and guidance in a place designed just for them, and adult learners and job seekers will have supportive spaces and supportive staff when they come into the library with their entire family, which is often three generations. Sunrise’s re-invention will allow it to flourish as a Library District model for an incubation library facility, with a lab atmosphere for all ages and stages. Whether you want to play and learn, need homework support, want to check out the latest technologies like hot spots, or tinker for fun with friends and family, Sunrise will provide an active, facilitated environment for family fun and community advancement!
MAKER SPACE
TEEN AREA
YOUTH STORY & ACTIVITY
INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
HOMEWORK HELP & HOMESCHOOL SUPPORT
WELCOME/ BOOKSTORE
MEETING ROOM
DIGITAL LAB
CAFÉ/ GALLERY
STUDY ROOMS
BUSINESS & CAREER SERVICES
STUDY ROOMS
LEGEND OPEN SEMI-OPEN
*Although it is recommended to be re-located, the future vision and space diagram can be applied both to the existing facility and a future facility.
CLOSED
Sunrise
Feels Like...
E
WORKFORCE R S E CONNECTION TN NCE R MENTAL PA ERIE HEALTH P CENTER COLLEGE EX ACHES CAMPUS/ E TR IENC STUDENTS U R LOCAL O PE HEALTH X L” E DEPARTMENT A U T E S IR RIENC HOTSPOTS V “ PE X INTERACTIVE AT TH HANDS-ON ACTIVITIES PLAC E 1. CONNECT E COMMUNITY 2. FACILITATE LEARNING EXPERIENCES
STEAM MUSIC
ELL CLASSES
3. ACTIVATE THE COLLECTIONS
West Charleston Hot Spot for Learning!
CHILDREN’S CABINET
CLARK COUTY SCHOOL DISTRICT
West Charleston Hot Spot for Learning! DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
2015 to 2040 Growth
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
50 - 250
The West Charleston service area currently has 115,728 residents and is anticipated to grow by just over 1,000 residents through 2040 as the area is largely developed to-date. Not unlike other mature portions of the valley, there is an expectation for fewer households with children and more seniors.
Existing Spaces
Proposed Space Breakdown Total Public
Currently, the largest tapestry segments are the Industrious Urban Fringe (20.0%) and Inner City Tenants (16.2%). These tapestries are not likely to change much as a result of shifting demographics of the area. The largest change will be a rise in Hispanic/Latino households in the area, which will be 36% of the area’s households by 2040 (versus 32.2% at present). Due to demographic and community needs it is recommended that the future West Charleston is to remain its current size and at its current location.
38,900 SF 27,230 SF (70%)
Collection
3,890 SF (10%)
Staff
7,780 SF (20%)
Existing Technology
Total
68
Adult
Desktop Laptop
30 02
Youth
Desktop
09
Staff
Desktop Laptop
21 06
*Collections (10-20%) SF to be distributed throughout public SF
West Charleston
Current Facility Limitations
ADULT LITERACY: Demand for adult literacy instruction is high.
YOUTH COMPUTERS: Tweens, teens, and college students need access to computers at this location.
TECH LOUNGE: Create an inviting, cool and trendy bistro space in the lecture hall that can be used for events and as a student lounge.
WORKFORCE & COMPUTER LAB: The facility needs to be designed to provide access to technology and programs for adults seeking employment and career services.
TEEN AREA: Teen space is currently limited. Teens need a place to hangout and do homework.
FAMILY SPACE: There is a need for a family space that is fun and friendly with games and interactives for youth and furniture for adults.
West Charleston Hot Spot for Learning! DESTINATION FEATURE & FLAVOR
EXEMPLARY PROGRAMS/SERVICES Community & Culture
ACCESS TO COMMUNITY
Welcome/Bookstore
Student Lounge
Gallery
Entertainment
Café-Vibe
Adult Education and English Classes Homework Help/Tutors
Intergenerational Living Room* Performing Arts Center: Bistro Lounge*
Limitless Learning
STEAM Programming/Maker Space
Youth Story & Activity
Parenting Class
Homework Help & Homeschool Support
Family Place Area (early childhood)
Teen Area*
Business & Career
Adult Learning Lab*
Business Owner Advice/Programs
Digital Lab/Classroom*
Resume/Applications
Study Rooms
Job readiness
Government & Social Services Mental Health Programs
FAMILY SUPPORT
Community & Culture
Health & Wellness/Cultural Programs
Limitless Learning
CAREER & SCHOOL SUPPORT
SPACES/SERVICES
Resources for Homeless DMV Kiosk/Utilities Tax Help
3 Critical Programs
Business & Career Digital Lab/Classroom: Tech Lounge*
Government & Social Services Social Services
Tools/Enablers Collections/New Collections Reference/Periodicals
School Support
Increased Access to Technology/
Workforce
Devices
Government & Social Services *Priorities
West Charleston Hot Spot for Learning!
PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram illustrates a conceptual approach to the services needed at West Charleston. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for intergenerational gathering, career resources and educational connections and development, as well as zones for early and family literacy. The adjacencies are also zoned to have a vibrant relationship with the college campus to offer students a place to gather, collaborate, and socialize. The vibe of West Charleston will be comfy and cool; the neighborhood and campus hot spot for learning. The lecture hall will be a technology lounge by day and training classroom, bistro stage, or home to a Film Festival by night. The One-Stop Career Center and strong connections to the neighboring nursing and medical schools will activate programs, collections and community events.
STUDY ROOMS ADULT LEARNING LAB
DIGITAL LAB BUSINESS & CAREER SERVICES
TEEN AREA
WELCOME/ BOOKSTORE INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
CAFÉ/ GALLERY
HOMEWORK HELP & HOMESCHOOL SUPPORT
YOUTH STORY & ACTIVITY
BISTRO LOUNGE/TECH LOUNGE
LEGEND OPEN SEMI-OPEN CLOSED
West Charleston Feels Like...
E
WORKFORCE R S CONNECTIONS E N GAMING INDUSTRY/ RT ENCE A BUSINESS COMMUNITY I P ER P EX ACHES ARTS LOCAL E R C ORGANIZATIONS SCHOOLS T IEN U O PER ARY CHILDCARE EX LIBR CES CENTERS LVMPD N W E I E ER N P X WORKFORCE & CAREER AT TH DEVELOPMENT HEALTH & PLAC E HEALTH & WELL-BEING 1. CONNECT WELLNESS E SERVICES COMMUNITY 2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
PERFORMING ARTS
TEEN TECH CENTER
HOMEWORK HELP CENTER
West Las Vegas Explore & Empower
CENTERS
LOCAL BUSINESSES
CITY OF LAS VEGAS
West Las Vegas Explore & Empower DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
2015 to 2040 Growth
50 - 250
Existing Spaces The West Las Vegas service area has a population of 22,030, which is set to decline by a modest 237 residents to 21,793 through 2040. This area, near core of the valley, is relatively built-out. Should higher-density redevelopment activities ultimately unfold, there is potential for this service area to outperform current expectations. The largest tapestries of the area include the Industrious Urban Fringe (38.8%) and Modest Income Homes (14.3%). The largest demographic shift will come from these households aging and fewer families with children moving into the area, resulting in a 7.6% drop in families with children (or 175 households through 2040). Due to demographic and community needs it is recommended that the future West Las Vegas is to remain in its current location but look for opportunities to expand public service areas and collaborate with neighboring City of Las Vegas facilities.
Proposed Space Breakdown Total Public
30,696 SF 21,485 SF (70%)
Collection
3,069 SF (10%)
Staff
6,139 SF (20%)
Existing Technology
Total
98
Adult
Desktop Laptop
36 02
Youth
Desktop Laptop
14 22
Desktop 18 Laptop 06 *Collections (10-20%) SF to be distributed throughout public SF Staff
West Las Vegas
Current Facility Limitations
LITERACY SERVICES: There is a high community need for a dedicated learning center and study rooms for individual learning and discovery.
COMPUTER USE: Increase technology access. Currently, computers are in high demand with approximately 40 reservations a day from 3:30 pm7:45 pm.
SOCIAL SERVICES: There is an increased community demand for a variety of social services.
HOMEWORK HELP/TUTORS: The building will need to support the high demand for homework help.
TEEN LOUNGE: Increased teen usage after school brings approximately 60 teens to the facility with limited areas to support them. Expanding teen services is a critical need for this community.
MAKER SPACE: There is a high interest in the community for project-based programming for all ages which would thrive with a dedicated space.
West Las Vegas Explore & Empower
DESTINATION FEATURE & FLAVOR
SPACES/SERVICES Community & Culture Welcome/Bookstore Café-Vibe
CIVIC INCUBATOR
COMMUNITY GATHERING
EXPLORE & EMPOWER
Gallery Intergenerational Living Room* Performing Arts Center
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support Teen Area* Maker Space* Adult Learning Lab
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Business & Career
Partnership Programming & Heritage
One-Stop Career Center
Materials/Collections
Computer Classes
Entertainment/Artistic Expression
CALL Programming
Limitless Learning
Job Fairs
Homework Help/Tutoring
Volunteer Programs-Teens and Adults
Maker Space for All Ages
Government & Social Services
STEAM for All Ages
3 Critical Programs Workforce School Support Government & Social Services
Digital Lab/Classroom
Business & Career Business & Career Services: One-Stop*
Government & Social Services Study Rooms: Social Services*
Tools/Enablers Collections/New Collections
Partnerships (Nevada Partners, SCORE)
Reference/Periodicals
Social Worker On-Site
Increased Access to Outlets/Charging
Legal Aid Programming(Immigration assistance)
Stations
Certification Training *Priorities
West Las Vegas Explore & Empower
PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram illustrates a conceptual approach to the services needed at West Las Vegas. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones that support youth, teens and adults. The adjacencies are zoned in a way that provides the resources for equity and opportunity as well as creative arts programming.
CAFÉ/GALLERY INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
HOMEWORK & HOMESCHOOL SUPPORT
STUDY ROOMS
BUSINESS/ CAREER SERVICES
SOCIAL SERVICES
YOUTH STORY & ACTIVITY MAKER SPACE
West Las Vegas will thrive as a place for local hospitality workers to build skills. Students will enjoy a place for out-of-school access to the arts, homework help, and life skills. West Las Vegas will be an active community hub for civic engagement, character education and social justice education, and social and government services. It will continue to flourish as a stage for local and national talent to be seen and heard!
TEEN AREA
COMPUTER LAB
ADULT LEARNING LAB
OUTDOORS ACTIVITY AREA
PERFORMING ARTS CENTER
LEGEND OPEN SEMI-OPEN CLOSED
West Las Vegas Feels Like...
THREE
LVMPD
E
R SQUARE ARTS NE CES T ORGANIZATIONS R N PA ERIE P DRUG EX ACHES REHABILITATION E CENTERS CCSD TR IENC NEVADA HEALTH & U PARTNERSHIP FOR R O PE WELL-BEING HOMELESS YOUTH SERVICES X R Y A R E LIB CES HOMELESS TEST N W E SHELTERS I WORKORCE PREPARATION E ER CONNECTIONS SOCIAL N P SERVICES X ORGANIZATIONS STEAM ETHNIC AT TH PROGRAMS GROCERY PLAC E STORES 1. CONNECT E COMMUNITY MOVIES
2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
ENGINEERING FOR KIDS ART CLASSES PERFORMING ARTS
Whitney
Recreation & Imagination
LOCAL SCOOLS
HOMEWORK TUTORS
Whitney
Recreation & Imagination DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
2015 to 2040 Growth
50 - 250
Whitney Library in southeast Las Vegas currently has a population of 100,446; it is anticipated that the population will grow by 1,158 to 101,604 residents in 2040. The area is largely built out, with some land availability near the fringes of the service area (future development). The largest tapestries served by Whitney Library are Inner City Tenants (15.2%) and Crossroads (14.5%). The largest demographic shifts of this area, including an increase of Hispanic/Latino households and a decrease in households with children are unlikely to largely impact either of these two tapestries significantly. Due to demographic and community needs it is recommended that the future Whitney is to remain its current size and at its current location.
Existing Spaces
Proposed Space Breakdown Total Public
24,600 SF 17,220 SF (70%)
Collection
2,460 SF (10%)
Staff
4,920 SF (20%)
Existing Technology
Total
77
Adult
Desktop Laptop
31 02
Youth
Desktop Laptop
11 16
Desktop 13 Laptop 04 *Collections (10-20%) SF to be distributed throughout public SF Staff
Whitney
Current Facility Limitations
COMPUTER USE: The Digital Divide is severe in this community. Computer demand is high for all ages.
SOCIAL SERVICES: Social service needs are in high demand and the library is offering increased wraparound support services requiring specialized space design.
PROGRAMS & EVENTS: The performing arts center lacks storage and would be better suited as flexible programming space to support project-based learning.
HOMEWORK HELP/TUTORS: This in-demand service is limited in growth by the facility constraints.
WORKFORCE DEVELOPMENT: As more patrons are requiring private areas for studying, test taking, and interviews, the study rooms cannot accommodate the needs of the customers to provide adequate support for success.
THREE SQUARE SERVICES: 60+ students per day are coming in for the Three Square after-school snacks and about 140+ per month for the produce giveaway. The building needs to accommodate this program more intentionally.
Whitney
Recreation & Imagination DESTINATION FEATURE & FLAVOR
SPACES/SERVICES Community & Culture Welcome/Bookstore Café-Vibe Gallery Intergenerational Living Room*
IMAGINATION
Outdoor Activity Area*
RECREATION
ACCESS
Limitless Learning Youth Story & Activity Teen Area Performing Arts Center* Maker Space
Business & Career
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Business & Career
Movie Screenings/Movie Premiers
Job Fairs/Workforce Training
Live Performances
Computer Classes
Painting Parties
Key Note Speakers
Games
Limitless Learning
Government & Social Services Tutoring/Homework Help
Adult Learning Lab Digital Lab/Classroom*
Government & Social Services Social Services Meeting Rooms*
Tools/Enablers
Artistic Classes
On-Site Counselor
Health/Wellness Programs
3 Square
Collections/New Collections
Finance & Budgeting Workshop
Health Services
Reference/Periodicals
Technology Access and Instruction Adult Education and English Classes College Satellite Classes Short Certification Courses
3 Critical Programs School Support CALL Government & Social Services
Increased Access to Outlets/Charging Stations Increased Access to Technology/Devices Storage *Priorities
Whitney
Recreation & Imagination PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Whitney. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones for community engagement and connection, project-based learning, youth and family support and increased access to community resources. Whitney serves diverse working households of families, couples, and singles who will need to connect with new technologies, engage in learning and training opportunities for better jobs, and receive support for success in school and life. The community will celebrate together in the renovated stage, serving as a flexible community plaza for popular culture and community events!
TEEN AREA
YOUTH STORY & ACTIVITY
CLUB ROOM
INTERGENERATIONAL LIVING ROOM (COLLECTIONS)
PERFORMING ARTS CENTER/ MAKER SPACE
WELCOME/ BOOKSTORE
CA F
MEETING ROOM
É/GALLE
SOCIAL SERVICES
ADULT LEARNING LAB
DIGITAL LAB
STUDY ROOMS
RY
OUTDOOR ACTIVITY AREA
LEGEND OPEN SEMI-OPEN CLOSED
Whitney Feels Like...
US STATE
E
R DEPARTMENT ARTS NE CES ORGANIZATIONS T R PA ERIEN AARP P EX ACHES CHILDCARE CENTERS E CCSD R NC LOCAL T E I U SCHOOLS O PER SNHD ARY R LOCAL EX B I L BUSINESSES CES N W STEAM E I E KITS N PER LVMPD X YOUTH/TEEN LOCAL & FAMILY AT TH PARKS PROGRAMMING E PLAC HOMEWORK 1. CONNECT E TUTORS COMMUNITY 2. FACILITATE LEARNING EXPERIENCES 3. ACTIVATE THE COLLECTIONS
PERFORMING ARTS
CHARGING STATIONS PASSPORT SERVICES
MAKER SPACE
Windmill
Where Family Life Flourishes!
Windmill
Where Family Life Flourishes DEMOGRAPHIC SYNTHESIS
EXISTING FLOOR PLAN
2040 Population
2,000 - 3,000
Less than 1,000
3,000 - 4,000
Population Loss
250 - 1,000
1,000 - 2,000
Over 4,000
0 - 50
Over 1,000
2015 to 2040 Growth
50 - 250
Existing Spaces Library Space Expansion Space
Proposed Space Breakdown Currently, the Windmill Library serves a population of 139,769 residents. The service area is expected to add approximately 50,000 new residents (net), representing a growth rate of 1.2% per year, with the resident base rising to 189,607 by the end of the study period. The influx of new residents suggests that no particular demographic is anticipated to shrink during this time frame, however when measured in share there will be fewer households with children and more Hispanic/ Latino households emerging. As currently situation, Windmill may draw residents from the west (i.e., Sahara West service area). The largest tapestries are Enterprising Professionals (28.8%) and Aspiring Young Families (27.1%). It is unlikely that either of these tapestry segments will be impacted by more than a percentage point or two in share as a result of the influx of new residents or the gradual change in demographics during this time frame. Due to demographic and community needs it is recommended that the future Windmill is to remain its current size and at its current location. However, given future demographic growth, it is recommended that Windmill ultimately build out the existing expansion space to absorb new demand from urban growth.
Total
52,890 SF
Library
44,634 SF
Expansion Space
8,256 SF 99,504 SF (70%)
Public
14,215 SF (10%)
Collection
28,430 SF (20%)
Staff Existing Technology Adult Youth Staff
Total
99
Desktop Laptop
37 10
Desktop
28
Desktop Laptop
19 05
*Collections (10-20%) SF to be distributed throughout public SF
Windmill
Current Facility Limitations
HOMEWORK HELP CENTER: There is an increased demand for homework help. Homework help and homeschool support are expected to grow in demand in this community.
MAKER SPACE: There is an interest in the community for project-based programming. Programs would thrive with a dedicated space for both youth and adults.
STUDY ROOMS: There is a need for more study rooms. There is a high demand for individual study rooms and small groups.
PERFORMANCE VENUE SPACES: There is high demand for this performance venue which often fills the 299-seat house.
STORYTIMES: There is a need for a larger storytime room. Toddler, preschool and 0-5 storytimes are at capacity with over 50 attendees. This location would have an active storytime space throughout the day.
BUSINESS CENTER: There is a need for a dedicated space for small business needs.
Windmill
Where Family Life Flourishes DESTINATION FEATURE & FLAVOR
SPACES/SERVICES Community & Culture Welcome Gallery
COLLEGE & CAREER SUCCESS
LIFE-LONG LEARNING
Café-Vibe
FAMILY SUCCESS
Bookstore Intergenerational Living Room* Performing Arts Center
Limitless Learning Youth Story & Activity Homework Help & Homeschool Support Teen Area
EXEMPLARY PROGRAMS/SERVICES Community & Culture
Maker Space
Business & Career
Movies
Computer Training
Youth Activities & Programs
Resume & Job Help
Music Programming
Video Conferencing
Fitness & Exercise Programming (adults) Café/Food Services
Limitless Learning Language Classes College Satellite Location Recreational & Travel Events Life Skills Mentoring (Adulting 101) Information Literacy Classes
Government & Social Services AARP Tax Aide Passport Services Notary Proctoring
3 Critical Programs Community & Culture Early Literacy & Family Literacy College and Career Readiness
Digital Lab/Classroom Study Rooms
Business & Career Business & Career Services Study Rooms
Government & Social Services Meeting Room: Community Meeting Room
Tools/Enablers Collections/New Collections Reference/Periodicals Increased Access to Outlets/Charging Stations *Priorities
Windmill
Where Family Life Flourishes PROPOSED NEW SERVICES/SPACE DIAGRAM The program diagram below illustrates a conceptual approach to the services needed at Windmill. It is not intended to be a literal program diagram but to be used as a guide for any future design development, planning and prioritization. The diagram shows a preliminary approach to adjacencies that represent zones that activate youth, adults and families to connect, learn and create, as well as zones for project-based learning, technology access and co-working. A refuge in the storm of growth in the southwest of the Vegas valley, expansion space will be utilized to support student learning, project-based learning, enterprise and employment development, family activities, cool events, and community festivals.
OUTDOOR ACTIVITY AREA
STUDY ROOMS
DIGITAL LAB
HOMEWORK HELP & HOMESCHOOL SUPPORT
ADULT MAKER SPACE
YOUTH MAKER SPACE
YOUTH STORY & ACTIVITY PERFORMING ARTS CENTER
INTERGENERATIONAL LIVING ROOM (COLLECTIONS) CAFÉ/ BOOKSTORE LEGEND
STUDY ROOMS
MEDIUM MEETING ROOM
GALLERY
WELCOME
MEETING ROOM
OPEN SEMI-OPEN CLOSED
Windmill Feels Like...
CAPITAL IMPROVEMENT PROJECTS WORKSHEET Describe how this project proposal will create a meaningful impact for the community! Branch Location: Proposal: IDENTIFY THE COMMUNITY NEEDS Identify the community needs that inform this capital improvement project. Consider, “Who are we designing this for and why?,” what change or transformation will occur for the individuals who will benefit from this capital improvement project, and what are the specific outcome goals who can envision if this need is better met.
LVCCLD Facilities Master Plan Framework
Appendix 2
1
LVCCLD Facilities Master Plan Framework
Appendix 2
CAPITAL IMPROVEMENT PROJECTS WORKSHEET IDENTIFY GROWTH AND DEMOGRAPHIC CHANGE Identify how the population characteristics are informing this capital improvement project.
ARTICULATE STRATEGIC GOALS
How will this capital improvement project enable the Strategic Goals of the District? How will this project align with the “role and purpose” of our facilities? What is critical about this being a building project, and why will other service channels, such as partnerships, outreach and virtual services, not be as impactful?
2
Library Facilities Master Plan Decision Framework
Service Design Worksheet The Capital Improvement Project is: The places that work for this Capital Improvement Project:
The Collections plan for this Capital Improvement Projectis:
These are the Programs & Activities that most effectively foster this Capital Improvement Project:
The Marketing plan for this Capital Improvement Project will be:
The Skills and Talents required will be:
The Technology plan for this Capital Improvement Project will be:
Outreach In order to gather more information from this community, we have developed the following outreach plan:
In order to gather/develop productive information from our partners, we have developed the following plan:
LVCCLD Facilities Master Plan Framework
Appendix 2
3
Appendix 2
LVCCLD Facilities Master Plan Framework
4
The Library is committed to this because: KEY NEEDS
KEY OUTCOMES WE ANTICIPATE
DEVELOP A LEARNING CULTURE
ARTICULATE A “BRAND” EXPERIENCE What elements of this project connect people to the library in a lasting and meaningful way? What is the “look and feel” that attracts the target audiences to experience this library environment?
Provide examples of how the Experience Principles are realized externally and internally.
