regional transportation commission of southern nevada ... - RTC

REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA

NOTICE AND AGENDA OF PUBLIC MEETING

SOUTHERN NEVADA STRONG

STEERING COMMITTEE

1:00 P.M. JANUARY 28, 2021

In support of the Nevada State Governor’s recommendations made on November 10, 2020 to reduce the spread of COVID-19, the Regional Transportation Commission of Southern Nevada will hold the Southern Nevada Strong Steering Committee meeting virtually. On March 22, 2020, the State of Nevada Executive Department issued Declaration of Emergency Directive 006, which suspends the requirement contained in Nevada Revised Statute 241.023(1)(b) that there be a physical location designated for meetings of public bodies where the public can attend and participate. Directive 006 was subsequently extended by the following Emergency Directives: Emergency Directive 010 on March 31, 2020; Emergency Directive 016 on April 29, 2020; Emergency Directive 018 on May 7, 2020; Emergency Directive 021 on May 28, 2020; and Emergency Directive 026 on June 29, 2020; and Emergency Directive 029 on July 31, 2020. Pursuant to Directive 006, the Regional Transportation Commission of Southern Nevada will not provide a physical location for the public to attend the meeting of the Southern Nevada Strong Steering Committee. The meeting of the Southern Nevada Strong Steering Committee will be available via livestream at the following link: https://www.rtcsnv.com/about/meetings-agendas/southern-nevada-strong-steering-committee/. The Southern Nevada Strong Steering Committee will be accepting public comment via email. Public comment relating to the Southern Nevada Strong Steering Committee may be submitted via email to [email protected]. Public comment via email submission received by 5:00 p.m. (Pacific Standard Time) on the business day prior to the meeting will be read into the record by RTC staff at the meeting. Public comment submissions received after 5:00 p.m. (Pacific Standard Time) on the business day prior to the meeting will be included in the written record of the meeting. Please be sure to include your name and the agenda item number you wish to comment on. Also, indicate if you would like your comment read aloud on the record or just added to the backup for the record. Only the first 500 words of comments submitted to be read into the record will be read aloud. The remaining words will be included in the written record. This meeting will be accessible to the public online. A sign language interpreter for the deaf will be made available with a 48-hour advance request to the Regional Transportation Commission of Southern Nevada offices. Phone: 702-676-1500 TDD: 702-676-1834 This agenda, including the supporting materials, is available at the Regional Transportation Commission of Southern Nevada’s website, http://www.rtcsnv.com; or by contacting Marin DuBois by calling (702) 676-1836 or by email at [email protected].

In accordance with the State of Nevada Executive Department’s Declaration of Emergency, Directive 006, which includes exceptions to Open Meeting Law, it is hereby noted that this meeting agenda has been properly noticed and posted at the following locations:

RTC Website www.rtcsnv.com

Nevada Public Notice https://notice.nv.gov

BY: ________________________________________________________

https://www.rtcsnv.com/about/meetings-agendas/southern-nevada-strong-steering-committee/

https://www.rtcsnv.com/about/meetings-agendas/southern-nevada-strong-steering-committee/

mailto:[email protected]

http://www.rtcsnv.com/



https://notice.nv.gov/

SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA – JANUARY 28, 2021 Page 1 of 1

Items 2, 3, 4, and 8 are items for possible action. Items 1, 5, 6, 7, and 9 are discussion items and no action can be taken. Please be advised that the Southern Nevada Strong Steering Committee has the discretion to take items on the agenda out of order, combine two or more agenda items for consideration, remove an item from the agenda, or delay discussion relating to an item on the agenda any time.

1. CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION

2. APPROVAL OF MINUTES: Meeting of October 29, 2020 (FOR POSSIBLE ACTION)

3. RECEIVE A PRESENTATION OF THE REGIONAL HOUSING FORECAST LED BY REGIONAL PLANNING STAFF (FOR POSSIBLE ACTION)

4. RECEIVE A PRESENTATION ON THE EXTREME HEAT VULNERABILITY RESEARCH LED BY REGIONAL PLANNING STAFF (FOR POSSIBLE ACTION)

5. RECEIVE A PRESENTATION ON THE ONGOING OPPORTUNITY SITE STRATEGIES 5-YEAR PROGRESS REPORTS

6. RECEIVE AN UPDATE ON IMPLEMENTATION ACTIVITY OF THE REGIONAL PLAN THROUGH 2020

7. DISCUSS CURRENT WORK ACTIVITIES AND PRIORITIES RELATED TO IMPLEMENTATION OF THE REGIONAL PLAN

8. DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION)

9. CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION

During the initial Citizens Participation, any citizen may address the Southern Nevada Strong Steering Committee on an item featured on the agenda. During the final Citizens Participation, any citizen may address the Steering Committee on matters within the Steering Committee’s jurisdiction, but not necessarily featured on the agenda. No vote can be taken on a matter not listed on the posted agenda; however, the Steering Committee can direct that the matter be placed on a future agenda.

Public comment relating to the Steering Committee may be submitted via email to [email protected]. Public comment via email submission must be received by 5:00 p.m. (Pacific Standard Time) on the business day prior to the meeting and will be read into the record by RTC staff at the meeting. Public comment submissions received after 5:00 p.m. (Pacific Standard Time) on the business day prior to the meeting will be included in the written record of the meeting. Please be sure to include your name and the agenda item number you wish to comment on. Also, indicate if you would like your comment read aloud on the record or just added to the backup for the record. Only the first 500 words of comments submitted to be read into the record will be read aloud. The remaining words will be included in the written record.

The Regional Transportation Commission of Southern Nevada keeps the official record of all proceedings of the meeting. In order to maintain a complete and accurate record, copies of documents used during presentations should be submitted to the Recording Secretary.

The Regional Transportation Commission of Southern Nevada appreciates the time citizens devote to be involved in this important process.

In compliance with Nevada Revised Statute 241.035(4), the Regional Transportation Commission of Southern Nevada shall create an audio and/or video recording of the meeting and retain such recording(s) for the required period of time.

Any action taken on these items is advisory to the Regional Transportation Commission of Southern Nevada.


REGIONAL TRANSPORTATION COMMISSION OF

SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [X]

SUBJECT: CITIZENS PARTICIPATION PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY

AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES FISCAL IMPACT: None BACKGROUND: In accordance with State of Nevada Open Meeting Law, the Regional Transportation Commission of Southern Nevada (RTC) Southern Nevada Strong Steering Committee (Committee) shall invite interested persons to make comments. For the initial Citizens Participation, the public should address items on the current agenda. For the final Citizens Participation, interested persons may make comments on matters within the Committee’s jurisdiction, but not necessarily on the current agenda. No action can be taken on any matter discussed under this item, although the Committee can direct that it be placed on a future agenda. Respectfully submitted, ____________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #1

January 28, 2021 mld Non-Consent

DocuSign Envelope ID: C20C1EBD-0064-46D6-8BBF-DDDAC73C546E

for

MINUTES

SOUTHERN NEVADA STRONG STEERING COMMITTEE

REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA

OCTOBER 29, 2020 These minutes are prepared in compliance with NRS 241.035. Text is in summarized rather than verbatim format. For complete contents, please refer to

meeting recordings on file at the Regional Transportation Commission of Southern Nevada.

In accordance with the State of Nevada Executive Department’s Declaration of Emergency, Directive 006, which includes exceptions to Open Meeting Law, it is hereby noted that this meeting agenda was properly noticed and posted on October 22, 2020 at the following

locations: RTC Website www.rtcsnv.com

Nevada Public Notice https://notice.nv.gov

CALL TO ORDER

Mayor Debra March, Chair, called the meeting to order at 1:07 p.m. in Meeting Room 108 of the Regional Transportation Commission of Southern Nevada Administration Building.

MEMBERS PRESENT: Debra March, Chair, Regional Transportation Commission of Southern Nevada Nancy Amundsen, Vice Chair, Clark County (Alternate) Shane Ammerman, Conservation District of Southern Nevada Nicole Bungum, Southern Nevada Health District (Alternate) (via teleconference) Mike Casey, Clark County School District (via teleconference) Lisa Corrado, City of Henderson Robert Fielden, Urban Land Institute (via teleconference) Delen Goldberg, City of North Las Vegas (Alternate) (via teleconference) Jim Keane, City of Boulder City (via teleconference) Brian Knudsen, Southern Nevada Regional Planning Coalition Zane Marshall, Southern Nevada Water Authority (via teleconference) M.J. Maynard, Regional Transportation Commission of Southern Nevada (via teleconference)Sondra Rosenberg, Nevada Department of Transportation (Alternate) (via teleconference)Robert Summerfield, City of Las Vegas (Alternate) (via teleconference)Chad Williams, Southern Nevada Regional Housing Authority (via teleconference)

MEMBERS ABSENT: Joselyn Cousins, Federal Reserve Bank of San Francisco Shawn Gerstenberger, University of Nevada, Las Vegas Jonas Peterson, Las Vegas Global Economic Alliance Deborah Reyes, Las Vegas Metropolitan Police Department (Alternate) Janet Quintero, United Way of Southern Nevada

RTC STAFF (via teleconference): Craig Raborn, Director of Metropolitan Planning Organization Rae Lathrop, Manager of Regional Planning Michelle Larime, Senior Regional Planner Paul Gully, Management Analyst Marin DuBois, Management Analyst David Gloria, Management Analyst

INTERESTED PARTIES: Ken MacDonald SNS Item #2

January 28, 2021

DocuSign Envelope ID: C43DAB35-F957-4DF6-A2BC-BBE859500B6D


https://notice.nv.gov/

Minutes – Southern Nevada Strong Steering Committee Meeting of October 29, 2020 Page 2 of 10

Item:

1. CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION Comments:

No comments were made. Motion: No motion was necessary. Vote/Summary: No vote was taken.

Item:

2. APPROVAL OF MINUTES: Meeting of July 30, 2020 (FOR POSSIBLE ACTION) Comments:

No comments were made. Motion: Ms. Nancy Amundsen, Clark County, made a motion to approve the minutes. Vote/Summary: 14 Ayes. 0 Nays. The motion carried. Ayes: Debra March, Nancy Amundsen, Shane Ammerman, Nicole Bungum, Mike Casey, Lisa Corrado, Delen Goldberg, Jim Keane, Brian Knudsen, Zane Marshall, M.J. Maynard, Sondra Rosenberg, Robert Summerfield, Chad Williams Nays: None Absent: Joselyn Cousins, Robert Fielden, Shawn Gerstenberger, Jonas Peterson, Deborah Reyes, Janet Quintero

Item:

3. RECEIVE AN UPDATE ON THE REGIONAL WORK PROGRAM (FOR POSSIBLE ACTION) Comments:

Following a detailed PowerPoint presentation [attached], Ms. Rae Lathrop, Manager of Regional Planning for the Regional Transportation Commission of Southern Nevada (RTC), provided an update on the Regional Planning Team as well as several current research projects. She shared that over the prior month, her team met with agency partners and Southern Nevada Strong (SNS) Steering Committee members to assess and discuss the progress of implementation of the Regional Plan. Stakeholders identified their priorities; the following were shared amongst many partners: housing creation and housing access improvement; climate action and environmental sustainability at the regional level; transportation-oriented development promotion; and relationship improvement across the Las Vegas Valley for successful implementation of plans. She stated that her team will continue collecting feedback on the progress of these projects. A spreadsheet was sent out to gather input on priorities and progress on plan adoption. A summary of the responses would be available soon. Ms. Michelle Larime, Senior Regional Planner for the RTC, provided an update on the four Opportunity Sites. These include Downtown North Las Vegas, Boulder Highway at Gibson Road/Broadbent Boulevard, the Las Vegas Medical District, and the Maryland Parkway Corridor. Each Opportunity Site report is broken down into four sections that include the vision, progress, recommendations, and case studies. Ms. Larime stated that the report for the Downtown North Las Vegas Opportunity Site was almost complete. The full report would be presented to the SNS Steering Committee at its January 2021 meeting. The team also planned to present the report to other RTC committees.



Ms. Larime continued by saying with the first report almost finished, the team had started working on two of the three remaining Opportunity Sites: Boulder Highway at Gibson Road/Broadbent Boulevard and the Las Vegas Medical District. The team had already met with City of Henderson and the City of Las Vegas staff to work through preliminary sections of the reports, focusing on the literature review and existing conditions. These two elements will help to explain the vision and progress sections of the reports. Based on the data collected, progress will be assesses using an evaluation matrix, similar to what was done for assessing progress on the North Las Vegas Opportunity Site. Ms. Larime expects to move through preliminary work quickly and says she will likely have more information on the next two Opportunity Sites in January 2021. Ms. Larime explained that the Maryland Parkway Corridor report would be started once the transit-oriented development study is closer to completion. She expects to begin the final SNS Opportunity Site report by late 2021. Ms. Rae Lathrop continued the presentation with an update on regional planning and research. She explained that several research projects are being worked on concurrently. These include the future housing inventory and needs, the extreme heat events coordinated response, and the inventory of regional sustainability planning tools and techniques. Staff has met with a technical advisory group made up of planners, community development representatives, and social service departments within the local jurisdictions to discuss future housing inventory and needs. They discussed existing data on population and housing inventory, pertinent and relevant questions the region is trying to understand, and any deliverables that can be provided to local agencies. Staff will be reaching out to each advisory group member to better understand data in different jurisdictions. Ms. Lathrop said she would provide an additional report in January 2021. Mr. Paul Gully, Management Analyst for the RTC, continued the presentation with an update on the extreme heat vulnerability analysis. The goal of the analysis was to identify concentrations of people who may be at greater risk for an extreme heat event, explaining that while everyone can be impacted by extreme heat to some extent, impacts are not evenly distributed. The analysis was built around three dimensions of extreme heat vulnerability – levels of exposure, adaptive capacity, and sensitivity to exposure. The research for the analysis came from academic studies, federal guidance, information from other cities and regions, and speaking with local stakeholders and experts. Some updates to the analysis were made based on input from a technical advisory group following a survey. Mr. Gully then presented the results of the analysis. A grid cell analysis was performed to create composite maps for each of the three heat vulnerability dimensions. All the maps were then combined to create a comprehensive composite extreme heat vulnerability map. Mr. Gully added that the purple areas on the map indicated the areas that were most at risk. Heat-related health and hospitalization data was also incorporated into planning efforts. He described these hotspot analyses and how they aligned with the RTC’s data. In terms of next steps, Mr. Gully continued, a second meeting of the technical advisory group was held. It would be followed by future discussions and a process of creating interactive web maps to further support analysis. More time would be spent investigating the profiles of each neighborhood, particularly in the high-scoring areas. Mr. Gully said a draft summary report alongside deeper discussions on mitigation strategies was being developed. Ms. Rae Lathrop explained that the report on the inventory of regional sustainability planning tools and techniques would be a separate agenda item as there is a final report to share.



Chair Debra March requested more details on the Regional Plan policy administration, asking if there should be a technical group to review the overall plan with representation from each municipality. This would help make sure that everyone had a chance to provide input on emerging issues. Mr. Craig Raborn, Director of the Metropolitan Planning Organization for the RTC, replied that Chair March’s idea aligned closely with what staff planned to do with the results of the prioritization survey. Further meetings would be a logical next step in this process. He said that these processes would feed back into other RTC programs, such as the Unified Planning Work Program. Ms. Lisa Corrado, City of Henderson, asked for clarification on the urban heat island research and sustainability studies, asking whether these were separate initiatives. Ms. Rae Lathrop replied that the heat study reviewed demographic/environmental data as well as key risk groups for extreme heat events. Staff would be doing further research into each of these high-risk areas. Conversely, the sustainability study examined planning around environmental sustainability and climate action. Ms. Corrado then asked about the housing element of the plan, noting that the City of Henderson had been in touch with the University of Nevada, Las Vegas (UNLV) Boyd School of Law for guidance on key housing issues. She said that it might be possible to deliver some research to the RTC based on these outreach efforts. Councilman Brian Knudsen, Southern Nevada Regional Planning Coalition, asked if the RTC had catalogued resources related to these plans and for the SNS plans. Mr. Raborn stated that the RTC did annual check ins across stakeholders to measure progress, but that some pieces were still missing. Developing the RTC’s current toolkit and planning processes would help identify which data points were lacking. Councilman Knudsen agreed and stated that it would be important to talk about these issues beyond the planning phase and make sure all resources were catalogued for the benefit of the entities. Mr. Raborn explained that the RTC had done a lot of inward planning processes, but figuring out which activities to undertake was a harder challenge. Councilman Knudsen pointed out that it would be critical to maintain connections between planning and public works processes to make sure everyone knew what investments were proposed. Chair March agreed and said that this reinforced the need to bring jurisdictions together in a technical group to review these issues. Mr. Raborn agreed, recounting how the RTC was working to incorporate performance measures to further aid data collection. These models and frameworks would aid in capital project planning and connecting the different pieces together. Ms. Corrado stated that the City of Henderson was changing the way it was handling project management, stressing the need to have access to the resources and information its staff needed to support these goals. Motion: No motion was necessary. Vote/Summary: No vote was taken.

Item:

4. RECEIVE A PRESENTATION OF AND APPROVE THE SUSTAINABILITY PLANNING TOOLS AND TECHNIQUE REPORT LED BY REGIONAL PLANNING STAFF (FOR POSSIBLE ACTION)

Comments:

Following a detailed PowerPoint presentation [attached], Ms. Michelle Larime, Senior Regional Planner for the Regional Transportation Commission of Southern Nevada (RTC), detailed that the focus of the RTC’s report on sustainability planning tools and techniques was to develop an inventory of tools and best practices to support environmental sustainability and climate action planning. She



highlighted a few key phases in the project plan, noting that staff had presented several drafts of the report to a technical advisory group for review, using that feedback to inform additional research for the draft. When the final draft was ready, staff met with several additional stakeholders to review the report’s findings and provide another opportunity for feedback. Overall, these discussions produced positive comments on its usefulness. She said that there were several different final deliverables to be aware of – a key findings report, the full report, and appendices. Ms. Larime then detailed how these insights informed approaches to environmental sustainability planning. She noted that the plan did not prescribe any specific actions, but rather was meant to be an informational tool to provide others with foundational insights into how this work could be approached in the future. The project indirectly supports sustainability goals found in the SNS plan, and most directly contributes to capacity building within the region. The primary findings of the research were presented in two main parts. First was the different approaches cities/regions are taking towards the work. Second was a review of best practices for environmental sustainability planning. She remarked that, while collaborative approaches to sustainability were needed, the team’s research showed that many different communities were implementing approaches on their own terms. In the final report, Ms. Larime explained, the best practices findings were distilled into 12 key principles that fall within three broad categories. These categories are build a foundation, support collaborative planning processes, and adopt best practices framework for planning and implementation. Generally, the best practice principles highlighted the need to determine achievable, measurable goals and strategies in a performance-based way. She shared a few specific recommendations taken from the planning literature reviews, noting that the full list of recommendations was included in the final report. These recommendations included the following:

1. Aligning plans with regional and state goals 2. Prioritizing federal and state funding for plans that progress federal/state goals 3. Increasing collaboration with private/non-government organizations 4. Developing incentives to increase participation from organizations

Moving forward, Ms. Larime said that staff would be presenting the report to the various RTC committees, with the project approval process expected to be complete by the end of the 2020. It would then go before the RTC Board of Commissioners for final approval, with everything published and accessible on the RTC website. Vice Chair Nancy Amundsen, Clark County, mentioned that Clark County had its own initiatives and sustainability plans, noting that sustainability would be a top priority moving forward. Ms. Lisa Corrado, City of Henderson, asked for clarification on what the long-term goals were for these planning efforts. Mr. Craig Raborn, Director of the Metropolitan Planning Organization for the RTC, replied that the goal was to identify different approaches that existed and to raise awareness of them to help the region decide on the best course of action. There are no prescribed next steps at this time, as the RTC’s goal at this point is more about getting the ideas out there. Vice Chair Amundsen stated that Clark County’s environment and sustainability plans were part of its goals to work towards climate action. She noted that these plans were specific to Clark County and were initiated by the Board of County Commissioners. Chair Debra March mentioned that it would be possible for the jurisdictions to work together, describing how mapping tools could be used as part of a region-wide toolkit. Ms. Corrado remarked on



the importance of collaboration and engaging with jurisdictions on these issues, stating that each jurisdiction will have a different role to play in the implementation. Mr. Raborn agreed, saying that each entity was meant to do its own planning internally with further collaboration occurring after. Ms. Sondra Rosenberg, Nevada Department of Transportation (NDOT), mentioned that NDOT had been working at the state level on several efforts, detailing that planning efforts at this point were preliminary, and that there would need to be coordination between local and regional entities as well. Motion: Ms. Nancy Amundsen, Clark County, made a motion to approve the Sustainability Planning Tools and Technique Report. Vote/Summary: 15 Ayes. 0 Nays. The motion carried. Ayes: Debra March, Nancy Amundsen, Shane Ammerman, Nicole Bungum, Mike Casey, Lisa Corrado, Robert Fielden, Delen Goldberg, Jim Keane, Brian Knudsen, Zane Marshall, M.J. Maynard, Sondra Rosenberg, Robert Summerfield, Chad Williams Nays: None Absent: Joselyn Cousins, Shawn Gerstenberger, Jonas Peterson, Deborah Reyes, Janet Quintero

Item:

5. RECEIVE AN UPDATE ON STRATEGIC VISIONING FROM THE SOUTHERN NEVADA REGIONAL PLANNING COALITION

Comments:

Following a detailed PowerPoint presentation [attached], Mr. Craig Raborn, Director of the Metropolitan Planning Organization for the Regional Transportation Commission of Southern Nevada (RTC), related that the RTC undertook strategic visioning efforts alongside the Southern Nevada Regional Planning Coalition (SNRPC) to implement regional plan goals. He introduced Councilman Brian Knudsen, SNRPC, to provide more details on these visioning efforts. To begin, Councilman Knudsen described the thought process behind the decision to disband the SNRPC due to a perceived lack of forward momentum of the coalition. He explained the background behind the decision before detailing a potential path forward. However, this path forward would require each jurisdiction to agree upon and approve an interlocal agreement. Councilman Knudsen then explained the preference to maintain a regional board, detailing the efforts to reposition the SNRPC in order to bring more value to it. He described a draft interlocal agreement that could work as a path forward. It includes several key changes to the structure. One aspect is to change the name from the SNRPC to the Southern Nevada Council of Governments. Additionally, it would require changing the group’s funding formula to a population-based formula. It would also need increased personnel to increase the focus on key issues. Next, Councilman Knudsen reviewed how jurisdictions were currently in the process of reviewing this draft and several of the logistic planning efforts that had yet to be defined. He said the biggest issue would involve finding a consensus among these jurisdictions about these changes, noting several of the upcoming discussions and presentations that were planned. He briefly touched on a few of the issues planned for discussion, one of which included grant funding requirements for future funding. In upcoming meetings, they would attempt to discover if any changes were necessary to the existing draft of the interlocal agreement.



Vice Chair Nancy Amundsen, Clark County, mentioned that the Clark County Board of Commissioners had reviewed the draft interlocal already. She said she did not believe there was much pushback on the issues. Ms. Lisa Corrado, City of Henderson, said that the City of Henderson was setting up follow-up meetings for further review of these issues, describing some of the challenges of determining a consensus. However, she stated it needed to begin somewhere, and detailed the City of Henderson’s process for developing a scope of work. Chair Debra March stated that the jurisdictions would need to tread carefully when taking on lobbyists to ensure that individual regional goals were not in conflict with the region’s overall planning efforts. Councilman Knudsen agreed that there were many issues to consider, but that discussion would be limited to specific issues and would encompass only the resources available in this meeting. Chair March stated that it could be helpful to create some connectivity between jurisdictions. Councilman Knudsen agreed that technical working groups could be helpful for informational purposes, but stated that the capacities were often limited outside of general updates. Mr. Raborn agreed, noting that it would be important to get buy-in from organizational leaders and focus on their priorities. This is something the RTC could easily accomplish. Mr. Knudsen cited several examples of social issues that had not received much traction, and suggested that the attendees think about how those voices could be heard and incorporated into planning efforts. Chair March agreed and stated the value of having map overlays in the RTC toolkits to help make these kinds of connections. Mr. Raborn said that his team had experienced some issues in online mapping technology, noting that staff had tried to set up a robust mapping tool in years past, but by the time it had begun working, the software had already been changed by the vendor. However, solutions were still possible, and Mr. Raborn encouraged members to think about alternate solutions for making these connections. The members spent some time discussing these issues, questioning whether it would be beneficial to set up smaller planning groups to review solutions. The members agreed that more planning efforts would be important, as each jurisdiction had struggled with maintaining technical solutions over time. Motion: No motion was necessary. Vote/Summary: No vote was taken.

Item:

6. DESIGNATE OFFICERS FOR 2021 (FOR POSSIBLE ACTION) Comments:

Mr. Craig Raborn, Director of the Metropolitan Planning Organization for the Regional Transportation Commission of Southern Nevada, reminded the Southern Nevada Strong (SNS) Steering Committee that the Policies and Procedures dictate that a Chair and Vice Chair will be elected annually at the SNS Steering Committee’s October meeting. He then opened the floor for nominations. Mr. Chad Williams, Southern Nevada Regional Housing Authority, nominated Mayor Debra March to serve as Chair of the SNS Steering Committee for 2021. Mayor March nominated Ms. Nancy Amundsen to serve as Vice Chair of the SNS Steering Committee for 2021. Motion: Mr. Robert Summerfield, City of Las Vegas, made a motion to designate Mayor Debra March as Chair and Ms. Nancy Amundsen as Vice Chair of the Southern Nevada Strong Steering Committee for 2021.