Current Conditions Inventory 03 By General Services Department, LVCCLD
LVCCLD Facilities Master Plan Framework
298
2019-2039 Facilities Assessment and Maintenance Renewal Plan Las Vegas–Clark County
General Services
Library District
Division
August 2018
2019-2039 Facilities Assessment and Maintenance Renewal Plan Table of Contents Executive Summary .................................................................................... 3 Introduction ............................................................................................. 3 Assessment Objectives ................................................................................. 3 Scope of Work ......................................................................................... 4 FACILITY CONDITION ASSESSMENT FINDINGS .......................................... 5 Facility Ages............................................................................................. 5 Facility Condition Index (FCI) .................................................................... 6 5 Year FCI Score by Location .................................................................... 9 20 Year FCI Score by Location .................................................................. 10 MAINTENANCE RENEWAL PLAN .................................................................. 11 20 Year Maintenance Renewal Plan by Location .......................................... 11 20 Year Maintenance Renewal Plan by Year ................................................ 12 20 Year Maintenance Renewal Plan by Category ......................................... 13 5 Year Maintenance Renewal Plan ............................................................. 14 MANAGING THE MAINTENANCE RENEWAL PLAN ........................................ 15 MAINTENANCE RENEWAL PLAN DETAILS ................................................... 19 CAPITAL RENEWALS COMPLETED WITHIN THE PAST FIVE YEARS ............. 37 BIBLIOGRAPHY .......................................................................................... 40
Las Vegas-Clark County Library District
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EXECUTIVE SUMMARY Introduction The General Services Division is responsible for ensuring that all facility assets are provided and maintained in a safe, clean, reliable, and fiscally responsible manner. As such, the District is very cognizant of the fact that having well-maintained, high performing buildings plays a vital role in the overall customer experience and aligns directly with the District’s current mission statement to nurture the social, economic, and educational well-being of people and communities as well as the goals of the Vision 2020 Strategic Plan. In 2018, General Services completed a comprehensive Facility Condition Assessment (FCA) of District owned buildings to accurately identify and quantify the District’s current and future capital renewal needs. The data collected as a result of this FCA will be used to assess and prioritize short and long-term facility maintenance and capital renewal needs throughout the District and make recommendations regarding the appropriate financial expenditures.
Assessment Objectives The objectives of this assessment were to determine and report on the general status of each assessed buildings’ current and future maintenance conditions based on its various components’ useful life and to provide recommended funding budgets for the District’s capital renewal expenditures over the Forecast Period of 2019-2039. A general Facility Condition Assessment (FCA) is defined as an assessment of various building systems that make up the facility, e.g., foundation systems, structural systems, roofing systems, and heating, ventilation, and air conditioning (HVAC) systems. The FCA includes gathering information such as make, model, and installation dates of the various systems. Deficiencies were generated at the systems level based on an individual systems’ installation date and expected useful life.
Las Vegas-Clark County Library District
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EXECUTIVE SUMMARY Scope of Work The scope of work included the following: 1. Identify and document current and forecasted conditions for 17 District owned properties compromising 706,901 square feet of space. 2. Identify and document current site infrastructure needs. 3. Identify and document remaining service life of major building systems such as the envelope, architectural finishes, roofs, electrical, plumbing, and heating, ventilation, and air conditioning (HVAC). 4. Provide Rough Order of Magnitude (ROM) cost estimates for building system renewal and site infrastructure repairs. 5. Forecast facility renewal requirements based on lifecycle analysis of existing systems over the next 20 years. 6. Provide a Facility Condition Index (FCI) measurement to illustrate the relative condition of all facilities. This report does not provide a detailed code analysis or make suggestions about programmatic changes the District may choose to make. The system by system analysis of each building and site allows the District to anticipate both routine maintenance and capital project costs occurring in the short-term (2019-2023) and long-term (2024-2039), to assist with long–range plan decision making.
Las Vegas-Clark County Library District
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FACILITY CONDITION ASSESSMENT FINDINGS Facility Ages The age of a building is just one criteria used when conducting a facility assessment. However, there is no clear correlation between age and condition. The average age of the District’s 17 owned facilities is 22.5 years. Different parts of the same facility may be of different ages making it difficult to draw a direction comparison. The 5 Lifecycle Stages* of a facility are identified as follows: Pre-Natal/Planning (Years 0): The facility is in the planning and/or construction stage. There are typically no maintenance or capital improvement funds required. Childhood (Years 1-16): Standard operating and maintenance budgets are typically adequate to operate the facility. Adolescence (Years 17-29): Standard operating and maintenance budgets may not be adequate to address the major refurbishment or replacement of building elements that have deteriorated. The ability of facility operators to fund these additional expenditures can have a significant impact on the future lifespan of the facility.
Age of District Owned Buildings Library Name Year Built Current Age Centennial Hills 2009 9 Clark County 1994 24 Enterprise 1996 22 Laughlin 1994 24 Mesquite Library 2018 3 Months Mesquite Library Learning Center 1990 28 Moapa Valley 1987 31 Mt. Charleston 1987 31 Rainbow 1994 24 Sahara West 1997 21 Spring Valley 1988 30 Summerlin 1993 25 Sunrise 1987 31 West Charleston 1993 25 West Las Vegas 1989 29 Whitney 1994 24 Windmill Library and Service Center 2011 7 Average 1995 22.6
Adulthood (30-49): Many major components will require replacement. In addition to standard operating and maintenance budgets, significant capital improvement funding may be required to extend the life of the facility.
Stage Childhood Adolesence Adolesence Adolesence Childhood Adolesence Adulthood Adulthood Adolesence Adolesence Adulthood Adolesence Adulthood Adolesence Adolesence Adolesence Childhood Adolesence
Old age (50 plus): The facility systems are now at a variety of service ages. There is no longer a single baseline and facility managers are tasked with ongoing rehabilitation and replacement projects. Decisions will arise as to the relative merits of continued reinvestment or redevelopment. * Also referred to as the "Condition-Age Correlation" or "FCI-Age correlation. http://www.assetinsights.net/Glossary/G_Condition_Age_Matrix.html
Las Vegas-Clark County Library District
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FACILITY CONDITION ASSESSMENT FINDINGS Facility Condition Assessment This portion of the report details overall findings as they relate to the physical condition of building systems and components. It is important to note condition assessments are simply a snapshot in time because facilities and building systems deteriorate with age and continued use and asset conditions will change in the future. It is also important to recognize the findings in this report are based, in part, on the condition of the overall facility (as determined by the Facility Condition Index, or FCI) and in greater part, by the condition of individual building systems.
Calculating the Facility Condition Index (FCI) One of the most important outcomes of the Facility Condition Assessment (FCA) was to determine the Facility Condition Index (FCI) for each facility. A tool developed and published in 1991 by the National Association of College and University Business Officers (NACUBO), the FCI is a measure widely used in facilities management to represent the physical condition of a facility (or asset) as compared to its replacement value. The lower the FCI, the better the facility condition. The FCI is expressed as a ratio of the cost of remedying existing deficiencies/requirements and capital renewal requirements to the current replacement value (i.e., FCI=(DM+CR)/CRV). FCI = DM (Deferred Maintenance) + CR (Capital Renewal) CRV (Current Replacement Value) It’s important to note that at the time of this report the District had zero deferred or backlogged maintenance at any of its facilities.
Las Vegas-Clark County Library District
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FACILITY CONDITION ASSESSMENT FINDINGS A Facility Condition Index (FCI) was calculated for each facility and was used to Current Estimated CRV by Location quantify the physical condition at a specific point in time and is calculated using Library Name Square Footage CRV the estimated system replacement costs (costs associated with the systems Centennial Hills 45,555 $ 22,777,500 average service life) and the current replacement value (CRV) of the building. Clark County 120,000 $ 60,000,000 Enterprise 26,300 $ 13,150,000 The FCI can be helpful in several ways to include: Laughlin 15,562 $ 7,781,000 • Comparing the condition of one facility to a group of facilities. Mesquite Library 13,313 $ 6,656,500 5,464 $ 2,732,000 • Tracking trends (the extent of improvement or deterioration over time). Mesquite Library Learning Center Moapa Valley 4,700 $ 2,350,000 • Prioritizing capital improvement projects. Mt. Charleston 2,800 $ 1,400,000 • Making renovation versus replacement decisions. Rainbow 26,800 $ 13,400,000 Sahara West 122,000 $ 61,000,000 The FCI is calculated and based on the quantitative result of the calculation and Spring Valley 26,645 $ 13,322,500 the score is given a corresponding qualitative condition ratings including: Summerlin 40,165 $ 20,082,500 “Excellent”, “Good”, “Fair”, and “Poor”. * Sunrise 23,000 $ 11,500,000 West Charleston 38,900 $ 19,450,000 West Las Vegas 30,693 $ 15,346,500 Whitney 24,600 $ 12,300,000 Windmill Library and S.C 142,149 $ 71,074,500 Total 708,646 $ 354,323,000
Current Replacement Value (CRV) The CRV is the cost to construct a replacement building in today’s dollars. The figure is based on square footage of the current structure and the estimated current construction cost for that type of structure. This report uses $500 per square foot. * http://www.assetinsights.net/Glossary/G_Facility_Condition_Index.html
Las Vegas-Clark County Library District
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FACILITY CONDITION ASSESSMENT FINDINGS Capital Renewal Capital Renewal is previous or future repairs or replacements paid from the capital funds budget and not funded for normal maintenance in the annual operating budget cycle. Repairs - work to restore damaged or worn-out assets/systems/components (e.g., large scale roof replacement) to normal operating condition. Replacement - an exchange of one fixed asset for another (e.g., replacing an HVAC system chiller) that has the same capacity to perform the same function. Minimum dollar threshold levels for capital renewal are set at costs in excess of $10,000.
Renewal Costs Renewal costs were calculated using recent hard bid numbers when available or estimates to create a current cost of replacement. The current cost was then extended based on remaining useful life to establish the future replacement cost. An inflation rate of 2% compounded annually was added for each extended year. The 5-year maintenance plan will be adjusted for inflation annually and the 20-year plan every three years.
Life Cycles Expected life cycles for building systems are based on the Building Operators and Managers of America (BOMA) recommended cycles, manufacturer’s suggested useful life, and material life based on historical records. BOMA standards are a nationally recognized source of life cycle data (based on its members’ historical data) for various components and/or systems associated with facilities.
This report evaluates and scores District Facilities in the short-term (5 Year - 2019-2023) as well as the long-term (20 Year - 2019-2139).
Las Vegas-Clark County Library District
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FACILITY CONDITION ASSESSMENT FINDINGS 5 Year FCI Score by Location Library Name
Square Footage
CRV
Renewal Costs
FCI %
45,555 $
22,777,500 $
54,459
0.24
FCI SCORE Excellent
120,000 $
60,000,000 $
161,027
0.27
Excellent
Enterprise
26,300 $
13,150,000 $
637,825
4.85
Excellent
Laughlin
15,562 $
7,781,000 $
279,702
3.59
Excellent
Mesquite Library
13,313 $
6,656,500 $
0
0.00
Excellent
Mesquite Library Learning Center
5,464 $
2,732,000 $
78,030
2.86
Excellent
Moapa Valley
4,700 $
2,350,000 $
5,000
0.21
Excellent
Mt. Charleston
2,800 $
1,400,000 $
55,204
3.94
Excellent
26,800 $
13,400,000 $
566,074
4.22
Excellent
Sahara West
122,000 $
61,000,000 $
2,100,685
3.44
Excellent
Spring Valley
26,645 $
13,322,500 $
443,926
3.33
Excellent
Summerlin
40,165 $
20,082,500 $
563,336
2.81
Excellent
Sunrise
23,000 $
11,500,000 $
228,493
1.99
Excellent
West Charleston
38,900 $
19,450,000 $
632,740
3.25
Excellent
West Las Vegas
30,693 $
15,346,500 $
97,147
0.63
Excellent
Whitney
24,600 $
12,300,000 $
194,031
1.58
Excellent
142,149 $
71,074,500 $
0.62 2.23
Excellent
Centennial Hills Clark County
Rainbow
Windmill Library and Service Center
Las Vegas-Clark County Library District
438,159 Average FCI
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.
FACILITY CONDITION ASSESSMENT FINDINGS 20 Year FCI Score by Location Library Name Centennial Hills
Square Footage
CRV
Renewal Costs FCI %
FCI SCORE 11.68 Fair
45,555 $
22,777,500
$
2,659,599
120,000 $
60,000,000
$
5,059,559
8.43
Enterprise
26,300 $
13,150,000
$
1,531,698
11.65
Fair
Laughlin
15,562 $
7,781,000
$
1,378,940
17.72
Fair
Mesquite Library
13,313 $
6,656,500
$
505,706
7.60
Good
Mesquite Learning Center
5,464 $
2,732,000
$
204,061
7.47
Good
Moapa Valley
4,700 $
2,350,000
$
335,011
14.26
Fair
Mt. Charleston
2,800 $
1,400,000
$
194,480
13.89
Fair
26,800 $
13,400,000
$
2,113,877
15.78
Fair
Sahara West
122,000 $
61,000,000
$
3,891,586
6.38
Good
Spring Valley
25,645 $
12,822,500
$
1,048,717
8.18
Good
Summerlin
40,165 $
20,082,500
$
2,963,783
14.76
Sunrise
23,000 $
11,500,000
$
841,395
7.32
West Charleston
38,900 $
19,450,000
$
2,047,309
10.53
West Las Vegas
30,693 $
15,346,500
$
1,496,022
9.75
Whitney
24,600 $
12,300,000
$
1,572,946
12.79
142,149 $
71,074,500
$
4,412,726 Average FCI
Clark County
Rainbow
Windmill Library and Service Center
Las Vegas-Clark County Library District
6.21
Good
Fair Good Fair Good Fair Good
10.85
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20 YEAR MAINTENANCE RENEWAL PLAN 20 YR Maintenance Plan by Location Future Capital Renewal Costs An integral part of this report was to identify future capital renewals for each District owned Facility. Capital renewal is the planned replacement of building systems such as roofs, electrical systems, HVAC systems, and plumbing systems that have reached the end of their useful life. This forecast assists in the creation of budgets for future capital renewal requirements. Future capital renewal requirements are estimated by taking the cost of a particular system renewal and forecasting the date of renewal by determining the expected life. The breakdown of all building components in the cost models use this same logic. The information generated by the cost models help determine the remaining life of each system to forecast the expected date of replacement. Although the cost models do not provide perfect information, they do produce a reasonable approximation of the expected cost for system replacement. The total cost for capital renewal for all District owned buildings for the 20-year period of 2019 -2039 is $32,257,417. A complete detailed cost estimate by location is provided later in the plan document.
Las Vegas-Clark County Library District
Library Centennial Hills Clark County Enterprise Laughlin Mesquite Learning Center Mesquite Library Moapa Valley Mt. Charleston Rainbow Sahara West Spring Valley Summerlin Sunrise West Charleston West Las Vegas Whitney Windmill Library and S. C. Total
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
Renewal Cost 2,659,599 5,059,559 1,531,698 1,378,940 204,061 505,706 335,011 194,480 2,113,877 3,891,586 1,048,717 2,963,783 841,395 2,047,309 1,496,022 1,572,946 4,412,726 32,257,417
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20 YEAR MAINTENANCE RENEWAL PLAN 20 Year Renewal Plan by Year 20 YR Maintenance Renewal Cost Estimates by Year Year Estimated Costs 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total $
1,030,792 2,825,856 837,738 330,910 1,510,541 3,134,130 1,579,726 1,612,656 1,623,942 1,472,359 3,060,428 1,853,247 2,380,741 231,894 1,771,673 560,011 671,751 1,672,544 694,687 2,446,433 955,359 32,257,417
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20 YEAR MAINTENANCE RENEWAL PLAN 20 Year Renewal Plan by Category 20 YR Maintenance Renewal Cost Estimates by Category Category Estimated Costs Concrete $ 117,664 Construction $ 150,000 Doors $ 546,443 Electrical $ 952,428 Elevators $ 350,000 Fire $ 1,539,562 Flooring $ 3,631,455 Fuel $ 20,698 HVAC $ 9,737,444 Landscaping $ 478,514 Lighting $ 1,560,733 Painting $ 2,849,147 Parking lot $ 4,935,108 Roofing $ 3,677,688 Security $ 248,675 Theater $ 1,461,858 Total $ 32,257,417
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5 YEAR MAINTENANCE RENEWAL PLAN Short-Term Renewal Plan - Utilizing the costs identified in the 20 Year Maintenance Renewal Plan, the short-term Maintenance Renewal Plan for 2019-2023 totals $6,535,837. 5 YR Maintenance Renewal Plan by Library Library Estimated Cost Clark County $ 161,027 Centennial Hills $ 54,459 Enterprise $ 637,825 Laughlin $ 279,702 Moapa Valley $ 5,000 Mesquite Library $ 0 Mesquite Library L. C. $ 78,030 Mt. Charleston $ 55,204 Rainbow $ 566,074 Sahara West $ 2,100,685 Summerlin $ 563,336 Spring Valley $ 443,926 Sunrise $ 228,493 West Charleston $ 632,740 Whitney $ 97,147 Windmill Library and S. C. $ 194,031 West Las Vegas $ 438,159 Total $ 6,535,837
Las Vegas-Clark County Library District
5 YR Maintenance Renewal Plan by Year Year Estimated Cost 2019
$
1,030,792
2020
$
2,825,856
2021
$
837,738
2022
$
330,910
2023
$
1,510,541
Total $
6,535,837
5 YR Maintenance Renewal Plan by Category Category Estimated Cost Concrete Construction Doors Electrical Elevators Fire Flooring Fueling System HVAC Landscaping Lighting Painting Parking lot Roofing Security Theater
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total $
0 150,000 164,710 306,703 0 434,512 672,094 0 1,586,919 280,622 597,779 873,445 926,432 513,911 0 28,711 6,535,837
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MANAGING THE MAINTENANCE RENEWAL PLAN Managing the Maintenance Renewal Plan General Services utilizes a multifaceted approach to managing the District’s capital assets and maintenance requirements. The following describes best practices and are part of a strategy for maintenance, capital planning, and budgeting to ensure satisfactory long-term operation of District facilities.
Staffing In order to effectively maintain the District’s building portfolio, General Services hires qualified employees and utilizes various policies, procedures, and software systems to maintain productivity and operate facilities efficiently including: Written job descriptions that clearly delineate duties, responsibilities, and minimum qualifications. Training protocol for newly hired staff including orientation, instructions on operating equipment, major building systems, and safety protocols. Data driven performance evaluation system that is used to review performance annually is updated regularly to address new goals and account for new building systems. •
Specialized training for health, safety, and code compliance for appropriate staff. Training on how to improve the energy efficiency, air quality, and comfort of District facilities.
•
Ensuring vendor contracts compliance.
Preventive /Predictive Maintenance General Services utilizes proactive preventive and predictive maintenance as components of an effective maintenance strategy.
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MANAGING THE MAINTENANCE RENEWAL PLAN MANAGING THE MAINTENANCE RENEWAL PLAN Preventive Maintenance is the regularly scheduled work needed to keep buildings and their components operating at peak efficiency, prevent their breakdown, and extend their useful life. Preventive maintenance includes activities such as periodic inspections, lubrication, adjustments, and replacement of minor parts, as well as, roof inspections, exterior wall inspections, interior flooring and finishes inspections, repainting, door hardware adjustments, and window replacement. Predictive Maintenance activities are scheduled based on condition of equipment rather than on elapsed time. This approach requires monitoring equipment for excessive vibration and temperature, among other things, and preemptively replacing or repairing components when the equipment condition warrants it.
Work Order System General Services utilizes an electronic work order system to systematically track planned and completed maintenance activities, including scheduled preventive maintenance and emergencies. Whether the job originates as a request communicated by building users or as part of planned maintenance project, the work order system provides uniformity in planning maintenance jobs. Using work orders for upcoming preventive maintenance tasks helps schedule the work so it is not neglected and is accomplished on time.
Building Inspections Plan Preventive maintenance is facilitated by an inspection program conducted on a regular basis and looks at predetermined building components. Standardized checklists for components facilitate the process so technicians are more likely to collect consistent information and complete thorough inspections. This method allows year-to-year comparisons that can be applied uniformly by staff responsible for the inspections. General Services utilizes: •
Standardized forms, checklists, and a standard condition rating system allows for observing building components logically and recording data uniformly.
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MANAGING THE MAINTENANCE RENEWAL PLAN •
A detailed schedule of inspections for each building within the District and all building components within each building.
•
A detailed and regular schedule for testing life safety systems and equipment (e.g., fire detection alarms, suppression systems, and fire extinguishers, etc.).
•
A methodology for storing and retrieving the data collected.
•
A link to the Department’s work order/capital program plan for deficient items found during inspections.
Energy Conservation and Sustainability Energy conservation and building sustainable design is not limited to new buildings. General Services continues to pursue and install innovative, energy-efficient technology into existing facilities to increase energy efficiency. Energy-efficient technology currently being utilized: LED Lamp Conversion – Both interior and exterior lighting. Zone Scheduling – Permits defined sections of a building to have HVAC and lighting reduced or shut down on a schedule. Night/Unoccupied Setback – Changes the comfort settings (set points) of HVAC systems so that space temperature decreases in winter and increases in summer, thereby reducing demand for heating and cooling during unoccupied hours. After-Hours Override – Allows temporary changes to comfort settings after-hours. This eliminates the need to modify schedules, which can sometimes become permanent by accident. This also avoids having the entire building run in occupied mode to meet the needs of a small group.
Las Vegas-Clark County Library District
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20MANAGING YR MAINTENANCE RENEWAL PLAN THE MAINTENANCE RENEWAL PLAN Occupancy Sensors – Detect motion or infrared signatures in the space, to trigger lights or HVAC accordingly. Holiday Scheduling – A calendar defines HVAC and lighting controls for an entire calendar year, saving staff time implementing special schedules and ensuring holiday weekdays do not run in occupied mode. Follow Sunrise & Sunset – Permits lighting schedules (such as parking lots, signs, and outdoor access lighting) to vary throughout the year as the length of daylight changes. This prevents lights from being on during the daytime. The building automation system automatically computes sunrise and sunset based on the latitude and longitude of the building’s location. Daylight Harvesting – In zones of the building near exterior walls and windows, lighting can be dimmed or shut off based on specified minimum lighting levels detected by photocells. Controlled use of shades optimize the availability of natural light without compromising energy efficiency. Optimum Start – Starts HVAC equipment only as early as required to bring the building set points to comfort levels for occupancy. Control routines take into account outside air temperature and inside space temperatures when initiating the morning warm-up or cool-down cycles. Optimum start takes the guess-work out of scheduled startup Variable Frequency Drives (VFDs) – VFDs optimize the power consumed by HVAC fans, speeding up or slowing down the fan based on climate demands of the space under control. A 20% reduction in fan speed (and air flow) results in a 49% decrease in electrical consumption. Integrated control of VFDs can also be part of a load shedding strategy. Central Monitoring and Control – Maintenance staff can monitor and control the whole building from a single console on-site or remotely over the Internet. Alarms appear at the console or are sent to an email address or cell phone.
Las Vegas-Clark County Library District
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MAINTENANCE RENEWAL PLAN DETAILS
Maintenance Renewal Plan Details By Location
Las Vegas-Clark County Library District
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CENTENNIAL HILLS LIBRARY (CH) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
CH
HVAC
Actuators
Original
2009
$
8,800.00
10
2019
$
10,727
CH
Lighting
LED Upgrade -Interior
Original
2009
$
12,675.00
10
2020
$
15,451
CH
Lighting
LED Upgrade -Parking Lot
Original
2009
$
23,200.00
10
2020
$
28,281
CH
Flooring
Floor Coverings
Original
2009
$
104,535.00
15
2024
$
140,690
CH
Painting
Exterior Paint
Original
2009
$
125,000.00
15
2024
$
143,586
CH
Painting
Paint & Wall Cover
Original
2009
$
60,000.00
15
2024
$
68,921
CH
Doors
Exterior Doors - Front
Original
2009
$
20,125.00
20
2029
$
29,905
CH
Fire
Fire Alarm
Original
2009
$
175,000.00
20
2029
$
260,041
CH
Electrical
UPS
Original
2009
$
22,000.00
20
2029
$
27,354
CH
HVAC
Chiller
Original
2009
$
120,000.00
20
2029
$
149,205
CH
HVAC
Cooling Tower
CH
HVAC
Actuators
Original
2009
$
260,000.00
20
2029
$
323,277
Replaced
2019
$
323,277.32
10
2029
$
CH
HVAC
13,076
DDC Change
Original
2019
$
25,000.00
10
2029
$
CH
30,475
Landscaping
Landscaping/Irrigation
Original
2009
$
25,000.00
20
2029
$
37,149
CH
Roofing
Reroof
Original
2009
$
250,552.50
20
2029
$
305,422
CC
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
CH
Lighting
LED - Interior -1st Replacement
Replaced
2020
$
32,500.00
10
2030
$
39,617
CH
Lighting
LED Parking Lot - 1st Replacement
Replaced
2020
$
54,500.00
10
2030
$
66,435
CH
HVAC
Boiler Replacement
Original
2009
$
150,000.00
30
2039
$
227,350
CH
Parking Lot
Parking Lot - Replace
Original
2009
$
480,322.50
30
2039
$
728,009
$
2,659,599
Vital Statistics Address: 6711 N. Buffalo Dr. Las Vegas, NV 89131 Age: 9 years Year Built - 2009 Square Footage -45,555 Parcel Size - 7 Acres Amenities - Gallery, Meeting Rooms, Distribution Center
Facility Condition Audit 5 – Year FCI - .24 - Excellent Renewal Costs - $54,459 20 – Year FCI - 11.68 - Fair Renewal Costs – $2,659,599
Las Vegas-Clark County Library District
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CLARK COUNTY LIBRARY (CC) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
CC
Lighting
LED Upgrade -Interior
Original
1994
$
32,500.00
10
2020
$
32,500
CC
Lighting
LED Upgrade -Parking Lot
Original
1994
$
54,500.00
10
2020
$
54,500
CC
HVAC
Actuators
Replaced
2013
$
30,364.00
10
2023
$
37,014
CC
HVAC
DDC Upgrades
Replaced
2013
$
30,364.00
10
2023
$
37,014
CC
Elevators
Elevators (4) - Upgrade Fund
Original
1994
$
200,000.00
30
2024
$
200,000
CC
HVAC
Flat Plate
Original
1994
$
25,000.00
30
2024
$
28,154
CC
Parking Lot
Parking Lot - Replace
Original
1994
$
468,120.00
30
2024
$
527,179
CC
Flooring
Floor Coverings
Replaced
2005
$
350,000.00
20
2025
$
520,082
CC
Roofing
Reroof
Recoated
2017
$
660,000.00
10
2027
$
743,267
CC
HVAC
Air Handler Replace
Original
1994
$
280,000.00
35
2029
$
375,000
CC
Theater
Theater Seating
Original
1994
$
200,000.00
35
2029
$
250,000
CC
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
CC
Lighting
LED - Interior -1st Replacement
Replacement
2020
$
32,500.00
10
2030
$
39,617
CC
Lighting
LED Parking Lot - 1st Replacement
Replacement
2020
$
54,500.00
10
2030
$
66,435
CC
Electrical
UPS
Replaced
2012
$
27,621.00
20
2032
$
41,043
CC
HVAC
Chiller
Replaced
2013
$
270,700.00
20
2033
$
364,327
CC
HVAC
Cooling Tower
Replaced
2013
$
112,000.00
20
2033
$
166,426
CC
HVAC
Actuators
Replaced
2023
$
166,426.11
10
2033
$
45,119
CC
HVAC
DDC Upgrades
Replaced
2023
$
37,013.55
10
2033
$
45,119
CC
Landscaping
Landscaping/Irrigation
Replaced
2013
$
24,000.00
20
2033
$
35,663
CC
Painting
Exterior Paint
Replaced
2018
$
189,600.00
15
2033
$
255,177
CC
Painting
Paint & Wall Cover
Replaced
2018
$
180,000.00
15
2033
$
242,256
CC
Theater
Stage Flooring
Original
2018
$
25,500.00
15
2033
$
34,320
CC
Doors
Exterior Doors - Front
Replaced
2015
$
20,125.00
20
2035
$
29,905
CC
Doors
Exterior Doors - Theater
Replaced
2016
$
48,725.00
20
2036
$
72,403
CC
Fire
Fire Alarm
Replaced
2018
$
175,000.00
20
2038
$
260,041
CC
Electrical
Generator
Replaced
2018
$
165,000.00
20
2038
$
245,181
CC
Theater
Lighting Dimmer
Replaced
2018
$
200,000.00
20
2038
$
$
297,189
Vital Statistics Address: 1401 East Flamingo Rd. Las Vegas, NV 89119. Age: 24 years Year Built - 1994 Square Footage – 120,000 Parcel Size – 6.51 Acres Amenities - Theater (seats 399), Gallery, Meeting Rooms
5,059,559
Facility Condition Audit 5 – Year FCI - .27 Excellent Renewal Costs - $161,027 20 – Year FCI - 8.43 Good Renewal Costs – $5,059,559
Las Vegas-Clark County Library District
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ENTERPRISE LIBRARY (EN) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
ENT
Lighting
LED Upgrade -Interior
Original
1996
$
12,961.00
10
2020
$
12,961
ENT
Lighting
LED Upgrade -Parking Lot
Original
1996
$
12,000.00
10
2020
$
12,000
ENT
Doors
Exterior Doors -(Set of 4)
Original
1996
$
25,000.00
25
2021
$
26,530
ENT
Fire
Fire Alarm
Original
1996
$
48,000.00
25
2021
$
50,938
ENT
Flooring
Floor Coverings
Original
1996
$
131,490.00
25
2021
$
139,538
ENT
HVAC
Chiller $1600/ton
Original
1996
$
150,000.00
25
2021
$
162,365
ENT
HVAC
Cooling Tower
Original
1996
$
75,000.00
25
2021
$
81,182
ENT
HVAC
Actuators
Replaced
2011
$
17,932.85
10
2021
$
21,860
ENT
Landscaping
Landscaping/Irrigation
Original
1996
$
25,000.00
25
2021
$
41,015
ENT
Painting
Exterior Paint
Original
2008
$
41,554.00
15
2023
$
45,879
ENT
Painting
Paint & Wall Cover
Original
2008
$
39,450.00
15
2023
$
43,556
ENT
HVAC
DDC Upgrades
Replaced
2015
$
18,647.00
10
2025
$
22,731
ENT
HVAC
Boiler
Original
1996
$
75,000.00
30
2026
$
87,874
ENT
Parking Lot
Parking Lot Replacement
Original
1996
$
244,800.00
30
2026
$
286,822
ENT
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
ENT
Lighting
LED - Interior -1st Replacement
Replaced
2020
$
244,800.00
10
2030
$
15,799
ENT
Lighting
LED Parking Lot - 1st Replacement
Replaced
2020
$
12,000.00
10
2030
$
14,628
ENT
HVAC
Air Handler Replace
ENT
HVAC
Actuators
ENT
HVAC
ENT
Roofing
Original
1996
$
175,000.00
35
2031
$
226,381
Replaced
2021
$
226,381.16
10
2031
$
26,647
DDC Upgrades
Replaced
2025
$
21,160.00
10
2035
$
23,362
Reroof - Overlay
Replaced
2017
$
63,962.00
20
2037
$
175,000
$
1,531,698
Vital Statistics Address: 25 East Shelbourne Ave. Las Vegas, NV 89123 Age: 22 Years Year Built - 1996 Square Footage – 26,300 Parcel Size – 3.55 Acres Amenities - Gallery, Meeting Rooms
Facility Condition Audit 5 – Year FCI - 4.85 Excellent Renewal Costs - $637,825 20 – Year FCI - 11.65 Fair Renewal Costs – $1,531,698
Las Vegas-Clark County Library District
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LAUGHLIN LIBRARY (LA) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
LA
Doors
Exterior Doors
Original
1994
$
25,000.00
25
2019
$
25,000
LA
Fire
Fire Alarm
Original
1994
$
35,000.00
25
2019
$
35,000
LA
Flooring
Floor Coverings
Original
1994
$
77,805.00
25
2019
$
77,805
LA
Painting
Exterior Paint
Original
1994
$
31,124.00
25
2019
$
31,124
LA
Lighting
LED Upgrade -Interior
Original
1994
$
6,500.00
10
2021
$
6,500
LA
Lighting
LED Upgrade -Parking Lot
Original
1994
$
19,200.00
10
2021
$
19,200
LA
HVAC
Actuators
Replaced
2013
$
13,800.00
10
2023
$
16,822
LA
HVAC
DDC Upgrades
Replaced
2013
$
20,752.00
10
2023
$
25,297
LA
Painting
Paint & Wall Cover
Replaced
2008
$
38,905.00
15
2023
$
42,954
LA
HVAC
Boiler
Original
1994
$
80,000.00
30
2024
$
99,470
LA
Parking Lot
Parking Lot
Original
1994
$
106,520.00
30
2024
$
117,607
LA
Roofing
Reroof
Replaced
2008
$
85,145.00
20
2028
$
126,521
LA
HVAC
Air Handler Replace
Original
1994
$
75,000.00
35
2029
$
84,462
LA
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
LA
HVAC
Chiller
Replaced
2010
$
369,135.00
20
2030
$
548,515
LA
Landscaping
Landscaping/Irrigation
Replaced
2005
$
20,000.00
25
2030
$
25,365
LA
Lighting
LED - Interior -1st Replacement
Replaced
2021
$
369,135.00
10
2031
$
7,923
LA
Lighting
LED Parking Lot - 1st Replacement Replaced
2021
$
20,000.00
10
2031
$
23,405
LA
HVAC
Actuators
Replaced
2023
$
23,404.69
10
2033
$
20,506
LA
HVAC
DDC Upgrades
Replaced
2023
$
20,506.07
10
2033
$
30,836
$
1,378,940
Vital Statistics Address: 2840 South Needles Hwy. Laughlin, NV 89029 Age: 24 Years Year Built - 1994 Square Footage – 15,562 Parcel Size – 1.33 Acres Amenities - Gallery, Meeting Room
Facility Condition Audit 5 – Year FCI – 3.59 Excellent Renewal Costs - $279,702 20 – Year FCI – 17.72 - Fair Renewal Costs - $1,378,940
Las Vegas-Clark County Library District
P a g e | 23
MESQUITE LIBRARY (MQ) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
MQL
Lighting
LED -Interior
Original
2018
$
20,000.00
10
2028
$
MQL
Lighting
LED -Parking Lot
Original
2018
$
2,500.00
10
2028
$
3,047
MQL
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
MQL
Painting
Exterior Paint
Original
2018
$
5,000.00
15
2033
$
6,729
MQL
Flooring
Floor Coverings - Carpet
Original
2018
$
31,365.00
15
2033
$
42,213
MQL
Flooring
Floor Coverings - Rubber
Original
2018
$
27,936.00
15
2033
$
37,598
MQL
Painting
Paint & Wall Cover
Original
2018
$
27,750.00
15
2033
$
37,348
MQL
Doors
Exterior Doors
Original
2018
$
25,000.00
20
2038
$
37,149
MQL
HVAC
Heat Pumps
Original
2018
$
90,000.00
20
2038
$
133,735
MQL
Landscaping
Landscaping/Irrigation
Original
2018
$
18,000.00
20
2038
$
26,747
MQL
Lighting
LED -Interior
Original
2028
$
24,379.89
10
2038
$
29,719
MQL
Lighting
LED -Parking Lot
Original
2028
$
3,047.49
10
2038
$
3,715
MQL
Roofing
Reroof
Original
2018
$
73,150.00
20
2038
$
108,697
$
24,380
505,706
Vital Statistics Address: 160 West First North St. Mesquite, NV 89027 Age: 3 Months Year Built - 2018 Square Footage – 13,313 Parcel Size – 1.63 Acres Amenities - Gallery, Meeting Rooms, Café
Facility Condition Audit 5 – Year FCI – 0.00 - Excellent Renewal Costs - 0 20 – Year FCI – 7.60 - Good Renewal Costs - $505,706
Las Vegas-Clark County Library District
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MESQUITE LIBRARY LEARNING CENTER (MQLC) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
MQLC
Parking Lot
Parking Lot Replacement
Original
1990
$
75,000.00
30
2020
$
78,030
MQLC
Lighting
LED Upgrade -Interior
Original
2014
$
1,950.00
10
2024
$
2,377
MQLC
Painting
Paint & Wall Cover
Replaced
2010
$
6,200.00
15
2025
$
7,558
MQLC
Lighting
LED Upgrade -Parking Lot
Original
2018
$
5,000.00
10
2028
$
6,729
MQLC
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
MQLC
Flooring
Floor Coverings
Replaced
2014
$
13,995.00
15
2029
$
18,835
MQLC
Painting
Exterior Paint
Replaced
2018
$
15,500.00
15
2033
$
18,894
MQLC
HVAC
Heat Pumps
Replaced
2014
$
20,000.00
20
2034
$
27,456
MQLC
Lighting
LED - Interior -1st Replacement
Replaced
2024
$
2,377.04
10
2034
$
3,532
MQLC
Roofing
Reroof
Original
2014
$
15,400.00
20
2034
$
16,022
MQLC
Lighting
LED Parking Lot - 1st Replacement Replaced
2028
$
3,532.16
10
2038
$
9,999
$
204,061
Vital Statistics Address: 121 West First North St. Mesquite, NV 89027 Age: 28 years Year Built - 1990 Square Footage - 5,464 Parcel Size – 1.12 Acres Amenities - Gallery, Meeting Room
Facility Condition Audit 5 – Year FCI - 2.86 Excellent Renewal Costs -$78,030 20 – Year FCI - 7.47 - Good Renewal Costs - $ 204,061
Las Vegas-Clark County Library District
P a g e | 25
MOAPA VALLEY LIBRARY (MV) 20 Year Maintenance Renewal Plan Library
Equipm ent
Description of
Category
Equipm ent
Repair/Replace Last/Projected Status
or Project
Actual or
Repair/Replace Current Estim ated Year
Cost
Life
Next Scheduled
Estim ated Total
Expectancy
Repair/Replace
Cost to Repair
(Years)
Year
or Replace
MOA
Lighting
LED Upgrade -Interior
Original
1997
$
2,600.00
10
2019
$
MOA
Lighting
LED Upgrade -Parking Lot
Original
1997
$
2,400.00
10
2019
$
2,600 2,400
MOA
Parking Lot
Parking Lot Replacement
Original
1997
$
159,200.00
30
2027
$
194,064
MOA
Flooring
Floor Coverings
Replaced
2014
$
19,500.00
15
2029
$
23,770
MOA
Lighting
LED - Interior -1st Replacement
Replaced
2019
$
2,600.00
10
2029
$
3,169
MOA
Lighting
LED Parking Lot - 1st Replacement Replaced
2019
$
19,500.00
10
2029
$
2,926
MOA
Painting
Paint & Wall Cover
Replaced
2014
$
4,825.00
15
2029
$
6,494
MOA
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
MOA
Landscaping
Landscaping/Irrigation
Replaced
2007
$
14,000.00
25
2032
$
22,968
MOA
Painting
Exterior Paint
Replaced
2018
$
10,800.00
15
2033
$
14,535
MOA
HVAC
HVAC
Replaced
2015
$
22,000.00
20
2035
$
32,691
MOA
Roof
Reroof
Replaced
2012
$
9,000.00
25
2037
$
14,765
$
335,011
Vital Statistics Address: 350 North Moapa Blvd. Overton, NV 89040 Age: 31 Years Year Built - 1987 Square Footage - 4,700 Parcel Size - .99 Acres Amenities – None
Facility Condition Audit 5 – Year FCI - .21 - Excellent Renewal Costs -$5,000 20 – Year FCI - 14.26- Fair Renewal Costs – $335,011
Las Vegas-Clark County Library District
P a g e | 26
MOUNT CHARLESTON LIBRARY (MC) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
MTC
Parking Lot
Parking Lot Replacement
Original
1987
$
50,000.00
35
2022
$
55,204
MTC
Concrete
Walk ways
Replaced
2013
$
35,245.00
15
2028
$
47,435
MTC
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
MTC
Painting
Exterior Paint
Replaced
2015
$
7,400.00
15
2030
$
9,959
MTC
Flooring
Floor Coverings
Replaced
2016
$
18,395.00
15
2031
$
24,757
MTC
Painting
Paint & Wall Cover
Replaced
2016
$
7,350.00
15
2031
$
9,892
MTC
HVAC
Gas Pack
Replaced
2005
$
18,000.00
30
2035
$
32,605
$
194,480
Vital Statistics Address: 75 Ski Chalet Place Las Vegas, NV 89124 Age: 31 Years Year Built - 1987 Square Footage - 2,800 Parcel Size – 3.59 Acres Amenities - Meeting Room
Facility Condition Audit 5 – Year FCI – 3.94 - Excellent Renewal Costs - $ 55,204 20 – Year FCI – 13.89 - Fair Renewal Costs – $194,480
Las Vegas-Clark County Library District
P a g e | 27
RAINBOW LIBRARY (RB) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Category
Equipment
Status
or Project
Last/Projected
Actual or
Repair/Replace Current Estimated Year
Cost
Life
Next Scheduled
Estimated Total
Expectancy
Repair/Replace
Cost to Repair
(Years)
Year
or Replace
RB
Fire
Fire Alarm
Original
1994
$
55,000.00
25
2019
$
56,100
RB
HVAC
Chiller
Original
1994
$
425,000.00
25
2019
$
425,000
RB
Landscaping
Landscaping/Irrigation
Original
1994
$
25,000.00
25
2019
$
25,000
RB
Lighting
LED Upgrade -Interior
Original
1994
$
10,400.00
10
2021
$
10,400
RB
Lighting
LED Upgrade -Parking Lot
Original
1994
$
20,000.00
10
2021
$
20,000
RB
HVAC
Actuators
Replaced
2012
$
24,261.00
10
2022
$
29,574
RB
Flooring
Floor Coverings
Replaced
2009
$
133,965.00
15
2024
$
166,569
RB
HVAC
Boiler
Original
1994
$
115,000.00
30
2024
$
129,509
RB
Parking Lot
Parking Lot Replacement
Original
1994
$
468,000.00
30
2024
$
629,866
RB
HVAC
DDC Upgrades
Replaced
2015
$
20,129.00
10
2025
$
24,537
RB
Painting
Exterior Paint
Replacement
2010
$
24,000.00
15
2025
$
32,301
RB
Doors
Exterior Doors
Replaced
2009
$
20,000.00
20
2029
$
24,867
RB
HVAC
Air Handler Replace
Original
1994
$
300,000.00
35
2029
$
337,849
RB
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
RB
Lighting
LED - Interior -1st Replacement
Replacement
2021
$
10,400.00
10
2031
$
12,678
RB
Lighting
LED Parking Lot - 1st Replacement Replacement
2021
$
20,000.00
10
2031
$
24,380
RB
HVAC
Actuators
Replaced
2023
$
29,574.02
10
2033
$
30,166
RB
Painting
Paint & Wall Cover
Replacement
2018
$
80,400.00
15
2033
$
90,543
RB
HVAC
DDC Upgrades
Replaced
2025
$
24,537.14
10
2035
$
29,911
$
2,113,877
Vital Statistics Address: 3150 North Buffalo Dr. Las Vegas, NV 89128 Age: 24 years Year Built - 1994 Square Footage - 26,800 Parcel Size – 7.11 Acres Amenities - Gallery, Meeting Rooms, Outdoor Amphitheater (Capacity 900)
Facility Condition Audit 5 – Year FCI – 4.22 Excellent Renewal Costs - $566,074 20 – Year FCI – 15.78 - Fair Renewal Costs - $2,113,877
Las Vegas-Clark County Library District
P a g e | 28
SAHARA WEST LIBRARY (SW) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
SAH
Lighting
LED Upgrade -Interior
Original
1995
$
39,000.00
10
2019
$
39,000
SAH
Lighting
LED Upgrade -Parking Lot
Original
1995
$
28,000.00
10
2019
$
28,000 172,303
SAH
HVAC
Cooling Tower