Vote/Summary: 15 Ayes. 0 Nays. The motion carried. Ayes: Debra March, Nancy Amundsen, Shane Ammerman, Nicole Bungum, Mike Casey, Lisa Corrado, Robert Fielden, Delen Goldberg, Jim Keane, Brian Knudsen, Zane Marshall, M.J. Maynard, Sondra Rosenberg, Robert Summerfield, Chad Williams Nays: None Absent: Joselyn Cousins, Shawn Gerstenberger, Jonas Peterson, Deborah Reyes, Janet Quintero

Item:

7. DISCUSS CURRENT WORK ACTIVITIES AND PRIORITIES RELATED TO IMPLEMENTATION OF THE REGIONAL PLAN

Comments:

Following a detailed PowerPoint presentation [attached], Mr. Craig Raborn, Director of the Metropolitan Planning Organization for the Regional Transportation Commission of Southern Nevada (RTC), described that this item was an open discussion for any members to bring up topics related to the implementation of the Southern Nevada Strong (SNS) Regional Plan. He began by stating that the RTC was in the middle of a public comment period for the Access 2050 Regional Transportation Plan (RTP). Describing the plan’s background, Mr. Raborn noted that there was direct linkage between the RTP and SNS plans, and included a review of all On Board recommendations. He suggested that members visit the RTC’s website to view the details in full. Ms. Lisa Corrado, City of Henderson, mentioned that the City of Henderson had recently focused on recovery planning in the area. After highlighting several of these planning efforts, she noted staff was working with University of Nevada, Las Vegas (UNLV) to undertake research and perform a wider analysis on possible options in the future. Chair Debra March asked if these conversations were considered a regional discussion item in the City of Henderson. Ms. Corrado said that the City of Henderson was working on policies that could be implemented at the regional level and that this collaboration was an ongoing goal. Councilman Brian Knudsen, Southern Nevada Regional Planning Coalition (SNRPC), asked what mechanisms were used to plan at the regional level in the City of Henderson. Ms. Corrado detailed that staff had begun with a market analysis on housing needs, which was understood and interpreted at the regional level. Councilman Knudsen and Ms. Corrado spent a few minutes discussing the details of this these types of regional analyses and their needs, with Councilman Knudsen noting that the data from Ms. Corrado’s housing analysis would be helpful to share. Vice Chair Nancy Amundsen, Clark County, brought up that Clark County was rewriting its master plan for the region. Survey questions on changes were available online for anyone who was interested. She said Clark County would be releasing a new draft of high-level policies within the next few weeks for review. Clark County was also working on other initiatives, such as affordable housing plans in the region, though current plans were preliminary. Mr. Shane Ammerman, Conservation District of Southern Nevada (Conservation District), mentioned that the Conservation District was in the final stages of its needs assessment review and should be finished up soon. Mr. Mike Casey, Clark County School District (CCSD), reported that ongoing efforts were made to support distance learning and develop plans for re-integration, whenever that ended up taking place. He said staff had been providing updates to the CCSD Board, and there was a vote for a potential hybrid model of education that would be set forth for discussion at the next coming meeting.



Ms. Delen Goldberg, City of North Las Vegas, said that the pandemic has been the primary focus of the City of North Las Vegas. She briefly detailed how staff was working to focus on the needs of the community and allocate resources accordingly. Mr. Zane Marshall, Southern Nevada Water Authority (SNWA), mentioned that SNWA had recently finished a planning resource advisory committee process in August 2020, with recommendations focused on capital improvements and conservation initiatives. This was approved by the SNWA Board of Directors in September 2020. He detailed several of the planning efforts and strategies that would be implemented over the coming year to support these recommendations. Mr. Marshall noted the importance of water conservation in the region, stating that the community was at over 192 days without rainfall. This would be a key issue to address for sustainability and conservation. Ms. Sondra Rosenberg, Nevada Department of Transportation (NDOT), briefly mentioned that NDOT was continuing to work with the jurisdictions on these initiatives, noting that NDOT may be able to bring in other state agencies to help support these issues. Mr. Robert Summerfield, City of Las Vegas, mentioned that the City of Las Vegas was nearing the end of its process for a new master plan for the city. A draft is available online to the public and is currently receiving comments. He said that staff would incorporate changes as necessary with plans to go to the Planning Commission in November 2020. This would be followed by a review by the City Council in December 2020. They were also reviewing the process for big box infill projects to create more efficient internal development, as well as other complementary development projects to support long-term planning. Mr. Chad Williams, Southern Nevada Regional Housing Authority, mentioned a few initiatives. He highlighted the use of T-Mobile hotspots to support online learning opportunities, affordable housing programming, and the redevelopment of the Marble Manor public site. He also mentioned the possible acquisition of the Moulin Rouge site, which could be used for mixed use, affordable housing. Mr. Williams also mentioned that two key positions for in-house general counsel and an assistant executive director for policy and planning for regional housing issues would be opening up. Motion: No motion was necessary. Vote/Summary: No vote was taken.

Item:

8. DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION) Comments:

Mr. Craig Raborn, Director of Metropolitan Planning Organization for the Regional Transportation Commission of Southern Nevada (RTC), said he would reach out to the agencies to get updates on their planning efforts, as needed. Motion: No motion was necessary. Vote/Summary: No vote was taken.



Item:

9. CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION Comments:

Mr. Ken MacDonald made the following public comment: Thank you Mayor. Ken MacDonald. New field environmental consulting, day job, Chairman of the Desert Tortoise Council and former committee member of Southern Nevada Strong. And, a strong advocate for all the things that you’re doing to make our community more livable, sustainable, economically vibrant, and Craig, I was a relentless advocate for prioritizing for 312 good things to do, and hopefully I’ve given this number 313, hopefully this is at the top of the list. So right after the shutdown, a group of us got together, concerned citizens, and called together a group called Restoration Nevada. And the members, Joe. W. Brown, George’s attorney, former Gaming Commissioner, former Athletic Commissioner, former White House appointee, former Governor Bob List, former County Commissioner Bruce Woodbury, active council member, assemblyman, Tina Quigley - former RTC and also a member of this committee - and so we ended up putting together a written packet for COVID, it kills people. It’s also killing businesses, and so with these businesses and community leaders, put together a list of recommendations of, actually, detailed presentation for the Governor on restoration and recovery roadmap. And most recently, actually – yes, two days ago, we had a member come up with some new things to do. I also figured out a new deal that had programs that had literally tens of thousands of jobs, so, we know COVID is killing people and jobs and also the opportunity for people to have a place that’s local, vibrant, environment, economically sustainable. And so, this program’s something we attempt to present to Southern Nevada Strong and see if some of these programs might be something. There’s ten thousand jobs, that’s a lot of dollars, which means federal, we will be submitting these recommendations to this group consideration and your action. Motion: No motion was necessary. Vote/Summary: No vote was taken.

ADJOURNMENT

The meeting adjourned at 3:01 p.m. Respectfully submitted, __________________________________ Marin DuBois, Recording Secretary __________________________________ Marek Biernacinski, Transcription Secretary


1

MEETING WILL BEGIN SHORTLY

Southern Nevada Strong Steering Committee

October 29, 2020

2

Item #1

CONDUCT A COMMENT PERIOD

FOR CITIZENS PARTICIPATION

E-MAIL:

[email protected]

Item #2

APPROVAL OF MINUTES:

MEETING OF JULY 30, 2020

(FOR POSSIBLE ACTION)

3

Item #3

RECEIVE AN UPDATE ON THE

REGIONAL WORK PROGRAM


Regional Work

Program Update


October 2020

4

• Regional Plan Core Administration

• Regional Plan Update

• Indicator Tracking & Mapping

• Community Planning Academy

• Outreach and Communication

• Annual Report

Regional Policy Plan Administration

Regional Policy Plan AdministrationGuiding Question: What will it take to achieve our organization’s most important SNS-related outcomes?

Current Priority – Still Relevant – Continues Forward (with

modified approach)

These are items that are relevant and possible and will

go forward, though perhaps not as planned. Make a few

notes on likely modifications.

Pause & Resume when crisis “over” (assuming a 6-18 month

delay – high uncertainty)

These items will be paused. They are either not feasible

now, or they need to be paused to make room for

emergent priorities. You don’t really know for how long.

Six to eighteen months is a ballpark and may be too long

or too short.

Emerging Priority or Existing by Newly Prioritized (because

of current conditions)

These items are new or newly prioritized items that are

on the table (or front burner) because of current

conditions. You are being asked to do them or you

realize they are necessary and/or urgent.

Unknown Status/Approach (need more data, too much in

flux to know)

There are items that are either unclear or too much in

flux to decide. You need to have more data, talk to

others, or let the dust settle a little bit before deciding.

Honor and Let Go (not going to happen)

Conditions make these items impossible

5

• Regional partner themes and priorities:

• Housing

• Sustainability and heat

• Transportation and access

• Regional Collaboration

Regional Policy Plan Administration

DTNLV Opportunity Site 5-year Progress Report

Vision Recommendations

Progress Case Studies

6

SNS Opportunity Sites 5-year Progress Reports

1. Downtown North Las Vegas

2. Boulder Highway at Gibson/Broadbent

3. Las Vegas Medical District

4. Maryland Parkway corridor

1

2

3

4

• Future Housing Inventory and Needs

• Extreme Heat Events Coordinated Response

• Inventory of Regional Sustainability Planning Tools and Techniques

• Tree Canopy Social Equity Impacts

Regional Planning & Research

7

Future Housing Inventory and Needs

• Forecast regional housing surplus or shortfall

• Estimate demand by affordability and type

Additional

research

Data Collection TAG meeting

Affordability Type/StockBalance

• Vulnerability to extreme heat

• Threat of increasing local temperatures

• Targeted, coordinated response

Exposure

•Natural environment

•Built environment

Adaptive Capacity

•Socio-economic factors

•Demographics

Sensitivity

•Health conditions

•Physiological considerations

Extreme Heat Vulnerability

8

Extreme Heat Vulnerability Framework

exposure sensitivityadaptive capacity

• Temperature

• Vegetated land cover

• Developed land

• Elevation

• Disability

• Educational attainment

• Limited English proficiency

• Poverty

• Race (non-white)

• Unsheltered homeless

• Vehicleless households

• Older adults

• Isolated older adults

• Diabetes

• Cardiovascular disease

• Temperature

• Vegetated land cover

• Developed land

• Elevation

• Mobile homes

• Older housing

• Older adults (age 50+)

• Isolated seniors

• Diabetes

• Cardiovascular disease

• Respiratory disease

Placing Results into Framework

Exposure map Sensitivity mapExtreme Heat

Vulnerability map

=

Adaptability map

+ +

9

North Las Vegas

Henderson

Las Vegas

Boulder City

Hot Spots Analysis &Heat-Related Deaths

+ 88 with unknown zip code

10

Hot Spots Analysis &Heat-Related Hospitalizations

Next Steps

• Interactive web map

• Neighborhood profiles of high scoring areas

• Summary report

• Mitigation strategies

11

Regional Work

Program Update


October 2020

Item #4

RECEIVE A PRESENTATION OF

AND APPROVE THE

SUSTAINABILITY PLANNING TOOLS

AND TECHNIQUE REPORT LED BY

REGIONAL PLANNING STAFF


12

Regional Work

Program

Regional Environmental Sustainability: Inventory of Planning Tools &

Techniques

October 2020

Regional Environmental Sustainability: Inventory of Planning Tools & Techniques

Research Question

• How are other large

metropolitan regions

approaching environmental

sustainability

• Inventory environmental

sustainability processes

and best practices

Methodology

• Literature review

• Interview peer communities

• Review of existing

sustainability and CAPs

• TAG and stakeholder review

Findings

• General approaches (2) to

environmental sustainability

planning

• Best practices (12) for

environmental sustainability

planning

Deliverables

• Key findings report

• Full report

• Appendices

13


What does the regional plan say?

INVEST IN COMPLETE COMMUNITIESMany goals and strategies include protecting residents from polluting through

efficient land use and development practices as well as promoting energy

efficiency, water conservation, and waste reduction.

INCREASE TRANSPORTATION CHOICESeveral goals and strategies are related to the development of more active

modes of transportation, and the reduction of vehicle miles traveled and GHG

emissions.

BUILDING CAPACITY FOR IMPLEMENTATIONGoals in this section broadly state the need for the region to enhance

collaboration around regional planning priorities, such as environmental

sustainability planning.


Approaches to environmental sustainability planning:

Local “sum of parts” approach• Individual efforts that, when added together, may contribute to a broader

regional impact

Multi-jurisdictional, collaborative approach*• Regional environmental sustainability or climate action plans

• Regional collaboratives (RCCs and RRCs)

*Research emphasizes the need to adopt multi-jurisdictional, collaborative approaches

*Multi-jurisdictional approaches are new and there are many different ways this work

can look

14


Build a foundation

1. Purpose and goals

2. Common language and

knowledge

3. Begin with data

4. Align with existing plans

Adopt a best practice framework

for planning and implementation

1. Set simple and achievable goals

2. Flexible strategies and synergies

3. Implementation and monitoring

4. Set benchmarks and

performance measures

5. Communication and public

education

Support collaborative planning

processes

1. Advisory, oversight and validation

2. Community engagement and

equity

3. Project scope and staff capacity

12 principles for best practice:


Additional recommendations from the literature:

Plan alignment

& consistency

Federal & state

funding

Effective partnerships

for implementation

Economic & private-sector

incentives

Transparent & inclusive

15

Regional Work

Program Update

Regional Environmental Sustainability: Inventory of Planning Tools &

Techniques

October 2020

Graphic icons attributed to Vectors Market from the Noun

Project.

Item #5

RECEIVE AN UPDATE ON

STRATEGIC VISIONING FROM THE

SOUTHERN NEVADA REGIONAL

PLANNING COALITION

16

Item #6

DESIGNATE OFFICERS FOR 2021


Item #7

DISCUSS CURRENT WORK

ACTIVITIES AND PRIORITIES

RELATED TO IMPLEMENTATION

OF THE REGIONAL PLAN

17

Item #8

DISCUSS FUTURE AGENDA ITEMS


Item #9

CONDUCT A COMMENT PERIOD

FOR CITIZENS PARTICIPATION

E-MAIL:

[email protected]

18

MEETING HAS ENDED

THE ROAD TORECOVERY &

RESTORATION

Recommendations for

RESTORATION NEVADA2020 | JUNE

colemanz

Text Box

SNS Item #9 October 29, 2020 Handout

TABLE OF CONTENTS

2020 | JUNE

What is Restoration Nevada? 3 Section 1 – Categorized Recommendations

Safe Nevada 4Smart Nevada 5Strong Nevada 6

Section 2 – Legislative RecommendationsBuy Nevada Act 2020 7

Section 3 – Appendices

Appendix A – Collected Comments"Safe Nevada" Comments 9"Smart Nevada" Comments 14"Strong Nevada" Comments 15

Appendix B

COVID-19 Re-opening Questions to Consider 17

Appendix CNew Business Model in a Pandemic World 32

Appendix DVulnerability Analysis 38

Appendix ECOVID-19 Recovery Planning 43

Appendix FSupplemental Miscellaneous Resources 50

Restoration Nevada Leadership 55

WHAT IS RESTORATION NEVADA?

Weekly Virtual Town Hall Meetings : A series of meetings gave members theopportunity to hear from local leaders to better understand current events and theprograms underway. Speakers included Vegas Chamber, local financialinstitutions, elected officials, economists, financial analysts, the Governor’s Officeof Economic Development, the National Federation of Independent Businesses,Workforce Connections, and local “essential businesses” who have been operatingduring the pandemic closures.

Restoration Nevada Facebook Group : Online surveys in addition to activeparticipation on its Facebook page, which attracted over 800 members in less thana week and now exceeds 1,300 participants.

Email : Ideas and questions were also collected via email ,[email protected].

Restoration Nevada is a collaborative, non-partisan group of Nevadans who cametogether to learn from one other, brainstorm ideas, and pose questions relevant tothe reopening and recovery of Nevada businesses following the COVID-19 closures.Input was gathered via three modes of outreach:

OBJECTIVERestoration Nevada's goal is to present a collection of ideas and questions to electedand appointed decision makers for their consideration as they develop state andlocal plans for safely reopening businesses and recovering Nevada's vibranteconomy.

2020 | JUNE

CONTENTS OF THIS DOCUMENTSection 1 : A collection of recommendations derived from constructive commentsand questions submitted by the members of the Restoration Nevada Facebookgroup. These recommendations are organized into three categories: Safe Nevada ,Smart Nevada , and Strong Nevada .

Section 2 : An outline of the Buy Nevada Act 2020 being recommended byRestoration Nevada.

Section 3 : Appendices containing a representative sampling of constructivecomments and questions collected during the weekly Town Hall conference calls,and from feedback provided by members of the Restoration Nevada Facebookgroup. Also included is a collection of documents, scholarly articles, and onlineresources that inform the recommendations presented by Restoration Nevada.

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SECTION 1 SAFE NEVADA

2020 | JUNE

Retail Hospitality/Lodging Accommodations Sports Restaurants, Bars, and other Food & Beverage Tourist Attractions and Destinations Transportation Manufacturing Professional and Financial Services Salons and Personal Services Construction and Development Arts and Entertainment Faith-based Organizations and Houses of Worship Charitable Services and Nonprofit Organizations

OVERVIEW Restoration Nevada's conversations have focused on safe and rapid economicrecovery. Health and medical issues such as COVID-19 testing, tracking, andtreatment are beyond the scope and expertise of the group. Therefore, RestorationNevada does not make suggestions regarding this subject, but rather focuses onenhancing safe business operations for employees and patrons. Most ideas and comments submitted by group members pertain to helpingbusinesses gain competence and confidence in creating processes and proceduresthat will keep employees and customers safe, healthy, and protected. While there will l ikely be general guidelines for all businesses, each sector would beencouraged to present recommendations and best practices specific to theirindustry, while stil l considering economic, health-related, and societal factors aroundsafely reopening. We recommend that state and local governments stand ready to connect with theseindustry sectors or business groups to create unified and detailed plans for "SafeReopening." Ideally, the plans and recommendations submitted would be quickly, butcarefully reviewed, by Nevada's public health experts and the Governor's Office todetermine timeframes and courses of action for each sector's "Safe Reopening." The following sectors are encouraged to present Safe Reopening Plans: 1.2.3.4.5.6.7.8.9.10.11.12.13.

4

OVERVIEW Specific recommendations of the Restoration Nevada group include expandingaccess to magnet schools and increasing funding for STEM and Trade Schoolprograms. "Smart Nevada" does not refer only to K-12 education and higherinstitutions of learning. It should also address the need to incorporate educationaland instructional information for small businesses in order to help them safelyreopen. MAGNET SCHOOLSExpanding access to the magnet schools will elevate Nevada’s education profile byimproving the education that our children receive. Additionally, access to qualityeducation is a deciding factor as our state recruits professionals from around thecountry. According to Clark County School District’s website, “Because of thetremendous success of our magnet programs, the demand has greatly exceeded theavailable seats for students.” STEM PROGRAMSIn post COVID-19, Nevada will face new challenges that require innovative solutions.Additional funding for STEM programs will help us prepare the people that will becharged with developing these solutions. Potential areas for focus include health, 3-Dprogramming and manufacturing, drone and unmanned aerial vehicles, hydroponics,and more. TRADE SCHOOLS & VOCATIONAL TRAININGImproved funding for access to trade school is an essential concern for oureconomy. Many jobs now require certain training in technology that traditional 4-yearprograms are typically too broad to address. Programs such as nursing, medicaltechnology, HVAC, software, and coding skills are critical to our ability to react tofuture pandemics. Additionally, manufacturing, infrastructure, and transportationfields are all expected to grow in the coming years, and many of those jobs likely willnot require a 4-year degree. SMALL BUSINESS EDUCATION & INSTRUCTIONRestoration Nevada recommends that simplified and easily followed instructional andeducational materials and online information be provided for small businesses whomay not have the staff resources or needed experience to develop their ownreopening tools and plans, and that they be created and implemented as soon aspossible. This could include a bullet point l ist of the more detailed plan and wouldserve as a quick guide to small businesses. This bullet l ist of points to reopeningcould also be made available to the public and small businesses online.

SMART NEVADA

2020 | JUNE

5

OVERVIEW Nevada’s economic recovery is going to require input from a diverse array ofbusinesses; however, focusing on small business should be a top priority at thistime. According to the Small Business Administration's 2019 Small Business Profile,these businesses employ 59.9 million Americans and represent 99.9% of allbusinesses in the United States. 99% of businesses in Nevada qualify as smallbusinesses. Large businesses typically have greater resources and access to capitaland are making their own independent plans. Nevada government is strongly encouraged to prioritize supporting Nevadabusinesses. The goals are to expand and diversify local ownership, offer importsubstitutions, and foster business cooperation in Nevada with the result of creatingmore jobs—and thus more wealth—per capita, and encouraging greater personalaccountability for the health of our communities. Options include establishing preferred purchasing ordinances that allow small localbusinesses to compete more effectively for county and city contracts. Theordinances would extend strong and favorable preferences in bidding to businessesthat sell local and state-made goods. Additionally, statewide economic diversification efforts must look to industries whichnot only need large amounts of labor, but that also pay prevailing wages. Althoughsome progress has been made on this front, there is stil l much work to do. Las VegasGlobal Economic Alliance (LVGEA) has contributed greatly to diversification effortsalready and should be considered a valuable resource in this area. Restoration Nevada encourages the passage of a "Buy Nevada Act," which wouldresult in either increased tax revenue or increased procurement from localbusinesses.

STRONG NEVADA

2020 | JUNE

– KAREN SMITH

6

Encouraging businesses to stay or to relocate herePotential to diversify and strengthen our economyMultiplier effect of local spendingLocal job creationIncrease local tax revenueDemonstrating commitment to local businesses and residentsReducing unnecessarily long transport; saving fuel and reducing adverse air qualityand greenhouse gas emissions

OVERVIEW It is reported that at least 45 states, plus the District of Columbia, have procurementpolicies designed to give a preference to businesses that meet certaincharacteristics, such as those are operated, owned, or manufacture within the stateor are owned by veterans, pay prevailing wages, and/or use environmentallysustainable practices. Of these, about half have adopted an explicit preference forbusinesses that are small and/or local. Looking beyond state governments, largenumbers of counties, cities, and towns have procurement policies of their own. It is also reported that spending at local independent businesses generates morejobs and wealth in the local economy compared to spending at absentee-ownedbusinesses, including corporate chains. A sustainable economy is the result of ahealthy local economy. Restoration Nevada strongly encourages and fully supportselected officials and decision makers to adopt and promote practices that helppreserve local businesses and maintain our tax base. Although procurement policies are prevalent, simply having a policy on the books isnot always effective on its own. In the places where these policies are truly workingas economic development, it ’s most often the result of more than just a newordinance. Local procurement policies are most effective when they include firmdefinitions, well-developed goals, and clear tracking and reporting, and when theyhave support across the local administration. Giving preference to local suppliers, even if it means spending a little more, canbenefit a region’s finances. When local governments spend their money with locallyowned firms, those firms in turn rely on and generate local supply chains, creating an“economic multiplier” effect. Each additional dollar that circulates locally boostslocal economic activity, employment, and, ultimately, tax revenue. The benefits of ‘Buying Nevada’ include:

SECTION 2 BUY NEVADA ACT 2020

2020 | JUNE

7

Reduce business license feesReview code enforcement procedures and amend to give small businesses time toresolve issuesAllow short-term rental companies and contracts to operate (e.g. Airbnb, VRBO)Accelerate Construction PermittingIncrease the number of Cannabis Licenses

LEGISLATIVE SUMMARY PART 1: NEVADA-BASED SMALL BUSINESSES (NBSB) Nevada Based Small Businesses are critical to economic growth and health. Anyagency (except non-profit organizations) that receives state, county or city fundingmust procure a minimum of 10% of their products/services from an NBSB. In theevent this threshold is not met, agencies must make every effort to demonstrate thatthere were, ‘No Nevada Sources Available’. The 10% minimum must be mandatory to provide the economic stimulus to the localeconomies. To be classified as an NBSB, it must primarily operate within the State of the Nevadaand/or must have at least 25% of its workforce living within the state. PART 2: INCENTIVIZING CORPORATE SUPPORT OF NEVADA-BASED SMALLBUSINESSES NBSBs are the key to economic stability as it is anticipated that our traditionaltourism industry may suffer a decline due to COVID-19 concerns. The State shalldeduct the total amount spent on NBSBs from the Modified Business Tax (+5%) forany business procured with a minimum of 10% of their products/services from NBSB. PART 3: CRITICAL MEDICAL PRODUCTS AND SUPPLIES Medical/Dental facilities and operators must procure 25% of their PersonalProtective Equipment (PPE) from NBSBs. In addition to supporting and encouraginggrowth of Nevada’s small businesses, this will reduce Nevada’s reliance on out-of-state and foreign supply chains of critical PPE. STIMULATING LOCAL ECONOMIC GROWTH POST-PANDEMIC The following suggestions are designed to be implemented at the local level(Nevada's cities and towns) with minimal to no cost to the municipalities:

BUY NEVADA ACT 2020

2020 | JUNE

8

"SAFE NEVADA" COMMENTS There is no "zero risk" solution to this other than hibernating. Identifying the risks ineach business and demonstrating how those risks will be mitigated to protectemployees and the customers is a good way to assure our leaders and medical expertsthat we are doing our best to be safe. – Fernando Molina One thought I had to solve this would be to have just one hospital open for proceduresunrelated to COVID-19 treatment. – Jen Kunkle Has any thought been given to dedicating one of our hospitals to COVID-19 patientsand reopening all the other hospitals to business as usual? – Guy Williams Although I am wary of more government regulations, the reopening plan shouldconsider imposing reasonable minimum health standards to protect employees andguests because, given the option, some businesses will do nothing. – Anthony Cabbot Nevada should solicit public comments and conduct online workshops to shapepolicies, procedures and standards for the reopening plan. Formulating minimumstandards must carefully consider costs, feasibility, effectiveness and enforceability,among other things. Possible topics may include social distancing, patron andemployee health monitoring, PPE requirements for employees, disinfectingrequirements for machines, chips and other surfaces frequently touched, mandatedchanges in some card games that eliminate player handling of cards, and delayedopening of some venues like buffets. I am not suggesting that these be implementedbut considered. The worst outcome would be for the state to mandate reopeningstandards without the input of the industry, public, medical professionals and otherinterested parties. – Anthony Cabbot One of the major concerns that I hear about is compliance. There are citizens thatworry about complacency and a lack of compliance enforcement and oversight overbusinesses. They're referring to cleanliness, hand washing, etc. Would it be prudent todevelop and compliance enforcement plan util izing current and available resourcesand law/ordinance? – Mikey Kelly

SECTION 3APPENDIX A COLLECTED COMMENTS

2020 | JUNE

9

Evaluation and promotion of cleaning standards – Identification and use ofantimicrobial technology used in products with additives that permanently protectagainst microbesContinued remote work-based environment – perhaps a staggered or rotating deskenvironmentPhysical distancing considerationsContactless payment alternativesContact trackingAnalysis of interaction frequency for essential operationsUtil ization of available technologiesEvaluation of support services for employees through HR – paid leave, mentalhealth support

What do you need to do for cleaning before opening?Do you need to work on cooling towers and HVAC systems?What physical changes do you need to make to your facilities?If you have hand blow dryers. Have you changed them out to paper towels?How do you control your occupancy and physical distancing considerations?Have you modified your business model to be a totally contactless payment system?How does that work or employees who depend on tips?Have you sourced the appropriate PPE for your staff?Have you implemented some AI applications to your business model?What changes have to be made, based on your vulnerability analysis?How much disruption do to have in your supply chain?