Original
1995
$
150,000.00
25
2020
$
SAH
Doors
Exterior Doors
Original
1995
$
75,000.00
25
2020
$
78,030
SAH
Painting
Exterior Paint
Original
1995
$
192,276.00
25
2020
$
200,044
SAH
Fire
Fire Alarm - Devices
Original
1995
$
160,000.00
25
2020
$
166,464
SAH
Flooring
Floor Coverings
Original
1995
$
342,720.00
25
2020
$
378,391 176,653
SAH
Electrical
Generator
Original
1995
$
160,000.00
25
2020
$
SAH
Landscaping
Landscaping/Irrigation
Original
1995
$
50,000.00
25
2020
$
57,434
SAH
Painting
Paint & Wall Cover
Original
1995
$
305,000.00
25
2020
$
305,000
SAH
Roofing
Reroof
Original
1995
$
359,975.00
25
2020
$
374,518
SAH
Painting
STUCCO REPAIR
Original
1995
$
120,000.00
25
2020
$
124,848
SAH
HVAC
Actuators
Replaced
2015
$
17,157.00
10
2025
$
20,914
SMR
HVAC
DDC Software
Replaced
2015
$
19,173.00
10
2025
$
23,372
SAH
Elevators
Elevators - Refresh
Original
1995
$
150,000.00
30
2025
$
150,000
SAH
HVAC
Flat Plate
Original
1995
$
24,000.00
30
2025
$
24,970
SAH
Parking Lot
Parking lot Replacement
Original
1995
$
454,400.00
30
2025
$
521,963
SAH
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
SAH
Lighting
LED - Interior -1st Replacement
Replaced
2019
$
454,400.00
10
2029
$
47,541
SAH
Lighting
LED Parking Lot - 1st Replacement Replaced
2019
$
12,000.00
10
2029
$
29,131
SAH
HVAC
Air Handler Replace
Original
1995
$
200,000.00
35
2030
$
253,648
SAH
HVAC
Actuators
Replaced
2025
$
253,648.36
10
2035
$
25,494
SAH
HVAC
Boiler
Replaced
2005
$
75,000.00
30
2035
$
105,018
SMR
HVAC
DDC Software
Replaced
2025
$
105,018.11
10
2035
$
28,490
SAH
Concrete
Concrete cladding
Replaced
2016
$
47,262.00
20
2036
$
70,229
SAH
HVAC
Chiller
Replaced
2018
$
320,000.00
20
2038
$
475,503
$
3,891,586
Vital Statistics Address: 9600 West Sahara Ave. Las Vegas, NV 89117 Age: 21 Years Year Built - 1997 Square Footage -122,000 Parcel Size – 8.6 Acres Amenities Galleries, Meeting Room
Facility Condition Audit 5 – Year FCI – 3.44 Excellent Renewal Costs - $ 2,100,685 20 – Year FCI – 6.38 - Good Renewal Costs -$ 3,891,586
Las Vegas-Clark County Library District
P a g e | 29
SPRING VALLEY LIBRARY (SV) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Category
Equipment
Status
or Project
Last/Projected
Actual or
Repair/Replace Current Estimated Year
Cost
Life
Next Scheduled
Estimated Total
Expectancy
Repair/Replace
Cost to Repair
(Years)
Year
or Replace
SV
Fire
Fire Alarm - Devices
Replaced
2000
$
25,000.00
20
2020
$
26,010
SV
Landscaping
Landscaping/Irrigation
Original
1995
$
25,000.00
25
2020
$
26,010
SV
Roofing
Reroof
Replaced
2000
$
133,980.00
20
2020
$
139,393
SV
Lighting
LED Upgrade -Interior
Original
1995
$
11,778.00
10
2021
$
11,778
SV
Lighting
LED Upgrade -Parking Lot
Original
1995
$
16,800.00
10
2021
$
16,800
SV
Parking Lot
Parking Lot Replacement
Original
1988
$
215,240.00
35
2023
$
223,936
SV
Flooring
Floor Coverings
Replaced
2009
$
43,200.00
15
2024
$
48,650
SV
Painting
Paint & Wall Cover
Replaced
2009
$
45,000.00
15
2024
$
50,677
SV
HVAC
Gas Packs
Replaced
2005
$
50,000.00
20
2025
$
57,434
SV
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
SV
Doors
Exterior Doors
Replaced
2009
$
18,000.00
20
2029
$
22,381
SV
Painting
Exterior Paint
Replaced
2015
$
21,220.00
15
2030
$
26,912
SV
Lighting
LED - Interior -1st Replacement
Replaced
2021
$
18,000.00
10
2031
$
14,357
SV
Lighting
LED Parking Lot - 1st Replacement Replaced
2021
$
21,220.00
10
2031
$
20,479
SV
HVAC
Gas Packs
Replaced
2014
$
65,000.00
20
2034
$
89,231
SV
Flooring
Floor Coverings
Replaced
2018
$
175,000.00
20
2038
$
$
260,041
1,048,717
Vital Statistics Address: 4280 South Jones Blvd. Las Vegas, NV 89103 Age: 30 Years Year Built - 1988 Square Footage - 25,645 Parcel Size – 1.93 Acres Amenities - Gallery, Meeting Room
Facility Condition Audit 5 – Year FCI – 3.33 -Excellent Renewal Costs - $ 443,927 20 – Year FCI – 8.18 - Good Renewal Costs -$1,048,717
Las Vegas-Clark County Library District
P a g e | 30
SUMMERLIN LIBRARY (SM) 20 Year Maintenance Renewal Plan Library
Equipm ent
Description of
Category
Equipm ent
Repair/Replace Last/Projected Status
or Project
Actual or
Repair/Replace Current Estim ated Year
Cost
Life
Next Scheduled
Estim ated Total
Expectancy
Repair/Replace
Cost to Repair
(Years)
Year
or Replace
SMR
Landscaping
Landscaping/Irrigation
Original
1993
$
25,000.00
25
2019
$
25,500
SMR
Lighting
LED Upgrade -Interior
Original
1993
$
12,675.00
10
2019
$
12,675
SMR
Lighting
LED Upgrade -Parking Lot
Original
1993
$
20,000.00
10
2019
$
20,000
SMR
Electrical
Generator
Original
1993
$
125,000.00
27
2020
$
130,050
SMR
Parking Lot
Parking Lot Replacement
Original
1993
$
339,750.00
30
2023
$
375,111
SMR
Paining
Paint & Wall Cover
Replacement
2009
$
60,247.00
15
2024
$
60,247
SMR
HVAC
DDC Softw are
Replaced
2015
$
20,752.00
10
2025
$
25,297
SMR
Fire
Fire Alarm
Replaced
2006
$
45,000.00
20
2026
$
66,868
SMR
HVAC
Actuators
Replaced
2017
$
8,800.00
10
2027
$
10,727
SMR
HVAC
Chiller
Replaced
2007
$
439,000.00
20
2027
$
652,331
SMR
HVAC
Air Handler Replace
Original
1993
$
300,000.00
35
2028
$
365,698
SMR
Theater
Theater Seating
Original
1993
$
177,500.00
35
2028
$
177,500
SMR
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
SMR
Flooring
Floor Coverings - Rubber
Replaced
2009
$
40,104.00
20
2029
$
59,592
SMR
Lighting
LED - Interior -1st Replacement
Replaced
2019
$
12,000.00
10
2029
$
15,451
SMR
Lighting
LED Parking Lot - 1st Replacement Replaced
2019
$
40,104.00
10
2029
$
24,380
SMR
Painting
Exterior Paint
Replacement
2016
$
80,213.00
15
2031
$
107,956
SMR
Theater
Stage Flooring
Original
2017
$
25,500.00
15
2032
$
34,320
SMR
Doors
Exterior Doors
Replaced
2014
$
50,000.00
20
2034
$
74,297
SMR
HVAC
DDC Softw are
Replaced
2025
$
74,297.37
10
2035
$
30,836
SMR
Flooring
Floor Coverings - Carpet
Replaced
2015
$
152,100.00
20
2035
$
226,013
SMR
Roofing
Reroof
Replaced
2016
$
216,000.00
20
2036
$
308,501
SMR
HVAC
Actuators
Replaced
2027
$
8,800.00
10
2037
$
13,076
SMR
HVAC
Boiler
Replaced
2007
$
65,000.00
30
2037
$
79,235
SMR
Theater
Lighting Dimmer
Replaced
2018
$
36,000.00
20
2038
$
53,494
$
2,963,783
Vital Statistics Address: 1771 Inner Circle Dr. Las Vegas, NV 89134 Age: 25 Years Year Built - 1993 Square Footage - 40,165 Parcel Size - 4.5 Acres Amenities - Theater (seats 291), Gallery, Meeting Rooms
Facility Condition Audit 5 – Year FCI – 2.81 -Excellent Renewal Costs - $ 563,336 20 – Year FCI – 14.76 - Fair Renewal Costs - $ 2,963,743
Las Vegas-Clark County Library District
P a g e | 31
SUNRISE LIBRARY (SU) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
SU
Construction
Replace Lattice Walkway
Original
1987
$
150,000.00
35
2022
$
150,000
SU
Landscaping
Landscaping/Irrigation
Replaced
1997
$
25,000.00
25
2022
$
27,061
SU
Lighting
LED Upgrade -Interior
Original
1997
$
11,778.00
10
2022
$
11,778
SU
Lighting
LED Upgrade -Parking Lot
Original
1997
$
11,778.00
10
2022
$
14,357
SU
HVAC
DDC Upgrades
Replaced
2013
$
20,752.00
10
2023
$
25,297
SU
Door
Exterior Doors
Replaced
2001
$
14,000.00
25
2026
$
22,968
SU
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
SU
Painting
Exterior Paint
Replaced
2015
$
21,000.00
15
2030
$
28,263
SU
Painting
Paint & Wall Cover
Replaced
2015
$
52,500.00
15
2030
$
70,658
SU
Lighting
LED - Interior -1st Replacement
Replaced
2022
$
20,000.00
10
2032
$
20,000
SU
Lighting
LED Parking Lot - 1st Replacement Replaced
2022
$
20,000.00
10
2032
$
24,380
SU
HVAC
DDC Upgrades
Replaced
2023
$
24,379.89
10
2033
$
30,836
SU
Fire
Fire Alarm
Original
2014
$
35,000.00
20
2034
$
52,008
SU
Flooring
Floor Coverings
Replaced
2014
$
114,975.00
20
2034
$
170,847
SU
HVAC
Heat Pumps/Air Handler
Replaced
2017
$
120,000.00
20
2037
$
$
178,314
841,395
Vital Statistics Address: 5400 Harris St. Las Vegas, NV 89110 Age: 31 Years Year Built - 1987 Square Footage - 23,000 Parcel Size – 2.41 Acres Amenities - None
Facility Condition Audit 5 – Year FCI – 1.99 -Excellent Renewal Costs - $228,493 20 – Year FCI – 7.32 -Good Renewal Costs - $841,395
Las Vegas-Clark County Library District
P a g e | 32
WEST CHARLESTON LIBRARY (WC) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
WC
Lighting
LED Upgrade -Interior
Original
1993
$
15,600.00
10
2021
$
WC
Lighting
LED Upgrade -Parking Lot
Original
1993
$
20,000.00
10
2021
$
20,000
WC
HVAC
Boiler
Original
1993
$
130,000.00
30
2023
$
143,531
WC
HVAC
Chiller
Original
1993
$
140,000.00
30
2023
$
154,571
WC
HVAC
Cooling Tower
Original
1993
$
70,000.00
30
2023
$
77,286
WC
Landscaping
Landscaping/Irrigation
Original
1993
$
25,000.00
30
2023
$
27,602
WC
Parking Lot
Parking Lot Replacement
Replaced
1993
$
172,400.00
30
2023
$
194,150
WC
Flooring
Floor Coverings
Replaced
2009
$
160,875.00
15
2024
$
181,171
WC
Flooring
Floor Coverings
Replaced
2009
$
27,000.00
15
2024
$
30,406
WC
Painting
Paint & Wall Cover
Replaced
2009
$
97,250.00
15
2024
$
109,519
WC
HVAC
Actuators
Replaced
2015
$
20,000.00
10
2025
$
20,000
WC
HVAC
DDC Software
Replaced
2015
$
16,543.00
10
2025
$
20,166
WC
Doors
Exterior Doors
Replaced
2005
$
27,000.00
20
2025
$
31,015
WC
Paining
Exterior Paint
Replaced
2010
$
28,500.00
15
2025
$
33,392
WC
HVAC
Air Handler Replace
Original
1993
$
300,000.00
35
2028
$
365,698
WC
Theater
Theater Seating(276)
Original
1993
$
172,500.00
35
2028
$
172,500
WC
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
WC
HVAC
Actuators
Replaced
2025
$
20,000.00
5
2030
$
22,082
WC
Roofing
Reroof
Replaced
2010
$
128,627.00
20
2030
$
191,133
WC
Lighting
LED - Interior -1st Replacement
Replaced
2021
$
15,600.00
10
2031
$
19,016
WC
Lighting
LED Parking Lot - 1st Replacement Replaced
2021
$
20,000.00
10
2031
$
24,380
WC
Theater
Lighting Dimmer
Replaced
2013
$
21,000.00
20
2033
$
28,263
WC
Fire
Fire Alarm
Replaced
2014
$
85,210.00
20
2034
$
126,618
WC
HVAC
DDC Software
Replaced
2025
$
20,165.82
10
2035
$
$
15,600
24,582
2,047,309
Vital Statistics Address: 6301 West Charleston Blvd. Las Vegas, NV 89146 Age: 25 Years Year Built - 1993 Square Footage - 38,900 Parcel Size – 4 Acres Amenities - Lecture Hall (seats 276), Gallery, Meeting Rooms
Facility Condition Audit 5 – Year FCI – 3.25 - Good Renewal Costs - $ 632,740 20 – Year FCI – 10.53 - Fair Renewal Costs – $2,047,309
Las Vegas-Clark County Library District
P a g e | 33
WEST LAS VEGAS LIBRARY (WV) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
WV
Doors
Exterior Doors
Original
1994
$
30,000.00
25
2019
$
35,150
WV
Fire
Fire Pump
Original
1994
$
100,000.00
25
2019
$
100,000
WV
Landscaping
Landscaping/Irrigation
Original
1994
$
25,000.00
25
2019
$
25,500
WV
Flooring
Floor Coverings
Replaced
2005
$
73,395.00
15
2020
$
76,360
WV
HVAC
Gas Packs - YPL
Replaced
2000
$
25,000.00
20
2020
$
26,010
WV
HVAC
Gas Packs
Replaced
2000
$
60,000.00
20
2020
$
62,424
WV
Lighting
LED Upgrade -Interior
Original
1994
$
12,675.00
10
2020
$
12,675
WV
Lighting
LED Upgrade -Parking Lot
Original
1994
$
20,000.00
10
2020
$
20,000
WV
Painting
Exterior Paint
Replaced
2005
$
29,362.00
15
2020
$
39,517
WV
Painting
Paint & Wall Cover (Library)
Replaced
2008
$
36,702.50
15
2023
$
40,523
WV
Parking Lot
Parking Lot Replacements
Original
1994
$
137,531.25
30
2024
$
151,846
WV
HVAC
DDC Software
Replaced
2015
$
20,752.00
10
2025
$
25,297
WV
Fire
Fire Alarm -Devices
Replaced
2006
$
40,000.00
20
2026
$
40,800
WV
Theater
Stage Flooring
Original
2012
$
17,500.00
15
2027
$
23,553
WV
HVAC
Gas Packs (Theater)
Replaced
2008
$
150,000.00
20
2028
$
182,849
WV
Theater
Theater Seating
Original
1994
$
186,250.00
35
2029
$
186,250
WV
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
WV
Flooring
Floor Coverings (Theater)
Replaced
2015
$
79,500.00
15
2030
$
100,825
WV
Lighting
LED - Interior -1st Replacement
Replaced
2020
$
12,675.00
10
2030
$
15,451
WV
Lighting
LED Parking Lot - 1st Replacement Replaced
2020
$
20,000.00
10
2030
$
24,380
WV
Painting
Paint/Wall Cover (Theater)
Replaced
2015
$
26,650.00
15
2030
$
33,799
WV
Roofing
Reroof
Replaced
2013
$
118,000.00
20
2033
$
175,342
WV
HVAC
DDC Software
Replaced
2025
$
25,296.57
10
2035
$
30,836
WV
Theater
Dimmer Rack
Replaced
2015
$
35,000.00
20
2035
$
$
52,008
1,496,022
Vital Statistics Address: 951 West Lake Mead Blvd. Las Vegas, NV 89106 Age: 29 Years Year Built - 1989 Square Footage - 30,693 Parcel Size - 2 Acres Amenities - Theater (seats 298), Gallery, Meeting Room
Facility Condition Audit 5 – Year FCI - .63 - Excellent Renewal Costs -$97,146 20 – Year FCI – 9.75 - Good Renewal Costs - $1,496,022
Las Vegas-Clark County Library District
P a g e | 34
WHITNEY LIBRARY (WH) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
WH
Landscaping
Landscaping/Irrigation
Original
1994
$
25,000.00
25
2019
$
25,500
WH
Theater
Stage Flooring
Original
1994
$
17,500.00
25
2019
$
28,711
WH
Lighting
LED Upgrade -Interior
Original
1994
$
6,136.00
10
2022
$
6,136
WH
Lighting
LED Upgrade -Parking Lot
Original
1994
$
36,800.00
10
2022
$
36,800
WH
Parking Lot
Parking Lot Replacement
Original
1994
$
219,937.50
30
2024
$
247,685
WH
HVAC
DDC Upgrades
Replaced
2015
$
15,340.00
10
2025
$
18,699
WH
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
WH
Theater
Theater Seating
Original
1994
$
123,750.00
35
2029
$
123,750
WH
Painting
Exterior Paint
Replaced
2015
$
55,000.00
15
2030
$
74,023
WH
Painting
Paint & Wall Cover
Replaced
2015
$
30,000.00
15
2030
$
40,376
WH
Roofing
Reroof
Replaced
2010
$
97,800.00
20
2030
$
145,326
WH
Lighting
LED - Interior -1st Replacement
Replaced
2022
$
6,136.00
10
2032
$
7,480
WH
Lighting
LED Parking Lot - 1st Replacement Replaced
2022
$
36,800.00
10
2032
$
44,859
WH
HVAC
DDC Upgrades
Replaced
2023
$
18,699.37
10
2033
$
19,455
WH
Fire
Fire Alarm
Replaced
2017
$
26,000.00
20
2037
$
38,635
WH
Flooring
Floor Coverings
Replaced
2017
$
131,675.00
20
2037
$
195,662
WH
HVAC
Chiller
Replaced
2018
$
340,000.00
20
2038
$
505,222
$
1,572,946
Vital Statistics Address: 5175 East Tropicana Ave. Las Vegas, NV 89122 Age: 24 Years Year Built - 1994 Square Footage - 24,600 Parcel Size – 3.08 Acres Amenities – Theater (seats 298), Gallery, Meeting Room
Facility Condition Audit 5 – Year FCI - 1.58 - Excellent Renewal Costs - $194,031 20 – Year FCI – 12.79 - Fair Renewal Costs – $1,572,946
Las Vegas-Clark County Library District
P a g e | 35
Windmill Library and Service Center (WM) 20 Year Maintenance Renewal Plan Library
Equipment
Description of
Repair/Replace
Last/Projected
Actual or
Life
Next Scheduled
Estimated Total
Category
Equipment
Status
Repair/Replace
Current Estimated
Expectancy
Repair/Replace
Cost to Repair
Year
Cost
(Years)
Year
or Project
or Replace
WM
HVAC
DDC Upgrades
Original
2011
$
30,364.00
10
2021
$
33,524
WM
HVAC
DDC Upgrades
Original
2011
$
37,013.55
10
2021
$
45,119
WM
Lighting
LED Upgrade -Interior
Original
2011
$
52,000.00
10
2021
$
52,000
WM
Lighting
LED Upgrade -Parking Lot
Original
2011
$
52,000.00
10
2021
$
63,388
WM
Flooring
Floor Coverings - Carpet
Original
2011
$
380,000.00
15
2026
$
445,231
WM
Flooring
Floor Coverings - Rubber Tile
Original
2011
$
227,376.00
15
2026
$
266,407
WM
Painting
Exterior Paint
Original
2011
$
144,000.00
15
2026
$
193,805
WM
Painting
Paint & Wall Cover
Original
2011
$
150,000.00
15
2026
$
201,880
WM
Security
Access Upgrade
Replaced
2019
$
12,000.00
10
2029
$
14,628
WM
Fire
Fire Alarm
Original
2011
$
175,000.00
20
2031
$
260,041
WM
Electrical
UPS
Original
2011
$
27,500.00
20
2031
$
35,574
WM
Electrical
photovoltaic
Original
2011
$
20,000.00
20
2031
$
25,872
WM
Fuel
Pumps
Original
2011
$
16,000.00
20
2031
$
20,698
WM
HVAC
Computer room AC
Original
2011
$
100,000.00
20
2031
$
129,361
WM
HVAC
Cooling Tower
Original
2011
$
218,000.00
20
2031
$
282,006
WM
Lighting
LED - Interior -1st Replacement
Replaced
2021
$
84,000.00
10
2031
$
84,000
WM
Lighting
LED Parking Lot - 1st Replacement Replaced
2021
$
84,000.00
10
2031
$
102,396
WM
Lighting
Dimmer - Theater
Original
2011
$
36,000.00
20
2031
$
44,761
WM
Roofing
Reroof
Original
2011
$
660,000.00
20
2031
$
853,780
WM
Doors
Exterior Doors - Library
Original
2012
$
24,795.00
20
2032
$
36,844
WM
Electrical
Generator
Original
2011
$
165,000.00
25
2036
$
270,700 297,075
WM
HVAC
Chiller Compressors
Original
2016
$
208,000.00
20
2036
$
WM
Landscaping
Landscaping/Irrigation
Original
2011
$
50,000.00
25
2036
$
50,000
WM
Parking Lot
Parking Lot - Replace Prev. Con.
Original
2011
$
406,229.50
25
2036
$
603,636
$
4,412,726
Vital Statistics Address: 7060 W. Windmill Lane Las Vegas, NV 89113 Age: 7 Years Year Built - 2011 Square Footage - 142,149 Parcel Size - 15 Acres Amenities - Auditorium (seats 300), Gallery, Meeting Rooms
Facility Condition Audit 5 – Year FCI - .62 - Excellent Renewal Costs - $438,158 20 – Year FCI – 6.21 - Good Renewal Costs – $4,412,726
Las Vegas-Clark County Library District
P a g e | 36
CAPITAL RENEWALS COMPLETED WITHIN THE PAST 5 YEARS
Capital Renewals Completed Within the Past 5 Years $4,136,525
Las Vegas-Clark County Library District
P a g e | 37
CAPITAL RENEWALS COMPLETED WITHIN THE PAST 5 YEARS Capital Renewals Completed From 2014 – 2018 Library Equipment Category
Description of Equipment or Project
Repair/Replace Last/Projected Actual or Status Repair/Replace Current Estimated Year Cost
CC
Doors
Exterior Doors - Front
Replaced
2015
$
20,125.00
CC
Doors
Exterior Doors - Theater
Replaced
2016
$
48,725.00
CC
Fire
Fire Alarm *
Replaced
2018
$
175,000.00
CC
Electrical
Generator *
Replaced
2018
$
165,000.00
CC
Theater
Lighting Dimmer
Replaced
2018
$
200,000.00
CC
Painting
Exterior Paint *
Replaced
2018
$
189,600.00
CC
Painting
Paint & Wall Cover *
Replaced
2018
$
180,000.00
CC
Roofing
Reroof
Recoated
2017
$
100,000.00
CC
Theater
Stage Flooring
Replaced
2018
$
25,500.00
EN
HVAC
DDC Upgrades
Replaced
2015
$
18,647.00
EN
Roofing
Reroof - Overlay
Replaced
2017
$
63,962.00
MC
Flooring
Floor Coverings
Replaced
2016
$
18,395.00
MC
Painting
Exterior Paint
Replaced
2015
$
7,400.00
MC
Painting
Paint & Wall Cover
Replaced
2016
$
7,350.00
MQLC
Flooring
Floor Coverings
Replaced
2014
$
13,995.00
MQLC
HVAC
Heat Pumps
Replaced
2014
$
20,000.00
MQLC
Lighting
LED Upgrade -Interior
Replaced
2014
$
1,950.00
MQLC
Lighting
LED Upgrade -Parking Lot
Replaced
2018
$
5,000.00
MQLC
Painting
Exterior Paint
Replaced
2018
$
15,500.00
MQLC
Roofing
Reroof
Original
2014
$
15,400.00
MV
Flooring
Floor Coverings
Replaced
2014
$
19,500.00
MV
HVAC
HVAC
Replaced
2015
$
22,000.00
MV
Painting
Exterior Paint
Replaced
2018
$
10,800.00
MV
Painting
Paint & Wall Cover
Replaced
2014
$
4,825.00
RB
HVAC
DDC Upgrades
Replaced
2015
$
20,129.00
RB
Painting
Paint & Wall Cover *
Replaced
2018
$
80,400.00
SM
Doors
Exterior Doors
Replaced
2014
$
50,000.00 152,100.00
SM
Flooring
Floor Coverings - Carpet
Replaced
2015
$
SM
HVAC
Actuators
Replaced
2017
$
8,800.00
SM
HVAC
DDC Softw are
Replaced
2015
$
20,752.00
SM
Theater
Lighting Dimmer *
Replaced
2018
$
36,000.00
SM
Painting
Exterior Paint
Replaced
2016
$
80,213.00
Replaced
2016
$
216,000.00
Original
2017
$
25,500.00
SM
Roofing
Reroof
SM
Theater
Stage Flooring
* Scheduled for completion during the 2018/19 fiscal year
Las Vegas-Clark County Library District
P a g e | 38
CAPITAL RENEWALS COMPLETED WITHIN THE PAST 5 YEARS Capital Renewals Completed From 2014 – 2018 Library Equipment Category
Description of Equipment or Project
Continued
Repair/Replace Last/Projected Actual or Status Repair/Replace Current Estimated Year Cost
SU
Fire
Fire Alarm
Original
2014
$
35,000.00
SU
Flooring
Floor Coverings
Replaced
2014
$
114,975.00
SU
HVAC
Heat Pumps/Air Handler
Replaced
2017
$
120,000.00
SU
Painting
Exterior Paint
Replaced
2015
$
21,000.00
SU
Painting
Paint & Wall Cover
Replaced
2015
$
52,500.00
SV
Flooring
Floor Coverings *
Replaced
2018
$
175,000.00
SV
HVAC
Gas Packs
Replaced
2014
$
65,000.00
SV
Painting
Exterior Paint
Replaced
2015
$
21,220.00
SW
Concrete
Concrete cladding
Replaced
2016
$
47,262.00
SW
HVAC
Actuators
Replaced
2015
$
17,157.00
SW
HVAC
DDC Softw are
Replaced
2015
$
19,173.00
SW
HVAC
Chiller *
Replaced
2018
$
320,000.00
WC
Fire
Fire Alarm
Replaced
2014
$
85,210.00
WC
HVAC
Actuators
Replaced
2015
$
20,000.00
WC
HVAC
DDC Softw are
Replaced
2015
$
16,543.00
WH
Fire
Fire Alarm
Replaced
2017
$
26,000.00
WH
Flooring
Floor Coverings
Replaced
2017
$
131,675.00
WH
HVAC
Chiller
Replaced
2018
$
340,000.00
WH
HVAC
DDC Upgrades
Replaced
2015
$
15,340.00
WH
Painting
Exterior Paint
Replaced
2015
$
55,000.00
WH
Painting
Paint & Wall Cover
Replaced
2015
$
30,000.00
WM
HVAC
Chiller Compressors
Replaced
2016
$
208,000.00
WV
Flooring
Floor Coverings (Theater)
Replaced
2015
$
79,500.00
WV
HVAC
DDC Softw are
Replaced
2015
$
20,752.00
WV
Painting
Paint/Wall Cover (Theater)
Replaced
2015
$
26,650.00
WV
Theater
Dimmer Rack
Replaced
2015
$
35,000.00
$
4,136,525.00
* Scheduled for completion during the 2018/19 fiscal year
Las Vegas-Clark County Library District
P a g e | 39
BIBLIOGRAPHY Bibliography “Asset Lifecycle Model for Total Cost of Ownership Management Framework, Glossary & Definitions.” International Facility Management Association (IFMA), 2009, pp. 1–28. Albrice, David. “Facility Condition Index (FCI).” Culture of the Organization, www.assetinsights.net/Glossary/G_Facility_Condition_Index.html “Best Practices for Maintenance and Capital Planning.” Maintenance and Capital Planning Best Practices , 2011, www.massschoolbuildings.org. Brooks, Robert G. “History of the Facility Condition Index.” Facilities Manager, 2004, pp. 41–43. Hemmerdinger, Robert. “Predictive Maintenance Strategy for Building Operations: A Better Approach.” FMMmagazine, 2014, pp. 2. “Leading Techniques for Energy Savings in Commercial Office Buildings.” Schneider-Electric.com, 2006, pp. 1–14, Schoen, Lawrence J. “Preventive Maintenance Guidebook.” Building Owners and Managers Association (BOMA) I, 2010, pp. 1–80,
Las Vegas-Clark County Library District
P a g e | 40
Financial Analysis
04
By Applied Analysis
LVCCLD Facilities Master Plan Framework
339
Financial Analysis Executive Summary
Table of Contents Executive Summary: Financial Analysis ................................................................................................................................. 1 Detailed Results and Methodology .......................................................................................................................................... 3 Revenues ...................................................................................................................................................................................................................................................................... 3 Expenditures ................................................................................................................................................................................................................................................................. 5 Capital Fund.................................................................................................................................................................................................................................................................. 6 Alternative Funding Strategies ...................................................................................................................................................................................................................................... 8 Bonding Strategies ................................................................................................................................................................................................................................................... 8 Incremental Tax Revenues from Existing Sources ................................................................................................................................................................................................. 10 Incremental Tax Revenues Sourced to the Implementation of New Taxes ............................................................................................................................................................ 11 Appendix – Detailed Financial Tables by Year...................................................................................................................... 15 General Fund Revenue, Expenditure and Capital Fund Availability – Historical/Current Budget ............................................................................................................................... 15 General Fund Revenue, Expenditure and Capital Fund Availability – Base (Medium) Scenario ................................................................................................................................ 16 General Fund Revenue, Expenditure and Capital Fund Availability – High Scenario ................................................................................................................................................. 18 General Fund Revenue, Expenditure and Capital Fund Availability – Low Scenario .................................................................................................................................................. 20 General Fund Revenue, Expenditure and Capital Fund Availability – Finance Department Provided Scenario ......................................................................................................... 22 General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Medium Term Bond ........................................................................................................ 24 General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Long Term Bond ............................................................................................................. 27
Executive Summary: Financial Analysis An assessment of the Las Vegas-Clark County Library District’s (the “Library District” or the “District”) capital fund availability is a vital and necessary step for any master planning. In order to estimate available funding, an analysis of revenues, expenditures and recurring capital costs was conducted. A scenario-based approach to the analysis was employed details are provided in later sections of this section. As part of this evaluation, in the anticipated base-case scenario, it was determined that there would be approximately $34.5 million available by the fiscal year 2023, growing to approximately $138.8 million by FY 2034.1 Furthermore, an evaluation of alternative sources of funding for the capital fund was also undertaken. Key areas of focus include potential bond financing, tax rate increase from existing public sources of revenue and the possibility of the implementation of new taxes in support of the District’s facilities master plan. Both tax increases and new taxes were ranked as remote possibilities given an expectation of limited support and technical hurdles that would be challenging to overcome. However, the possibility of bond financing may be a viable option, potentially allowing the District to access capital sooner, provide expanded services to the community quicker, potentially limit construction cost escalation exposure, and fulfill the needs of potentially larger, more capital-intensive projects. Financing infrastructure through borrowings would be done at the expense of less additional revenue available to the capital fund throughout the period (and beyond, in the case of the long-term bond which extends $4.0 million payments through FY 2034). In summary, the District could potentially generate $68.0 million by issuing a long-term bond (20 years) or $47.5 million by taking a short-term bond (10 years) in FY 2020. Notably, a financing transaction would come at the expense of future available cash flows. By the end of the projection period, the capital fund balance (without accounting for expenditures that are part of the master plan) would be $130.6 million for the long-term bond option and $131.1 million for the medium-term bond scenario, both are less than the $138.8 million available to pay-as-you-go financed projects.
1
The financial analysis contained herein is through FY 2034, which represents 15 years from the current period (FY 2019).
Applied Analysis | Page 1
FY '20 FY '21 $50.0 M
$49.8 M
FY '22 FY '23 FY '24 FY '25 FY '26 FY '27 FY '28
$90.8 M
FY '29 FY '30 FY '31 FY '32 FY '33
$130.6 M $131.1 M $138.8 M
$120.3 M $116.8 M $124.5 M
$111.2 M $103.7 M $111.4 M
$103.3 M $91.8 M $99.5 M
$96.5 M $81.0 M $88.7 M
$71.3 M $79.0 M
$66.5 M $70.2 M
$86.0 M
$81.4 M
$77.7 M
$61.9 M $61.6 M
$58.2 M $53.9 M
$74.4 M
$72.1 M
Medium Term Bond
$55.0 M $46.6 M
$52.6 M $40.3 M
$70.3 M
$69.4 M
$69.3 M
$68.0 M
Long Term Bond
$50.8 M $34.5 M
$29.6 M
$25.5 M
$21.9 M
$47.5 M
Capital Fund Balance by Bond Scenario – Inflation Unadjusted (Base Scenario)
Pay-As-You-Go
FY '34
Applied Analysis | Page 2
Detailed Results and Methodology Forecasting the availability of capital funds through 2034 required the forecasting of general fund revenues, expenditures, and ending fund balances. Detailed results of revenues for the various models can be seen beginning on page 15.
Revenues Revenues for the District are largely comprised of property taxes, consolidated tax (sales tax) and other sources of revenues (e.g., charges for services). In the fiscal year 2018 budget, property taxes are expected to account for 60% of revenues and consolidated tax represents another 33% of revenues. It is important to note that property tax revenues are impacted by statutory limitations on the amount that a property tax payers annual tax bill can rise.2 For revenue modeling purposes, a range of forecasts scenarios were developed: a low (conservative) scenario, a base-case (or mid-range) scenario and high (aggressive) scenario. While revenues have the potential to fluctuate in any given year, the long-range forecast is designed to provide an order of magnitude estimate. For the base forecast, it is assumed that property taxes will grow at 4.6% to 5.1% per year through the period largely as a result of the property tax abatement cap. Although the assessed values of property within the state may not grow at this rate, there is still a significant amount of value of LVCCLD property tax funding that is abated. Under the abatement cap, residential property is generally capped at 3% growth in taxes each year, other property types grow at 8%, and both have alternative minimum cap that equals the greater of double the CPI inflation index growth or the 10-year average annual assessed value change for homes. In addition, new developments will not have abated value to begin with and will pay full assessed value on the first year of taxes. With these justifications in mind, we feel that a 4.6% to 5.1% growth rate over the next 15 years in property taxes is a reasonable expectation. In terms of consolidated taxes, we anticipate growth in the 3.3% to 3.9% range over the 15-year forecast horizon. Consolidated taxes are largely a result of the 1.75% portion of the statewide sales tax dedicated to supplemental city-county tax relief. This supplement is gathered at the state level and distributed based on complex population formula to each county, city and special District in the state, including the LVCCLD. In general, the consolidated tax is estimated to grow at roughly the same pace as the overall economy plus inflation growth during this time. Finally, other revenues, including charges for services, are estimated to grow at a rate of 4.2% to 4.6% per year. In total, revenue is anticipated to increase from $69.4 million in FY 2020 to $129.9 million in FY 2034. For the low and high forecast, growth rates for all revenue sources were adjusted upward or downward by one percentage point in each direction. A summary of the rates used in the forecast growth rate estimates are provided in the table below. Finally, charts including base case revenues by type and a forecasted range for revenues over the period are provided on the following page. Summary of Revenue Growth Rate Estimates Property Tax Sales Tax Other Revenues
2
See http://www.lvccld.org/pdfs/publications/adpt_budget_17-18.pdf.
Base (Medium)
Low
High
4.6 – 5.1 percent 3.3 – 3.9 percent 4.2 – 4.6 percent
3.6 – 4.1 percent 2.3 – 2.9 percent 3.2 – 3.6 percent
4.6 – 6.1 percent 4.3 – 4.9 percent 5.2 – 5.6 percent
Applied Analysis | Page 3
Base Case Revenues by Type Property Tax
Consolidated Tax
Other
$79.1 M
$82.8 M
$69.4 M
$72.4 M
$75.7 M
$86.6 M
FY '20
FY '21
FY '22
FY '23
FY '24
FY '25
$90.6 M
$94.8 M
$99.2 M
FY '26
FY '27
FY '28
$103.7 M $108.5 M
FY '29
FY '30
$113.5 M
FY '31
$118.7 M
FY '32
$124.2 M
FY '33
$129.9 M
FY '34
Forecasted Range of General Fund Revenues $160.0 M
+$19.9 M
$140.0 M
$129.9 M
$120.0 M
-$17.4 M
$100.0 M $80.0 M $60.0 M $40.0 M $20.0 M $0.0 M FY '20
FY '21
FY '22
FY '23
FY '24
FY '25
FY '26
FY '27
Range (High to Low)
FY '28
FY '29
FY '30
FY '31
FY '32
FY '33
FY '34
Base Applied Analysis | Page 4
Expenditures Expenditures within the general fund primarily consists of labor; salaries, wages, and benefits, which account for 70% of the District’s operating expenditures. The remaining portion of the budget goes towards funding library materials, other services and supplies and administrative costs. The expenditure side of the general fund model follows the same general trend lines in revenues. The expenditure modeling contained herein relies on information about union contracts, expected operating costs and other factors sourced to District staff. The growth in labor expenditures is estimated to be 4.0% through FY 2021, after which the growth rate increases to 4.7% through FY 2034.The growth in services and supplies is anticipated to grow 1.5% through FY 2021 and 2.0% through FY 2034. Finally, library materials are anticipated to grow at the average growth of the other two categories throughout the period. It is worth noting that the District’s expenditures have the potential to fall short of expectations in any given year. Cost savings can occur for any number of reasons, but in the event a position remains vacant longer than expected, there may be additional savings. After these budgets and savings are considered, the net expenditure is anticipated to grow from $63.7 million in FY 2020 to $111.1 million in FY 2034.
Expenditures by Category Salaries & Wages
Benefits
$68.5 M
$74.2 M
$63.7 M
$65.9 M
$71.3 M
$77.2 M
FY '20
FY '21
FY '22
FY '23
FY '24
FY '25
Supplies & Services
Total Expenditures After Savings
$80.4 M
$83.6 M
$87.1 M
$90.7 M
FY '26
FY '27
FY '28
FY '29
$94.4 M
FY '30
$98.3 M
FY '31
$102.4 M
FY '32
$106.7 M
FY '33
$111.1 M
FY '34
Applied Analysis | Page 5
Capital Fund Finally, after total revenues and expenditures are considered, the amount available to the capital fund is calculated. Each year the general fund reserves are diminished to approximately 10% of expenditures, a fairly reasonable target and prudent financial management strategy. Guidelines set forth in the latest budget documents of LVCCLD call for a reserve between 5% and 10% each year. The difference between the revenues minus expenditures and the amount required to fulfill this obligation is reserved exclusively for the capital fund throughout the forecast period. Once the funds are in the capital fund, there is one other consideration. There are preexisting obligations for the capital fund such as furnishing current capital projects (i.e. the East Las Vegas Library) or to repair and replace existing facilities and equipment. In total, these expenditures will require $5.8 million in FY 2020, fall to $2.75 million and then grow to $4.0 million by FY 2029. After anticipated capital fund expenditures and transfers-in from the general fund are totaled, the net change in fund balance can be calculated. The net growth in the capital fund each year is shown on the following page. When these changes are summed over time, the total available capital fund can also be calculated, which is also shown on the following page. In summary, the base-case scenario is anticipated to generate $40.3 million in pay-as-you-go funding through 2024 and generate a total of $138.8 million through 2034. Note that this result does not consider any potential bonding or project costs resulting from developments in the master plan but represents the total cash available each year.
Capital Fund Expenditures & Transfers-in by Year $45.0 M $40.0 M $35.0 M $30.0 M $25.0 M $20.0 M $15.0 M $10.0 M $5.0 M $0.0 M FY '20
+$19.9 M
$18.3 M
-$17.5 M FY '21
FY '22
FY '23
FY '24
FY '25
Range of Transfers-in (High to Low)
FY '26
FY '27
FY '28
Transfers-in (Base Scenario)
FY '29
FY '30
FY '31
FY '32
FY '33
FY '34
Existing Capital Fund Expenditures
Applied Analysis | Page 6
Net Capital Fund Growth by Year (Base Scenario)
$11.3 M
$3.6 M
FY '20
FY '21
$4.2 M
FY '22
$4.9 M
FY '23
$5.8 M
FY '24
$6.4 M
FY '25
$7.3 M
$7.7 M
FY '26
FY '27
$8.6 M
$8.8 M
FY '28
FY '29
$9.7 M
FY '30
$10.8 M
FY '31
$11.9 M
FY '32
$14.3 M
$13.1 M
FY '33
FY '34
Forecasted Range of Capital Fund Availability $300.0 M +$128.4 M
$250.0 M $200.0 M $150.0 M
$138.8 M $79.0 M
$100.0 M $40.3 M
$50.0 M $21.9 M $0.0 M FY '20
FY '21
-$116.9 M FY '22
FY '23
FY '24
FY '25
FY '26
FY '27
Range (High to Low)
FY '28
FY '29
FY '30
FY '31
FY '32
FY '33
FY '34
Base
Applied Analysis | Page 7
Alternative Funding Strategies Finally, the financial analysis considered alternative funding strategies for the LVCCLD. The potential alternative funding sources included bonding strategies, raising existing taxes or implementing new taxes. The following assesses each of these strategies. Bonding Strategies A potential funding strategy considered is the issuance of bonds to generate additional proceeds for investment in the District’s facilities. While bonding strategies would raise additional funding; this strategy would result in recurring debt services payments (principal and interest). Bond funding would potentially allow the District to mitigate against some construction cost inflation and advance implementation of its strategic plan quicker than a purely pay-as-you-go funding model. Two bond options have been estimated by the District’s financial advisors – Hobbs, Ong and Associates and PFM - one for a medium-term 10-year bond and one for a longer-term bond of 20 years. The ramifications of both these bonds on the available capital project fund spending are included below and in detail on page 24. The final chart of the section includes a comparison of the resulting capital projects fund for payas-you-go, medium term bond, and long-term bond financing after being adjusted for construction cost inflation.
FY '22
FY '24
FY '25
FY '26
FY '27
FY '28
FY '29
FY '30
FY '31
FY '32
FY '33
$138.8 M
$124.5 M
$116.8 M
$111.4 M
$103.7 M
$99.5 M
$91.8 M
$88.7 M
$81.0 M
$79.0 M
$71.3 M
$70.2 M
$66.5 M
$61.6 M
$61.9 M
$53.9 M
$58.2 M
$46.6 M
$55.0 M
$52.6 M
$50.8 M
FY '23
$40.3 M
FY '21
$34.5 M
$25.5 M
FY '20
$29.6 M
$49.8 M $21.9 M
$47.5 M
Pay-As-You-Go
$50.0 M
Medium Term Bond
$131.1 M
Medium Term Bond Capital Fund End of Year Balance (Base Case Revenue Scenario)
FY '34
Applied Analysis | Page 8
FY '23
FY '25
FY '26
FY '27
FY '28
FY '29
FY '30
FY '31
FY '32
FY '33
$138.8 M
$124.5 M
$120.3 M
$111.4 M
$111.2 M
$99.5 M
$103.3 M
$88.7 M
$96.5 M
$79.0 M
$90.8 M
$70.2 M
$86.0 M
$81.4 M
$77.7 M
$74.4 M
FY '24
$61.6 M
$34.5 M
FY '22
$53.9 M
$29.6 M
FY '21
$46.6 M
$25.5 M
FY '20
$40.3 M
$72.1 M
$70.3 M
$69.3 M $21.9 M
$68.0 M
Pay-As-You-Go
$69.4 M
Long Term Bond
$130.6 M
Long Term Bond Capital Fund End of Year Balance (Base Case Revenue Scenario)
FY '34
Note: The long term bond continues to have debt obligations of $4.0 million each year through 2039, which are not reflected in the forecast period above.
$58.3 M $44.4 M $44.2 M
$59.8 M $46.3 M $48.8 M
$61.3 M $48.2 M $53.4 M
$63.3 M $53.2 M $58.2 M
$65.8 M $58.5 M $63.4 M
FY '24
FY '25
FY '26
FY '27
FY '28
FY '29
FY '30
FY '31
FY '32
$72.2 M $70.1 M $74.7 M
$57.4 M $43.0 M $39.8 M
FY '23
$68.8 M $64.1 M $68.9 M
$56.6 M $41.8 M $35.5 M
FY '22
Pay-As-You-Go
$56.5 M $41.2 M $31.5 M
FY '21
$24.6 M
$57.7 M $41.5 M
Medium Term Bond
$56.7 M $41.0 M $27.8 M
FY '20
$21.8 M
$19.3 M
$41.9 M
$59.3 M $42.6 M
$60.0 M
Long Term Bond
FY '33
$76.1 M $76.4 M $80.9 M
Long Term Bond and Medium Term Bond Adjusted For Construction Cost Escalation – 2018 Dollars (Base Case Revenue Scenario)
FY '34
Applied Analysis | Page 9
Incremental Tax Revenues from Existing Sources Tax increases were considered as a possible source for funding the planned developments of the LVCCLD as part of the facilities master plan. Currently, the majority of District revenues are sourced to property tax and a share of the consolidated tax. Both revenues present unique difficulties in enacting and raising significant new revenues. Property taxes, as previously discussed in the Revenue section of this document, have significantly capped increases. Currently, at least 95% of all property value in the county falls under the property tax cap. Additionally, revenue is also capped in redevelopment areas, where any incremental revenue would not inure to the District but rather to the redevelopment agency. This applies to roughly 4.3% of all value in the county. Applying both limitations to LVCCLD property tax rate increases suggests that doubling the property tax rate in the District would results in an increase of just $2.1 million of revenue in FY 2020, or 4.9% over existing revenues. The viability and utility of such a tax increase has been deemed infeasible for purposes of this analysis. Additional Property Taxes Raised by Doubling the Rate
$2.1 M
$2.2 M
$2.3 M
FY '20
FY '21
FY '22
$2.4 M
$2.6 M
$2.7 M
$2.8 M
FY '23
FY '24
FY '25
FY '26
$3.0 M
$3.1 M
$3.3 M
FY '27
FY '28
FY '29
$3.4 M
FY '30
$3.6 M
FY '31
$3.8 M
FY '32
$4.0 M
FY '33
$4.2 M
FY '34
Consolidated taxes are also difficult to raise, as their distribution is the result of a complex, statewide statutory formula based on population. Short of increasing the underlying basic and supplemental city-county relief component of the sales tax, cigarette tax, liquor tax, real estate transfer taxes or government service taxes statewide, there is not a substantial way of increasing taxes received by the District.