"SAFE NEVADA" COMMENTS continued After I finished my first vulnerability analysis, I started taking the steps that wouldprotect my employees.

– Jan Porter Let's talk about some of the practical reopening expectations of our employees andclients:

Don't even ask about reopening until you answer all these and about 100 otherquestions. Don't forget the evaluation of so many HR policies and budget adjustmentsover the next 3 years. Right after the vulnerability analysis was done the first week, westarted the work on the restart strategies so that we can answer the hard questionsthat give our clients confidence. I don't care "when" the big players are opening. I care"how" they are opening! What can I learn from them? – Jan Porter

COLLECTED COMMENTS

2020 | JUNE

10

"SAFE NEVADA" COMMENTS continued Today, Metro PD reports domestic calls are up, and our mental health resources arebeing stretched like never before. We need to make mental health part of theconversation in Nevada. – Rudy Pamintuan The long-term effects this will have on care workers and first responders will l ikely befollowed by a rising population of PTSD sufferers. We should establish a safe place forthese people, and or their loved ones, go for support without jeopardizing their jobs. – Guy Williams All businesses that involve gathering more than 50 need to submit a protocol that theycould profitably implement to a group who could analyze the plan and submitrecommendations for any additional stipulations for reopening. – Guy Williams For decades we have encouraged the motoring public to "Buckle Up". I propose wecreate a new mantra for COVID. An awareness campaign called "Mask Up Nevada" tocarry us through for as long as necessary. We could have some of our local celebs,first responders, local leaders, and whomever else deemed appropriate to do the spots- each simply saying "Mask Up Nevada." – Sandy Heverly Unfortunately, we are losing community members to suicide. There is a correlationbetween the pandemic, the economy, and mental health. We will need connect peopleto assistance. – Byron Brooks Groups of businesses could form cooperatives to buy masks and sanitizer in bulk fordiscount purchasing. I have already identified some sources on these items that areavailable in bulk quantities. The group could then make these items available to allsmall businesses at cost or a small mark up for handling.– Anonymous Some restaurants in Scottsdale are going beyond the order & pickup model.Restaurants are using their parking lots! Customers drive up and eat in their cars, ontheir tailgate or folding chairs with social distancing. These establishments have useda limited menu and food is delivered by restaurant staff. Drinks (alcoholic &nonalcoholic) are delivered in closed mug containers. Restaurants sharing parking lotstake turns using the parking lot spaces. One restaurant had a blow-up outdoor screenanother had live music. In some ways this will re-acclimate people to going out torestaurants. – Orest K-Man The rules of engagement in real estate have already changed – and that’s OK; this is afluid situation. What we need now is to learn all we can about how to make buyersfeel comfortable and safe in touring properties. – Uri Vaknin

COLLECTED COMMENTS

2020 | JUNE

11

The employees must feel confident and safe returning to work. The customers must feel confident and safe returning to the establishment.

"SAFE NEVADA" COMMENTS continued Any plan to “reopen” from the Federal, State, County or City level must have two keycomponents. 1.2. Sounds fairly easy but your mom and pop pizza shop, and your cousin’s conveniencestore, know nothing about PPE, proper sanitizing in a COVID-19 world, enforcing socialdistancing in their shop nor how the virus potentially spreads in their workplace andthese folks are in the biggest, most desperate rush to reopen. They’l l try and keepcustomers six feet away from each other and call it a good day. However, they will beas much on the front l ine, if not more, than our tourist-driven casinos. We needRocco’s Pizza to deliver just as safe an experience as the Bellagio. Our localleadership must design a playbook for local business owners now. They must helpeach of these businesses plan and prepare for creating safety and confidence, foremployees and customers, when reopening in this new environment. – Perry Ursem From a construction and real estate perspective, we need to know how long socialdistancing and other guidelines are going to be required. If social distancing becomesa permanent part of our l ives, existing commercial real estate values will be impactednegatively. If retail stores and restaurants have to reduce the number of customers byhalf, presumably their revenues will be reduced by the same, although fixed costsremain the same. Rents will have to be reduced to compensate for reduced grossprofits. Reduced rents mean the property value will also be worth less. New construction will probably require more square feet of building space and otherspecial accommodations that will result in higher building costs and more landrequired to contain a business. If costs go up, can these business’ raise their prices tocompensate, and stil l make a profit? If not, new construction will slow considerably. Grocery stores and big-box retailers are limiting the number of people they allow inright now. They could benefit by extending hours they are open. However, they areworking at reduced hours to allow time for cleaning and stocking. Again, l imiting thenumber of customers reduces revenue. Reduced revenue means lower rents will beneeded resulting depressing property values. – James McGaughey III

COLLECTED COMMENTS

2020 | JUNE

12

"SAFE NEVADA" COMMENTS continued What will the capacity of elevators be in the future? High-rise office buildings andhotels will become a hassle if they will be limited to two people in an elevator at atime. Imagine the Venetian trying to get 6,000 people out to breakfast before a conventionopens with 18 guest elevators in the hotel tower. If elevators are limited to 2 personsfor social distancing, every elevator would have to make 333 trips. At 60 seconds perelevator trip, it would take 5.5 hours to get everyone out of the hotel tower in themorning. MGM would be similar or worse with 5,000 rooms. I know many of you in thisgroup are lawyers. If you work at Howard Hughes Center or downtown on 4th Street,expect similar problems to access your office. We need clear direction on social distancing guidelines that will affect the future. Anypermanent guidelines will come with costs that may be too expensive for business tocomply with. – James McGaughey III

COLLECTED COMMENTS

2020 | JUNE

13

COLLECTED COMMENTS

2020 | JUNE

"SMART NEVADA" COMMENTS We need to give more attention to cooperation, resilience, innovation, pragmatism andspeed. In a crisis l ike this, perfection is the enemy of effectiveness. – Jenney Sartin My ideas would include pouring more into education, employment and rehabilitationpushing for retooling our community to be a part of emerging technologies. – LauraPerkins To lessen the potential burden of processing people at airports, consider creating acertification system to expedite those who have tested positive for the antibodies. – Sallie Hawes Small businesses need assistance with migrating to on-line services. For example,how to communicate proactively with customers online, promote gift card sales, videochat with customers, and host online events. – Anonymous Resources such as training videos for employees for operating in a post-COVID19world will be necessary to help employees work effectively and carefully in order tomaximize success. – George Chanos With the shift to online and remote classes there is even more opportunity for thosethat are out of work to be the beneficiary of these benefits that won't require childcareor transportation. In fact, this can be implemented now while we wait for socialdistancing to eventually be relaxed. – Anonymous Certain vocational training should be ramped up now. Within as little as a few weekswe could have a whole slew of mechanics, phlebotomists, CNAs, etc. All essentialworkers, with a higher income which generates more spending capacity and willincrease tax revenue. – Laura Perkins Staggering school schedules could reduce risk of infection among students andteachers. For example, half the school could attend in the morning and the other halfin the evening. Augment staffing and instruction by incentivizing college students totutor. – Anonymous Communication from local governments needs to be simple and bullet pointed. Nowordy “plans”. There are many owners that English is not the first language. Themessage cannot be general; communication needs to be specific to each industry andsector. – Anonymous Encourage participation in DRI’s My COVID-19 Journey to better understand patterns ofbehavior and decision-making. Gain insight on how people in different areas of thestate respond to public health messages and how we can motivate behavioral change.– Anonymous 14

"STRONG NEVADA" COMMENTS Our diversification efforts must look to industries not only need large amounts oflabor, but pay good wages. Clearly, from 2008 to 2020, we did not diversify enough orin the best industries. I hope we can do better in the next 12 years. – Lisa MayoDeRiso I have the perfect example relevant to limitations on liability. Let me share a personalbusiness situation I am dealing with TODAY and potential pitfalls I am trying to avoidupfront. I received today a formal notification from the corporate office that owns the buildingmy office and a few others are located in that the janitor who cleans the entirebuilding tested positive for COVID-19. The owner says they cleaned it , but using thesame service which I now have legitimate concerns about. I do not want to place myemployees in a situation in which they may now be exposed and jeopardize theirhealth, but I also have to as the CEO look at my fiduciary responsibilities to theorganization I represent as to what is our potential l iability in this. This is a very realissue and we all need to be proactive. I have had to draft a letter now to the corporateoffice and building owner asking for written confirmation that the "deep cleaning" wasdone according to CDC and Southern Nevada Health District protocols. Each of us does not want to be reactionaries, we do not want to over react and appearto be overly cautious in the face of so many uncertainties, but we must acknowledgethe public's concerns and be responsive to our fiduciary responsibilities while dealingwith a need to reopen businesses. Can we afford to take the risk by taking thesesituations lightly in leu of no clear understanding of legal l iabilities, let aloneprotections? – Jenny Sartin Limitations on liability are a must. Congress needs to act now. – George Chanos Do you realize how many small businesses got passed up because of [largebusinesses]. Somebody fil led out the form. Doesn’t matter if they sent their loan back.It caused all of us in small businesses grief. We have families and our employees havefamilies. They kept that money from helping us when we really needed it. Shame on alllarge businesses and organizations who did the same and shame on all those who arekeeping the money when they really don’t need it. – Jim Jones Many companies, tech and otherwise, are moving to remote work formats permanentlyfollowing COVID-19. Northern Nevada is already a hotspot for tech workers looking toescape the sky-high prices of Silicon Valley. I would recommend that state and/orlocal governments establish incentive programs for companies who will hire Nevadansto work remotely. – Jarrett Clark

COLLECTED COMMENTS

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"STRONG NEVADA" COMMENTS continued Many appear to assume that Nevada is faced with a binary choice - open or stayclosed. That’s a false premise. The answer is neither. The answer is to openresponsibly and do so with realistic expectations and eyes wide open. Realistic expectations are necessary because we need a phased re-opening. If allbusinesses open simultaneously, most will fail and either close or go out of businessdue to a lack of demand. There is no question that demand will be down. Way down - until the pandemic isbehind us. And we need to plan accordingly. Eyes wide open, because we will needubiquitous testing, tracing, and tracking to avoid a spike that would necessitateanother shutdown. Nevada needs to be realistic in all of our assumptions and decisions. It ’s not aboutwhat we want or even what we need. It ’s about what’s possible and what’s l ikely.Planning should center around the latter not the former.There is only one thing thatwill bring back our economy. And that’s safety. All business is about offering acompelling and competitive value proposition. That will never change. That’s afundamental truth that guides every successful business in the world. Today, the most compelling value proposition isn’t price, it isn’t time, taste, ambiance,or service. offer that, nothing else will matter.In order for Nevada to thrive again, as aglobal leader in tourism, entertainment, and gaming, we must become the global leaderin patron safety. Our customers must know and believe that when they step foot on our properties, sit inour restaurants, or lay their heads on our pil lows, that they are in an environment thatis 99.9% free of potentially deadly disease. If they don’t know and believe that, all butthe uninformed, the reckless and the desperate will stay away. And those who fit thatirresponsible profile, will bring their infections with them. And later sue ourbusinesses for “infecting them”. So, that too needs to be addressed. In sum, we need to be realistic, and we need to be ahead of the rest of the world onsafety. This and this alone, is what’s needed to restore Nevada’s economy during thispandemic. That’s my opinion. – George Chanos

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APPENDIX B COVID-19 RE-OPENING QUESTIONS TOCONSIDER PRESENTED BY READINESSRESOURCE GROUP

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You are receiving this email because you are a business owner, politician or anassociation, union or professional organization that l ive and operate in the State ofNevada and are considering how to safely open and remain open during thepandemic. You desire to protect your employees and customers. However, you havereservations and questions. In reality, you are not alone as others feel the same. Thatis why this email was created and prepared by concerned Nevadans from severalprofessional disciplines that have a stake in the economy of Clark County and theState of Nevada. The purpose of this process is to prepare businesses to consider challenges, issues,risks and situations that may be experienced in efforts to reopen and remain openduring this pandemic. If the business can answer each question individually orthrough a team effort or by using outside professional resources, the hope is that thebusiness can stay open longer because they have navigated the “new businessmodel”. The guidelines from FEMA, CDC or the State of Nevada can only lay theframework, the operational foundation to establish and maintain that framework is upto each individual owner. Second, if any outside entity questions how the State ofNevada or Clark County opened or if employees or customers ask the very samequestion, we only need to discuss our operational foundation that no other city orstate has prepared our businesses, companies and corporations in anticipatingquestions, challenges, risks and issues prior to reopening and during the duration ofthis pandemic. Who will determine if the business is providing a safe and security businessenvironment? The employees and customers. Under today’s pandemic threatenvironment, we each think of ourselves, our families, our co-workers (your secondfamily) and the customers. If you really want to know if you are providing a safebusiness environment, ask this one question, “Did you feel safe here?” If theycustomer says no, then you can identify the gap and make changes, to reverse thatanswer to yes. Now, ask that same question to all your employees. If the employeesdon’t feel safe, then how will they make the customers feel safe?

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COVID-19 RE-OPENING QUESTIONS TOCONSIDER continued

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Under Occupational Safety and Health Administration (OSHA), Sec. 5. Duties, “shallfurnish to each of his employee’s employment and a place of employment which arefree from recognized hazards that are causing or are likely to cause death or seriousphysical harm to his employees”, the COVID 19 Pandemic can be added as arecognized hazard. This hazard will be experienced across almost every businessmodel, as each model has three separate tiers, e.g. individual, employees andcustomers, including vendors, contractors, first responders and maintenancepersonnel. Regardless if the business is essential or nonessential, the business mustbe prepared to provide that safe environment. There are many unanswered questions that could and will cause confusion, doubt,missteps and inconsistencies for executives. Business owners need every advantageto mitigate, prepare for and respond to their issues and challenges during thepandemic that is plaguing the entire globe. A timeless and positive approach is aFrequently Asked Questions (FAQ) document. Even though there is guidance fromFEMA, CDC, State of Nevada and local governments, there are processes, proceduresand plans that must be developed by each business to protect their employees,customers and guests. GUIDANCE BY HEALTH DEPARTMENTS AND FEDERAL AGENCIES • If an employee is found to be positive, is the business required to close

immediately and began an extensive cleaning of all areas within the business?

• If an employee is found to be positive during at a drive-up testing center, butdoesn’t tell their employer and stil l comes to work for three days before displayingCOVID 19 symptoms, is the business liable and is the employee personally l iable? • If the city or county provides business guidance on operations that is less strictthan the state or federal guidance, does the business need to only follow the city orcounty guidance? • How do I know if the food that is being received from suppliers, for restaurants, hasbeen inspected with the same standards, processes and assurances that were usedprior to the pandemic? • Should there be more stringent standards? What method would/should the suppliersprovide to the restaurants and patrons as to the inspection techniques used now? • Will the state, county, city and business license department provide guidance onCOVID-19 best practices, guidance on cleaning and sanitation, and deposal ofcleaning items and updates to all businesses in Clark County and State of Nevada? Ifyes, how will the business know new changes are being enacted? Is the businessrequired, every day to check the state, county, city and business license departmentwebsites prior to opening up for business? 18

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• Can the state, city, county and business license department set up a “24- hourhotline”, specific to business owners, to answer questions and provide guidance onoperational questions? • Can the state, city, county and business license department set up a daily “BestPractices and Lessons Learned” website just for businesses? • Will the health department inspect all businesses that offer food, to be inspectedprior to opening, since they have been closed for an extended period of time and didnot provide drive options? • Is there a formula that identifies the number of people who can safely enter abusiness under the social distancing standard, e.g. number of seats, tables andsquare footage of the business open to the public? • How will the business know the investigator doing “Contact Tracing” is legitimate? • Is there any guidance on the difference between cleaning efforts, such as deepcleaning, etc. and does this change based on the type of business and if the businessmodel is primary customer based? • Since the COVID-19 has been reported to remain in the air for 3 hours, is there anyguidance on air circulation, fans and open doors for businesses? • As a business owner am I required to provide masks and gloves on a daily basis toall employees? • The news has reported that some hospital employees are wearing their masks andgloves for one week at a time, there is no guidance on how long employees can reusethe same masks, how long can I tell employees to wear the same masks? • As a business owner am I required to provide sanitizing stations for all myemployees, customers and individuals during normal business hours? • Recent test reports have shown that COVID-19 can stay on paper money for 4 days,cardboard for 24 hours, paper for 3 hours, and glass for 4 days, will the business begiven guidance on best practices to receive deliveries from vendors, business mail ormoney from customers?

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COMPLIANCE AND REGULATIONS • Can the business be held liable for not following all FEMA and CDC guidance whenthey are open? • How can you ensure that your workplace meets OSHA/CDC/state/city/countyrequirements for preventing the spread of COVID-19 when new direction is constantlychanging? • Will each business be required to police themselves? • What agencies or departments are authorized to monitor the business’s compliancewith COVID-19 requirements and guidance? • Will the business compliance to COVID-19 regulations and guidance be a “Pass orFail” approach or is there a graduated compliance process before a business licenseis suspended? • How will a business know if an employee, customer, contractor, vendor,maintenance personnel, or first responder is immune to CORID 19 by a rapid test orantibody test? • If an individual is immune to the COVID 19 do they stil l need to practice and followCDC and FEMA guidance? • Will mandatory COVID 19 testing be required before any employees are hired? • How often should employees be tested for COVID 19? • Will the testing be done before reporting to work or at a specific approvedlocation? • If testing is done on property, will the test be administered outside or inside? • Will the testing be done in a tent, shielded from view of others and administered bya nurse or nurse practitioner? • What questions can the nurse ask the employee? • If there is a shortage of testing and if all employees are required to be tested beforeworking, must the business be closed until tested despite following all other FEMAand CDC guidance?


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• If a representative of the local health department enters your business and isfollowing up on “Contact tracing” of an individual that is a customer, vendor,contractor, first responder or maintenance personnel, what actions and messageshould be communicated to the employees and customers? • Is the business required to notify all customers, visitors and employees of the“Contact Tracing” inquiry? • If so, how/what method of notification must be provided? • How would the business go about gathering personal information from customersand visitors to the business as part of the "contact tracing" protocol? • Is the business required to notify insurance companies when an employee orcustomer tests positive? • Is the business required to notify landlords and surrounding tenant properties thatan employee or customer tested positive or about the “Contact Tracing” inquiry? • Should each business be required to develop their own Pandemic Plan and submitthat plan to the State of Nevada if the business has more than 50 employees? • Should each business be required to develop a written plan for management, butorally presented the plan to each employee with businesses less than 50 employees? BUSINESS OPERATIONS • If a customer is not practicing social distancing, can that person be refusedservice? • Can the business refuse or prohibit visitors or customers to enter if obviously sick? • Should the company take the temperature of all visitors or customers before theyare allowed to enter? • Is there any liability for the business if the only method of testing guests,customers is a temperature monitor, but 40% of positive carriers do not show anysymptoms? • If a customer, contractor, vendor or first responder is not wearing a mask, can thatperson be refuse entry? • How will the business ensure employees working from home are supervised andmanaged in “Working from Home” operations?


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• Should the business be completely inspected by an “Internal Team” prior to opening,including ensuring each employee is visibly inspected for masks and gloves, checkingthe levels of hand sanitizer dispensers, and wiping down the most common surfacestouched by customers and employees? • The longer a business is open, employees may become complacent, thus prior toopening each day, should safety procedures be reviewed in a short employeemeeting? • What is the consequence to the complacent employee when they fail to comply withsafety procedures reviewed each day - thus having knowledge and notice of theiremployment expectations? Discharge? • Where are all the rules/regulations for the employees posted to insure knowledgeand therefore dispel any contention the employee was unaware of expectations? • Should “Public Health” signage be added inside and outside the business to remindemployees and guests, such as health and hygiene reminders, hand sanitizers in use,and the proper method to wear, handle and dispose of masks and gloves? • Will the signage be in more than one language? • Will the signage be pictographs instead of a lot of words? • Will the signage be visible to both customers and employees? • Communications is an important aspect of business, how will messages andannouncements concerning important events or issues be broadcast to youremployee staff or customers? • What changes should be made in all forms of communication method for employeesand customers, employee to employee and employee to vendors? • During business hours should all guest entrances will be propped open to allowoutside air to circulate into the business? • In all guest bathrooms doors should additional fans be added to continuouslycirculate the air, since COVID-19 can stay in the air for 3 hours? • Should a standard cleaning procedure be performed on all frequent or high-touchareas or near guests every hour or after every customer interaction if the customerdoesn’t follow safety measures?


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• Should a higher standard of cleaning procedure with more frequency now beperformed? • In booths and tables, should the table and chairs be sanitized after a guest leavesand before other guests are seated in the same booth or table? • At the close of the business should all areas be sanitized by all employees beforeleaving the premises? • When employees arrive for their shift late or a second shift is arriving, should theseemployees be required to use hand sanitizer in the presence of a manager orsupervisor and inspected before allowed to work? • What type of inspection is permitted? • Should distancing markers be placed inside and outside the business to promotesocial distancing? • Should many of the business operations that are non-customer interactions beconducted from “Home Offices” until deemed appropriate to return to the company? • How many hand sanitizer stations should be placed in the company and is thenumber based on number of employees and number of floors? • If masks are provided to each employee, should the masks be placed in a bag at theend of the day or allowed to be taken home? • Will there be a company policy on how long a mask can be reused, and what are theimmediate and standard replacement guidelines? • Will the company provide deposal guidelines on marks and gloves (if worn)? • Should the company continuously monitor employee safety compliance at work andenforce and correct inappropriate actions? • Should the business have implement a new position of “Health and Safety”, whoseonly job is to monitor employees, cleaning processes and procedures, and clusteringof employees? • Should safety precautions and guidance be added for employee cluster areas, suchas water fountains, bathrooms, lunchrooms, break rooms, and smoking areas?


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• Should safety precautions and guidance be added for common walkways, hallways,employee entrances and exits, elevators, stairwells, and interactions betweenemployees, such as interviews, fi le reviews, etc. which normally take place in closequarters, face-to-face interactions? • Should all meetings over a certain number be held outside, since COVID-19 can lastin the air for three (3) hours? • Should the business created a “COVID-19 Safety Compliance and Crisis” Team fromboth employee and management to identify problem areas on property, developcompany safety processes and procedures property wide, and provide a daily reportto management of the issues and problems that need to be immediately corrected? • Should the business created a “Hierarchy of Controls” of safety measures frommost effective to least effective, which will include a timetable of implementationand cost for those suggestions and completion? • Should the company establish a “hotline” telephone number and “suggestion” box tocapture all suggestions, problems and issues from employees? • Should the company establish a suggestion and complaint box for customersconcerning how the company is providing a “safe and secure” environment? • Should the company contact all vendors and contractors to inform the company ofthe safety procedures that the business has implemented and what they expect fromthe vendors and contractors? • Should the company develop more stringent safety guidelines than those identifiedby FEMA, CDC or the State, to protect their employees and customers? • If the company has a cubicle setting should the cubicle spaces be readjusted forsocial distancing? • Should all shared equipment be cleaned each time before use, such as copymachines, computers, cash registers, to name only a few? • Since many of these shared equipment is extremely sensitive, should cleaninginstructions be placed on or next to each piece of equipment? • Do you have or did you have at the time of requiring all employees to “Work fromHome Remote” a section in you employee manual concerning working from homeremotely?


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RETURN • Which employees do you bring back to work and in what order? • Will there be any problems with hiring employees back in a phased approach? • Will there be any problems with opening up only certain departments inside of theentire company? • If employees are in a union, how long will the process take and can it delayidentified opening dates? • How do you communicate with employees you have chosen not to return? • Are returning employees “rehired” or are they “reinstated”? • Do you need to conduct background checks, fingerprinting, I-9s and other “new hire”paperwork for returning employees? • Is there some sort of “onboarding” for returning employees? • Should each employee receive training on COVID-19 to include documenting theprocesses, procedures, employee actions and duties, and operations, prior to workingat the business? • Can all training be conducted remotely prior to returning to work and in the nearfuture? • Will the training be offered in more than one language? • For high-risk employees or employees with co-morbidities, should different return-to-work rules apply? • How will the new pandemic guidance affect ADA employees and their ability toperform under these new requirements? • If an employee tests positive for COVID 19, what should be and not be placed in theemployees file? • If an employee tests positive for COVID 19, what can the employer tell his/her co-workers? • Since not all businesses will open at the same time, how can I conduct backgroundchecks on potential new employees?


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REBUILD • How do you respond to employees who express concerns about social distancing inthe workplace? • How do you respond to employees who want to continue teleworking? • How do you respond to employees who indicate they don’t feel safe in theworkplace and cite several examples why? • Will the company consider asking all employees what else the company can do tomake them feel safe? • How do employees rebuild paid leave balances that may have been depleted duringtheir time away? • What can you ask of employees regarding their medical conditions and/or COVID-19symptoms when they are back at work? • What can you ask employees about the health conditions inside their residence, e.g.working from home? • Can an employer ask employees if they have been required to self-quarantine by thehealth district? • Can you require employees to wear masks at work? • What is the recourse for employers if employees refuse to wear masks and/orgloves and practice social distancing, if possible? • What is the recourse for employees if they don’t practice social distancing? • Should the company consider cross training employees for key positions tocontinue operations when key management personnel become infected? • Should the company identify two or three employees for each key position tocontinue operations as people become sick?


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RE-ENGAGE • What do you tell employees whose friends/coworkers were not recalled? • What do team meetings, pre-shift meetings, social functions, training sessions, andother employee functions look like in a “Open for Business” pandemic workplace? • How do you respond to employees who express concerns about coming back towork? • How do you reassure employees that they are valued at work? • How do you keep employees engaged and productive when there are so many otherthings they may be worried about outside of work? • Can an employee be disciplined for not following proper public health procedureswhile at work? • Can an employee be terminated for failing to follow property public healthprocedures while at work? • Can an employee be terminated for failing to follow proper public health procedureswhile doing deliveries? LEGAL • Once the country begins to open back up, to what extent should force majeureclauses be respected if people stil l are uncomfortable traveling or gathering? • Will compliance with state/federal directives inure an employer/business frompotential l iability regarding COVID-19? • If no, what is business/employer l iability re: COVID-19? • Should companies prepare for an uptick in claims of discrimination/harassmentbased on national origin, particularly those origins connected with severely affectedareas? • What procedures or protections can be provided to the employer to minimize suchalleged claims, providing the employer with information to avoid such a claim in thefirst place? • How can we protect the employers and the state unemployment programs orlawsuits as well as the employee without giving all rights and protections to thealleged discriminated employee?