Applied Analysis | Page 10
Incremental Tax Revenues Sourced to the Implementation of New Taxes This analysis also considered a number of incremental revenues given the existing tax framework across the state of Nevada. Below is a table that considers nearly every government revenue stream in the state and Clark County, its current rates, the incremental rate change, and the anticipated revenue generation from a rate change for the next two fiscal years for the state or county. These sources of revenue are not considered to be readily available to the District and would require significant political effort to enact, but are included below as a hypothetical of what revenues libraries state or county-wide could see from the additional tax change. New Tax Revenue Generated (State or County Level, NOT at LVCCLD Level)
Source BUSINESS TAXES & FEES Commerce Tax Agriculture, Forestry, Fishing and Hunting Mining, Quarrying and Oil and Gas Extraction Utilities Construction Manufacturing Wholesale Trade Retail Trade Air, Rail, and Truck Transportation* Other Transportation Warehousing and Storage Publishing, Software and Data Processing Telecommunications Finance and Insurance Real Estate and Rental and Leasing Professional, Scientific, and Technical Services Management of Companies and Enterprises Administrative and Support Services Waste Management and Remediation Services Educational Services Health Care and Social Assistance Arts, Entertainment and Recreation Accommodation Food Services and Drinking Places Other Services Unclassified Business Business License Fee MODIFIED BUSINESS TAX Nonfinancial Financial
Current Rate
Incremental Rate Change
0.063% 0.051% 0.136% 0.083% 0.091% 0.101% 0.111% 0.058% 0.128% 0.129% 0.253% 0.136% 0.111% 0.250% 0.181% 0.137% 0.154% 0.261% 0.281% 0.190% 0.240% 0.200% 0.194% 0.142% 0.128% $200.00
0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% 0.250% $1.00
1.475% 2.000%
0.250% 0.250%
Incremental Revenue FY 2018
FY 2019
$360,990,170 $217,113 $444,113 $10,297,501 $17,600,427 $32,592,989 $53,445,374 $78,507,734 $504,610 $2,055,104 $1,599,604 $7,267,336 $8,332,009 $9,014,640 $23,277,731 $12,756,099 $481,512 $8,078,218 $2,433,154 $775,107 $22,186,551 $8,103,034 $41,972,700 $15,072,146 $2,485,349 $1,490,015 $527,795 $106,230,521 $99,656,271 $3,727,375
$378,317,295 $227,534 $465,430 $10,791,769 $18,445,228 $34,157,416 $56,010,692 $82,276,018 $528,830 $2,153,747 $1,676,383 $7,616,160 $8,731,937 $9,447,333 $24,395,036 $13,368,377 $504,624 $8,465,964 $2,549,942 $812,311 $23,251,481 $8,491,971 $43,987,342 $15,795,592 $2,604,643 $1,561,534 $531,705 $111,208,570 $104,361,695 $3,921,500 Applied Analysis | Page 11
Source Mining Branch Bank Excise Tax Incorporation Fees Uniform Commercial Code Unemployment Insurance DRUG TAXES Retail Marijuana Excise Tax RECREATIONAL LICENSE FEES Application Fee Initial Retail License Initial Cultivation License Initial Production License Initial Laboratory License Renewal Retail License Renewal Cultivation License Renewal Production License Renewal Laboratory License MEDICAL LICENSE FEES Initial Retail License Initial Cultivation License Initial Production License Initial Laboratory License Renewal Retail License Renewal Cultivation License Renewal Production License Renewal Laboratory License Wholesale Marijuana Excise Tax EXCISE TAXES Cigarette Tax Other Tobacco Tax Liquor Tax FUEL TAXES Fuel Tax - State Share Fuel Tax - County Share County Motor Vehicle Fuel Tax Special Fuel Tax (Diesel) Jet Fuel Tax GAMING TAXES STATE TAXES GROSS GAMING REVENUE TAX
Current Rate 2.000% $7,000.00 $110.00 Varies -
Incremental Rate Change 0.250% $1.00 $1.00 -
10.00%
0.25%
$5,000 $20,000 $30,000 $10,000 $15,000 $6,600 $10,000 $3,300 $5,000
$1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00
$30,000 $3,000 $3,000 $5,000 $5,000 $1,000 $1,000 $3,000 15.00%
Incremental Revenue FY 2018 $2,846,875 $398 $253,845 $0 -
FY 2019 $2,925,375 $400 $255,782 $0 -
$1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 0.25%
$662,093 $228 $0 $0 $0 $0 $0 $51 $100 $69 $8 $1,312 $0 $0 $0 $0 $67 $1,004 $227 $14 $397,397
$926,370 $228 $0 $0 $0 $0 $0 $51 $100 $69 $8 $1,312 $0 $0 $0 $0 $67 $1,004 $227 $14 $539,583
$1.80 30.00% $0.00
$1.00 0.25% $0.00
$95,876,111 $125,717 $8,254,864
$94,530,556 $130,592 $8,350,124
$0.18 $0.05 $0.10 $0.37 $0.03
$0.01 $0.01 $0.01 $0.01 $0.01
$12,434,389 $41,021,862 $16,388,711 $2,404,574 $3,900,681
$12,827,880 $42,320,014 $16,907,338 $2,431,591 $4,024,120
$28,168,619
$28,960,086 Applied Analysis | Page 12
Source First $50,000 of Month Next $84,000 Revenue Exceeding $134,000 OTHER STATE GAMING TAXES AND FEES Pari-mutuel Tax Racing Fees Flat Fees-Restricted Slots Non-Restricted Slots Quarterly Fees-Games Advance License Fees Slot Machine Route Operator Gaming Info Systems Annual Interactive Gaming Fee - Operator Interactive Gaming Fee - Service Provider Interactive Gaming Fee - Manufacturer Equip Mfg. License Expired Slot Machine Wagering Vouchers LOCAL TAXES GROSS GAMING REVENUE TAX First $150,000 of Month Next $250,000 Revenue Exceeding $400,000 OTHER LOCAL GAMING TAXES AND FEES Quarterly Fees-Restricted Slots Quarterly Fees-Slot Machine Route Operator Quarterly Fees-Unrestricted Slots Quarterly Fees-Tables Quarterly Fees-Poker INSURANCE TAXES Insurance Premium Tax Insurance Retaliatory Tax Captive Insurer Premium Tax LODGING TAXES State Fund for Tourism Promotion COUNTY TAXES Lodging Tax Initiative Education School District Fund LVCVA LVCVA Expansion Transportation District
Current Rate 3.50% 4.50% 6.75%
Incremental Rate Change 0.25% 0.25% 0.25%
$500.00 $1.00 $0.05 $0.00 $100.00 $1.00 $250.00 $1.00 $324.00 $1.00 Blending of Other Increases $500.00 $1.00 $6,000.00 $1.00 $250,000.00 $1.00 $1,000.00 $1.00 $25,000.00 $1.00 $1,000.00 $1.00 75.00% 0.25%
Incremental Revenue FY 2018 $505,500 $849,240 $26,813,879 $149,673 $7 $556 $81,280 $42,232 $19,920 $5,606 $66 $6 $2 $55 $4 $273 $29,427
FY 2019 $507,000 $851,760 $27,601,326 $149,960 $7 $556 $81,930 $41,832 $19,948 $5,617 $65 $6 $2 $54 $4 $272 $30,447 $26,011,991 $255,000 $425,000 $25,331,991 $689,400 $74,676 $220 $588,844 $22,572 $3,088
0.30% 0.40% 0.55%
0.25% 0.25% 0.25%
$39.50 $225.00 $30.00 $150.00 $75.00
$1.00 $1.00 $1.00 $1.00 $1.00
$25,269,886 $255,000 $425,000 $24,589,886 $689,400 $74,676 $220 $588,844 $22,572 $3,088
3.50% 3.50% 0.52%
0.25% 0.25% 0.25%
$26,553,786 $14,579 $540,060
$27,757,857 $14,579 $558,849
0.38%
0.25%
$17,088,390
$18,072,812
3.00% 1.63% 5.00% 0.50% 1.00%
0.25% 0.25% 0.25% 0.25% 0.25%
$13,821,673 $14,666,526 $13,724,760 $13,724,760 $15,040,275
$14,098,106 $14,959,856 $13,999,255 $13,999,255 $15,341,081 Applied Analysis | Page 13
Source County Stadium District-Primary Gaming Corridor Stadium District-Non PGC MINING TAXES Net Proceeds of Minerals MISCELLANEOUS TAXES AND FEES Athletic Commission Fees Statewide Car Rental Tax Local Car Rental Tax Option Live Entertainment Tax Tire Tax Transportation Network Tax (Cabs/Uber) SALES AND USE TAXES Sales and Use Tax - State Local School Support Tax (Statewide) Basic City-County Relief Tax (Statewide) Supplemental City-County Relief Tax (Statewide) Public Mass Transit (Clark County) Infrastructure (Clark County) Flood Control (Clark County) More Cops (Clark County) PROPERTY TAXES State Property Tax CCSD Property Tax Clark County Property Tax Average City Rate Average Town Rate Average Special District Rate PROPERTY TAXES WITHOUT ABATEMENT ON CHANGE State Property Tax CCSD Property Tax Clark County Property Tax Average City Rate Average Town Rate Average Special District Rate
Incremental Revenue
Current Rate 1.00% 0.88% 0.50%
Incremental Rate Change 0.25% 0.25% 0.25%
FY 2018 $15,546,298 $6,862,380 $6,862,380
FY 2019 $15,857,224 $6,999,628 $6,999,628
2.44%
0.25%
$4,681,440
$4,714,004
10.00% 2.00% 9.00% $1.00 3.00%
0.25% 0.25% 0.25% $1.00 0.25%
$1,389,600 $1,174,651 $3,689,250 $2,001,214 $1,570,667
$1,424,100 $1,203,815 $3,795,306 $2,021,226 $2,068,250
2.00% 2.60% 0.50% 1.75% 0.50% 0.25% 0.25% 0.40%
0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% 0.25%
$144,340,500 $144,346,154 $143,208,543 $143,208,543 $107,010,986 $107,010,986 $107,010,986 $107,010,986
$151,814,750 $151,820,513 $150,623,995 $150,623,995 $112,552,100 $112,552,100 $112,552,100 $112,552,100
$0.1700 $1.3034 $0.6541 $0.3778 $0.1049 $0.4645
$0.0100 $0.0100 $0.0100 $0.0100 $0.0100 $0.0100
$434,252 $292,656 $286,093 $282,834 $285,872 $381,909
$443,892 $299,153 $292,444 $289,113 $292,218 $390,388
$0.1700 $1.3034 $0.6541 $0.3778 $0.1049 $0.4645
$0.0100 $0.0100 $0.0100 $0.0100 $0.0100 $0.0100
$8,685,041 $5,853,117 $5,721,862 $5,656,687 $5,717,433 $7,638,188
$8,877,849 $5,983,056 $5,848,887 $5,782,266 $5,844,360 $7,807,755
It is important to note, the potential tax implications noted above have been included as order-of-magnitude estimates. The viability and practicality of any of these moving forward for the facilities master planning process is unlikely.
Applied Analysis | Page 14
Appendix – Detailed Financial Tables by Year General Fund Revenue, Expenditure and Capital Fund Availability – Historical/Current Budget
Revenues Property Taxes Consolidated Tax Other
FY '10 $65,700,429 $46,845,382 $16,243,638 $2,611,409
FY '11 $62,099,716 $43,386,133 $15,622,697 $3,090,886
FY '12 $58,758,642 $39,609,264 $16,504,108 $2,645,270
FY '13 $57,004,507 $37,214,770 $17,366,883 $2,422,854
FY '14 $57,178,239 $36,674,034 $18,345,024 $2,159,181
FY '15 $58,325,876 $36,724,582 $19,457,174 $2,144,120
FY '16 $63,279,444 $37,865,551 $20,118,630 $5,295,263
FY '17 $61,810,779 $38,619,668 $21,019,709 $2,171,402
FY '18 $70,275,000 $39,640,000 $21,600,000 $9,035,000
FY '19 $66,665,000 $41,225,600 $23,097,470 $2,341,930
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$49,433,707 $32,995,973 $9,053,258 $7,384,476 N/A
$44,705,052 $30,672,926 $8,145,752 $5,886,374 N/A
$46,657,027 $30,969,707 $8,654,729 $7,032,591 N/A
$47,504,528 $30,812,965 $9,029,855 $7,661,708 N/A
$48,338,486 $32,170,162 $8,761,579 $7,406,745 N/A
$50,962,717 $33,544,679 $9,479,987 $7,938,051 N/A
$52,669,250 $35,284,765 $9,670,176 $7,714,309 N/A
$55,403,585 $36,830,028 $9,936,123 $8,637,434 N/A
$58,963,134 $42,334,732 $13,517,980 $9,904,500 -$6,794,078
$61,816,549 $43,155,137 $15,348,749 $10,234,678 -$6,922,015
Net Transfers from Fund To Capital Projects To Other Funds
-$11,315,117 -$5,000,000 -$6,315,117
-$8,903,500 -$3,774,000 -$5,129,500
-$7,629,500 $0 -$7,629,500
-$17,479,036 -$1,500,000 -$15,979,036
-$6,600,000 -$6,600,000 $0
-$8,100,000 -$8,100,000 $0
-$18,100,000 -$18,100,000 $0
$0 $0 $0
-$7,400,000 -$7,400,000 $0
-$7,000,000 -$7,000,000 $0
$4,951,605
$8,491,164
$4,472,115
-$7,979,057
$2,239,753
-$736,841
-$7,489,806
$6,407,194
$3,911,866
-$2,151,549
General Fund, beginning of year General Fund, end of year
$5,717,661 $10,669,266
$10,669,266 $19,160,430
$19,160,430 $23,632,545
$23,632,545 $15,653,488
$15,653,488 $17,893,241
$17,893,241 $17,156,400
$17,156,400 $9,666,594
$9,666,594 $16,073,788
$16,073,788 $19,985,654
$19,985,654 $17,834,105
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$75,956,598 $5,000,000 $0 $1,046,759 -$27,602,001 N/A $54,401,356
$54,401,356 $3,774,000 $0 $177,472 -$20,172,000 N/A $38,180,828
$38,180,828 $0 $0 $441,852 -$1,286,224 N/A $37,336,456
$37,336,456 $1,500,000 -$29,320,000 $16,498 -$2,535,959 N/A $6,996,995
$6,996,995 $6,600,000 $0 $50,566 -$3,015,162 N/A $10,632,399
$10,632,399 $8,100,000 $0 $118,866 -$2,742,718 N/A $16,108,547
$16,108,547 $18,100,000 $0 $7,193,326 -$3,881,381 N/A $37,520,492
$37,520,492 $0 $0 $34,468 -$4,651,737 N/A $32,903,223
$32,903,223 $7,400,000 $0 $0 -$24,816,600 N/A $15,486,623
$15,486,623 $7,000,000 $0 $0 -$11,826,603 N/A $10,660,020
Net change in fund balances
Applied Analysis | Page 15
General Fund Revenue, Expenditure and Capital Fund Availability – Base (Medium) Scenario
Revenues Property Taxes Consolidated Tax Other
FY '20 $69,431,598 $43,121,978 $23,870,500 $2,439,120
FY '21 $72,383,164 $45,148,711 $24,691,645 $2,542,808
FY '22 $75,683,872 $47,444,566 $25,580,544 $2,658,761
FY '23 $79,140,251 $49,833,043 $26,527,024 $2,780,183
FY '24 $82,779,933 $52,335,489 $27,536,399 $2,908,045
FY '25 $86,612,664 $54,959,658 $28,610,318 $3,042,688
FY '26 $90,617,998 $57,711,272 $29,723,331 $3,183,395
FY '27 $94,803,498 $60,596,315 $30,876,752 $3,330,431
FY '28 FY '29 $99,177,049 $103,746,874 $63,621,040 $66,791,983 $32,071,937 $33,310,281 $3,484,073 $3,644,610
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
Net Transfers from Fund To Capital Projects To Other Funds
-$17,100,000 -$17,100,000 $0
-$6,300,000 -$6,300,000 $0
-$6,900,000 -$6,900,000 $0
-$7,500,000 -$7,500,000 $0
-$8,300,000 -$8,300,000 $0
-$9,100,000 -$9,100,000 $0
-$10,000,000 -$10,800,000 -$10,000,000 -$10,800,000 $0 $0
-$11,700,000 -$11,700,000 $0
-$12,800,000 -$12,800,000 $0
Net change in fund balances
-$11,410,840
$198,502
$246,375
$333,594
$284,561
$301,547
$258,284
$356,243
$396,935
$281,908
General Fund, beginning of year General Fund, end of year
$17,834,105 $6,423,265
$6,423,265 $6,621,767
$6,621,767 $6,868,142
$6,868,142 $7,201,736
$7,201,736 $7,486,297
$7,486,297 $7,787,844
$7,787,844 $8,046,128
$8,046,128 $8,402,371
$8,402,371 $8,799,307
$8,799,307 $9,081,215
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$10,660,020 $17,100,000 $0 $0 -$5,835,000 $0 $21,925,020
$21,925,020 $6,300,000 $0 $0 -$2,750,000 $0 $25,475,020
$25,475,020 $6,900,000 $0 $0 -$2,750,000 $0 $29,625,020
$29,625,020 $7,500,000 $0 $0 -$2,630,000 $0 $34,495,020
$34,495,020 $8,300,000 $0 $0 -$2,530,000 $0 $40,265,020
$40,265,020 $9,100,000 $0 $0 -$2,730,000 $0 $46,635,020
$46,635,020 $10,000,000 $0 $0 -$2,730,000 $0 $53,905,020
$53,905,020 $10,800,000 $0 $0 -$3,120,000 $0 $61,585,020
$61,585,020 $11,700,000 $0 $0 -$3,120,000 $0 $70,165,020
$70,165,020 $12,800,000 $0 $0 -$4,000,000 $0 $78,965,020
Applied Analysis | Page 16
General Fund Revenue, Expenditure and Capital Fund Availability – Base (Medium) Scenario, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $108,521,544 $113,509,994 $118,721,540 $124,165,890 $129,853,167 $70,115,976 $73,600,159 $77,251,990 $81,079,265 $85,090,128 $34,593,224 $35,922,249 $37,298,883 $38,724,699 $40,201,319 $3,812,343 $3,987,586 $4,170,667 $4,361,926 $4,561,719
Expenditures Salaries, Wages and Benefits Supplies and Services Library Material Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
Net Transfers from Fund To Capital Projects To Other Funds
-$13,700,000 -$13,700,000 $0
-$14,800,000 -$15,900,000 -$14,800,000 -$15,900,000 $0 $0
Net change in fund balances General Fund, beginning of year General Fund, end of year Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
-$17,100,000 -$18,300,000 -$17,100,000 -$18,300,000 $0 $0
$412,746
$391,074
$418,551
$396,874
$427,778
$9,081,215 $9,493,961
$9,493,961 $9,885,035
$9,885,035 $10,303,585
$10,303,585 $10,700,459
$10,700,459 $11,128,237
$78,965,020 $13,700,000 $0 $0 -$4,000,000 $0 $88,665,020
$88,665,020 $99,465,020 $111,365,020 $124,465,020 $14,800,000 $15,900,000 $17,100,000 $18,300,000 $0 $0 $0 $0 $0 $0 $0 $0 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 $0 $0 $0 $0 $99,465,020 $111,365,020 $124,465,020 $138,765,020
Applied Analysis | Page 17
General Fund Revenue, Expenditure and Capital Fund Availability – High Scenario
Revenues Property Taxes Consolidated Tax Other
FY '20 $70,098,248 $43,534,234 $24,101,475 $2,462,539
FY '21 $73,779,112 $46,015,685 $25,171,580 $2,591,847
FY '22 $77,881,210 $48,815,784 $26,329,473 $2,735,953
FY '23 $82,216,664 $51,761,449 $27,566,958 $2,888,257
FY '24 $86,819,888 $54,878,348 $28,891,572 $3,049,968
FY '25 $91,707,738 $58,178,802 $30,307,259 $3,221,677
FY '26 FY '27 FY '28 FY '29 $96,865,606 $102,308,134 $108,050,746 $114,109,684 $61,673,374 $65,373,220 $69,290,121 $73,436,519 $31,789,360 $33,340,847 $34,964,821 $36,664,512 $3,402,872 $3,594,067 $3,795,804 $4,008,654
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
Net Transfers from Fund To Capital Projects To Other Funds
-$17,800,000 -$17,800,000 $0
-$7,600,000 -$7,600,000 $0
-$9,100,000 -$9,100,000 $0
-$10,700,000 -$12,300,000 -$14,200,000 -$10,700,000 -$12,300,000 -$14,200,000 $0 $0 $0
Net change in fund balances
-$11,444,190
$294,451
$243,714
$210,007
$324,516
$296,621
$305,892
General Fund, beginning of year General Fund, end of year
$17,834,105 $6,389,915
$6,389,915 $6,684,366
$6,684,366 $6,928,079
$6,928,079 $7,138,087
$7,138,087 $7,462,603
$7,462,603 $7,759,224
$7,759,224 $8,065,116
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$10,660,020 $17,800,000 $0 $0 -$5,835,000 $0 $22,625,020
$22,625,020 $7,600,000 $0 $0 -$2,750,000 $0 $27,475,020
$27,475,020 $9,100,000 $0 $0 -$2,750,000 $0 $33,825,020
$33,825,020 $10,700,000 $0 $0 -$2,630,000 $0 $41,895,020
$41,895,020 $12,300,000 $0 $0 -$2,530,000 $0 $51,665,020
$51,665,020 $14,200,000 $0 $0 -$2,730,000 $0 $63,135,020
$63,135,020 $16,200,000 $0 $0 -$2,730,000 $0 $76,605,020
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
-$16,200,000 -$18,300,000 -$16,200,000 -$18,300,000 $0 $0
-$20,600,000 -$20,600,000 $0
-$23,100,000 -$23,100,000 $0
$360,880
$370,633
$344,719
$8,065,116 $8,425,996
$8,425,996 $8,796,628
$8,796,628 $9,141,347
$76,605,020 $91,785,020 $109,265,020 $18,300,000 $20,600,000 $23,100,000 $0 $0 $0 $0 $0 $0 -$3,120,000 -$3,120,000 -$4,000,000 $0 $0 $0 $91,785,020 $109,265,020 $128,365,020
Applied Analysis | Page 18
General Fund Revenue, Expenditure and Capital Fund Availability – High Scenario, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $120,502,056 $127,245,877 $134,360,118 $141,864,754 $149,780,822 $77,825,552 $82,471,091 $87,387,784 $92,591,092 $98,097,338 $38,443,288 $40,304,660 $42,252,286 $44,289,978 $46,421,709 $4,233,216 $4,470,126 $4,720,048 $4,983,684 $5,261,774
Expenditures Salaries, wages and benefits Supplies and Services Library Materials Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
Net Transfers from Fund To Capital Projects To Other Funds
-$25,700,000 -$25,700,000 $0
-$28,600,000 -$31,500,000 -$28,600,000 -$31,500,000 $0 $0
Net change in fund balances General Fund, beginning of year General Fund, end of year Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
-$34,800,000 -$38,200,000 -$34,800,000 -$38,200,000 $0 $0
$393,259
$326,957
$457,129
$395,738
$455,432
$9,141,347 $9,534,606
$9,534,606 $9,861,563
$9,861,563 $10,318,692
$10,318,692 $10,714,430
$10,714,430 $11,169,862
$128,365,020 $150,065,020 $174,665,020 $202,165,020 $232,965,020 $25,700,000 $28,600,000 $31,500,000 $34,800,000 $38,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 $0 $0 $0 $0 $0 $150,065,020 $174,665,020 $202,165,020 $232,965,020 $267,165,020
Applied Analysis | Page 19
General Fund Revenue, Expenditure and Capital Fund Availability – Low Scenario
Revenues Property Taxes Consolidated Tax Other
FY '20 $68,764,948 $42,709,722 $23,639,525 $2,415,701
FY '21 $71,000,548 $44,289,981 $24,216,330 $2,494,237
FY '22 $73,528,259 $46,099,270 $24,845,954 $2,583,035
FY '23 $76,150,995 $47,959,028 $25,516,795 $2,675,171
FY '24 $78,891,794 $49,887,778 $26,232,561 $2,771,455
FY '25 $81,755,707 $51,890,337 $26,993,305 $2,872,064
FY '26 $84,719,023 $53,969,379 $27,773,479 $2,976,165
FY '27 $87,785,042 $56,127,667 $28,573,501 $3,083,873
FY '28 $90,957,164 $58,368,059 $29,393,796 $3,195,309
FY '29 $94,238,899 $60,693,507 $30,234,795 $3,310,596
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
Net Transfers from Fund To Capital Projects To Other Funds
-$16,400,000 -$16,400,000 $0
-$4,900,000 -$4,900,000 $0
-$4,800,000 -$4,800,000 $0
-$4,500,000 -$4,500,000 $0
-$4,400,000 -$4,400,000 $0
-$4,300,000 -$4,300,000 $0
-$4,000,000 -$4,000,000 $0
-$3,800,000 -$3,800,000 $0
-$3,600,000 -$3,600,000 $0
-$3,200,000 -$3,200,000 $0
Net change in fund balances
-$11,377,490
$215,886
$190,763
$344,338
$296,423
$244,589
$359,309
$337,788
$277,051
$373,933
General Fund, beginning of year General Fund, end of year
$17,834,105 $6,456,615
$6,456,615 $6,672,501
$6,672,501 $6,863,264
$6,863,264 $7,207,602
$7,207,602 $7,504,024
$7,504,024 $7,748,614
$7,748,614 $8,107,923
$8,107,923 $8,445,711
$8,445,711 $8,722,761
$8,722,761 $9,096,694
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$10,660,020 $16,400,000 $0 $0 -$5,835,000 $0 $21,225,020
$21,225,020 $4,900,000 $0 $0 -$2,750,000 $0 $23,375,020
$23,375,020 $4,800,000 $0 $0 -$2,750,000 $0 $25,425,020
$25,425,020 $4,500,000 $0 $0 -$2,630,000 $0 $27,295,020
$27,295,020 $4,400,000 $0 $0 -$2,530,000 $0 $29,165,020
$29,165,020 $4,300,000 $0 $0 -$2,730,000 $0 $30,735,020
$30,735,020 $4,000,000 $0 $0 -$2,730,000 $0 $32,005,020
$32,005,020 $3,800,000 $0 $0 -$3,120,000 $0 $32,685,020
$32,685,020 $3,600,000 $0 $0 -$3,120,000 $0 $33,165,020
$33,165,020 $3,200,000 $0 $0 -$4,000,000 $0 $32,365,020
Applied Analysis | Page 20
General Fund Revenue, Expenditure and Capital Fund Availability – Low Scenario, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $97,633,866 $101,145,799 $104,778,550 $108,536,090 $112,422,516 $63,107,066 $65,611,893 $68,211,250 $70,908,510 $73,707,157 $31,096,938 $31,980,671 $32,886,447 $33,814,726 $34,765,975 $3,429,861 $3,553,234 $3,680,852 $3,812,854 $3,949,384
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
Net Transfers from Fund To Capital Projects To Other Funds Net change in fund balances General Fund, beginning of year General Fund, end of year Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
-$2,800,000 -$2,800,000 $0
-$2,500,000 -$2,500,000 $0
-$1,900,000 -$1,900,000 $0
-$1,500,000 -$1,500,000 $0
-$800,000 -$800,000 $0
$425,068
$326,879
$475,561
$367,073
$497,127
$9,096,694 $9,521,762
$9,521,762 $9,848,641
$9,848,641 $10,324,202
$10,324,202 $10,691,275
$10,691,275 $11,188,402
$32,365,020 $2,800,000 $0 $0 -$4,000,000 $0 $31,165,020
$31,165,020 $2,500,000 $0 $0 -$4,000,000 $0 $29,665,020
$29,665,020 $1,900,000 $0 $0 -$4,000,000 $0 $27,565,020
$27,565,020 $1,500,000 $0 $0 -$4,000,000 $0 $25,065,020
$25,065,020 $800,000 $0 $0 -$4,000,000 $0 $21,865,020
Applied Analysis | Page 21
General Fund Revenue, Expenditure and Capital Fund Availability – Finance Department Provided Scenario
Revenues Property Taxes Consolidated Tax Other
FY '20 $69,431,598 $42,936,462 $24,056,015 $2,439,120
FY '21 $72,382,440 $44,761,262 $25,078,396 $2,542,783
FY '22 $75,639,650 $46,775,519 $26,206,924 $2,657,208
FY '23 $79,043,434 $48,880,417 $27,386,235 $2,776,782
FY '24 $82,679,432 $51,128,916 $28,646,002 $2,904,514
FY '25 $86,482,686 $53,480,847 $29,963,718 $3,038,122
FY '26 $90,460,890 $55,940,965 $31,342,049 $3,177,875
FY '27 $94,622,091 $58,514,250 $32,783,783 $3,324,058
FY '28 FY '29 $98,974,707 $103,527,544 $61,205,905 $64,021,377 $34,291,837 $35,869,262 $3,476,964 $3,636,905
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
Net Transfers from Fund To Capital Projects To Other Funds
-$12,000,000 -$12,000,000 $0
-$6,500,000 -$6,500,000 $0
-$6,500,000 -$6,500,000 $0
-$7,500,000 -$7,500,000 $0
-$8,000,000 -$8,000,000 $0
-$8,900,000 -$8,900,000 $0
-$10,500,000 -$11,500,000 -$10,500,000 -$11,500,000 $0 $0
-$13,000,000 -$13,000,000 $0
-$13,000,000 -$13,000,000 $0
Net change in fund balances
-$6,310,840
-$2,221
$602,153
$236,778
$484,061
$371,569
-$398,824
-$525,163
-$1,105,406
-$137,422
General Fund, beginning of year General Fund, end of year
$17,834,105 $11,523,265
$11,523,265 $11,521,044
$11,521,044 $12,123,197
$12,123,197 $12,359,974
$12,359,974 $12,844,035
$12,844,035 $13,215,605
$13,215,605 $12,816,780
$12,816,780 $12,291,617
$12,291,617 $11,186,211
$11,186,211 $11,048,788
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$10,660,020 $12,000,000 $0 $0 -$5,835,000 $0 $16,825,020
$16,825,020 $6,500,000 $0 $0 -$2,750,000 $0 $20,575,020
$20,575,020 $6,500,000 $0 $0 -$2,750,000 $0 $24,325,020
$24,325,020 $7,500,000 $0 $0 -$2,630,000 $0 $29,195,020
$29,195,020 $8,000,000 $0 $0 -$2,530,000 $0 $34,665,020
$34,665,020 $8,900,000 $0 $0 -$2,730,000 $0 $40,835,020
$40,835,020 $10,500,000 $0 $0 -$2,730,000 $0 $48,605,020
$48,605,020 $11,500,000 $0 $0 -$3,120,000 $0 $56,985,020
$56,985,020 $13,000,000 $0 $0 -$3,120,000 $0 $66,865,020
$66,865,020 $13,000,000 $0 $0 -$4,000,000 $0 $75,865,020
Applied Analysis | Page 22
General Fund Revenue, Expenditure and Capital Fund Availability – Finance Department Provided Scenario, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $108,289,811 $113,271,142 $118,481,614 $123,931,769 $129,632,630 $66,966,360 $70,046,813 $73,268,966 $76,639,339 $80,164,748 $37,519,248 $39,245,133 $41,050,409 $42,938,728 $44,913,910 $3,804,202 $3,979,196 $4,162,239 $4,353,702 $4,553,972
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
Net Transfers from Fund To Capital Projects To Other Funds
-$14,000,000 -$14,000,000 $0
-$16,000,000 -$16,000,000 -$16,000,000 -$16,000,000 $0 $0
Net change in fund balances
-$18,000,000 -$19,000,000 -$18,000,000 -$19,000,000 $0 $0
-$118,987
-$1,047,778
$78,625
-$737,248
-$492,759
General Fund, beginning of year General Fund, end of year
$11,048,788 $10,929,802
$10,929,802 $9,882,023
$9,882,023 $9,960,649
$9,960,649 $9,223,401
$9,223,401 $8,730,642
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$75,865,020 $14,000,000 $0 $0 -$4,000,000 $0 $85,865,020
$85,865,020 $97,865,020 $109,865,020 $123,865,020 $16,000,000 $16,000,000 $18,000,000 $19,000,000 $0 $0 $0 $0 $0 $0 $0 $0 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 $0 $0 $0 $0 $97,865,020 $109,865,020 $123,865,020 $138,865,020
Applied Analysis | Page 23
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Medium Term Bond
Revenues Property Taxes Consolidated Tax Other
FY '10 $65,700,429 $46,845,382 $16,243,638 $2,611,409
FY '11 $62,099,716 $43,386,133 $15,622,697 $3,090,886
FY '12 $58,758,642 $39,609,264 $16,504,108 $2,645,270
FY '13 $57,004,507 $37,214,770 $17,366,883 $2,422,854
FY '14 $57,178,239 $36,674,034 $18,345,024 $2,159,181
FY '15 $58,325,876 $36,724,582 $19,457,174 $2,144,120
FY '16 $63,279,444 $37,865,551 $20,118,630 $5,295,263
FY '17 $61,810,779 $38,619,668 $21,019,709 $2,171,402
FY '18 $70,275,000 $39,640,000 $21,600,000 $9,035,000
FY '19 $66,665,000 $41,225,600 $23,097,470 $2,341,930
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$49,433,707 $32,995,973 $9,053,258 $7,384,476 N/A
$44,705,052 $30,672,926 $8,145,752 $5,886,374 N/A
$46,657,027 $30,969,707 $8,654,729 $7,032,591 N/A
$47,504,528 $30,812,965 $9,029,855 $7,661,708 N/A
$48,338,486 $32,170,162 $8,761,579 $7,406,745 N/A
$50,962,717 $33,544,679 $9,479,987 $7,938,051 N/A
$52,669,250 $35,284,765 $9,670,176 $7,714,309 N/A
$55,403,585 $36,830,028 $9,936,123 $8,637,434 N/A
$58,963,134 $42,334,732 $13,517,980 $9,904,500 -$6,794,078
$61,816,549 $43,155,137 $15,348,749 $10,234,678 -$6,922,015
Net Transfers from Fund To Capital Projects To Other Funds
-$11,315,117 -$5,000,000 -$6,315,117
-$8,903,500 -$3,774,000 -$5,129,500
-$7,629,500 $0 -$7,629,500
-$17,479,036 -$1,500,000 -$15,979,036
-$6,600,000 -$6,600,000 $0
-$8,100,000 -$8,100,000 $0
-$18,100,000 -$18,100,000 $0
$0 $0 $0
-$7,400,000 -$7,400,000 $0
-$7,000,000 -$7,000,000 $0
$4,951,605
$8,491,164
$4,472,115
-$7,979,057
$2,239,753
-$736,841
-$7,489,806
$6,407,194
$3,911,866
-$2,151,549
General Fund, beginning of year General Fund, end of year
$5,717,661 $10,669,266
$10,669,266 $19,160,430
$19,160,430 $23,632,545
$23,632,545 $15,653,488
$15,653,488 $17,893,241
$17,893,241 $17,156,400
$17,156,400 $9,666,594
$9,666,594 $16,073,788
$16,073,788 $19,985,654
$19,985,654 $17,834,105
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$75,956,598 $5,000,000 $0 $1,046,759 -$27,602,001 N/A $54,401,356
$54,401,356 $3,774,000 $0 $177,472 -$20,172,000 N/A $38,180,828
$38,180,828 $0 $0 $441,852 -$1,286,224 N/A $37,336,456
$37,336,456 $1,500,000 -$29,320,000 $16,498 -$2,535,959 N/A $6,996,995
$6,996,995 $6,600,000 $0 $50,566 -$3,015,162 N/A $10,632,399
$10,632,399 $8,100,000 $0 $118,866 -$2,742,718 N/A $16,108,547
$16,108,547 $18,100,000 $0 $7,193,326 -$3,881,381 N/A $37,520,492
$37,520,492 $0 $0 $34,468 -$4,651,737 N/A $32,903,223
$32,903,223 $7,400,000 $0 $0 -$24,816,600 N/A $15,486,623
$15,486,623 $7,000,000 $26,908,963 $0 -$11,826,603 N/A $37,568,983
Net change in fund balances
Applied Analysis | Page 24
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Medium Term Bond, Continued Revenues Property Taxes Consolidated Tax Other
FY '20 $69,431,598 $43,121,978 $23,870,500 $2,439,120
FY '21 $72,383,164 $45,148,711 $24,691,645 $2,542,808
FY '22 $75,683,872 $47,444,566 $25,580,544 $2,658,761
FY '23 $79,140,251 $49,833,043 $26,527,024 $2,780,183
FY '24 $82,779,933 $52,335,489 $27,536,399 $2,908,045
FY '25 $86,612,664 $54,959,658 $28,610,318 $3,042,688
FY '26 $90,617,998 $57,711,272 $29,723,331 $3,183,395
FY '27 $94,803,498 $60,596,315 $30,876,752 $3,330,431
FY '28 FY '29 $99,177,049 $103,746,874 $63,621,040 $66,791,983 $32,071,937 $33,310,281 $3,484,073 $3,644,610
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
Net Transfers from Fund To Capital Projects To Other Funds
-$17,100,000 -$17,100,000 $0
-$6,300,000 -$6,300,000 $0
-$6,900,000 -$6,900,000 $0
-$7,500,000 -$7,500,000 $0
-$8,300,000 -$8,300,000 $0
-$9,100,000 -$9,100,000 $0
-$10,000,000 -$10,800,000 -$10,000,000 -$10,800,000 $0 $0
-$11,700,000 -$11,700,000 $0
-$12,800,000 -$12,800,000 $0
Net change in fund balances
-$11,410,840
$198,502
$246,375
$333,594
$284,561
$301,547
$258,284
$356,243
$396,935
$281,908
General Fund, beginning of year General Fund, end of year
$17,834,105 $6,423,265
$6,423,265 $6,621,767
$6,621,767 $6,868,142
$6,868,142 $7,201,736
$7,201,736 $7,486,297
$7,486,297 $7,787,844
$7,787,844 $8,046,128
$8,046,128 $8,402,371
$8,402,371 $8,799,307
$8,799,307 $9,081,215
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$37,568,983 $17,100,000 -$1,291,750 $0 -$5,835,000 $0 $47,542,233
$47,542,233 $6,300,000 -$1,291,750 $0 -$2,750,000 $0 $49,800,483
$49,800,483 $6,900,000 -$3,996,750 $0 -$2,750,000 $0 $49,953,733
$49,953,733 $7,500,000 -$3,996,500 $0 -$2,630,000 $0 $50,827,233
$50,827,233 $8,300,000 -$3,999,500 $0 -$2,530,000 $0 $52,597,733
$52,597,733 $9,100,000 -$3,995,250 $0 -$2,730,000 $0 $54,972,483
$54,972,483 $10,000,000 -$3,998,750 $0 -$2,730,000 $0 $58,243,733
$58,243,733 $10,800,000 -$3,999,250 $0 -$3,120,000 $0 $61,924,483
$61,924,483 $11,700,000 -$3,996,500 $0 -$3,120,000 $0 $66,507,983
$66,507,983 $12,800,000 -$3,995,250 $0 -$4,000,000 $0 $71,312,733
Applied Analysis | Page 25
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Medium Term Bond, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $108,521,544 $113,509,994 $118,721,540 $124,165,890 $129,853,167 $70,115,976 $73,600,159 $77,251,990 $81,079,265 $85,090,128 $34,593,224 $35,922,249 $37,298,883 $38,724,699 $40,201,319 $3,812,343 $3,987,586 $4,170,667 $4,361,926 $4,561,719
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
Net Transfers from Fund To Capital Projects To Other Funds
-$13,700,000 -$13,700,000 $0
-$14,800,000 -$15,900,000 -$14,800,000 -$15,900,000 $0 $0
Net change in fund balances General Fund, beginning of year General Fund, end of year Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
-$17,100,000 -$18,300,000 -$17,100,000 -$18,300,000 $0 $0
$412,746
$391,074
$418,551
$396,874
$427,778
$9,081,215 $9,493,961
$9,493,961 $9,885,035
$9,885,035 $10,303,585
$10,303,585 $10,700,459
$10,700,459 $11,128,237
$71,312,733 $13,700,000 $0 $0 -$4,000,000 $0 $81,012,733
$81,012,733 $91,812,733 $103,712,733 $116,812,733 $14,800,000 $15,900,000 $17,100,000 $18,300,000 $0 $0 $0 $0 $0 $0 $0 $0 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 $0 $0 $0 $0 $91,812,733 $103,712,733 $116,812,733 $131,112,733
Applied Analysis | Page 26
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Long Term Bond
Revenues Property Taxes Consolidated Tax Other
FY '10 $65,700,429 $46,845,382 $16,243,638 $2,611,409
FY '11 $62,099,716 $43,386,133 $15,622,697 $3,090,886
FY '12 $58,758,642 $39,609,264 $16,504,108 $2,645,270
FY '13 $57,004,507 $37,214,770 $17,366,883 $2,422,854
FY '14 $57,178,239 $36,674,034 $18,345,024 $2,159,181
FY '15 $58,325,876 $36,724,582 $19,457,174 $2,144,120
FY '16 $63,279,444 $37,865,551 $20,118,630 $5,295,263
FY '17 $61,810,779 $38,619,668 $21,019,709 $2,171,402
FY '18 $70,275,000 $39,640,000 $21,600,000 $9,035,000
FY '19 $66,665,000 $41,225,600 $23,097,470 $2,341,930
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$49,433,707 $32,995,973 $9,053,258 $7,384,476 N/A
$44,705,052 $30,672,926 $8,145,752 $5,886,374 N/A
$46,657,027 $30,969,707 $8,654,729 $7,032,591 N/A
$47,504,528 $30,812,965 $9,029,855 $7,661,708 N/A
$48,338,486 $32,170,162 $8,761,579 $7,406,745 N/A
$50,962,717 $33,544,679 $9,479,987 $7,938,051 N/A
$52,669,250 $35,284,765 $9,670,176 $7,714,309 N/A
$55,403,585 $36,830,028 $9,936,123 $8,637,434 N/A
$58,963,134 $42,334,732 $13,517,980 $9,904,500 -$6,794,078
$61,816,549 $43,155,137 $15,348,749 $10,234,678 -$6,922,015
Net Transfers from Fund To Capital Projects To Other Funds
-$11,315,117 -$5,000,000 -$6,315,117
-$8,903,500 -$3,774,000 -$5,129,500
-$7,629,500 $0 -$7,629,500
-$17,479,036 -$1,500,000 -$15,979,036
-$6,600,000 -$6,600,000 $0
-$8,100,000 -$8,100,000 $0
-$18,100,000 -$18,100,000 $0
$0 $0 $0
-$7,400,000 -$7,400,000 $0
-$7,000,000 -$7,000,000 $0
$4,951,605
$8,491,164
$4,472,115
-$7,979,057
$2,239,753
-$736,841
-$7,489,806
$6,407,194
$3,911,866
-$2,151,549
General Fund, beginning of year General Fund, end of year
$5,717,661 $10,669,266
$10,669,266 $19,160,430
$19,160,430 $23,632,545
$23,632,545 $15,653,488
$15,653,488 $17,893,241
$17,893,241 $17,156,400
$17,156,400 $9,666,594
$9,666,594 $16,073,788
$16,073,788 $19,985,654
$19,985,654 $17,834,105
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$75,956,598 $5,000,000 $0 $1,046,759 -$27,602,001 N/A $54,401,356
$54,401,356 $3,774,000 $0 $177,472 -$20,172,000 N/A $38,180,828
$38,180,828 $0 $0 $441,852 -$1,286,224 N/A $37,336,456
$37,336,456 $1,500,000 -$29,320,000 $16,498 -$2,535,959 N/A $6,996,995
$6,996,995 $6,600,000 $0 $50,566 -$3,015,162 N/A $10,632,399
$10,632,399 $8,100,000 $0 $118,866 -$2,742,718 N/A $16,108,547
$16,108,547 $18,100,000 $0 $7,193,326 -$3,881,381 N/A $37,520,492
$37,520,492 $0 $0 $34,468 -$4,651,737 N/A $32,903,223
$32,903,223 $7,400,000 $0 $0 -$24,816,600 N/A $15,486,623
$15,486,623 $7,000,000 $48,450,176 $0 -$11,826,603 N/A $59,110,196
Net change in fund balances
Applied Analysis | Page 27
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Long Term Bond, Continued Revenues Property Taxes Consolidated Tax Other
FY '20 $69,431,598 $43,121,978 $23,870,500 $2,439,120
FY '21 $72,383,164 $45,148,711 $24,691,645 $2,542,808
FY '22 $75,683,872 $47,444,566 $25,580,544 $2,658,761
FY '23 $79,140,251 $49,833,043 $26,527,024 $2,780,183
FY '24 $82,779,933 $52,335,489 $27,536,399 $2,908,045
FY '25 $86,612,664 $54,959,658 $28,610,318 $3,042,688
FY '26 $90,617,998 $57,711,272 $29,723,331 $3,183,395
FY '27 $94,803,498 $60,596,315 $30,876,752 $3,330,431
FY '28 FY '29 $99,177,049 $103,746,874 $63,621,040 $66,791,983 $32,071,937 $33,310,281 $3,484,073 $3,644,610
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$63,742,438 $44,898,605 $15,578,980 $10,422,280 -$7,157,427
$65,884,661 $46,712,508 $15,812,665 $10,775,147 -$7,415,659
$68,537,497 $48,922,197 $16,128,918 $11,210,450 -$7,724,068
$71,306,657 $51,236,412 $16,451,497 $11,664,857 -$8,046,108
$74,195,371 $53,660,099 $16,780,527 $12,139,240 -$8,384,495
$77,211,117 $56,198,437 $17,116,137 $12,634,516 -$8,737,973
$80,359,714 $58,856,848 $17,458,460 $13,151,642 -$9,107,235
$83,647,254 $61,641,012 $17,807,629 $13,691,618 -$9,493,005
$87,080,113 $64,556,878 $18,163,782 $14,255,495 -$9,896,041
$90,664,966 $67,610,677 $18,527,057 $14,844,369 -$10,317,138
Net Transfers from Fund To Capital Projects To Other Funds
-$17,100,000 -$17,100,000 $0
-$6,300,000 -$6,300,000 $0
-$6,900,000 -$6,900,000 $0
-$7,500,000 -$7,500,000 $0
-$8,300,000 -$8,300,000 $0
-$9,100,000 -$9,100,000 $0
-$10,000,000 -$10,800,000 -$10,000,000 -$10,800,000 $0 $0
-$11,700,000 -$11,700,000 $0
-$12,800,000 -$12,800,000 $0
Net change in fund balances
-$11,410,840
$198,502
$246,375
$333,594
$284,561
$301,547
$258,284
$356,243
$396,935
$281,908
General Fund, beginning of year General Fund, end of year
$17,834,105 $6,423,265
$6,423,265 $6,621,767
$6,621,767 $6,868,142
$6,868,142 $7,201,736
$7,201,736 $7,486,297
$7,486,297 $7,787,844
$7,787,844 $8,046,128
$8,046,128 $8,402,371
$8,402,371 $8,799,307
$8,799,307 $9,081,215
Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
$59,110,196 $17,100,000 -$2,336,250 $0 -$5,835,000 $0 $68,038,946
$68,038,946 $6,300,000 -$2,336,250 $0 -$2,750,000 $0 $69,252,696
$69,252,696 $6,900,000 -$3,996,250 $0 -$2,750,000 $0 $69,406,446
$69,406,446 $7,500,000 -$3,998,250 $0 -$2,630,000 $0 $70,278,196
$70,278,196 $8,300,000 -$3,996,000 $0 -$2,530,000 $0 $72,052,196
$72,052,196 $9,100,000 -$3,999,500 $0 -$2,730,000 $0 $74,422,696
$74,422,696 $10,000,000 -$3,998,250 $0 -$2,730,000 $0 $77,694,446
$77,694,446 $10,800,000 -$3,997,250 $0 -$3,120,000 $0 $81,377,196
$81,377,196 $11,700,000 -$3,996,250 $0 -$3,120,000 $0 $85,960,946
$85,960,946 $12,800,000 -$3,995,000 $0 -$4,000,000 $0 $90,765,946
Applied Analysis | Page 28
General Fund Revenue, Expenditure and Capital Fund Availability – Base Scenario with Long Term Bond, Continued
Revenues Property Taxes Consolidated Tax Other
FY '30 FY '31 FY '32 FY '33 FY '34 $108,521,544 $113,509,994 $118,721,540 $124,165,890 $129,853,167 $70,115,976 $73,600,159 $77,251,990 $81,079,265 $85,090,128 $34,593,224 $35,922,249 $37,298,883 $38,724,699 $40,201,319 $3,812,343 $3,987,586 $4,170,667 $4,361,926 $4,561,719
Expenditures Salaries, Wages and Benefits Supplies and Services Library Materials Savings from Budget
$94,408,797 $70,808,932 $18,897,598 $15,459,390 -$10,757,124
$98,318,920 $102,402,989 $106,669,016 $111,125,389 $74,158,478 $77,666,471 $81,340,406 $85,188,132 $19,275,550 $19,661,061 $20,054,283 $20,455,368 $16,101,761 $16,772,740 $17,473,645 $18,205,855 -$11,216,869 -$11,697,283 -$12,199,317 -$12,723,966
Net Transfers from Fund To Capital Projects To Other Funds
-$13,700,000 -$13,700,000 $0
-$14,800,000 -$15,900,000 -$14,800,000 -$15,900,000 $0 $0
Net change in fund balances General Fund, beginning of year General Fund, end of year Capital Fund, beginning of year Transfers from General Fund Debt Transfers Other Revenue Capital Expenditures, Baseline Capital Expenditures, 2020 Plan Capital Fund, end of year
-$17,100,000 -$18,300,000 -$17,100,000 -$18,300,000 $0 $0
$412,746
$391,074
$418,551
$396,874
$427,778
$9,081,215 $9,493,961
$9,493,961 $9,885,035
$9,885,035 $10,303,585
$10,303,585 $10,700,459
$10,700,459 $11,128,237
$90,765,946 $96,467,696 $103,272,196 $111,175,446 $120,278,946 $13,700,000 $14,800,000 $15,900,000 $17,100,000 $18,300,000 -$3,998,250 -$3,995,500 -$3,996,750 -$3,996,500 -$3,999,500 $0 $0 $0 $0 $0 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 -$4,000,000 $0 $0 $0 $0 $0 $96,467,696 $103,272,196 $111,175,446 $120,278,946 $130,579,446
Note: The long term bond continues to have debt obligations of $4.0 million each year through 2039, which are not reflected in the forecast period above.