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• What information can a company require an employee to disclose about their healthstatus, travel plans, non-work activities, and possible risk of exposure? • How does HIPAA compliance impact the information that can be collected andshared regarding employee health? • For remote-worker’s, are proper information security measures in place? • Can a company face liability if it distributes products that may have beencontaminated by an employee who tests positive for COVID? • How does the pandemic affect “time is of the essence” clauses in contracts? • Legally can an employee refuse to be COVID 19 tested or vaccinated for religious,philosophical or medical reasons? • Legally what can an employer do if an employee refuses for these reasons - requiredto retain employee? • If a business is closed by the local business license department for not followingFEMA, CDC and local guidance, will that business be open to claims and litigation byemployees and customers, especially since is posted in the newspaper and online? • Will there be legal challenges for the business if special needs (ADA) categories arenot fil led when reopened? • Can an employer be liable if an ADA employee (high risk category) gets sick on thejob despite ADA employee's knowledge of their heightened risk? • Can contract terms be included in ADA employee contracts to protect both parties? • During the essential and non-essential splitting of businesses, non-essentialbusinesses were subjected to possible business licenses cancellations and fines ifopen during the wrong time period, what impact will the business actions have onpotential claims and litigation? • Can the business legally instruct employees to report an employee who is exhibitingany symptoms of COVID-19 on business property or as a delivery employee? • Can the business legally contact the Southern Nevada Health District (SNHD) andreport an employee who was exhibiting symptoms of COVID-19 and sent home to self-quarantine?


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• Is the business liable if the company administers their own Five-Minutes COVID 19test instead of using a third party vendor, and the test is found to have a highpercentage of false negative or false positives, which could affect customers andemployees? • Is the business in violation of OSHA guidance if the business does not report apositive COVID 19 test of an employee? • Is the business required to file a “Workman’s Comp” report? • If I have an employee who tests positive, am I required by law, to bring that personback to work after the fourteen-day self-quarantine, when well? • How do you know the person is “well” after fourteen-day self-quarantine? • Can you retest to prove “well” before back to work? • Does the employer have a right to investigate the activities of the employee duringthose 14 days of “self-quarantine” to insure complied with that requirement? • If the employee tests positive and self-quarantines, does that employee need a notefrom a doctor before he or she can return to work? • If financial stability is a component of working at the company and since manyindividuals have not received paychecks, thereby affecting credit card, mortgage andcar payments, should financial stil l be a prerequisite for rehiring? • Under today’s public health environment companies will provide clear andenforceable health and workplace safety standards, and if the company is grosslynegligent they won’t be shielded from employee lawsuits under worker’scompensation laws, how will the company know they are providing the level of safetystandards to protect their workers? • If a temperature test is the only test that was conducted prior to entering thebusiness and all protective safety measures are implemented, can the company besued because they did not conduct a COVID-19 or antibodies Tests? • Can employees who are 65 years old or older refuse to come to work because theyare in the most vulnerable category of catching the disease? • What can the business do to an employee who exhibits COVID-19 symptoms, butrefuse to leave the business?


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• What obligations does the company have if the employees have been working fromhome and has just tested positive for COVID-19? • Can the company require a “Fitness for duty exam” before returning to work at themain company location? • If the company is requiring all employees to wear a mask, must the companyperform a hazard assessment on the company and all employee positions within thecompany? • Can the business maintain information about employees, such as temperaturechecks, results of antibody tests, or COVID-19 tests? • Are temperature checks, antibody tests or COVID-19 tests covered by HIPAA laws? • What is the company's liability to outside sales representatives who get sick on thejob - out of the office building of the business? • Company cars provided to these representatives - cleaned by who/responsibility toprotect who? This line of questioning also goes to employees who worked at homepre-COVID, continue to work from home but travel outside for businessdeals/meetings/etc - is business liability if such employee gets sick? worker'scompensation claim? • Does the employer have a right to question the employee's actions prior toinforming of COVID sickness - who, what, when, where and how they spent their timefrom the last time they left their home to the day they made the claim? • Is it legal if the employer tells an employee to get their own COVID-19 and allowtheir own insurance company to pay for the test? The above questions are only a small sampling of potential questions and challengesbusiness leaders will face moving forward in the near future under the “New BusinessModel”. If the economy is to restart, it is only logical that these questions should beconsidered. The best approach is for each business is to ask professionals acrosseach professional discipline for their answers to the questions, such as riskmanagers, Human Resources, insurance, legal, compliance managers, security,operations managers and safety managers. As a community we can provide eachbusiness with knowledge and actionable assistance to help them navigate thepandemic.


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This email was not developed in a vacuum, but across multiple professionaldisciplines by over two- dozen concerned citizens. Some of the contributors havebeen identified by name and organization, some as a contributor and othersanonymously. If you have any additional questions specific to a professionaldiscipline, please contact one of the contributors below or your own professionalcontacts and resources. Greg Wilken (HR), Lori Clarke, and Jan Newman Endunamo Consulting Travelers Insurance Human Resources www.endunamo.com [email protected] [email protected] 651-270-4273 702-843-5777 847-638-0194 Ed Norton, Ray Suppe, and C. David Shepherd Norton Investigations LVCVA Readiness Resource Group [email protected] [email protected] [email protected] 702-531-1043 702-249-0153 702-236-2528 Additional Contributors Tom McGrath Brad Anthony Jim O’Brien Ph.D Howard Skolnik Terry Anne Buchanan (CA) Chase Rogers (UT) We are at the starting line of a “New Business Model” that will be with us for quitesome time. We cannot and should not return to business as normal. We shouldconsider the organizational foundation that drives both employee and customersafety and our business during a global pandemic. “For Tomorrow Belongs to the People who Prepare for it Today”.


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Readiness Resource Group, 4055 S. Spencer St. Ste.224, Las Vegas, NV 89107 31

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Good afternoon, As a community and industry we all want to reopen a safe and secure environmentfor our employees and customers, but regardless of what is presented asguidelines by FEMA, CDC, DHS, state or city government, they will be never be fullyaccepted or enforced by 100% of the businesses and if they are, it will only betemporary as time replaces caution and common sense. If we return to the oldways, “why will people travel from over 100+ countries to visit Las Vegas?” For decades we have stated that we do not want to be reliant completely on oneeconomic engine, so we think of diversification as a solution without consideringour basic infrastructure, timetable of completion, ramping up of a trainedemployee base and what happens to the employees that are not considered for thenew economic engine. When moving forward we build on our recognized, timetested and battle hardened strengths, e.g. the hospitality tourism and gamingindustry. Back to the basic question, “Why will people travel from over 100+countries to visit Las Vegas?” Prior to answering the primary question, we stil l do not have a proven vaccine or atimeline for its approval. The number of waves that COVID-19 can impact a countryor state is stil l unknown because there is no history. The list can go on, but withanything in life there are hard choices that need to be made, but there is also abalance. In this case what is the balance between safety (public health) andeconomic (financial) survival?

APPENDIX C NEW BUSINESS MODEL IN A PANDEMICWORLD

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NEW BUSINESS MODEL IN A PANDEMICWORLD continued

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What will be the New Abnormal Business Model for Las Vegas”? We all know thatLas Vegas is unique in its offerings, our concentrated media resources and the willof the people. However, we are almost totally reliant on tourism, hospitality andgaming as our only primary revenue source. As a community we must think“Outside the Box” and “Establish a new abnormal business model of the future”that no other city in the world has implemented to protect that industry and underknown hazards, including a pandemic and infectious diseases.

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COVID-19 or Pandemic Plans Submitted and filed with the County and State ofNevada

After 9/11, casino’s provided their emergency plans to the state of Nevada,because of the continued threat of terrorism. Each business was required andis stil l required to provide Emergency Plans. We are facing a threat far greaterthan 9/11, but there is no expectation for the tourism, hospitality or gamingindustry to provide a COVID-19 or Pandemic Plan. Some, but not allbusinesses have pandemic plan, which now after l iving in a pandemic wouldbe significantly updated with key aspects that were never considered.

Please consider these points within the decision tree: • Returning to business as usual will not attract our gaming industry any more thanAtlantic City, the 450 tribal casinos, the thirty states that offer legalized gambling,or any other country in the world with casinos. • Not establishing a cohesive, structured, and replicable plan across the entirecasino industry will not universally provide a common operating framework tooperate from when moving forward. The 88 casinos in Las Vegas could be reducedto maybe 24 properties. • Unless the hospitality, tourism and gaming industry can provide a safe workenvironment as identified by OSHA, General Duty Clause, Sec.5. the hourly workerswill stay home to collect their government checks that are greater than their firstfull checks that will be received in the reduced reopen environment, and the guestsand customers will not come. • Unless each guest, customer, contractor, vendor, service personnel, tenantemployee, or gaming employee know every business in the hospitality, tourism andgaming industry is providing resources, plans, training and following all FEMA,CDC, Clark County and State of Nevada guidance on actions, procedures,processes and systems under COVID-19, that is documented, auditable, inspected,and verifiable, then what makes the property any different than Atlantic City orWalmart? • How will customers know in Asia, Europe and across the United States, LasVegas is different than any other city or country in the world. • The Culinary Unionwants Safety measures before resorts open. This is not an unreasonable request,because so do all employees and customers. CONCEPTThe concept considers a two-pronged approach, both of which have prior history inClark County and the State of Nevada.

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Market and promote the mandatory “COVID-19 Infectious Disease Plan” for allhospitality, tourism and gaming businesses. No other state, country orindustry can boast of such an identifiable, measurable, and repeatable effortto protect the employees and customers of our economic engine.The “COVID-19 Infectious Disease Plan” is an important first step because itestablishes a foundation that looks beyond the first wave of infection or thecurrent period in time. The plan is a yearly plan that must be planned for andfollowed by the industry.Provide a template (a living document that could change based on new anddeveloping information about COVID-19) that considers all aspects of thepandemic and the operations of the business to mitigate, prepare for, respondto and recovery from infections on property.Establishing countermeasures and protective measures within the COVID-19Infectious Disease Plan that are derived from lessons learned, best practices,common sense actions and minimum standards that will separate Las Vegasfrom any other city, state, country and industry in the world.Under this requirement no hospitality, tourism or casino business is ignoredor can ignore the requirements that have been established. Voluntarycompliance or “If you want to” approaches will not separate Las Vegas fromanyone, e.g. we will stil l be competing with everyone else.The gaming industry has compliance officers who are detailed auditors whoknow the importance of compliance. The attention to detail will separate LasVegas from others who only provide guidelines and a framework, withoutfurnishing an operational foundation that considers people, e.g. employeesand customers, first.Since COVID-19 has no history, thus, the potential for this infectious diseaseto linger on for years or reappear in multiple waves is a realistic possibility.Even if we follow the pattern of the 1918 Spanish Flu, the last worldpandemic, planning for a short-term response is unrealistic.

RATING/GRADING SYSTEM FOR COVID-19

The Southern Nevada Health District has established a public health rating forfood establishments. The grade allows customers and employees know whichbusinesses are following the established rules and regulations concerning“Food and Public Health”. Since COVID-19 is a public health problem, theSouthern Nevada Health District can develop a “Five Tier Grade” system forpublic health compliance in the tourism, hospitality and gaming industry.If SNHD cannot support the manpower needed to inspect, review plans, andprepare reports an outside firm will provide the services, including thewebsite.

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A steering committee from a cross section of tourism, hospitality, and gamingwill provide structure and oversight, including which business models areincluded or exempt from the grading system, participate in the appealprocess, and update grade criteria as new guidelines are received from FEMA,CDC, EPA or State of Nevada and Clark County.If a customer, guest or employee want to know the elements of eachstandard, all they need to do is check out the newly created website, whichidentifies the scores for each business and the evaluation criteria that makesup each of the five (5) Grades.

The evaluation criteria is based on CDC, FEMA, EPA, Gaming Control Board,State of Nevada, and Clark County supporting documents.The evaluation criteria is also based on lessons learned and best practiceswithin industry, and will incorporate industry standards.Each business within the tourism, hospitality and gaming industry issubject to the grading system, regardless of size.

The grade can be posted on the exterior or interior of the property, clearlyseen by customers and employees.The businesses subject to the grading will be identified based on theirinvolvement, interaction, and services performed within the hospitality,tourism, and gaming industry.The rating/grading system will be for all hospitality, tourism and gamingindustry businesses as identified, regardless of the number of employees,size of the property or location within Clark County.The rating/grading system will include unannounced inspections and surveyteams.The rating/grading score will be remain on the website for a minimum of 30-days.The hospitality, tourism and gaming industry will be given a written reportthat identifies the issues, deficiencies, and exceptions.Re-inspections to evaluate the status of issues, deficiencies and exceptionscan be done within 30 days of the initial report.A review of the business’s written plan is part of the rating/grading system,since employees, supervisors and managers are following their written planand one they are trained on.A review of the business’s post order, processes and procedures for eachemployee position that interactions with customers, as well as thosepositions responsible for cleaning and sanitizing the business.

If an outside cleaning and sanitizing company is used, copies of theirduties, responsibilities, processes and procedures will be reviewed.

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The purpose of the above two approaches is to separate the tourism, hospitalityand gaming industry, the economic engine of the State of Nevada, from all otherstates, countries and industries. We are committed to ensuring the best possiblesafety and health environment for all individuals who frequent and work in thetourism, hospitality and gaming industry. Because of the COVID-19 pandemic, wecannot return to “Business as usual”, and unless we think and act in a “NewBusiness Model” we are stil l reacting to the threat instead of getting ahead of theproblem, during this year and all future years that COVID-19 could plague ournation, industry and community. Sincerely, C. David Shepherd, MBA, MPAJA, CHS-IIIChief Executive OfficerReadiness Resource Group4055 S. Spencer St. Ste. 224Las Vegas, NV 89119Office: 702-685-0164Cell: 702-236-2528shepherd@readinessresource.netwww.readinessresource.net

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APPENDIX D VULNERABILITY ANALYSISPROVIDED BY JAN PORTER, PECCOLE RANCH

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VULNERABILITY ANALYSIS continuedPROVIDED BY JAN PORTER, PECCOLE RANCH

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APPENDIX E COVID-19 RECOVERY PLANNINGPROVIDED BY JAN PORTER, PECCOLE RANCH

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COVID-19 RECOVERY PLANNING continuedPROVIDED BY JAN PORTER, PECCOLE RANCH

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COVID-19 RECOVERY PLANNING continued PROVIDED BY JAN PORTER, PECCOLE RANCH

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20 Things You Need to Know About COVID-19https://www.facebook.com/groups/264459897917966/permalink/272074773823145/ Amazon/Whole Foods to Provide Masks for Shoppershttps://www.businessinsider.com/amazon-owned-whole-foods-gives-free-masks-to-shoppers-2020-4?fbclid=IwAR2W6yDAWB1cex7J9RsY-A6ufEPYRy4tnYTY4W9Djon93aKkTGadviWnRZM App "Safe Entry" Being Used for Visitor Check-In and Contact Tracinghttps://www.ndi-api.gov.sg/safeentry?fbclid=IwAR1gpZARo2kEsFviDD4k7wNqEfnni6QRQHnii9nv-Wv760mRXSBynIHrJoM Arizona COVID-19 Financial Assistance Planhttps://arizonacovid-19financeassistan.splashthat.com/?fbclid=IwAR0kzXlnJ2BYOsFPeDC002zjd_4DPy6bV9eyYbiMI0k5BG_C7nN-_UR41Uo Bloomberg Economic Recovery Trackerhttps://www.bloomberg.com/graphics/recovery-tracker CDC Guidance on Business Re-openinghttps://www.documentcloud.org/documents/6883734-CDC-Business-Plans.html?fbclid=IwAR2_QRBN563HI11Cof-9FTEseQQ0lRS4_9M2cNbtklKsSLog3r3S534jYqw Coronavirus pandemic may lead to 75,000 "deaths of despair" from suicide, drug andalcohol abuse, study sayshttps://www.cbsnews.com/news/coronavirus-deaths-suicides-drugs-alcohol-pandemic-75000/ Douglas County letter to Gov Sisolak outlining re-opening planhttps://www.facebook.com/KoloRebeccaKitchen/photos/pcb.3063859146993457/3063858783660160/?type=3&theater&ifg=1 Elko Mayor Reece Keener: Essential Non-essentialshttps://elkodaily.com/opinion/columnists/reece-keener-essential-non-essentials/article_ed737996-f79f-59f6-b8f1-243b573a9645.html?fbclid=IwAR3V4-LCDxIlBUVTY-ckC5GkRc7bm2G5YAPDhrVqZRh9QjFtI8FWbtfnZXk#tracking-source=home-top-story-1 Former Las Vegas mayor talks Las Vegas reopeninghttps://www.cdcgamingreports.com/former-las-vegas-mayor-talks-las-vegas-reopening-and-what-its-success-going-forward/?fbclid=IwAR3z3R_28INRQ9L5M4-FFHUt4wwG7X4gIvMBx-9u77iBmwt2-aOCsm5rn1Y

APPENDIX F SUPPLEMENTAL MISCELLANEOUS RESOURCES

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Georgia Hairstylist Shared What It 's Like To Go Back To Work During TheCoronavirus Pandemichttps://www.buzzfeednews.com/article/skbaer/hairstylist-reopen-salon-georgia-safety-coronavirus Gov. Sisolak Addresses Ongoing Unemployment Issueshttps://www.8newsnow.com/news/local-news/i-team-sisolak-addresses-ongoing-unemployment-issues Gov. Sisolak declares state of fiscal emergencyhttps://www.kolotv.com/content/news/Gov-Sisolak-declares-State-of-Fiscal-Emergency-570375861.html Gov. Sisolak: Nevada to enter Phase 1 of reopeninghttps://www.fox5vegas.com/coronavirus/gov-sisolak-nevada-to-enter-phase-1-of-reopening-on-saturday-may-9/article_c9989a2a-9070-11ea-b513-7bff2278ba95.html Interview with Dr. David Katz, Real Time with Bill Maherhttps://youtu.be/Lze-rMYLf2E Las Vegas firm creates safety shields for use at casino slots, tableshttps://www.reviewjournal.com/business/casinos-gaming/las-vegas-firm-creates-safety-shields-for-use-at-casino-slots-tables-2016807 Las Vegas restaurants reopenhttps://www.facebook.com/watch/?v=2997974370262376 Limits to be placed on occupancy, gaming when Nevada casinos reopenhttps://www.cdcgamingreports.com/coronavirus-fallout-limits-to-be-placed-on-occupancy-gaming-when-nevada-casinos-reopen Lower Costs, Laid-Back Lifestyle Continue To Draw Tech Companies To Austinhttps://news.crunchbase.com/news/lower-costs-laid-back-lifestyle-continue-to-draw-tech-to-austin-texas/ Murren details 30,000 daily testing goalhttps://thenevadaindependent.com/article/murren-details-30000-per-day-testing-goal-projects-las-vegas-will-see-a-quicker-recovery-than-most-other-places-in-the-u-s National Plan to Enable Comprehensive COVID-19 Case Finding and Contact Tracingin the UShttps://www.centerforhealthsecurity.org/our-work/publications/a-national-plan-to-enable-comprehensive-covid-19-case-finding-and-contact-tracing-in-the-us

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Nevada COVID-19 Data Trends presented by Pat Chicashttps://www.facebook.com/photo.php?fbid=2324174157886134&set=pcb.2324175914552625&type=3&theater Nevada Department of Education Releases Path Forward Planhttp://www.doe.nv.gov/News__Media/Press_Releases/2020/Nevada_Department_of_Education_Releases_Path_Forward_Plan_-_Responding_to_COVID-19/ Nevada Division of Real Estate Guidance on Re-openinghttps://www.facebook.com/photo.php?fbid=10158220900706877&set=pcb.280090223021600&type=3&theater&ifg=1 Nevada United Roadmap to Recovery reporthttps://nvhealthresponse.nv.gov/wp-content/uploads/2020/04/NEVADA-UNITED-ROADMAP-TO-RECOVERY.pdf Ohio restaurant installs shower curtains to comply with state ordershttps://www.cantonrep.com/news/20200507/ohio-restaurant-installs-shower-curtains-to-comply-with-state-orders Remote Learning Could Go On For Years In U.S.https://www.npr.org/2020/05/07/851447550/a-few-schools-reopen-but-remote-learning-could-go-on-for-years-in-u-s Restoration Nevada Facebook Group Seeks Ideas To Reboot Economyhttps://knpr.org/knpr/2020-05/restoration-nevada-facebook-group-seeks-ideas-reboot-economy Retail Association Survey Shows Nevadans Ready for Plan to Reopen Nevadahttps://rannv.org/ See How All 50 States Are Reopeninghttps://www.nytimes.com/interactive/2020/us/states-reopen-map-coronavirus.html?action=click&module=Top+Stories&pgtype=Homepage&fbclid=IwAR3gS5iGMRYtkQgADaG1wlZJcC7q3Do9ByqoOyrwfqibSXSWYX5s0JObgAk Southern Nevada Health District Guidance to Reopen Businesses and PermittedFacilitieshttps://www.southernnevadahealthdistrict.org/coronavirus/guidance-to-reopen-businesses-and-permitted-facilities Southern Nevada Health District COVID-19 Employee Screening Questionnaire https://www.facebook.com/photo.php?fbid=10220491754751452&set=gm.278565416507414&type=3&theater&ifg=1


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South Point launches sports betting app, drive-up depositshttps://www.fox5vegas.com/coronavirus/south-point-launches-sports-betting-app-drive-up-deposits/article_08a3dcde-8f13-11ea-8220-07c42dd646d5.html?fbclid=IwAR2B48DBOhzWidc3JykXqoGjBlxosmv9ZhudMcAevReAeOjjBHBBBgO6yYI Southwest Airlines CEO says it is safe to travel againhttps://thehill-com.cdn.ampproject.org/c/s/thehill.com/policy/transportation/495869-southwest-airlines-ceo-says-it-is-safe-to-travel-again? Spread of Severe Acute Respiratory Syndrome Coronavirus 2, CDC Technical Reporthttps://wwwnc.cdc.gov/eid/article/26/7/20-0282_article?fbclid=IwAR2OstfSIPGUuGglCesGidMM70iPwKoJYMyusORg7ZUzqKbvbnF_Xf0xmoQ#tnF6 Suggestions for reopening by Shauna Pedersen Woodhttps://www.facebook.com/groups/264459897917966/permalink/275755830121706/ Suicide Prevention Infographic shared by Byron Brookshttps://www.facebook.com/photo.php?fbid=10215830328541916&set=a.1332773050162&type=3&eid=ARCtoNp5jIXEpYzoivzoomUhLdvNlIjYMeIjuQnlvFETNaxyDgQtYULMToJjJrYLZFX97luxpx8kPX-l&ifg=1 Surveys Underline the Importance of Hotel Hygiene Standards for Building GuestTrusthttps://lodgingmagazine.com/surveys-show-hotel-hygiene-standards-are-important-for-building-guests-trust/ Statement: National Institute of Allergy and Infectious Desiease (NIAID) on clinicaltrial of Remdesivir to treat COVID-19https://www.facebook.com/photo.php?fbid=10163458438515147&set=gm.273271000370189&type=3&theater&ifg=1 Tesla sues California county in virus factory closure fighthttps://www.reuters.com/article/us-health-coronavirus-tesla-idUSKBN22L0S5?utm_campaign=trueAnthem%3A+Trending+Content&utm_medium=trueAnthem&utm_source=facebook&fbclid=IwAR3_619HuPFXQDPK88vdZWUpGVDR1hxM2zqE9NJ95OFfS-sscmMtLi6Y0Qc Thoughts on COVID-19 herd immunity, contact tracing, antibody testing andtreatmentshttps://medium.com/@hess.scu/covid19-thoughts-on-herd-immunity-contact-tracing-antibody-testing-and-treatments-49521888788f


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Video Report: Austria tests travelers for coronavirus at airports to prevent spreadhttps://www.nbcnews.com/nightly-news/video/austria-tests-travelers-for-coronavirus-at-airports-to-prevent-spread-83275333516 Washington Post LIVE: Ford Motor Company CEO Jim Hackett joins The Post todiscuss how Ford is aiding in the fight against the coronavirus and the future of automanufacturing in the U.S.https://www.facebook.com/watch/live/?v=2874401129346991&ref=watch_permalink Washington State Plans for repoeninghttps://www.facebook.com/photo.php?fbid=10207510798805201&set=pcb.274686056895350&type=3&theater Wall Street Journal: Liability Shield Is Next Coronavirus Aid Battle in Congresshttps://www.wsj.com/articles/liability-shield-is-next-coronavirus-aid-battle-11588589100 Walt Disney World Reopening Guidelines Released by Orange County, Floridahttps://youtu.be/g5MLEYLxlmA


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The leadership of Restoration Nevada would like to acknowledge the collaboration ofMayor John Lee, Guy Hobbs, John Guedry, Bruce Ford, the Vegas Chamber, and themany other municipal leaders and chambers that provided valuable input. Additionally, Restoration Nevada leadership would like to thank Jenney Sartin,Suzanne Herring, and Jan-le Low for their input during the planning process. We'd also like to thank Senator Yvanna Cancela, County Chairwoman MarilynKirkpatrick, John Restrepo, Randi Thompson, Jaime Cruz, Kris Sanchez, DavidCrawford, Jan Porter, Joe Schoenmann and all the speakers who have generouslyprovided their time and expertise during our weekly conference calls. Finally, sincerethanks to the many group members who contributed thoughtful ideas andconstructive input supporting Nevada' s safe and rapid economic recovery. The volunteer founders of Restoration Nevada would also like to thank the peoplewho spent many hours creating this document.

Tina QuigleyKen MacDonaldFernando MolinaJarrett Clark

RESTORATION NEVADALEADERSHIP

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JOE W. BROWN MIKE FRECHETTE TINA QUIGLEY KEN MACDONALD


SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ ] SUBJECT: REGIONAL HOUSING FORECAST RESEARCH PROJECT PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE RECEIVE A PRESENTATION OF THE REGIONAL HOUSING FORECAST LED BY REGIONAL PLANNING STAFF (FOR POSSIBLE ACTION) GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None BACKGROUND: The Regional Planning function within the Metropolitan Planning Organization (MPO) Department of the Regional Transportation Commission of Southern Nevada (RTC) administers the Southern Nevada Strong (SNS) Regional Plan. In early 2020, the Regional Planning team developed a work program that guides staff in effective administration of the Regional Plan. Within the work program, staff identified regional research projects to develop technical assistance and tools to guide and inform processes by which the region can implement the SNS Regional Plan. One such research project aims to analyze future housing supply and demand to better understand how our region can meet the needs of a growing and changing population. The Regional Planning team is researching best practices and tools to maintain an adequate supply of housing with a range of price, density, ownership, and building types. Staff will present progress on research that aims to do the following:

Use population and land use forecasts to estimate future needs for the region; Identify whether, based on forecasts and models, our region is expected to experience a shortfall in

needed housing units; Analyze how future housing shortfalls or surpluses may impact affordability in the region; Assess how housing type preferences could impact future demand of housing supply.

Respectfully submitted, __________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #3

January 28, 2021 rl Non-Consent


for


SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ ]

SUBJECT: EXTREME HEAT VULNERABILITY RESEARCH PROJECT PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER

REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE RECEIVE A PRESENTATION ON THE EXTREME HEAT VULNERABILITY RESEARCH LED BY REGIONAL PLANNING STAFF (FOR POSSIBLE ACTION) GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None

BACKGROUND: The Regional Planning function within the Metropolitan Planning Organization (MPO) Department of the Regional Transportation Commission of Southern Nevada (RTC) administers the Southern Nevada Strong (SNS) Regional Plan. In early 2020, the Regional Planning team developed a work program that guides staff in effective administration of the Regional Plan. Within the work program, staff identified regional research projects to develop technical assistance and tools to guide and inform processes by which the region can implement the SNS Regional Plan.

One such research project looks at the impacts of increasing warming and extreme heat events. Southern Nevada has been identified as one of the fastest warming regions in the U.S., and recent research indicates a substantial risk of heat-related deaths from an increasing number of extreme heat events in the Las Vegas Valley. Despite the history of adverse health impacts associated with extreme heat in our region, experts hold that many of these outcomes are preventable. Reducing future adverse outcomes will require developing effective and coordinated responses, as well as improving the awareness of public health officials and the general public about the health risks associated with extreme heat.

Staff will share progress on this research, which aims to do the following: Identify local demographic and environmental factors that increase vulnerability to extreme heat Analyze data to pinpoint areas in Southern Nevada with concentrations of vulnerable populations

Respectfully submitted,

__________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #4

January 28, 2021

rl Non-Consent


for


SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ ] SUBJECT: SOUTHERN NEVADA STRONG OPPORTUNITY SITE PLAN UPDATE PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE RECEIVE A PRESENTATION ON THE ONGOING OPPORTUNITY SITE STRATEGIES 5-YEAR PROGRESS REPORTS GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None BACKGROUND: The Southern Nevada Strong (SNS) Regional Plan identifies four Opportunity Sites to demonstrate specific locations that are well suited to model principles of sound urban planning: Maryland Parkway; Boulder Highway at Gibson Road/Broadbent Boulevard; Downtown North Las Vegas; and the Las Vegas Medical District. These locations are optimal for redevelopment because of access to jobs, housing, and transit. The SNS Regional Plan identifies implementation of the four Opportunity Site strategies as a top implementation priority. Since adoption of the Regional Plan, each of these sites have continued to be priorities for the jurisdiction in which they are located. Each site has had varying levels of plans, research, investment, and development. At the July 2019 SNS Steering Committee meeting, staff proposed to produce four reports detailing the progress each Opportunity Site has undergone since the adoption of the original Opportunity Site Implementation Strategy. Since then, the Regional Planning team has finalized the Downtown North Las Vegas Opportunity Site 5-year Progress Report and begun work on the Las Vegas Medical District and City of Henderson Boulder Highway sites. Regional Planning staff has provided the final Downtown North Las Vegas SNS Opportunity Site 5-year Progress Report for review and will present progress on these two new reports as well. Respectfully submitted, __________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #5

January 28, 2021 rl Non-Consent


for

Concept rendering for the Lake Mead Village West district (Bunnyfish Studio, 2016).

1 sns.rtcsnv.com

November 2020Draft Date:

City of North Las VegasPrepared for:

5-year Progress Report

DOWNTOWN NORTH LAS VEGASSNS OPPORTUNITY SITE

600 S. Grand Central Pkwy., Ste 350Phone: 702.676.1500

E-mail: [email protected] : sns.rtcsnv.com

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3Downtown North Las Vegas 5-year Progress Report

113C. STAKEHOLDER INTERVIEWS

99B. EXISTING CONDITIONS

79A. LITERATURE REVIEW

77APPENDIX

515. CASE STUDIES

374. RECOMMENDATIONS

233. PROGRESS

132. VISION

91. INTRODUCTION

5EXECUTIVE SUMMARY

CONTENT

The Southern Nevada Regional Transportation Commission (RTC) administers the Southern Nevada Strong Regional Policy Plan on behalf of the Southern Nevada Regional Planning Coalition (SNRPC). As part of this work, the RTC’s regional planning team is updating the Southern Nevada Strong Opportunity Sites Implementation Strategies in order to assess progress made on these plans. This report focuses on the Downtown North Las Vegas (DTNLV) Opportunity Site and provides updated strategies for continuing planning and revitalization work in DTNLV. The regional planning team worked with various staff members of the City of North Las Vegas as well as several stakeholders in order to assess and update the DTNLV Opportunity Site Implementation Strategies (2015). The project team represents local and regional interests and the Downtown North Las Vegas SNS Opportunity Site 5-year Progress Report continues to reflect the goals and values of the Southern Nevada Strong Regional Policy Plan.

The Downtown North Las Vegas SNS Opportunity Site 5-year Progress Report project team is:

• Michelle Larime, RTC, Sr. Regional Planner• Rae Lathrop, RTC, Regional Planning Manager• Patrick Walker, City of North Las Vegas, Public

Information Officer• Sharianne Dotson, City of North Las Vegas, Planner• Gina Gavan, City of North Las Vegas, Chief Innovation

Officer and Director of Economic Development• William (Bill) Legere, City of North Las Vegas, Economic

Development Specialist• Johanna Murphy, City of North Las Vegas, Principal

Planner

DTNLVPROGRESS REPORT5-YEAR

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North Las Vegas City Hall and Liberty Park.


1EXECUTIVE SUMMARYThroughout our history, Southern Nevada has weathered extremes. The Great Recession saw some of the country’s highest rates of foreclosure and unemployment. Following decades of economic prosperity in the late-20th and early-21st centuries, the downturn shed light on the impacts that previously uncoordinated growth had on the region: limited choices for housing and transportation, unhealthy neighborhoods, fewer living-wage jobs, and widespread impacts from the sharp decline of the residential construction market and gaming industry.

In response, the Southern Nevada region came together and developed a collaborative, more inclusive vision for the future. This vision is the Southern Nevada Strong (SNS) Regional Plan. It is the region’s first federally recognized regional plan and is adopted as the Southern Nevada Regional Planning Coalition’s (SNRPC’s) Regional Policy Plan (Regional Policy Plan). Through the plan, the Southern Nevada community seeks to build a foundation for long-term economic success and community livelihood by better integrating reliable transportation, housing, and job opportunities for all.

As part of the Regional Policy Plan, four specific locations – known as opportunity sites –that are well-suited to model the planning principles and recommendations in the Regional Policy Plan were identified around the region. Subsequently, implementation strategies were developed for each of four opportunity site locations in Southern Nevada.

Five years removed from the adoption of the Regional Policy Plan and the four SNS Opportunity Site Implementation Strategies (2015), the Regional Transportation Commission’s (RTC’s) regional planning team is conducting an evaluation and update to each of the SNS Opportunity Site Implementation Strategies (2015) planning documents. These updates, generally titled SNS Opportunity Sites 5-year Progress Report, will provide each local jurisdiction with an assessment of progress made on their respective plans as well as with updated actions and ideas for continuing their work in these unique areas. This report, the Downtown North Las Vegas SNS Opportunity Site 5-year Progress Report (DTNLV 5-yr Progress Report), focuses on the Downtown North Las Vegas (DTNLV) opportunity site.

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6 7sns.rtcsnv.com Downtown North Las Vegas 5-year Progress Report

The SNS Downtown North Las Vegas Opportunity Site Implementation Strategies (2015) (DTNLV Implementation Strategies) evaluated DTNLV’s potential for becoming a vibrant downtown hub for North Las Vegas. It identified opportunities and barriers for revitalizing DTNLV and suggested projects, policies, and programs which could be implemented in order to better position the area for redevelopment. Five actions for realizing planning goals in DTNLV were identified: (1) Improve safety for all transportation modes, (2) create a safe and attractive environment, (3) improve district identity, (4) support existing businesses and create opportunities, and (5) support building rehabilitation and new development. This DTNLV 5-yr Progress Report builds on these efforts.

The DTNLV 5-yr Progress Report is organized into the following sections: Vision, progress, recommendations, case studies, and appendices. The report revisits the vision for DTNLV, synthesizing the components of previous planning studies and projects into a summary of what is desired for the future of DTNLV. The progress section provides an updated assessment of DTNLV’s strengths and challenges, as well as a detailed analysis of the progress that has been made in implementing the actions and strategies adopted in the DTNLV Implementation Strategies (2015). New recommendations are made for continuing progress on these actions and strategies and several case studies provide in-depth research around some of the persistent challenges that remain in DTNLV. Finally, the appendices detail the research conducted by the regional planning team – literature review, existing conditions analysis, and stakeholder interviews – that inform this report.

Research and evaluation of the past 5 years of regional planning and implementation in DTNLV finds that there is much to celebrate! Significant progress has been made in implementing the goals and strategies of the DTNLV Implementation Strategies (2015). More than half of these implementation strategies (60%) are either on track or complete, and several more will see implementation work begin soon. Specifically, the City has shown its commitment to realizing the vision for DTNLV by investing heavily in their staffing capacity and new resources, and several new planning and engineering studies have been completed. Additionally, the City has successfully acquired more than 25 key land parcels in the downtown redevelopment area (RDA). Several public projects are currently underway as well, including Complete Streets upgrades on many downtown corridors. The city also plans to restore the historic Washington School, complete with civic and park space for events and entertainment. DTNLV has also started to see new development and business locate here in recent years. Significant new development and businesses include Maya Cinemas, Dutch Bros Coffee, Vegas Bakery, Wing Stop, and Expertise Barber and Cosmetology Institute.

Existing and unforeseen challenges do continue to make this work difficult. Market realities and existing conditions have made it difficult to fully implement some of the desired infrastructure improvements and development in DTNLV. Four of the 12 implementation strategies for improving safety for all transportation modes were found to be not feasible to implement. Specifically, the feasibility of implementing Complete Streets elements has proved challenging on Lake Mead Blvd. and Carey Ave., and accessibility and connectivity in DTNLV remains challenging for alternative modes of transportation, particularly for east-west movement. Additionally, funding is limited for

EXECUTIVE SUMMARYEXECUTIVE SUMMARY

placemaking elements, making it difficult to implement and maintain these types of projects. It has also been challenging to create relationships between the City and the area’s residents due to continued barriers in connecting with the minority-majority population in downtown. Existing conditions downtown, such as auto-centric, low-density development and below average incomes among downtown residents, have also made it challenging to incentivize mixed-use development, which is described as the preferred development type in the vision for DTNLV.

Yet, it is still early in these revitalization efforts and successful redevelopment requires time, patience, persistence, and creativity. The early successes seen in DTNLV thus far demonstrate the City’s possession of these qualities and their commitment for progressing the DTNLV vision in the years to come. Much of this work can take many years to materialize (10 years or longer) and the early achievements detailed in this report show that the City is well on its way to success.

Several recommendations are made for continuing to progress this vision and the DTNLV Implementation Strategies (2015). Generally, the five actions for realizing planning goals in DTNLV remain the same, however, a new action is added as well. These six updated actions are:

1. Improve safety for all transportation modes2. Create a safe and attractive environment3. Improve district identity4. Support existing businesses and create opportunities5. Support building rehabilitation and new development6. NEW! Facilitate ongoing coordination of plan implementation

Each action has several strategies for achieving the desired action. Many of these strategies are similar to previous strategies, however they have been updated to reflect recent progress and the constantly changing conditions of our environment. Each strategy is also accompanied by recommendations which are ideas that could be pursued in order to continue progress of the City’s planning goals. These recommendations include specific projects, such as conducting access management, parking, and connectivity studies in DTNLV, as well as broad objectives such as increasing resident engagement in DTNLV neighborhoods. Ultimately, the City will determine which recommendations are most appropriate and actionable for reaching their planning and redevelopment goals in DTNLV.

As a region, we’ll continue to encounter uncertain times. Threats from global and local markets and events will continue to have unforeseen economic and social impacts in Southern Nevada and historic cycles of “booms and busts” will remain a challenge for local and regional planning efforts. However, the Southern Nevada Strong collaborative and resulting Regional Policy Plan offer us a blueprint for weathering these storms. Residents live regional lives and regional collaboration is needed in order to achieve not only planning goals in DTNLV but throughout the region. Combined, these goals reflect the aspirations of all Southern Nevadans, creating a more inclusive, sustainable, and resilient community. Through continued regional collaboration, we can achieve all of our local and regional goals.

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Southern Nevada regional priorities:• Improve economic competitiveness and education.• Invest in complete communities.• Increase transportation choice.• Build capacity for implementation.

OUR VALLEY, OUR VISION, OUR FUTURE

SNS REGIONAL PLAN POLICY

1 INTRODUCTIONSouthern Nevada Strong (SNS) is a collaborative regional plan which is the region’s first federally recognized regional plan and is adopted as the Southern Nevada Regional Planning Coalition’s Regional Policy Plan (Regional Policy Plan). Through the plan, the Southern Nevada community seeks to build a foundation for long-term economic success and community livelihood by better integrating reliable transportation, housing, and job opportunities for all.

As part of the plan, specific locations around the region – known as opportunity sites – were recognized as places well-suited to model the planning principles and policies that are identified in the Regional Plan. Subsequently, implementation strategies were developed for each site, guiding concentrated implementation of the Regional Policy Plan in these four locations. In total, there are four opportunity sites:

• Boulder Highway at Broadbent Blvd. and Gibson Rd.• Downtown North Las Vegas• Las Vegas Medical District• Maryland Parkway Corridor

Each site is primarily stewarded by its corresponding local jurisdiction: City of Henderson, City of North Las Vegas, City of Las Vegas, and Clark County, respectively. Together, these opportunity sites offer various opportunities for overcoming unique challenges for regional and local planning across the Las Vegas Valley.

Five years removed from the adoption of the Regional Policy Plan and the SNS Opportunity Site Implementation Strategies (2015), the Regional Transportation Commission’s (RTC’s) regional planning team is working with local jurisdictions to review how implementation of these plans has progressed throughout the valley. The project will provide each local jurisdiction with an assessment of progress made on the opportunity site as well as with updated actions and recommendations for continuing their work in these unique areas. The result of these efforts are documented in four separate studies, generally titled the SNS Opportunity Sites 5-year Progress Report.Rendering of a mixed-use streetscape in DTNLV. Image source: Downtown Master Plan and Investment Strategies

(2009).

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This report, the Downtown North Las Vegas SNS Opportunity Site 5-year Progress Report (DTNLV 5-yr Progress Report), is focused exclusively on the Downtown North Las Vegas (DTNLV) opportunity site. Building off of earlier planning efforts by the City of North Las Vegas, the previous SNS Downtown North Las Vegas Implementation Strategies (DTNLV Implementation Strategies) (2015) report evaluated DTNLV’s potential for becoming a vibrant downtown hub for North Las Vegas. The primary purpose of the previous DTNLV Implementation Strategies (2015) report was to identify opportunities and barriers for revitalizing DTNLV and to suggest projects, policies, and programs which could be implemented in order to better position the area for redevelopment. The resulting plan identified five main actions for realizing the City’s vision for DTNLV:

1. Improve safety for all transportation modes

2. Create a safe and attractive environment3. Improve district identity4. Support existing businesses and create

new opportunities5. Support building rehabilitation and new

development

Each action is accompanied by several strategies for achieving these goals. This DTNLV 5-yr Progress Report is primarily focused on assessing the progress of these actions, while also providing an updated framework for continuing to progress the vision for DTNLV.

In order to conduct this assessment, the regional planning team partnered with the City of North Las Vegas and sought to learn as much as possible about recent planning

The remaining portion of this report is organized into the following sections: Vision, progress, recommendations, case studies, and appendices.

VISIONThe vision section provides an overview of the community’s vision for DTNLV and communicates this vision through images, maps, and text. It is intended to synthesize the components of previous planning studies and projects into a central place, providing for a one-stop summary of what is desired for the future of DTNLV.

PROGRESSThe progress section provides an updated assessment on DTNLV’s strengths and challenges. It highlights accomplishments and milestones that have been achieved as well as discusses challenges and barriers that persist in DTNLV. This section also provides a detailed analysis of the progress that has been made in implementing the actions and strategies that were adopted in the DTNLV Implementation Strategies (2015) report.

RECOMMENDATIONSThe recommendations section details new recommendations for continuing progress on the actions and strategies for DTNLV. It also lists potential resources for continuing planning and economic development work in DTNLV, including funding sources, partners for capacity building and professional development, and community partners who provide programming and social service support in the southern Nevada region.

CASE STUDIESThe case studies section provides a select sample of in-depth research around some

of the challenges with implementing DTNLV’s vision. The case studies were selected to showcase how peer communities throughout the U.S. have worked to overcome similar challenges in their own cities.

APPENDIXFinally, the appendix section details the research conducted by the regional planning team. The literature review is summarized in Appendix A and provides an overview of each plan that was reviewed as well as highlights areas which support or diverge from the DTNLV Implementation Strategies (2015) report. The team’s existing conditions analysis is provided in Appendix B. Appendix C provides a list of the stakeholders who were interviewed as part of this process.

Together, the information provided in the following report is intended to support the City of North Las Vegas’ planning and economic development efforts in DTNLV. The report is a tool for the City, its partners, and those wishing to work in DTNLV to use to further align their work with achieving the planning vision, actions, and strategies of the Regional Policy Plan.

METHODOLOGY

ABOUT THIS REPORT

INTRODUCTIONINTRODUCTION

and economic development work in the downtown area. This process included several investigative methods. First, RTC’s regional planning team conducted a literature review of existing plans and studies that are relevant to the downtown area in order to learn about all of the planning studies and projects that have been completed or are in progress for the area since the adoption of the DTNLV Implementation Strategies (2015). The team also reached out to and conversed with several stakeholders to learn more about the work of partner agencies in DTNLV. Additionally, the team conducted an updated existing conditions report to understand demographic and geographic changes that may have occurred in the community since it was last evaluated. The planning team also held several meetings with city staff throughout the duration of the project to discuss and verify findings. The team’s findings have been incorporated throughout the report and were used to inform our progress assessment and recommendations for future planning. Additional details on these findings are also provided in the appendices.

Image of North Las Vegas branding at the Las Vegas Blvd. and N. 5th St. traffic circle.

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2DOWNTOWN VISION

“Create a safe, mixed-use, connected, walkable community that supports local

businesses and offers a variety of family-friendly amenities.”

VISION STATEMENTDTNLV

The vision for Downtown North Las Vegas (DTNLV) is to:

“Create a safe, mixed-use, connected, walkable community that supports local businesses and offers a variety of family-friendly amenities.”

Findings from the literature review confirm that this vision, set forth in the Downtown Master Plan and Investment Strategy (Downtown Master Plan) (2009), remains relevant and guides recent planning efforts in the DTNLV area. Additionally, the Downtown Master Plan (2009) list the following goals for realizing this vision:

• Make DTNLV a local and regional destination with a unique identity• Brand and market DTNLV with a unique sense of place and distinct

themes• Make DTNLV safe and inviting for all modes of transportation• Celebrate the cultural past and present of the area, incorporating music

and art to reestablish a cultural center• Improve DTNLV’s economic vitality with programs, incentives, and public-

private partnerships to support existing businesses and attract new business and investment

• Connect existing and new development through coordination, design standards, and improvements to the public realm

• Identify an investment strategy with clear action steps, priorities, and costs

During the literature review process, it became clear that the City has invested in many planning efforts that contribute to the implementation of this vision. Each plan has its own recommendations and strategies, but the DTNLV vision remains the same. For ease of communicating these findings, the regional planning team synthesized this information and presents it here in the vision section.

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Esri, HERE, Garmin, (c) OpenStreetMap contributors, and the GIS user community

DTNLV District Vision Map

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VISIONVISION

Fig. 2.1

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Three key focus areas emerged out of this literature review. By summarizing the information found in previous planning efforts, these focus areas can help center investments and projects around three high level strategies for implementing the DTNLV vision. The three focus areas are:

• Invest in downtown district placemaking• Improve downtown streetscapes• Promote downtown catalytic development

opportunities

Vegas Blvd., Lake Mead Blvd., and McDaniel Street. These three corridors create the spine of the five proposed districts.

Las Vegas Blvd. is envisioned as the signature cultural corridor for DTNLV, providing for regional entertainment, retail, and dining experiences. There is an emphasis on celebrating the city’s history, providing for cultural experiences, and providing amenities that support a family-friendly atmosphere. The district is anchored by Jerry’s Nugget in the south and the Silver Nugget in the north, and has large swathes of surface parking and underutilized space to support infill and new development within the district. The addition of Maya Cinemas and the planned future retail at this site support the creation of an entertainment district as well.

Lake Mead Blvd. is identified as having a strong existing core of medical and professional offices, anchored by North Vista Hospital. Incentivizing similar development of this kind within this corridor would provide for spin-off industries and help close the gap on some of the medical services that are needed within North Las Vegas. The corridor’s connection to the I-15 and to future high-capacity transit along North 5th Street make this an ideal

Establishing DTNLV as a vibrant, cultural hub is a well-documented priority among planning and economic development efforts in the City of North Las Vegas. Many of the reviewed plans offer specific ideas and strategies for transforming DTNLV into a unique district in the Southern Nevada region. Specifically, the Visioning 2025 Strategic Plan (2005), Downtown Master Plan and Investment Strategy (2009), 2006 Comprehensive Master Plan (2011), Lake Mead Village West (2016), and the Arts and Culture Strategic Plan (2017) all present specific ideas for district placemaking downtown. These ideas are combined into a vision map for downtown (Fig. 2-1).

Five distinct districts emerged from the previous planning efforts:

• Entertainment District• Lake Mead Medical/Office Corridor• Lake Mead Village West• Civic Center District• Fiesta Plaza

The Downtown Master Plan (2009) identifies the strengths and potential for many of the corridors in DTNLV and prioritizes work on Las

location for supporting the corridor as a small, regional employment center centered around healthcare.

McDaniel Street is re-imagined as a pedestrian circulator and connects three of the five districts. It provides north-south access through the Lake Mead Medical/Office Corridor to both Fiesta Plaza and the Civic Center District. Fiesta Plaza is planned to be a thriving retail shopping center and is seeing new infill development and retail tenants. Civic Center Plaza houses the City of North Las Vegas’ municipal services and is also home to DTNLV’s Liberty Park.

Lake Mead Village West has its own plan (by the same name) and is envisioned as a new, mixed-use community, served by a future high-capacity transit along North 5th Street. The City has recently completed Complete Streets improvements here and strategic land acquisition in the district provides an opportunity to transform the area around the Lake Mead Boulevard couplet into a transit-oriented village offering meaningful, vibrant, and culturally influenced experiences.

Together, these five districts come together to create a vibrant and thriving downtown activity center. Each district offers something unique and together they offer opportunities for new jobs, housing types, and regional amenities.

DISTRICT PLACEMAKING

VISIONVISION

Top: Art wrapped utility boxes in the DTNLV RDA.Middle: Complete Streets improvements and traffic sculptures on N. 5th St.Bottom: Gateway sculptures on Las Vegas Blvd.

Liberty Park at North Las Vegas City Hall.

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The literature review found that downtown streetscapes are a primary focus in a majority of the plans reviewed. The improvement of streetscapes are discussed in the following plans: Visioning 2025 Strategic Plan (2005), North Fifth Street Transit Supportive Concept Plan (2006), Downtown Master Plan and Investment Strategy (2009), Comprehensive Master Plan Update (2011), Comprehensive Trails and Bikeways Master Plan (2011), Major Downtown Corridor Study (2014), Complete Streets Corridor Ranking (2015), Lake Mead Village West (2016), Complete Streets Policy (2017), Citywide Pedestrian and Bike Plan (2019), and the Bruce Street Corridor Study (2020).

DOWNTOWN STREETSCAPES

VISIONVISION

These plans identify and prioritize the improvement of the following downtown corridors and streetscapes:

• Las Vegas Boulevard• Lake Mead Boulevard• North Fifth Street• McDaniel Street• Judson Street

Previous planning studies recommend transforming these streets into dynamic, multi-modal thoroughfares that connect users of all transportation modes to a thriving downtown center. Recommendations include a variety of strategies. Widening sidewalks and reducing building setbacks will create a friendlier pedestrian experience that promotes retail development. Improving multi-modal transit infrastructure, such as adding bike lanes, and increasing connections for pedestrians and cyclists will improve access within the district for new and existing residents. Additionally, improving the landscaping, adding street amenities such as district signage and street furniture, and incorporating public art into the transit environment will help attract new visitors to the area and entice people to stop and stay in DTNLV. Finally, providing landscaping and hardscaping around surface parking lots creates edges that improve the aesthetics and safety of the pedestrian environment.

Complete Streets improvements are also planned for Hunkins Drive and Civic Center Drive.

Transforming DTNLV’s streetscapes into vibrant, shared-use thoroughfares is the foundation for creating a thriving downtown center and for achieving the DTNLV vision.

Top left: Existing condition photo of Las Vegas Blvd. Image Source: Downtown Master Plan (2009)Middle left: Example of protected bike lane using street armidillos.Top Right: Complete Streets Design Guidelines for Livable Communities, a resource provided by RTC.Bottom: Landscaping and hardscaping significantly improve the edge of surface parking lots. Image Source: Downtown Master Plan (2009)

Photo of the North Las Vegas Wash Trail, which can be accessed in several locations throughout DTNLV.