Applied Analysis | Page 29
Community Needs Assessment 05 By CIVICTechnologies
LVCCLD Facilities Master Plan Framework
371
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Briefing Book June 19 and 20, 2017
civictechnologies.com Toll free: 888.606.7600
Workshop Objectives
.
evelo n n erst n ing of m r et segment tion conce ts
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Background 20
Background 21
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civictechnologies.com Toll free: 888.606.7600 Analytics 1
Super Groups Community Needs Assessment January 2015
Analytics 2
Super Group Report FACILITIES PLANNING INFORMATION
Table of Contents
Page 1
1.0 Introduction ........................................................................................................................................................ 2 2.0 Super Group Summary...................................................................................................................................... 3 3.0 Super Group: Families with Children............................................................................................................. 14 4.0 Super Group: Professionals, Couples/Singles ............................................................................................. 37 5.0 Super Group: Seniors...................................................................................................................................... 57 Appendix: FAQs ..................................................................................................................................................... 77
Analytics 3
Super Group Report FACILITIES PLANNING INFORMATION
1.0 Introduction This document provides summary of Super Groups, as defined below, to support the community needs assessment and facilities planning process. The data and information provided in this document are from CommunityConnect, value added analysis to CommunityConnect data, and interactive workshops with over 90 District staff in September 2014.
Appendix
Page 2
The information provided for the Seniors Super Group mirrors the information presented for the Families with Children Super Group.
Seniors Super Group
The information provided for the Professionals, Couples/Singles Super Group mirrors the information presented for the Families with Children Super Group.
Professionals, Couples/Singles Super Group
This includes a summary of information about this Super Group, data about each segment in this Super Group, information about the service areas in which this Super Group’s segments are located, findings about key segments prepared by Library staff during the planning workshop including similarities and differences, and the thematic statement for this Super Group.
Families with Children Super Group
This includes a summary of overall Super Group information and statistics such as population, customers and non customers, checkouts, market share and market potential, and customer growth potential; and a summary of Super Group statistics by service area.
Super Group Summary
This document is organized into the following sections: •
•
•
•
•
The appendix is an FAQ focused market segmentation, CommunityConnect, and measures used in this document.
Analytics 4
Super Group Report FACILITIES PLANNING INFORMATION
2.0 Super Group Summary 2.1 INTRODUCTION
•
•
Professionals, Couples/Singles
Seniors
Families with Children
Page 3
Super Groups are combinations of segments that share similar lifestyle and lifestage characteristics. Groups “roll up” individual segments characteristics. We have identified three super groups:
•
Super Group statistics in this report represent data from the top 24 segments ranked by population (these 24 segments represent 1,393,662 people or 90.7 percent of the District’s population). Table 2-1: Segments in Each Super Group
Inner City Tenants
Industrious Urban Fringe
Aspiring Young Families
Up And Coming Families
Exurbanites
In Style
Young And Restless
Old And Newcomers
Enterprising Professionals
Simple Living
Senior Sun Seekers
Retirement Communities
Silver And Gold
Prosperous Empty Nesters
Social Security Set
Super Group: Seniors
Milk And Cookies
Cozy And Comfortable
Super Group: Professionals, Couples/Singles
NeWest Residents
Midlife Junction
Super Group: Families with Children
Sophisticated Squires Boomburbs Main Street USA Crossroads City Dimensions
Analytics 5
Super Group Report FACILITIES PLANNING INFORMATION
2.2 LOCATION OF SUPER GROUPS Map 2-1: Super Group Segments by Block Group
Page 4
Analytics 6
Super Group Report FACILITIES PLANNING INFORMATION
Map 2-2: Segments in the Families with Children Super Group by Block Group
Page 5
Analytics 7
Super Group Report FACILITIES PLANNING INFORMATION
Map 2-3: Segments in the Professionals, Couples/Singles Super Group by Block Group
Page 6
Analytics 8
Super Group Report FACILITIES PLANNING INFORMATION
Map 2-4: Segments in the Seniors Super Group by Block Group
Page 7
Analytics 9
Super Group Report FACILITIES PLANNING INFORMATION
2.3 SUMMARY OF SUPER GROUP STATISTICS The following table and figure displays key data about each Super Group.
345,074
Customers
202,325
597,521
Non Customers
3,303,122
7,243,457
21,922,455
Checkouts (1)
32.0%
35.2%
36.6%
Market Share
68.0%
64.8%
63.4%
Market Potential
6.8
32.5
290.0
Customer Growth Potential
Page 8
942,595 109,840 94,457
64.2%
Table 2-2: Super Group Statistical Summary
Families with Children 312,165 44,445 35.6%
Population
Seniors 138,902 32,469,034
Super Group
Professionals, Couples/Singles 894,303
312,165
Professionals, Couples/Singles
Seniors
138,902
499,359
942,595
Families with Children
Analytics 10
1,393,662
Total Super Group Population
1. Checkouts from 7.1.10 to 8.31.14
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
Figure 2-1: Super Groups by Population
Population
Super Group Report FACILITIES PLANNING INFORMATION Page 9
The following table and figure displays the population share, customer share, and checkout share of each Super Group.
Families with Children 22%
68%
9%
22%
69%
Customer Share
100%
10%
22%
68%
Checkout Share
Table 2-3: Super Groups by Population Share, Customer Share, and Checkout Share
Seniors 10% 100%
Population Share
Professionals, Couples/Singles 100%
Segment
Total Super Group Population
68%
69% 68%
Families with Children
22%
Population Share
22%
Customer Share
22%
Professionals, Couples/Singles
10%
Seniors
9%
10%
Checkout Share
Figure 2-2: Super Groups by Population Share, Customer Share, and Checkout Share
80% 70% 60% 50% 40% 30% 20% 10% 0%
Analytics 11
Super Group Report FACILITIES PLANNING INFORMATION
597,521
345,074
Families with Children
109,840 Professionals, Couples/Singles
Customers
94,457 44,445 Seniors
Non Customers
The following figure represents the proportion of customers and non customers by Super Group.
1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
202,325
Figure 2-3: Super Groups by Customers and Non Customers
Population
Page 10
Analytics 12
Super Group Report FACILITIES PLANNING INFORMATION
2.4 SUPER GROUPS BY SERVICE AREA The following table displays information about the distribution of the three Super Groups by service area.
Las Vegas
Goodsprings/ Sandy Valley
Enterprise
Clark County
0
0
1,742
970
0
31,277
55,761
49,552
59,803
101,524
1,353
0.1%
0.0%
0.0%
0.2%
0.1%
0.0%
3.3%
5.9%
5.3%
6.3%
10.8%
0.1%
26,946
0
0
0
948
0
2,130
0
5,104
66,833
20,399
15,584
0
25.2%
8.6%
0.0%
0.0%
0.0%
0.3%
0.0%
0.7%
0.0%
1.6%
21.4%
6.5%
5.0%
0.0%
Professionals, Couples/ Singles: Pop Share
1,291
6,253
3,552
0
800
0
9,541
1,262
5,269
15,737
0
24,093
35,165
4,198
0
Seniors: Population
8.1%
0.9%
4.5%
2.6%
0.0%
0.6%
0.0%
6.9%
0.9%
3.8%
11.3%
0.0%
17.3%
25.3%
3.0%
0.0%
Seniors: Pop Share
41,947
71,053
1,291
160,396
133,966
985
800
0
12,231
2,232
7,399
47,014
60,865
140,478
115,367
121,306
1,353
Total Population
Page 11
Laughlin
985
11.0%
78,794
0.0%
11,238
1.4%
Table 2-4: Super Group Population and Population Share by Service Area
Meadows
103,468
8.0%
0
6.4%
2,012
Service Area
Mesquite
75,349
0.0%
20,105
2.2%
Centennial Hills
Mount Charleston Rainbow Sahara West Searchlight
Professionals, Couples/ Singles: Population
Moapa Town
0
4.2%
6,715
Families with Children: Pop Share
Moapa Valley
39,710
3.5%
Families with Children: Population
Spring Valley
33,220
Bunkerville
Summerlin
Analytics 13
Super Group Report FACILITIES PLANNING INFORMATION
86,139
187,813
1.3%
9.1%
19.9%
Families with Children: Pop Share
16,660
1,044
13,681
4,299
Professionals, Couples/ Singles: Population
10.5%
5.3%
0.3%
4.4%
1.4%
Professionals, Couples/ Singles: Pop Share
138,902
970
7,467
1,521
5,257
3,276
Seniors: Population
100.0%
0.7%
5.4%
1.1%
3.8%
2.4%
Seniors: Pop Share
1,393,662
66,376
92,897
15,241
105,077
195,388
Total Population
Page 12
West Charleston 12,676 7.3% 32,923 100.0%
Service Area
West Las Vegas 68,770 3.4% 312,165
Families with Children: Population
Whitney 32,483 100.0%
Sunrise
Windmill 942,595
Total
•
•
Some service areas share relatively equal amounts of Families with Children and Professionals, Couples/Singles such as Enterprise, Sahara West, and Windmill.
Some service areas have relatively high proportions of the Seniors Super Group such as Clark County, Enterprise, Las Vegas, Laughlin, and Mesquite.
Some service areas are dominated by a single Super Group such as Families with Children in Centennial Hills, Goodsprings/Sandy Valley, Rainbow, Summerlin, Sunrise, and West Charleston.
Segments in each Super Group are represented in service areas throughout the District. The following figure describes the relative proportion Super Groups by service area.
•
Analytics 14
Super Group Report
West Charleston
FACILITIES PLANNING INFORMATION
105,077
195,388
Sunrise
Figure 2-4: Super Groups by Population by Service Area
Families with Children
71,053 41,947
Summerlin
Professionals, Singles/Couples
1,291
Spring Valley
160,396 133,966
Sahara West
Seniors
985
Rainbow
225,000
800
Mount Charleston
200,000
Moapa Valley
140,478
Enterprise
175,000
121,306
Centennial Hills
150,000 115,367
Clark County
125,000
47,014
Mesquite
100,000 60,865
Goodsprings/ Sandy Valley
75,000
Moapa Town
-
15,241
92,897
Whitney
Page 13
66,376
Analytics 15
Windmill
12,231
West Las Vegas
2,232
Searchlight
7,399
Meadows
1,353
Las Vegas
50,000
-
Laughlin
25,000
Bunkerville
Super Group Report FACILITIES PLANNING INFORMATION
3.0 Super Group: Families with Children 3.1 FAMILIES WITH CHILDREN: SUMMARY The following table displays key data points about the Families with Children Super Group. Table 3-1 Families with Children: Summary
68% of Super Group population
Note
942,595 69% of District customers
Value
Population 345,074
Item (1)
Customers 67% of District non customers
21,922,455
Compared to 35.6% District wide
597,521
Checkouts (2) 36.6%
Compared to 64.4% District wide
Non Customers
Market Share 63.4%
68% of District checkouts
Market Potential
1. For item definitions see Appendix 1: FAQs. 2. Checkouts from 7.1.10 to 8.31.14
Page 14
Analytics 16
Super Group Report FACILITIES PLANNING INFORMATION
3.2 FAMILIES WITH CHILDREN: SEGMENT INFORMATION The following table displays information segments which represent the “high” numbers in the Families with Children Super Group. Table 3-2 Families with Children: Summary of Segment Information
Page 15
Number
Segment with the Highest Population Up and Coming Families
Up and Coming Families
147,992
90,998
238,290
Segment
Segment with the Highest Number of Customers Up and Coming Families
41.1%
Item (1)
Segment with the Highest Number of Non Customers Boomburbs
69.9%
11
Segment with the Highest Market Share
NeWest Residents
Number of Segments
Segment with the Highest Market Potential
Up and Coming Families
39.5
Segment with the Highest Customer Growth Potential
1. For item definitions see Appendix 1: FAQs.
Analytics 17
Super Group Report FACILITIES PLANNING INFORMATION
The following table displays detailed segment information for the Families with Children Super Group.
Sophisticated Squires
NeWest Residents
Milk and Cookies
Inner City Tenants
Industrious Urban Fringe
Aspiring Young Families
Up and Coming Families
27,209
37,255
73,664
106,616
112,901
126,529
154,894
238,290
9,587
11,185
13,483
22,404
43,316
41,328
42,383
57,759
90,998
Customers
14,299
16,964
16,024
23,772
51,260
63,300
71,573
84,146
97,135
147,292
Non Customers
354,305
393,157
608,031
775,411
812,988
1,363,825
2,739,484
2,784,723
2,461,856
3,705,008
5,923,667
Checkouts
36.6%
32.1%
33.1%
36.1%
41.1%
36.2%
30.4%
40.6%
36.6%
33.5%
37.3%
38.2%
Market Share
63.4%
67.9%
66.9%
63.9%
58.9%
63.8%
69.6%
59.4%
63.4%
66.5%
62.7%
61.8%
Market Potential
4.2 median
0.2
0.3
0.5
0.5
1.0
4.2
7.6
9.1
12.0
16.9
39.5
Customer Growth Potential
Page 16
Boomburbs 26,551 7,074
11,756
21,922,455
Table 3-3 Families with Children: Detailed Segment Information
Main Street USA 21,373 5,557
597,521
Population
Crossroads 17,313 345,074
Segment
City Dimensions 942,595
Total
Analytics 18
Super Group Report FACILITIES PLANNING INFORMATION Page 17
The following table and figure displays population share, customer share, and checkout share for segments in the Families with Children Super Group.
Boomburbs
Sophisticated Squires
NeWest Residents
Milk and Cookies
Inner City Tenants
Industrious Urban Fringe
Aspiring Young Families
Up and Coming Families
2.8%
2.9%
4.0%
7.8%
11.3%
12.0%
13.4%
16.4%
25.3%
Population Share
98.2%
95.9%
93.1%
90.2%
86.2%
78.4%
67.1%
55.1%
41.7%
25.3%
Population Cumulative
1.6%
2.0%
2.8%
3.2%
3.9%
6.5%
12.6%
12.0%
12.3%
16.7%
26.4%
Customer Share
100.0%
98.4%
96.3%
93.6%
90.3%
86.4%
79.9%
67.4%
55.4%
43.1%
26.4%
Customer Cumulative
1.6%
1.8%
2.8%
3.5%
3.7%
6.2%
12.5%
12.7%
11.2%
16.9%
27.0%
Checkout Share
100.0%
98.4%
96.6%
93.8%
90.3%
86.6%
80.4%
67.9%
55.2%
43.9%
27.0%
Table 3-4 Families with Children: Detailed Segment Information (Population, Customer, Checkout Share)
Main Street USA 2.3%
100.0%
Checkout Cumulative
Crossroads 1.8%
Segment
City Dimensions
100%
100%
100%
Total
Analytics 19
Super Group Report FACILITIES PLANNING INFORMATION
Aspiring Young Families
Industrious Urban Fringe
Inner City Tenants
NeWest Sophisticated Boomburbs Residents Squires
Population Share
Families with Children
Milk and Cookies
Main Street USA
Customer Share
Figure 3-1 Families with Children by Segment: Share of Population, Customers, and Checkouts
30%
25%
20%
15%
10%
5%
0% Up and Coming Families
Page 18
City Dimensions
Checkout Share
Crossroads
Analytics 20
Super Group Report FACILITIES PLANNING INFORMATION
The following figure displays the number and proportion of customers and non customers by segment; and displays the customer potential by segment.
39.5
147,292 16.9
Families With Children Total Non Customers
11,756
0.2
Customer Potential
0.3
5,557
Total Customers
Figure 3-2 Families with Children by Segment: Customers, Non Customers, and Customer Potential
250,000
200,000
150,000
0.5
14,299
City Dimensions
12.0
4.2 0.5
16,964
7,074
1.0 16,024
9,587
Crossroads
23,772
11,185
Main Street USA
7.6
51,260 13,483
Boomburbs
Page 19
40.0
30.0
20.0
10.0
0.0
-10.0
Analytics 21
Sophisticated Squires
9.1
63,300
43,316 Milk and Cookies
71,573
41,328 Inner City Tenants
84,146
42,383 Industrious Urban Fringe
97,135
Aspiring Young Families
100,000
90,998 57,759 22,404 NeWest Residents
50,000
0 Up and Coming Families
Super Group Report FACILITIES PLANNING INFORMATION
3.3 FAMILIES WITH CHILDREN: SERVICE AREA INFORMATION Segments in the Families with Children Super Group are in the following 18 service areas: • Bunkerville • Centennial Hills • Clark County • Enterprise • Goodsprings/Sandy Valley • Las Vegas • Meadows • Mesquite • Mount Charleston • Rainbow • Sahara West • Spring Valley • Summerlin • Sunrise • West Charleston • West Las Vegas • Whitney • Windmill
Page 20
Number
Service Area with the Highest Number of Customers of this Super Group
Service Area with the Highest Population of this Super Group
Sunrise
Sunrise
Sunrise
47.2%
128,241
59,572
187,813
Service Area
The following table displays key information about the Families with Children Super Group, with respect to service areas. Table 3-5 Families with Children: Summary of Service Area Information
Item (1)
Service Area with the Highest Number of Non Customers of this Super Group
Summerlin
86.8%
18
Service Area with the Highest Market Share of this Super Group
Bunkerville
Number of Service Areas with segments in this Super Group
Service Area with the Highest Market Potential of this Super Group
1. For item definitions see Appendix 1: FAQs.
Analytics 22
Summerlin
Sunrise
West Charleston
West Las Vegas
Super Group Report FACILITIES PLANNING INFORMATION
Las Vegas
Laughlin
Meadows Mesquite
Figure 3-3 Families with Children by Service Area: Customers and Non Customers
Families with Children
Whitney
Page 21
Analytics 23
Windmill
Patrons
Spring Valley
Non Patrons
Searchlight
200,000
Sahara West
180,000
Rainbow
160,000
Mount Charleston
140,000
Moapa Valley
120,000
Moapa Town
100,000
Goodsprings/ Sandy Valley
80,000
Enterprise
60,000
Clark County
40,000
Centennial Hills
20,000 Bunkerville