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Village West District; Street improvements on N. Fifth Street are completed, including updated utility infrastructure; Street frontage along Lake Mead Blvd. and North Fifth Street; Close proximity to the future historic Washington School, which will be restored as a community and creator flex space, complete with a civic plaza for events and entertainment and a surrounding park space; Large, undeveloped lots.

Catalytic development can jumpstart redevelopment and spur additional investment in DTNLV. Several catalytic sites have been identified by the City of North Las Vegas for revitalizing downtown. These sites provide significant development opportunities and can set the stage for communicating what the future of DTNLV can be. These sites are shown in Fig. 2.1 and include:

Site A: Maya Cinemas and retailAcres: 19.25 acresSite Amenities: Located in the Entertainment District; Existing development includes Maya Cinemas, a surface parking lot, and road access; Street frontage along Las Vegas Blvd.; Located across the street from City Hall and the Silver Nugget Casino.

Site B: VacantAcres: 12.05 acresSite Amenities: Located in the Entertainment district; Located at the intersection of Las Vegas Blvd. and Lake Mead Blvd.; Street frontage along Las Vegas Blvd. and Lake Mead Blvd.; Large, undeveloped lot.

Site C: Under development Acres: 22.57Site Amenities: Located in the Entertainment District; Located near the City of North Las Vegas gateway; Large undeveloped lot.Planned Development: The property recently received entitlements for development as M-1, Business Park Industrial. A new distribution center is planned for the site.

Site D: VacantAcres: 2.25Site Amenities: Located in the Lake Mead

CATALYTIC DEVELOPMENT OPPORTUNITIES

VISIONVISION

Concept rendering for the Lake Mead Village West District, site D. Source: Bunnyfish Studio, 2016.

Top: North Las Vegas City Hall sits just outside site A.Middle: Rendering of mixed use, retail development in the Lake Mead Village West district. By Bunnyfish Studios. Bottom: New Expertise Barber and Cosmetology Institute on Lake Mead Blvd, near site D.

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3 PROGRESS

• Improve safety for all transportation modes• Create a safe and attractive environment• Improve district identity• Support existing businesses and create new opportunities• Support building rehabilitation and new development

OPPORTUNITY SITE GOALS

DTNLV

The Implementation Strategies (2015) report evaluated DTNLV’s potential for becoming a vibrant downtown hub for North Las Vegas. The primary purpose of the report was to identify projects, policies, and programs which could be implemented in order to better position DTNLV for redevelopment and revitalization. The resulting plan identified five main actions for realizing the City’s vision for DTNLV:

• Improve safety for all transportation modes• Create a safe and attractive environment• Improve district identity• Support existing businesses and create new opportunities• Support building rehabilitation and new development

Each action details several strategies for achieving these goals. This section assesses the progress made on the strategies for achieving these goals. There is much to celebrate as significant progress has been made. More than half of the implementation strategies (60%) are either on track or complete, and several more will see implementation work begin soon. Some challenges do remain as well. The following pages provide an updated assessment on the progress made in DTNLV, highlighting accomplishments and milestones as well as persistent challenges and barriers to redevelopment and revitalization in DTNLV.

Each strategy was assessed using the following scale: Complete, on track, not started, and no longer relevant.

• Complete: Strategies are marked “complete” if they are considered to be done with the exception of ongoing maintenance and evaluation.

• On track: Strategies are marked “on track” if there has been progress made but work remains to be done or completed.

• Not started: Strategies are marked “not started” if there has not been any progress made but the strategy remains relevant for future work.

• No longer relevant: Strategies are marked “no longer relevant” if they were explored and not found to be feasible, or if they are outdated at this time. “No longer relevant” does not mean that the strategy cannot be revisited, it simply means that it is no longer being pursued as a realistic strategy at this time.

Photo credit: Bizuayehu Tesfaye, Las Vegas Review Journal.

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• The City revamped its Commercial Façade Assistance program and is working through its first applications.

• The City is actively increasing the amount of open space in DTNLV and requires the creation of public space in their development code. New open space includes Liberty Park and the Hartke Park replacement site. There is also a new pollinator garden being installed adjacent to the “Welcome to North Las Vegas” sign on Bruce St.

• Plans are in process to restore the historic Washington School building for community and creator flex space. New civic and park space is planned to surround the historic Washington School as well, including a grand plaza for events and entertainment.

• The City partnered with Southern Nevada Health District on a new wayfinding program to educate and direct residents and visitors in DTNLV to outdoor recreation amenities in close proximity.

• DTNLV has seen new development in recent years, including infill development. These projects include Maya Cinemas, Dutch Bros Coffee, Expertise Barber and Cosmetology Institute, and a new retail strip in Fiesta Plaza.

• The City has acquired more than 25 key land parcels in the downtown RDA.

• Placemaking enhancements are underway. Completed placemaking projects include gateway improvements at Las Vegas Blvd. and N. 5th St., transportation sculptures on N. 5th St., lighted gabion walls on Tonopah Ave., and art wrapped utility

addressing some of these issues.• Some placemaking elements are in place

and more will be activated to help build DTNLV’s identity. Placemaking, pedestrian comfort, and public art installation funding is limited, making it difficult to implement and maintain these types of projects.

• The majority of housing units downtown are renter-occupied, which makes engaging with property owners and residents more difficult.

• Implementing new engagement strategies for communicating with DTNLV’s limited English residents have continued to be challenging for city staff.

• The regional approach to social services has agencies located throughout the central area of Southern Nevada with limited office locations within the City of North Las Vegas’ boundaries, making it difficult for residents with limited transportation options to access these services.

• There are no formal neighborhood associations, business groups, or non-profits working to support the revitalization of DTNLV.

• Large land vacancy in DTNLV still causes uncertainty for many developers.

• Promoting new development types in downtown has been difficult. New development in DTNLV has followed traditional post-war development types, such as strip malls and other auto-centric development types, diverging from the DTNLV vision.

North Las Vegas has made significant progress in implementing the goals and strategies of the Implementation Strategies (2015) report. Specifically, the City has shown its commitment to realizing the vision for DTNLV by investing heavily in their staffing capacity and resources, conducting planning and engineering studies, successfully acquiring key land parcels, and supporting public infrastructure upgrades in DTNLV. Several public projects are underway and the city has started to see new development and businesses locate downtown in recent years.

Key accomplishments in DTNLV include:

• The City has made significant headway in implementing the recommendations of the Downtown Master Plan (2009).

• The City has adopted a citywide Complete Streets policy and has prioritized implementation of Complete Streets in DTNLV. The N. 5th St. Complete Streets project is finished and several Complete Streets projects are currently being designed, including Las Vegas Blvd., McDaniel St., Hunkins Dr., and Civic Center Dr.

• The City is finalizing a new DTNLV Complete Streets Master Plan which will include strategies to expand Complete Streets efforts throughout the DTNLV area.

• The City approved Ordinance No 3033, allowing bicycles to be ridden on sidewalks and shared use paths to increase bicycle access throughout DTNLV and the city.

• The City has greatly improved its code enforcement services through increased funding and staffing for enforcement, as well as updating reporting technologies and clean-up equipment.

Challenges and barriers do remain for achieving the DTNLV vision. Market realities and existing conditions have made it difficult to fully implement some of the desired improvements in DTNLV. Complete Streets improvements have been difficult to implement on some major arterial corridors in DTNLV and progress has been slow for creating a district identity due to the lack of funding for installation and maintenance of these types of projects. It has also been challenging to create relationships between the City and the area’s residents due to a lack of recognized neighborhoods and community leaders, as well as continued barriers in connecting with the minority-majority population in DTNLV. Existing conditions, such as auto-centric, low-density development and below average incomes among downtown residents, have also made it challenging to incentivize desired, mixed-use development types, which are essential for achieving the DTNLV vision.

Key challenges in DTNLV include:

• The feasibility of implementing Complete Streets elements has proved challenging on Lake Mead Blvd. and Carey Ave. Complete Streets studies on these roads found that existing street widths do not accommodate all the elements of a Complete Street and that road diets and right-of-way acquisition are not feasible. As a result, alternative solutions are being explored.

• Accessibility and connectivity in DTNLV remain challenging for alternative modes of transportation (e.g. walking and biking), particularly for east-west movement. The forthcoming DTNLV Complete Streets Master Plan will provide new strategies for

ACCOMPLISHMENTS/MILESTONES

PROGRESSPROGRESS

CHALLENGES/BARRIERS

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Improve safety for all transportatIon modes

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Implement transportation recommendations included in the Downtown North Las Vegas Major Corridors Study and the Downtown Master Plan (and North Las Vegas Comprehensive Trails and Bikeways Master Plan). Las Vegas Blvd - install medians, widen sidewalks, add landscape buffers, re-design roadway cross section, add multi-modal transit lanes, enhance ped crossings and provide mid-block. Lake Mead Blvd - widen sidewalks, increase setbacks at key intersections to create plaza-like intersections, enhance ped crossings and add mid- block crossings. North Fifth Street - implement North Fifth Street Transit Supportive Concepts McDaniel Street - Create a ped friendly atmosphere, widen sidewalks, allow for on-street parking, enhance ped crossings. Carey Ave - Implement Complete Streets policies

Bruce St - Implement Complete Streets policies

Design and construct short-term pedestrian crossing safety improvements and streetscape enhancements. At least one mid-block crossing on Las Vegas Blvd between Lake Mead and Civic Center Drive; Lake Mead Blvd @ McDaniel;

Lake Mead @ Bruce;

McDaniel @ Hunkins.

Focus short-term landscaping and street furniture investments on the area bounded by LV Blvd, Civic Center Drive and Lake Mead Blvd, with an emphasis on McDaniel and Lake Mead Blvd near Civic Center Shopping Center and North Vista Hospital. Improvements should focus on shade and other features to improve pedestrian experience and make walking distances and climatic conditions acceptable.Expand CNLV and RTC partnership linking sidewalk improvements with transit stop improvements.

PROGRESS

IMPROVE SAFETY FOR ALL TRANSPORTATION MODESNorth Las Vegas has made significant headway in improving safety for all transportation modes in DTNLV. The City has successfully implemented many of the recommendations of the Downtown Master Plan (2009) and completed several studies, including the Complete Streets Corridor Ranking Study (2015), Major Downtown Corridors Study (2014), and the Citywide Pedestrian and Bike Plan (2019). The City has also adopted a citywide Complete Streets policy and is currently finishing a Downtown Complete Streets Master Plan, prioritizing Complete Streets in DTNLV.

Complete Streets improvements are finished on N. 5th St., including the addition of side paths (shared-use, buffered sidewalks) on both sides of the street. Additionally, future high-capacity transit is still planned for this corridor, as identified in RTC’s regional high-capacity transportation plan, On Board (2020).

Complete Streets plans for Las Vegas Blvd. are currently in the final design phase with construction to follow soon. Complete Streets designs are also underway for McDaniel St., Hunkins Dr., and near the historic Washington School. A Complete Streets study was also just completed for the Bruce St. corridor, which identified sidewalk and safety improvements for future work.

Complete Streets studies were also completed on Lake Mead Blvd. and Carey Ave., but Public Works found that Complete Streets upgrades

were not feasible on these two corridors due to traffic volumes and required right-of-way.

Additional street improvements were made near McCall Elementary School and along Tonopah Ave., near CP Squires Elementary School and JD Smith Middle School. These improvements were informed by the Safe Routes to School (SRTS) program and walk audit studies conducted in partnership with RTC. RTC has also recently improved transit stops region-wide, moving shelters back from the roadway where right-of-way exists as well as improving lighting around shelters that have safety concerns.

Improving the built environment to better support alternative transportation modes has been more challenging. The Complete Streets improvements on McDaniel St., Hunkins Dr., and the historic Washington School will include street furniture and other pedestrian comfort amenities. However, funding is limited for placemaking enhancements such as these, and maintenance of these items may be difficult in the future. Although Complete Streets funding is highly flexible, it only averages about $250k annually for the region. As such, progress has been slow for implementing placemaking enhancements in the pedestrian realm throughout the region.

The next several years will continue to see improvements in safety for all transportation modes in DTNLV. Implementation in DTNLV will continue to be prioritized around schools and other identified zones for Complete Streets and pedestrian and cyclist safety.

PROGRESS

Fig. 3.1

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create a safe and attractIve envIronment

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Increase code enforcement. Identify and secure funding for more frequent inspections and assessments.Graffiti abatement program. Consider increasing fee on water utilities to help to fund the program; could also be funded by businesses.Establish “clean and safe” program. In conjunction with an Improvement District (see below) or as a stand-alone effort, establish enhanced maintenance and patrol for downtown area.Enhance home improvement assistance program. Identify funding mechanisms and design program to support homeowner investments in existing housing stock. Existing programs include the Single Family Owner Occupied Rehabilitation Program and the Blight Removal Program.Restructure and market façade improvement program. Identify demonstration program, identify demonstration projects, marketing materials and design assistance support; Target Lake Mead Blvd as a starting place.Foster civic organizations to promote civic pride and encourage volunteerism in downtown and neighborhood beautification. Promote landlord incentives and recognition.

PROGRESS

CREATE A SAFE AND ATTRACTIVE ENVIRONMENTSeveral actions in recent years have contributed to an improved safe and attractive environment in DTNLV. Recent years have seen increased support for the City’s code enforcement programs. In July of 2015, the City approved a $0.50 monthly utility increase to fund graffiti abatement, which provided for new equipment, increased staff, and new technologies for reporting graffiti and vandalism. Additionally, the City changed the language of the ordinance dealing with graffiti, changing it to a public nuisance, which allows the City to levy fines on property owners who don’t clean up graffiti incidents on their properties.

In 2018, the City added a parking services division to assist with neighborhood beautification and to enhance the safety of DTNLV’s communities. The goal is to reduce

illegal parking and abandoned vehicles, freeing up the city’s streets and sidewalks. This has allowed for more pedestrian accessibility and improved pedestrian safety, as well as cleaner streets now that street sweepers can clean the street to the curb.

The City also partners with local organizations to help keep DTNLV clean and beautiful. Get Outdoors Nevada, a local nonprofit organization, hosts volunteer clean-ups on the Las Vegas Wash trail and works with neighborhoods to keep their streets clean as well.

The City’s Commercial Façade Assistance program was recently revamped, providing property owners with additional financial resources for improving their properties and contributing to an improved aesthetic in DTNLV. North Vista Hospital utilized the program to upgrade their exterior a couple of years ago and the City is now working through its first applications since the program was reworked.

PROGRESS

Fig. 3.2

Neighborhood clean up.Example of historic housing in DTNLV. House is located on Goldfield St.

Example of historic housing in DTNLV. House is located on Bartlett Ave.

North Vista Hospital utilized the city’s Facade Improvement program.

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Improve dIstrIct IdentIty

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Rebranding (renaming, logo, etc.): gateways, signage, wayfinding. Develop business district map and marketing materials. Build on the energy of businesses that are already locating here - Hispanic/Latino-oriented businesses and restaurants.Increase events and programming in the downtown area: Work collaboratively with public and private groups to identify potential activities and events that will induce direct or indirect economic support of downtown businesses. Identification of events and activities could potentially attract a broader demographic to increase activity. (Lake Mead Taco Tour, Mexican Independence Day Celebration, etc.)Work with the Arts Committee to establish a mural program and/or other arts initiatives.Improve open space amenities: Program and promote existing amenities, such as the City Hall splash pad and front lawn area. Support Agora Shopping Center Plaza.

PROGRESS

IMPROVE DISTRICT IDENTITYNotable placemaking enhancements have been made in DTNLV but overall progress has been slow for creating a district identity. No specific brand has been developed for DTNLV, but the City has worked to promote and increase the visibility of the North Las Vegas brand, working to identify North Las Vegas as a unique destination within the region. New gateway signage was installed at the intersection of Las Vegas Blvd. and N. 5th St., welcoming residents and visitors into DTNLV. The City also added art wraps around utility boxes throughout the downtown RDA, bringing more public art to the area. Additional branding elements are not planned at this time, although they still remain relevant as a future strategy for revitalizing DTNLV.

Completed placemaking enhancements include transportation sculptures on N. 5th St. and lighted gabion walls on Tonopah Ave. A recent partnership between the City and the Southern Nevada Health District (SNHD) will also see a new wayfinding program in DTNLV. As part of their strategy for improving health and physical activity in disadvantaged zip codes, SNHD is funding the installation of wayfinding signage in DTNLV to educate and direct residents and visitors to outdoor recreational amenities in DTNLV and the surrounding vicinity.

DTNLV is also becoming more active and culturally vibrant. The Stone Soup Gallery, located inside City Hall, hosts monthly art exhibits, and the Silver Nugget Casino has begun using its excess surface lot to host outdoor events and festivals. . The city also

PROGRESS

Fig. 3.3

Image of North Las Vegas branding at the Las Vegas Blvd. and N. 5th St. traffic circle.

New wayfinding signage to be installed downtown.

received $2.2 million in SNPLMA funding for a new urban park that will surround the historic Washington School building. The park will include a grand plaza as well as street furniture and other pedestrian amenities Additionally, the city plans to restore the historic Washington School as a community and creator flex space. The school and park will provide new opportunities for events and programming in DTNLV and will add to the overall character of the growing district.

Additionally, the completion of the new city hall facility includes an outdoor greenspace, Liberty Park, for civic and cultural arts programming, although this remains an underutilized asset at this time. The City is also in the process of developing a mural program in the downtown RDA which will also help to beautify the area and build an identity in the city’s downtown core.DRAFT 11

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support exIstIng busInesses and create opportunItIes.sub-actIons co

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Grow a collaborative business group. Continue to develop and build relationships between the business community and other community organizations for mentoring, skill building, fundraising, and development. City role to assist with convening and chartering.Create a Business Improvement District (BID) or a similar organization where businesses levy a fee on themselves to pay for promotion, beautification, events, and safety that provide a mutual benefit. BIDs are currently not allowed in NV.Establish and promote sources for small business loans.

Support new food and dining options in the downtown area. Explore food cart hub and/or community kitchen concept.

PROGRESS

SUPPORT EXISTING BUSINESSES AND CREATE OPPORTUNITIESThe City has worked hard to support existing businesses and to create opportunities for business owners and entrepreneurs in recent years. The results of these efforts are starting to pay off, as many new businesses are locating in DTNLV.

The City is launching a new economic development program to help entrepreneurs realize their dreams while diversifying the economy in North Las Vegas. The program is a partnership with Innovative Collective, an organization that provides curated events, mentorship, skills training, corporate partnerships and strategies for helping people start and grow innovative businesses. The program is free and the City hopes it will help connect existing and potential business owners together, seeding a network for people to support one another during economic booms and busts.

The City has also recently updated its website with a new Business Resources & Information page, connecting business owners to a variety of resources for managing their business. The site has been particularly useful during the COVID-19 pandemic, providing up-to-date information on policies and funding assistance for business owners during the public health and economic crisis.

The past five years have also seen a significant expansion of food and dining options in DTNLV. New restaurants include Dutch Bros Coffee, Las Vegas Bakery, Chipotle, Wing

PROGRESS

Fig. 3.4

Wingstop is among DTNLV’s newest dining options.

Cali Bombs & Burgers, located on Lake Mead Blvd., is among DTNLV’s newest dining options.

Chipotle, located on Lake Mead Blvd., is among DTNLV’s newest dining options.

Stop, Del Taco, and Cali Bombs & Burgers, among others. Additionally, the City also created an interactive restaurant locator to help residents identify which restaurants are open during the COVID 19 pandemic. Efforts continue to add more full-scale dining options in DTNLV in the future as well.

Business improvement districts continue to be difficult to implement in Southern Nevada. There has been some success of business owners forming collaborative groups in the region, some of which are dues paying, but these models are still young and uncommon in the region. Some business owners in DTNLV have indicated they may be open to forming a collaborative around shared business needs, but no formal efforts are underway to pursue this at this time.

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support buIldIng rehabIlItatIon and new development

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Provide technical assistance to potential developers who would like to use alternative financing tools in the area. (NMTCs, CDBG, Section 108, etc.)Establish better working relationships with large property owners.Leverage existing property holdings at the Lake Mead Gateway (the Island) and other areas of downtown. Consider selling property with conditions on the purpose/form of future development and using the proceeds for downtown improvements.Provide public incentives for development that helps to further the community’s vision for downtown.

PROGRESS

SUPPORT BUILDING REHABILITATION AND NEW DEVELOPMENTThe City has taken several steps towards supporting development and building rehabilitation in DTNLV.

Three census tracts in DTNLV have been designated as Opportunity Zones, a federal, tax incentive program designed to encourage long-term private investment in low-income communities. Designated Opportunity Zones in DTNLV presents a significant opportunity to attract new investment to the area.

The City has also passed new resolutions and ordinances to promote new development in DTNLV. Ordinance #2829 streamlined the land use entitlement process in the downtown RDA, giving the City’s Planning Commission authority over the entitlement process to decrease the development process by 6-8 weeks. Similarly, a resolution by the Planning Commission authorized administrative reviews for commercial site plans, decreasing the development process by another 6 weeks. Ordinance #2947 also reduced the requirements for infill developments to encourage infill development in DTNLV.

Efforts such as these have seen several new developments in DTNLV. This includes Dutch Bros Coffee and Expertise Barber and Cosmetology Institute. A new infill development in Fiesta Plaza also houses new retail businesses in DTNLV.

Additionally, Maya Cinemas is now open on Las Vegas Blvd., which provides a major new

PROGRESS

entertainment venue for DTNLV. Situated on Las Vegas Blvd. across from City Hall, Maya Cinemas is a new anchor on a large lot, which is planned for additional entertainment and retail options. The completion of the theater represents a major milestone for attracting new development downtown, establishing momentum for future retail on the site and in the corridor.

The City’s RDA has also successfully purchased more than 25 parcels in the downtown RDA, allowing the City to make strategic decisions about some of the future development in DTNLV. The City’s revamped Commercial Façade Assistance program will also help attract new development and infill to DTNLV.

Additionally, the City has hired several new staff members who work in or support economic development and redevelopment within DTNLV. This includes the hiring of a Chief Innovation Officer and Director of Economic Development. Having staff dedicated to attracting new business downtown is a huge asset for the City. The City has also added new staff in other key areas, such as planning and code enforcement.

Promoting new development types in downtown, however, remains a challenge. Recent development has followed traditional post-war development types rather than mixed-use, transit-oriented development, which is envisioned for the area. Instead, new development is auto-centric, locating large parking areas between the building and the street, setting buildings back from the public right-of-way, and locating main entrances inconveniently away from the public right-of-way.

Fig. 3.5

Top: Photo of the historic Washington School, which the City plans to restore as new community and creator flex space.Bottom: Old City Hall building provides an excellent opportunity for rehabilitation.

Maya Cinemas, located just west of North Las Vegas City Hall, opened in January 2019. Source: Pamela Goynes-Brown, Twitter.

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• Improve safety for all transportation modes• Create a safe and attractive environment• Improve district identity• Support existing businesses and create new opportunities• Support building rehabilitation and new development• NEW! Facilitate ongoing coordination of plan implementation

OPPORTUNITY SITE GOALS

DTNLV

Concept rendering for the Lake Mead Village West district (Bunnyfish Studio, 2016).


4 RECOMMENDATIONS

Several recommendations are made for continuing to progress the SNS Downtown North Las Vegas Implementation Strategies (2015). Generally, the five actions for realizing planning goals in DTNLV remain the same, however, a new action is added as well. These six updated actions are:

1. Improve safety for all transportation modes2. Create a safe and attractive environment3. Improve district identity4. Support existing businesses and create opportunities5. Support building rehabilitation and new development.6. NEW! Facilitate ongoing coordination of plan implementation

Each action has several strategies for achieving its desired goal. Many of these strategies are similar to previous recommendations, however they have been updated to reflect recent progress and our constantly changing environment. Additionally, each strategy is accompanied by recommendations which are ideas that could be pursued in order to continue progress of the overall plan. These recommendations include specific projects, such as conducting access management, parking, and connectivity studies in DTNLV, as well as broad objectives such as increasing resident engagement in DTNLV neighborhoods. The updated actions, strategies, and recommendations are summarized in the following pages and described in detail in Tables 4.1-4.6. Ultimately, City of North Las Vegas staff will determine which strategies and recommendations are most appropriate and actionable for reaching their DTNLV planning goals.DRAFT 11

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The DTNLV Implementation Strategies (2015) provide an in-depth analysis of each action, identifying specific implementation barriers and how each strategy can help to overcome these barriers. This information is briefly summarized below. A detailed explanation of implementation barriers and how each strategy can overcome these is provided in chapter five of the DTNLV Implementation Strategies (2015) report.

The primary goal of this action is to make transportation infrastructure improvements that provide a safer environment for pedestrians, cyclists, and public transit users, while accommodating motor vehicle traffic throughout DTNLV. Several barriers need to be overcome when implementing this action. Barriers include, but are not limited to, sidewalks with obstructions, lack of bicycle infrastructure, and unmarked street crossings. Within DTNLV there is also an abundance of driveways, unsignalized intersections, and median openings that can create safety hazards for all users. Addressing these barriers could improve overall connectivity and circulation in DTNLV as well. See table 4.1 for a list of strategies to improve safety for all transportation modes.

This action is focused on engaging in partnerships and providing resources for DTNLV business owners and residents which support an aesthetically attractive environment. Currently, the area is generally unfriendly for pedestrians and cyclists and progress to improve the physical environment of DTNLV is slow. There are very few resources for business owners

and residents for supporting property improvements, although both agree that a safe and attractive environment is essential for achieving a thriving downtown. Strategies for creating a safe and attractive environment focus on overcoming these barriers and are summarized in table 4.2.

This action looks to establish a thriving DTNLV business district that supports retail, entertainment, family-friendly amenities, and medical and professional offices. Vacant and underutilized properties, large surface area parking lots, a separation of land uses, and a lack of current identity make it challenging to achieve this goal. Additionally, language barriers within the Hispanic business community make it difficult to communicate regarding their needs, making them more self-reliant but less likely to utilize resources and ask for assistance. Below average incomes in the surrounding community can also make it difficult for residents to support a wide range of businesses in the area. Strategies for this goal seek to overcome these barriers and are detailed in table 4.4.

This newly added action looks to improve coordination and communication among various City of North Las Vegas departments, city partners, residents, and stakeholders. Barriers to this action are typical of many municipalities. DTNLV is not the City’s only redevelopment area and staff must balance their efforts in DTNLV with other priorities. Staff time and resources can limit a jurisdiction’s ability to implement strategies as well as inhibits coordination and communication amongst one another. Strategies for coordinating implementation of the DTNLV Implementation Strategies (2015) can help to overcome these barriers. These strategies are summarized in table 4.6.

This action seeks to support the creation of a new, mixed-use, pedestrian friendly environment through new commercial development and building rehabilitation. Barriers to this goal include a lack of experience and knowledge in mixed-use development within Southern Nevada, as well as a lack of financial resources for this type of development. Additionally, much of downtown’s existing commercial stock are older buildings that require improvements for catering to today’s standards. Local infrastructure must also be improved in order to justify investment in mixed-use development. Strategies for supporting building rehabilitation and new development look to overcome these barriers. These strategies are detailed in table 4.5.

Community engagement during the development of the DTNLV Implementation Strategies (2015) found that residents and business owners felt that establishing a unique identity for downtown was key for revitalizing DTNLV into a local and regional destination. Three common goals for improving DTNLV’s identity included establishing a unique identity and sense of place, branding and marketing DTNLV to showcase its unique qualities, and celebrating DTNLV as the cultural hub of the City of North Las Vegas. Strategies for improving DTNLV’s identity focus on achieving these goals by supporting branding opportunities and creative placemaking strategies. These strategies are detailed in table 4.3.

IMPROVE SAFETY FOR ALL TRANSPORTATION MODES

CREATE A SAFE AND ATTRACTIVE ENVIRONMENT

SUPPORT EXISTING BUSINESSES AND CREATE OPPORTUNITIES

FACILITATE AND COORDINATE PLAN IMPLEMENTATION

SUPPORT BUILDING REHABILITATION AND NEW DEVELOPMENT

IMPROVE DISTRICT IDENTITY

RECOMMENDATIONSRECOMMENDATIONS

Image of new Dutch Bros Coffee located on Las Vegas Blvd. in DTNLV.

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actIon 1: Improve safety for all transportatIon modesImplement transportation improvements with a focus on improving the built environment for pedestrians, cyclists, and public transportation users.

2015 ImplementatIon strategIes

2020 updated strategIes (changes to exIstIng strategIes)

recommendatIons (actIonable steps for progressIng the 2020 updated strategIes)

Implement recommended transit improvements

Continue implementing the transportation recommendations in the Downtown Master Plan (2009), Major Downtown Corridor (2014) study, and the Citywide Bike and Pedestrian Plan (2019). Implement the recommendations of the Bruce Street Corridor Study (2019).

Approve and implement the Downtown Complete Streets Master Plan once it it finalized.

Work with Public Works and RTC to complete additional SRTS studies and walk audits, and implement recommendations of future studies.

Potential UPWP projects:• Access management (i.e.

driveway consolidation) and parking study

• Explore feasibility of a linear park/mixed use trail for east/west connectivity on Judson Ave

• Conduct a neighborhood connections/linkages study

Create ongoing coordination and communication with CNLV public works to discuss goals and strategies and identify alternative solutions when challenges arise (see Action 6).Coordinate across city departments to identify funding for transportation improvements (i.e. CDBG funding).

Pursue short-term safety improvements

Continue to focus on short-term pedestrian improvements in areas of high priority as identified in the Major Downtown Corridor Study (2014) and the Citywide Pedestrian and Bike Plan (2019), and in the forthcoming Downtown Complete Streets Master Plan.

Identify grant opportunities for tactical urbanism strategies and ped-comfort type demonstration projects (see potential arts funding sources).

Focus on short-term landscaping and street furniture investments

Improve landscaping and street amenities to increase pedestrian comfort in downtown.

Develop programs for increasing the tree canopy and permeable surface areas.Source grants for street furniture and other active transportation elements.

Integrate street and transit improvements with RTC

Work with RTC, Public Works, and other city departments to utilize RTC’s UPWP annual call for projects to conduct future transportation and corridor plans and studies.

Potential UPWP projects:• Create a downtown

transportation plan• Conduct walk audits for

additional elementary schools in the downtown area to identify needed pedestrian improvements

actIon 2: create a safe and attractIve envIronmentEngage in partnerships and provide resources which support an aesthetically attractive environment downtown.




Direct additional resources to increase code enforcement

Continue supporting code enforcement.

NA

Expand graffiti abatement program

Continue supporting graffiti abatement.

NA

Establish a “clean and safe” program

Seek partnerships for expanding “clean and safe” programs downtown.

Identify national organizations who may provide “clean and safe” services and may have a presence in Southern Nevada (i.e. Keep America Beautiful).

Enhance home improvements assistance program

Work with Housing and Neighborhood Services to establish home improvement programs for aging housing stock.

Potential home improvement programs include: • Asbestos abatement• Lead abatement

Seek additional partners for implementing home improvement programs.

Foster a civic organization and promote landlord incentives and recognition

Establish programs that incentivize renters and absentee landlords to invest in DTNLV neighborhoods.

Potential home improvement programs include: • Residential PACE program

(need state legislation)Consider establishing a neighborhood association program to encourage downtown residents to work together to beautify neighborhoods.Establish neighborhood improvement grants (e.g. CLV Neighborhood Partners Fund)

Restructure and market façade improvements program

Monitor the Commercial Façade Improvement program and market successful examples to downtown commercial property owners.

NA

NA Increase engagement with downtown residents and support neighborhoods.

Conduct neighborhood engagement to better understand and respond to resident’s needs.

Fig. 4.1

Fig. 4.2

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actIon 3: Improve dIstrIct IdentItyEstablish an identified brand for downtown and implement creative placemaking strategies that establish downtown as a unique, regional destination.




Develop identity branding campaign

Develop a unique brand and identity for DTNLV and identify downtown districts.

Update the Downtown Master Plan (2009) and establish a district plan based on the vision for DTNLV. Each district may have its own brand.Develop a historic context for the City of North Las Vegas and use the city’s history to inform brand/identity for downtown.Conduct a historic resource survey and identify sites/districts for preservation or commemoration.• Use to inform public art

installations• Use to inform cultural heritage

programs such as walking and food tours.

Increase events and programming in DTNLV

Seek partnerships for increasing events and programming in DTNLV.

Develop new programming like food truck events, group bike rides, etc.

Work with arts committee to establish a mural program

Work with the Arts Committee and other cultural arts partners to implement the Arts & Culture Strategic Plan (2017) and bring public art to DTNLV.

Identify grant opportunities for installing downtown gateway monuments, art installations, and other placemaking projects downtown (see potential arts funding sources).Establish arts grants to support public art and local artists for murals.

Improve open space amenities

Continue to increase open space and seek ways to activate under-utilized public space downtown.

See recommendations above.

actIon 4: support exIstIng busInesses and create opportunItIes.Establish a thriving, downtown business district that supports retail, entertainment, family-friendly amenities, and professional office spaces.




Develop collaborative business groups

Establish a public/private collaborative business group that oversees the development of the business community.

Use branding opportunities as marketing opportunities:• Develop a website for the

DTNLV business district• Develop a business district mapProvide strategies for increasing visitation to DTNLV• Increase programming• Seek partners to provide

cultural heritage programs

Create a business improvement district

Identify targeted industries for DTNLV and utilize RDA resources to incentivize targeted industries to locate in DTNLV.

Targeted incentives may focus on food and dining options, entertainment venues, hotels, medical, etc.

Establish and promote sources for small business loans

Establish and promote sources for small business loans

Identify local partners for small-business lending and pathways for connecting entrepreneurs to these resources (see potential small business lending partners).

Support new food and dining options

NA - this has been incorporated in the above updated strategies on incentivizing targeted industries.

NA

NA Provide small business spaces and seek partnerships with community organizations to temporarily activate vacant and underutilized spaces.

Provide public spaces for small businesses and pop-up retail:• Kiosks• Small incubator spaces

Activate McDaniel St. with food trucks, pop-up retail, and other mobile businesses and advertise services to major DTNLV employers such as CNLV and North Vista Hospital.

Fig. 4.3

Fig. 4.4

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actIon 5: support buIldIng rehabIlItatIon and new developmentSupport the creation of a new mix-used, pedestrian-friendly DTNLV through new commercial development and building rehabilitation.




Provide technical assistance with alternative financing tools

Establish a technical assistance program and/or partners for identifying alternative financing tools, including mixed-use and mixed-income development.

(See potential partners.)

Establish better working relationships with large property owners

Continue to improve working relationships with large property owners.

Host educational events to inform development community about ongoing efforts and new opportunities.Revamp City’s website detailing local opportunities and incentives for developing in DTNLV.

Leverage existing property holdings

Identify catalytic development opportunities and leverage existing property holdings.

Use branding opportunities as marketing opportunities:• Create marketing materials

for catalytic development opportunities complete with data that can incentivize new development

Provide public incentives for development

Develop and market public incentives for new development and rehabilitation.

Create design standards for new development and building rehabilitation that support a mixed-use, pedestrian-friendly environment.Establish a PACE program for commercial rehabilitation.

NA Encourage the preservation of naturally-occurring affordable housing and identify strategies to mitigate displacement.

Create neighborhood plans that detail how new development and neighborhood preservation can complement one another.As new development occurs, evaluate unintended consequences (if any) and design programs to mitigate them.

new! actIon 6: coordInate plan ImplementatIonImprove coordination and communication among various city departments, city partners, and stakeholders.




NA Create a standing committee to coordinate ongoing implementation of the plan among all city departments who are working on DTNLV revitalization.

Committee members should include:• Planning• Economic Development• Public Works• Communications• Housing and Neighborhood

Services• RTC MPO• Other public/semi-public

agencies working in the DTNLV space (e.g. SNHD, CSN, etc.)

NA Identify funding opportunities to work across CNLV departments to revitalize and redevelop DTNLV.

(See funding sources.)

NA Create opportunities to share DTNLV successes and communicate the ongoing efforts of the committee with the general public.

Host public information meetings, town halls, etc. to celebrate successes and to market new strategies and incentives as they become available.

Fig. 4.5

Fig. 4.6

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technIcal assIstance and fundIng resources by topIc area

source purpose/detaIls websIte

arts/culture/hIstory/placemakIng

Kresge Foundation Placemaking and arts funding for nonprofit organizations

https://kresge.org/

National Endowment of the Arts

Funding for art programs and public art installations

https://www.arts.gov/

ArtPlace America Connects local artists to arts funding and supports state arts agencies

https://www.artplaceamerica.org/

KaBoom Placemaking and arts funding for building kid-friendly spaces in the public realm

https://kaboom.org/about

Better Block Placemaking resources for building safer, more inclusive streetscapes and public spaces

https://www.betterblock.org/

Nevada State Historic Preservation Office

Technical Assistance and grant funding for historic preservation and cultural programming

https://shpo.nv.gov/

Transportation for America

Provides resources for creative placemaking

http://creativeplacemaking.t4america.org/

small busIness lendIng/IncubatIon/communIty development

Urban Chamber Resources for small businesses including education (e.g. coaching) and assistance in procuring capital; Can support new and growing businesses through incubator program

https://www.urbanchamber.org/

Latin Chamber of Commerce

Facilitates business and educational relationships; Can support growing businesses

https://lvlcc.starchapter.com/index.php

Dream Spring CDFI that invests in small businesses and entrepreneurs by increasing access to credit, loans, and community support; Can support new and growing businesses

https://www.dreamspring.org/

Clearinghouse CDFI CDFI that invests in small businesses, affordable housing, and community development; Can support new and growing businesses and connect housing and community developers to alternative financing options

https://www.clearinghousecdfi.com/

National Development Council

National non-profit that directs capital investment for affordable housing and community development and provides small business loans

https://ndconline.org/about-us/

Chicanos Por La Causa CDFI that invests in small businesses and affordable housing; Can support new and growing businesses and provide support services for affordable housing developments

http://www.cplcnevada.org/

capacIty buIldIng/professIonal development

JP Morgan Chase Advancing Cities

Supports systems approach to regional community development and inter-sector program development

https://impact.jpmorganchase.com/impact/communities/advancingcities

Schwab Bank Community Development

Investing in housing, capacity development and financial security programs

https://www.aboutschwab.com/our-communities

Living Cities Provides capital and technical assistance for community development projects

https://www.livingcities.org/

National Development Council

National non-profit that invests in social infrastructure

https://ndconline.org/about-us/

Grow with Google National partner for funding, tools, and resources for small-businesses and workforce development

https://grow.google/

Community Services of Nevada

Provides home buyer assistance and counseling services

https://www.csnv.org/

Fig. 4.7

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communIty partners

name organIzatIon potenIal role/partnershIp

small busIness support

Suzi Waltos Vegas Chamber of Commerce Potential to convene businesses in specific geography to understand needs; Potential programming partner

Ken Evans Urban Chamber of Commerce

Potential to convene businesses in specific geography to understand needs

Peter Guzman Latin Chamber of Commerce Potential to convene businesses in specific geography to understand needs; Potential programming partner

arts/culture/hIstory/placemakIng

Bobbie Ann Howell Nevada Humanities Partner for public art and programming

Traci Traasdahl Safe Routes to School at CCSD

Partner for programming and public infrastructure improvements around schools

Heidi Swank Nevada Preservation Foundation

Partner for historic preservation and cultural heritage programming

Rebecca Palmer Nevada State Historic Preservation Office

Partner for historic preservation and funding partner for programming (some funding is designated only for certified local governments)

Sarah O’Connell Eat More Art! Vegas Partner for arts and culture programming

Mindy Meacham Southern Nevada Health District

Partner for health and active lifestyle outreach and programming

neIghborhood capacIty buIldIng/publIc engagement

Cecia Alvarado Mi Familia Vota Civic engagement and “get out the vote” efforts

Leo Murrieta Make the Road Nevada Grassroots organization working to unite and empower low-income workers

Mauricia Baca Get Outdoors Nevada Environmental nonprofit working to connect residents to outdoor places and support outdoor industry, park / trail / neighborhood clean-ups

Dr. Jennifer Keane University of Nevada Las Vegas: College of Liberal Arts

Multi-disciplinary research collaboration including sociology, anthropology, etc.

Dr. Shawn Gerstenberger

University of Nevada Las Vegas: School of Public Health

Community-based research opportunities including public health, built environment, social determinant of health, etc.

Heidi Swank Nevada Preservation Foundation

Public engagement around historic preservation projects and conducts neighborhood campaigns for historic district nominations

Fig. 4.8

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The UNLV School of Medicine in planned to be a social and economic hub for the Las Vegas Medical District.


5 CASE STUDIESThe following section contains several case studies, providing detailed examples of how communities across the country are addressing planning goals and challenges that are similar to those that guide revitalization in DTNLV. These case studies showcase how both public and private investment, financially and emotionally, have contributed to the revitalization of their respective communities. Investment in civic infrastructure, non-traditional engagement strategies, community and district identity, community-based programs, and inter-departmental coordination are proving successful for achieving the planning goals and strategies that are the focus of this report. A brief summary of each of the following case studies is provided below.

• Downtown Tigard Conceptual Connectivity Plan: A conceptual plan for redesigning Tigard’s downtown street grid, increasing opportunities for mixed-use development and improving connections for multi-modal transportation.

• Mill Creek Linear Park: A linear park and public art project that increases connectivity and opportunities for active transportation in downtown Bakersfield.

• Art Route Des Moines: A public art, cultural tourism, and pedestrian comfort project that improves aesthetic quality and pedestrian safety in downtown Des Moines.

• Ely Historic Mural Walk: A public art project that enhances the cultural identity of downtown Ely while providing opportunities for building improvements and heritage tourism.

• Healthy Neighborhoods Healthy Families: A program that seeks to improve health outcomes by investing in quality and affordable housing as well as supporting neighborhood stabilization.

• First Suburbs Coalition: A home rehabilitation program for homeowners living in post-World War II housing, complete with an idea book for renovating and modernizing these older homes.

• Neighborhood Partners Fund Grant: A neighborhood improvement program that helps to improve and build community among Las Vegas’ older neighborhoods.

• A New Face for an Old Broad: An example of DIY urbanism using tactical urbanism strategies and pop-up retail.

• Las Vegas Medical District: A coordinated strategy and implementation process for redevelopment, economic development, and placemaking in the Las Vegas Medical District.

• The Picnic: An investigation into Austin’s original food truck park and the benefits of providing permanent space for mobile food and retail businesses.

• Hacemos La Ciudad (We Make the City): A community engagement project that uses arts strategies to engage and involve Brownsville’s Hispanic and Latino residents in their downtown revitalization.

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CASE STUDIES CASE STUDIES

DOWNTOWN TIGARD CONCEPTUAL CONNECTIVITY PLANType: Connectivity planLocation: Tigard, OregonLead Entity: City of TigardContact: City of Tigard, Community Planning, https://www.tigard-or.gov/city_hall/planning.php


Create a safe and attraCtIve envIronment

Improve dIstrICt IdentIty

support exIstIng busInesses and Create opportunItIes


CoordInate plan ImplementatIon

Building off of recent planning efforts, the City of Tigard commissioned a Downtown Tigard Conceptual Connectivity Plan which describes a vision for a new system of streets and pathways designed to significantly improve access to, from, and within Downtown Tigard. The plan seeks to actualize the vision and concepts of earlier plans for revitalizing Downtown Tigard by organizing development into a new block structure that is better suited for intensive, urban development. The plan emphasizes the importance of green streets and pedestrian and bicyclist activity, and is supported by traffic and transportation analysis as well as market and real estate analysis. The plan is a progressive example

for downtown revitalization, prioritizing the economic interests of the future in current development processes.

• The plan proposes a new street and pathway network that creates a fine-grained block structure that is characteristic of successful downtowns.

• The plan divides Tigard’s downtown into five conceptual sub-districts, each with its own unique character and function.

• Each street has a designated character classification. The degree of connectivity and character classifications for each street are designed to meet the vision and intent of the five sub-districts.

• The new street and pathway network is pedestrian and bicycle friendly, universally accessible, and supportive of both existing and desired development for downtown.

• The plan prioritizes two key connections – Ash Street which connects residential neighborhoods throughout downtown, and the Garden Place Connection which connects residential neighborhoods to downtown’s Main Street. The rest of the street grid is designed to support these key connections.

• CNLV Public Works• RTC• NDOT• Traffic, transportation, and market analysis

consultants• Local land owners and developers• Local businesses• DTNLV residents

• City of Tigard• City Center Advisory Commission (a

regional advisory committee)• SERA Architects• Kittelson & Associates (traffic and

transportation analysis)• Johnson Reid (market and real estate

analysis)• Community residents

• Tigard, Oregon, Walking Paths• Laurel Bay neighborhood connectivity plan by

Duany, Plater-Zyberg & Company, 2004 (p. 15)

Download and read the plan.

• A new or retrofitted street network which further subdivides large parcels can create the infrastructure needed to incentivize walkable, mixed-use development in DTNLV.

• Greater connectivity throughout DTNLV will provide better access to the interior of existing super-blocks, making those blocks more attractive and marketable to developers.

• Increased connectivity and pedestrian traffic, combined with increased street frontage will facilitate mixed-use development in DTNLV.

• Provide improved connectivity and access for all transportation modes to amenities throughout DTNLV.

BACKGROUND

DEFINING CHARACTERISTICS

ELEMENTS RELEVANT TO DTNLV

DTNLV POTENTIAL PARTNERS

PROJECT PARTNERS

SEE MORE LIKE THIS

THE PLAN

Top: New proposed street grid for downtown Tigard. Bottom: Alley doubles as a pedestrian corridor in New Orleans. Photo credit: C. Highsmith.

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MILL CREEK LINEAR PARKType: Linear park and public art projectLocation: Bakersfield, CaLead Entity: City of Bakersfield Redevelopment AgencyEstimated Cost: Financed with a $10 million loan, 30 year at 3.5% interestContact: City of Bakersfield Economic Development, [email protected], (661) 326-3762







Mill Creek Linear Park served as a catalyst for revitalizing downtown Bakersfield. The project focused on turning an old, underutilized irrigation canal into an urban trail, providing an inviting walkable amenity that connects downtown from north to south. The trail runs for approximately 1.5 miles along the eastern side of Downtown Bakersfield and features interesting art and architecture. Selected as one of America’s “Great Public Spaces” in 2017 as part of APA’s Great Places in America program, Mill Creek Linear Park showcases exceptional planning and demonstrates how public, green infrastructure can be used to enrich communities, facilitate economic growth, and inspire improved placemaking in disinvested, downtown communities.

• Connects more than 500 units of affordable housing to downtown businesses and amenities.

• Connects residents to multiple destinations in Downtown Bakersfield including the Bakersfield Community House, the

Bakersfield Museum of Art, and the New Federal Courthouse.

• Connects users to a variety of amenities including an antique shopping corridor, Beal Memorial Library and Amtrak Station, McMurtrey Aquatics Center, the Adventist Hospital Ice Sports Center, Maya Cinemas, and more.

• Features interesting art and architecture including the Five Sister City Gardens, a garden representative of five of Bakersfield’s Sister Cities that provides art and cultural interpretation along the trail.

• Proximity to a future high speed rail station.

• City of Bakersfield Redevelopment Agency• Community residents• Local developers• Meyer Civil Engineering, Inc.

• Local Complete Streets funding• SNPMLA• Nevada Arts Council grants• Southern Nevada Health District (REACH

and other grant programs)• National Endowment for the Arts• NV Humanities• Southern Nevada Bicycle Coalition• Get Outdoors Nevada• From Lot to Spot• CDFIs• Community residents, business owners,

and local artists

• Ricardo Lara Park• Park People’s Case Study Toolkit of Urban

Parks and Open Space• Overview of Urban Linear Parks

• Multiple DTNLV plans recommend increasing east-west connectivity downtown and exploring ideas to connect Judson Ave. as an east-west ped/bike connector in downtown.

• A shared-use linear urban trail along Judson Ave. has potential to connect surrounding residents to the downtown core.

• A shared-use linear urban trail along Judson Ave. could connect residents to several downtown amenities including: Martinez Elementary School, Maya Cinemas and forthcoming retail development, Silver Nugget, City Hall and Liberty Park, Fiesta Plaza, the police station, and the old city hall campus.

• A shared-use linear urban trail would improve connectivity and access to other amenities throughout downtown as well.

• Open space development requirements could be fulfilled by providing developers with approved options for locating next to a planned urban trail in DTNLV.

• Creates opportunities for establishing a district identity and cultural presence in DTNLV.

BACKGROUND



PROJECT PARTNERS


SEE MORE LIKE THIS

A mural on the Mexicali Restaurant wall on the Mill Creek Linear Park. Image source: City of Bakersfield.

Top: Public plaza space along the Mill Creek Linear Park. Photo credit: Casey Christie / The CalifornianBottom: Chinese Lion Dancers perform at the Five Sisters City Garden Festival. Image source: Bakersfield Life Magazine, 2019.

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ART ROUTE DES MOINES

Type: Public art project; pedestrian comfort projectLocation: Des Moines, IALead entity: Greater Des Moines public arts foundation Timeline: 6 monthsEstimated cost: $240,000 (materials); $3,500 (design)Contact: https://dsmpublicartfoundation.org/







The Greater Des Moines Public Art Foundation launched Art Route Des Moines in 2016 in an effort to connect 87 pieces of public art with artistic interventions on sidewalks and crosswalks. The 6.6-mile-long trail has proven successful as a wayfinding tool for public works for art for the 750,000 people visiting the city annually for artistic and cultural attractions. The route also serves as a traffic calming measure that helps enhance pedestrian safety. The final trail design included art on 14 crosswalks, as well as sidewalk wayfinding markings. The project team was intentional about ensuring that six intersections with high traffic volumes were tied into the trail.

“THE ART ROUTE INITIATIVE CELEBRATES CREATIVITY, ENHANCES URBAN IDENTITY AND ENCOURAGES PUBLIC-PRIVATE PARTNERSHIPS.” – M. Jessica Rowe, director of the Greater Des

Moines Public Art Foundation

• First-of-its-kind project connects public art in Greater Des Moines with a path of dots, chevrons and painted intersection artwork.

• Bright colored circles painted every 20 feet on the sidewalks connect the route and painted chevrons point to public art attractions along the way.

• Six downtown intersections were repainted with original designs by artist Roadworth.

• Emphasizes “Connect Downtown” project, an effort to enhance walkability in Des Moines.

• GPS-enabled app also developed so users on route can get info about each art piece.

• Canadian artist Peter Gibson (aka Roadsworth) selected for crosswalk art through a public call for artists.

• Project team determined 5-year duration for street art, based on durability of the materials.

Mix of stakeholders involved:• Greater Des Moines Public Arts Foundation

(lead)• Greater Des Moines Convention and

Visitors Burea• City of Des Moines; City of West Des Moines• Downtown Community Alliance• Greater Des Moines Partnership; Neumann

Monson• Substance Architecture• Grimes Asphalt and Paving• Des Moines Arts Festival and Art Week Des

Moines• Des Moines Police Department• Des Moines Public Schools• Iowa Healthiest State Initiative

• Local transportation funds (FRI, Q-10)• Nevada Arts Council grants• Southern Nevada Health District (REACH

and other grant programs)• National Endowment for the Arts• Bloomberg Philanthropies’ “Asphalt Art

Initiative”• Local sponsors

• Southwark Street Colourful Crossings • Portland In the Streets Program • Denver Community Streets Program• Asphalt Art Guide

• Utilized arts and cultural strategies to establish an identity while also improving safety and encouraging more pedestrian activity.

• Local funds (as opposed to federal funds) on a project of this nature will allow for more freedom and flexibility with respect to artist design. Use of federal funds subjects projects to regulations that limit the use of bright colors and other design aspects.

• This type of project could be done in conjunction with other downtown arts or cultural programing and efforts (murals, wayfinding, art installations, etc.), or as a standalone intervention aimed at improving walkability.

• Federal concerns (from FHA) regarding colorful/artistic crosswalks decreasing driver and pedestrian safety.

• Past planning efforts have identified high-priority intersections which can inform areas to target interventions.

BACKGROUND

DEFINING CHARACTERISTICS ELEMENTS RELEVANT TO DTNLV

PROJECT PARTNERS


SEE MORE LIKE THIS

Top Image Source: L. Liz Lidgett, Conde Nast TravelerBottom: Art route at 3rd Street and Court Avenue, Des Moines, IA

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ELY HISTORIC MURAL WALKType: Public art projectLocation: Ely, NevadaLead entity: Ely Renaissance SocietyContact: http://elynvarts.com/history-of-the-murals-sculptures-and-parks.html







Following an economic downturn in Ely, spurred by the closure of the town’s leading mining operation, a local businessman commissioned a large mural on the side of his downtown building. Other businesses followed suit in subsequent years. Today, more than 20 murals, which depict the town’s heritage, grace the facades of downtown buildings. The Ely Renaissance Society, which formed shortly after the first murals were painted, now commission and maintain the public art. The murals, now part of Ely’s Art Walk, not only serve as a source of community pride, but have become an economic driver for the frontier city through art tourism.

• Source of economic development, beautification, and civic pride.

• Murals depict history and culture of Ely, from the Pony Express and mining, to railroading and the region’s diverse ethnic heritage.

• First mural commissioned by the Ely Renaissance Society officially dedicated July 4, 2000, at the White Pine County Museum.

• Ely Art Walk now includes more than 20 murals, as well as sculptures and seasonal installations, in the downtown area.

• Artists have been commissioned locally and from across the world.

• Nevada Arts Council grants• National Endowment for the Arts (NEA)

grants• Local sponsorships

• Ely Renaissance Society• Property owners• Local, national, and international artists

• Jersey City Mural Arts Program• South Omaha Mural Project• Mural Arts Philadelphia• Public Mural Handbook

• A mural program can help to establish a unique brand and identity in DTNLV.

• The city’s Arts & Culture Strategic Plan 2018-2020 recommends considering mural projects in the redevelopment area through the Beyond the Canvas beautification project.

• Murals could highlight and celebrate North Las Vegas’ cultural heritage and ethnic community.

• Murals and other public art installations can deter graffiti and inspire property owners to improve the aesthetics of DTNLV properties.

• Can attract tourists and visitors to DTNLV and begin to establish DTNLV as a regional destination.

BACKGROUND




PROJECT PARTNERS

SEE MORE LIKE THIS

Top: Ely Mural Walk brochure. Image Source: Ely Renaissance Society.Middle: AT&T mural on Main Street in Ely, NV. Photo credit: Christopher Smilth.Bottom: Mural depicting White Pine County’s connection to Basque history and culture.

“United by our Children.” A mural depicting the ethnic diversity of the White Pine County community. Artist: Paul Ygarta

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HEALTHY NEIGHBORHOODS HEALTHY FAMILIES (HNHF)Type: Affordable housing and neighborhood revitalization partnershipsLocation: Columbus, OhioLead Entity: Nationwide Children’s HospitalTimeline: Began in 2008Contact: Nick Jones, Healthy Neighborhoods Healthy Families manager, [email protected]://www.nationwidechildrens.org/about-us/population-health-and-wellness/healthy-neighborhoods-healthy-families







Nationwide Children’s Hospital is working with national and community partners to improve housing and stabilize neighborhoods near its location in Columbus, Ohio. Recognizing that factors such as housing, safe neighborhoods, educational opportunities, and health care accessibility impact the overall health and wellbeing of communities, Nationwide Children’s Hospital created the Healthy Neighborhoods Healthy Families (HNHF) initiative. The initiative seeks to create positive health outcomes in Columbus’ disadvantaged neighborhoods, specifically targeting Columbus’ South Side neighborhoods and zip codes adjacent to the hospital’s facilities. HNHF identifies five impact areas: affordable housing, education, health and wellness, safe and accessible neighborhoods, and workforce development.

• HNHF consists of multiple affordable housing programs: Healthy Homes provides access to affordable housing through existing property rehabilitation and also eliminates vacant, blighted properties; Home Repair provides grants for existing homeowners; the Residences at Career Gateway combine affordable housing with onsite job training; and the South Side Renaissance Fund is a long-term fund to facilitate construction of affordable, multi-family housing.

• Healthy Home rehabilitations include full-gut renovations and new builds with energy efficient and green features.

• Healthy Homes has seen more than 350 homes rehabilitated since 2008.

• South Side Renaissance Fund provides $20 million in loan funding for acquiring, constructing, and (permanent) financing of housing development that serves families of four with incomes between 60-80% of the area median income. The fund consists of $15 million in loans and $5 million in grant funding.

• Safe and accessible neighborhood programs include: Block Watch, a neighborhood block watch program that

• Healthy Homes, a non-profit housing organization

• Renaissance Fund, managed by Ohio Capital Finance Corporation. Various national and local banks contribute to the fund.

• Local faith-based organizations• Community development organizations• Youth serving nonprofits• Local public schools• Habitat for Humanity• United Way of Central Ohio

• North Vista Hospital• Dignity Health• Southern Nevada Health District• Financial institutions and CDFIs• Habitat for Humanity• St. Christopher Catholic Church and other

DTNLV faith-based organizations

• Established new partnerships for residential home improvement, rehabilitation, and affordable housing development.

• Provides new opportunities for North Vista Hospital and other DTNLV health partners to satisfy their community reinvestment goals.

• Preserved naturally occurring affordable housing while improving and stabilizing older neighborhoods in Columbus.

• Improved neighborhoods support a growing DTNLV business district.

• Health organizations are also investing in

transportation infrastructure and safety. Additional opportunities may connect transportation improvements with this work as well.

brings neighbors together to prevent crime and encourage community activism; Community Crime Patrol, a program focused on building relationships between community leaders and local police; South Side Leadership Academy, a program for developing community leaders; and Neighborhood Beautification.

• Neighborhood Beautification programs work to clean vacant lots and alleys, picking up litter and clearing overgrown weeds and shrubs.

BACKGROUND



PROJECT PARTNERSDTNLV POTENTIAL PARTNERS

Infographic for HNHF’s Healthy Homes program.

Before and after a Healthy Homes renovation. Image source: Nationwide Children’s Hospital.

• Housing with Dignity• Boston Medical Center• New Jersey Housing and Mortgage Finance

Agency• ProMedica Ebeid Neighborhood Promise

SEE MORE LIKE THIS

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FIRST SUBURBS COALITION HOME REHAB PROGRAM AND IDEA BOOKType: Home rehabilitation programLocation: Kansas City, MissouriLead Entity: First Suburbs CoalitionContact: Lauren Palmer, Program Director of Local Government Services, [email protected], 816.701.8207, https://www.marc.org/Community/First-Suburbs-Coalition/For-Governments/Residential-Rehab







The housing development boom following World War II saw an explosion of new suburbs and neighborhoods across the country. These communities are often identified as first suburbs. As housing stock in first suburb communities continues to age, there is a common need in cities across the country for financing in order to rehabilitate and modernize the aging homes of first suburb communities. Recent decades have seen housing coalitions begin to address this need, often advocating for revised building codes, zoning regulations, and programs that will allow homeowners to remodel and make accessibility upgrades to their homes.

The First Suburbs Coalition (FSC) was formed in 2002 with a mission to maintain and enhance the unique quality of life of first suburb communities in Kansas City, Missouri, through preservation, reinvestment, and revitalization. The coalition advocates on

behalf of first suburb communities by being a regional leader, educates its members and the community on the needs of first suburb communities, communicates with and engages residents of first suburb communities, and works to create policies and programs that benefit residents of first suburb communities. They have initiated several successful programs for revitalizing Kansas City’s first suburb communities. Such programs include a Home Rehabilitation program and three how-to guides for first suburbs renovators: the FSC Idea Book, Green Idea Book, and Universal Idea Book.

• The FSC is a regional coalition administered by the Mid-America Regional Council (MARC) and works through various working groups comprised of elected officials, local government staff, and private sector partners.

• FSC’s Homeowner Rehab Program assists Kansas City’s communities with repairing and rehabilitating owner-occupied homes.

• FSC partnered with a local credit union to provide low-interest, fixed-rate home equity loans to fund remodeling and modernization projects for qualified homes in participating communities.

• Local cities and counties may apply for funds of up to $300,000 for administering a Home Rehab Program in their community.

• FSC markets the program to local government and first suburb communities.

• The FSC Idea Book helps homeowners find ways to maintain, modernize, and renovate their homes and businesses.

• The Idea Book examines four of the most common housing types found in Kansas City’s first ring suburbs and provides

dozens of ideas for appropriate ways to update and modernize them.

• The Idea Book provides color illustrations of each home design and highlights elements that can be renovated or added, and addresses windows, doors, and garages, as well as other common exterior features.

• Considerations for energy efficiency, financing, and design are also provided in the Idea Book as well as guidelines for selecting and working with reliable contactors.

• The Idea Book was followed by a Green Idea Book which focuses on ways to incorporate “green” strategies in remodeling efforts, and by a Universal Design Idea Book which focuses on strategies for accessibility and aging-in-place.

• CNLV Housing and Neighborhood Services• CDBG and HOME programs• Local architecture firms• Financial institutions and CDFIs• Habitat for Humanity• Nevada State Historic Preservation Office• Nevada Preservation Foundation

• First Suburbs Coalition members• First suburb residents• Piper-Wind Architects

• National Center for Healthy Housing (see Examples of Incentives for Healthy Housing and Addressing Code Violations (2012) document)

• Center for Community Progress (see Raising the Bar: Linking Landlord Incentives and Regulation through Rental Licensing – A Short Guide for Local Governments (2015) report)

• Through neighborhood engagement, a home rehab program can address the needs of current residents while upgrading the housing stock for future generations.

• Home improvements can generally lead to a sense of pride in community, encouraging other homeowners, landowners, and renters to invest in their home and neighborhood as well.

• Federal funding can be used to abate hazardous materials such as lead paint and asbestos, improving the health and safety of older housing stock.

• Older homes often don’t include many of the modern features homebuyers are looking for, presenting challenges in competing

with newer suburbs for residential and retail development. Incentivizing renovations and modernizations can help older neighborhoods compete with newer suburbs.

• Improved housing and neighborhoods can attract new residents to DTNLV, diversifying downtown’s residents in order to support new businesses and development.

• Can preserve naturally occurring affordable housing while improving and stabilizing older neighborhoods in DTNLV

BACKGROUND


ELEMENTS RELEVANT TO DTNLV DTNLV POTENTIAL PARTNERS

PROJECT PARTNERS

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NEIGHBORHOOD PARTNERS FUND (NPF)Type: Neighborhood improvement grantLocation: Las Vegas, NevadaLead entity: City of Las Vegas, Office of Community ServicesTimeline: 1 yearEstimated cost: $5,000 maxContact: https://lasvegasnevada.gov/residents/grants







The City of Las Vegas launched its Neighborhood Partners Fund (NPF) in the late 1990s as a way to incentivize residents to take an active role in improving their neighborhoods. The program grants up to $5,000 to neighborhood associations – which must be matched by the neighborhood with cash, volunteer labor, or donated supplies, equipment or professional services – to implement projects that improve livability and quality of life in the city’s neighborhoods. NPF grants have been used to install new neighborhood lighting, improve median landscaping, and improve social connections

• Beautification and physical improvements (such as tree planting or landscaping in common areas or neighborhood entrances, benches, etc.)

• Murals and other public art• Cultural and community events (such as

block parties or community workshops)• After-school enrichment activities for youth• Signage and/or wayfinding• Cleanups: trash and debris pick-up• Safety improvements (such as new

lighting, sensor-controlled lighting, security cameras)

• NPF is open to neighborhood associations, homeowners associations and business associations whose primary purpose is neighborhood improvement.

• Neighborhood applicants must be located within the city of Las Vegas, be a registered neighborhood association with the Office of Community Services, and demonstrate neighborhood support for the proposed project/program.

• $80,000 in NPF grant funding was available each of the past two years.

• NPF is managed through the City’s Office of Community Services.

• The City holds community informational sessions prior to the application deadline.

• All applicants are required to make a 10-minute presentation of their projects to the City’s Neighborhood Partners Fund Board. Selected applicants also present to the City Council for final approval.

• City of Las Vegas• City of Las Vegas neighborhood

associations• Business owners and local artists

• CNLV Housing and Neighborhood Services• Local businesses and sponsors• Neighborhood leaders and activists• Local non-profits

• Clark County’s Neighborhood Grants Program• Tacoma’s Innovative Grant Program• Fort Wayne’s Neighborhood Improvement

Grant Program• Flagstaff’s Neighborhood Sustainability Grants

Program

• A neighborhood improvement program could be used as a way to engage downtown neighborhoods, homeowners and renters alike, and spur the development of neighborhood associations who take an active interest in improving the DTNLV community.

• Neighborhood beautification and engagement can inform and complement DTNLV’s brand and identity.

• A multitude of actions could be furthered through a program of this nature, including public art, safety, beautification (cleanups and physical improvements), and walkability (through pedestrian amenities).

• Must be marketed well; Las Vegas promotes NPF directly to neighborhood associations, as well as through traditional tactics and social media

• Neighborhood improvements can lead to a sense of pride, encouraging other homeowners, landowners, and renters to invest in their home and neighborhood as well.

• Neighborhood beautification can attract new residents to DTNLV, diversifying downtown’s residents in order to support new businesses and development.

BACKGROUND

ELIGIBLE PROJECTS




PROJECT PARTNERS SEE MORE LIKE THISthrough block parties and other social gatherings.

Top: NPF funded Beverly Green neighborhood signage.Bottom: Beverly Green neighborhood volunteer clean-up and curb painting provides a match for the grant.

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CASE STUDIES

A NEW FACE FOR AN OLD BROAD

Type: Tactile urbanism, pop-up retail, and programming for revitalizationLocation: Memphis, TennesseeLead Entity: Livable Memphis and Broad Ave Arts DistrictTimeline: 2 daysContact: Livable Memphis, https://www.bldgmemphis.org/

CASE STUDIES







“A new face for an old Broad” was a temporary, three-block streetscape exhibition, created to demonstrate the potential of a neglected main street, Broad Ave., as a destination-worthy commercial and retail district. Broad Ave. had struggled with disinvestment and neglect for decades, but in 2006 the area slowly began to emerge as a regional arts district. However, the district needed more financial and emotional investment to fully realize revitalization of the street. Borrowing the idea from the Better Block Foundation, local partners hatched a plan to run a two-day event that would show residents, entrepreneurs, and the

local development community what a fully revitalized street could look like. Community partners gathered volunteers and persuaded business owners to open temporary shops and restaurants on vacant shops. The streets were temporarily redesigned to illustrate how better infrastructure and improved public space can bring new life to commercial districts and an emphasis was placed on temporarily improving infrastructure for pedestrians and cyclists. The exhibition was so successful that the temporary streetscape improvements became permanent and the city of Memphis created a new program called MEMFix, which funds pop-up projects throughout the city in order to spur revitalization in other blighted areas.

• The project included creating protected bike lanes, crosswalks, pedestrian refuge areas, pop-up shops, food vendors, and activities for visitors of all ages.

• Vacant storefronts were cleaned, painted, and opened as temporary businesses where entrepreneurs in the community tried out new business ideas.

• Business owners worked to make storefronts more inviting by removing opaque materials and items that blocked passerby’s view into the store.

• Cafes were extended into the sidewalk.• The 60-foot-wide Broad Ave. was re-striped

and temporary crosswalks and protected bike lanes were added.

• Temporary angled on-street parking was used as a protective barrier for bike lanes.

• Temporary road improvements instituted a road diet that required vehicles to slow down.

• Turned a vacant lot into a skate park.

• Positioned street trees along the sidewalks and storefronts to create a more inviting atmosphere.

• Created pedestrian refuge bump outs near intersections using large planters filled with 10’ cedars.

• Installed antique-style street lamps to provide better lighting, ambience, and security for the event.

• 13,000 people attended which greatly exceeded the anticipated 5,000.

• Slower traffic and bicycling helped businesses as people took more notice of what was there.

• Since the demonstration project, the district and neighborhood have seen more than $25 million in investments, more than two dozen new businesses open, and more than 30 property renovations.

• Better Block Foundation• KaBoom• Urban Chamber• Latin Chamber• NV Humanities• Local Artists• NDOT• RTC

• Livable Memphis• Historic Broad Avenue Arts District• Hyde Family Foundations• Binghampton Development Corporation• Memphis Regional Design Center• City of Memphis• Community Development Council of

Greater Memphis/Livable Memphis• Infrastructure projects that walk the walk• The official guide to tactical urbanism

• Tactical urbanism and temporary infrastructure improvements can help the community understand what types of changes they might want to see in the future and help them communicate these desires to local decision makers.

• Funding can be used to implement short-term pedestrian improvements, landscaping, and street amenities in high priority areas in DTNLV.

• Increased street activity adds interest, activity, and vibrancy to downtown streetscapes.

• Provides entrepreneurs and small-business owners an opportunity to test out new ideas with little upfront investment.

• Can revitalize vacant and underutilized storefronts as well as vacant space.

• Creates opportunities for community engagement and allows the community to participate in revitalization efforts.

• Creates opportunities for establishing a district identity and cultural presence in DTNLV.

• Can attract visitors throughout the region and begin to establish DTNLV as a regional destination.

BACKGROUND




PROJECT PARTNERS

SEE MORE LIKE THIS

Volunteers create a Broad Avenue bike lane.

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LAS VEGAS MEDICAL DISTRICTType: Redevelopment, economic development, and placemakingLocation: Las Vegas, NevadaLead entity: City of Las VegasContact: https://lasvegasmedicaldistrict.com







The Las Vegas Medical District (LVMD) was established in 1997 by the City of Las Vegas in an attempt to cluster medical services around University Medical Center (UMC) and expand medical care in the region. The district encompasses nearly 700 acres just outside downtown Las Vegas and is located within a designated redevelopment area. After seeing modest development in its first decade and a half of existence, the city set its sights on revitalizing the stagnant district coming out of the Great Recession. The LVMD featured prominently in the city’s 2013 economic development strategy, and in December of 2015, the Las Vegas City Council approved an updated master plan for the area, marking the beginning of a new chapter for the district. The updated plan expanded LVMD’s boundaries and called for multimodal enhancements, greater density, and mixed-use development.

Two committees – Planning, and Public Relations & Marketing – comprised of city staff and LVMD stakeholders were created to help implement the master plan. An advisory committee oversees these committees, and also helps set and guide the vision for the district. In recent years, through the work of the committees, a distinct LVMD brand

was developed, a comprehensive website promoting the district was launched, and targeted business incentives were created. The city also made infrastructure investments in the district.

• A comprehensive website was developed to promote the LVMD. The website includes: history and background of the district, testimonials from businesses and stakeholders in/around the district, news and press coverage, renderings of planned development, data and statistics for interested developers and businesses, information on business incentives for prospective developers and businesses, and marketing and promotional literature on the district.

• Targeted incentives for the LVMD were developed to spur redevelopment and expansion of commercial or industrial properties for specific industries, including medical incubators, research and development biotech, daycare centers, and counseling centers, among others.

• A distinct LVMD brand was developed and incorporated into wayfinding and signage throughout the district.

• Zoning was updated to align with the LVMD Master Plan and the city’s overall vision for downtown Las Vegas.

• Multimodal enhancements have been implemented in recent years, including: Shade trees, wider sidewalks, linear parks, enhanced crosswalks, and Bike Share expansion into the district.

• RDA investment in district infrastructure, including a planned parking garage.

• An economic development study of the medical district during the master planning

• Various CNLV departments• RTC• Local developers and business owners• Local non-profits

• Advisory Council reviews and makes recommendations on elements that further the community’s interest in the LVMD, including planning of the area, land use, new medical business, expansions and safety. Membership includes elected officials and executive-level stakeholders.

• Planning Committee focuses on the long-range planning, logistics and development, as well as coordination of parking, signage, zoning and infrastructure. Members include city staff from multiple departments and local public and private stakeholders.

• The LVMD Public Relations & Marketing Committee focuses on promoting and branding the LVMD. Members include PR and marketing professionals from the city and stakeholder agencies.

• Henderson Water Street District (Henderson, Nevada)

• Reno Riverwalk District (Reno, Nevada)• An updated downtown master plan,

complete with desired districting, can guide development and investment.

• Targeted RDA incentives specific to industries that will help further define districts in DTNLV can guide development and investment.

• Interdepartmental collaboration can further successful revitalization of DTNLV.

• A DTNLV website can help establish a brand, showcase the vision for DTNLV, promote incentives for locating in DTNLV, and promote DTNLV’s businesses and amenities.

BACKGROUND




OVERSIGHT & COORDINATION COMMITTEES

SEE MORE LIKE THIS

Rendering of the Las Vegas Medical District.

process found that by 2030, the LVMD and UNLV School of Medicine had the potential to generate a combined regional impact of $3.6 billion, more than 24,000 jobs, and government revenue of $181 million.

• A promotional brochure or packet can help sell DTNLV’s potential to interested developers and businesses; See LVMD examples here and here.

• Potential to capitalize on Opportunity Zone designations in DTNLV.

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THE PICNIC: AUSTIN’S ORIGINAL FOOD TRUCK PARKType: Food trucks and mobile retailLocation: Austin, TexasContact: https://www.thepicnicaustin.com/






CoordInate plan ImplementatIonFood trucks and mobile food vendors have grown in popularity over the last few decades, generating approximately $600 million in revenue annually across the nation. Mobile food vendors are considered a community economic development tool and several cities have worked to revise codes and permitting requirements in order to bring these businesses into their communities. Regulatory practices focus on the use of food trucks in the public realm (e.g. operating in the public-right-of-way) as well as use on private land (e.g. food truck courts or parks). Several organizations have now published best practice recommendations from cities that have successfully worked to bring these businesses into their communities while accounting for concerns such as food safety, traffic, and neighborhood compatibility. Best practice recommendations can be found in the resource links below.

Austin, Texas, is recognized nationwide for its robust food truck culture. Since 2008, the City of Austin has taken significant steps to encourage the growth of mobile food vendors, streamlining its permitting process. Food truck gatherings in Austin range from informal clusters of local vendors to permanent outdoor food courts and parks.

In recent years, food truck parks have gained popularity from local food truck vendors because they provide an opportunity to share resources and attract a more stable following. It also provides landowners with a low-cost development option, turning vacant land into a productive retail site, allowing landowners to collect rent from tenants.

The Picnic, Austin’s original food truck park, founded with the concept of supporting local entrepreneurs and businesses, was developed so that local food trucks could thrive. Site amenities encourage patrons to eat and visit with family and friends on-site while also providing Austin’s mobile business owners with peace of mind regarding stability and consistency for their businesses. Several other permanent food truck parks have been developed in Austin as well, including the Midway Food Park and 5000 Burnet.

• 80 paved parking spaces and multiple bike racks.

• Architecturally designed pavilions complete with picnic tables and ceiling fans.

• Air conditioned restrooms.• Family- and dog-friendly atmosphere.• BYOB policy.• The Picnic also hosts community and

private events such as block parties, birthday parties, corporate gatherings, etc.

• Staggered leases ensure that patrons always have a variety of dining options.

• Urban Chamber of Commerce• Latin Chamber of Commerce• Landowners and developers• Local food trucks

• Property owners• Local developers• City of Austin• Local food trucks

• Food truck Freedom: How to build better food-truck laws in your city (2012)

• Food on wheels: Mobile food vending goes mainstream (2013)

• Provide affordable, low-capital opportunities for entrepreneurs to start their own businesses and create opportunities for existing businesses to expand.

• Ability to serve DTNLV markets and communities who are underserved by traditional restaurants.

• Creates jobs, contributes to the local economy, and contributes sales taxes and permit fees to the city.

• Attract foot traffic to DTNLV’s commercial districts, increasing the sales and vibrancy of DTNLV overall.

• Provides “eyes on the street,” helping to prevent crime and make the street a safer and more enjoyable place to be.

• Can revitalize underused public and private space.

• Increases interest, activity, and vibrancy of streetscapes.

• Adds to street and pedestrian amenities in DTNLV.

BACKGROUND



DTNLV POTENTIAL PARTNERSPROJECT PARTNERS

SEE MORE LIKE THIS

Top: The Picnic Food Truck Park.Middle: Covered picnic seating at The Picnic. Photo credit: John Anderson, Austin Chronicle.Bottom: Midway Food Park neon sign.

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HACEMOS LA CIUDAD (WE MAKE THE CITY)Type: Community engagement using arts strategiesLocation: Brownsville, TexasLead Entity: Las ImaginistasTimeline: 1 yearContact: Christina Patino Houle, Director of Strategy, https://www.lasimaginistas.com/







Brownsville, Texas, is a Mexico-America border town and is one of the poorest cities in the country, with an estimated annual income of $15,030. The city has a rich cultural history of immigrants and more than 90% of households in Brownsville identify as Hispanic or Latino. Current efforts to revitalize Brownsville’s downtown have led to a fear of gentrification and displacement as new industries (e.g. SpaceX) make the region their home. These fears have made issues of equity and justice front and center in the planning process. A local, socially-engaged art collective, Las Imaginistas, worked with community residents to ensure they weren’t

excluded from the planning process, guiding residents through a 12 month process for reimagining how equity and justice could influence the future of their city. The project, Hacemos La Ciudad (We Make the City), incorporated arts strategies into the engagement process to better understand the collective identity of the community and their dreams for the future. Specifically, the art collective focused on community development issues and how the community voice could be better included in revitalization and regional planning processes. The results of this engagement process were published in a Plan de Arte Civica del Pueblo Entero (Civic Art Plan of the People), which is being used by elected officials, local leaders, and Las Imaginistas to influence future planning for Brownsville’s downtown.

• Arts strategies such as movement workshops, performances, art installations, and charrettes were used to understand the collective identity of Brownsville.

• The idea grew out of a community rally to protest the anti-immigrant law SB4 which led Las Imaginistas to imagine how community voices and knowledge could be better incorporated into city planning.

• Project was divided into five phases: (1) Head centered on verbal and cognitive knowledge, (2) Hands focused on spatial knowledge, (3) Body allowed participants to imagine themselves as anthropologists of the future, (4) Voice saw actors collaborate with community leaders to write scripts about how they would solve problems in a more equitable version of their city, and (5) Heart used information gathered from the public during the entire process and

• University of Texas Rio Grande Valley Center

• City leaders• Non-profit partners• Community members

• Arts strategies and non-traditional engagement strategies can break down language barriers and allow Latino communities to imagine, construct, present, and reflect on their ideas for DTNLV.

• Arts strategies can overcome the technical language of planning and humanize the process when there are language and educational barriers within communities.

• Disrupting established hierarchies of power using art strategies in engagement allows communities to build trust and leadership between Hispanic communities and local governments.

• Interactive and participatory engagement

BACKGROUND



PROJECT PARTNERS

created a three-part plan for civic art and equity, and developed a scale model of a more equitable city.

• Events were meant to broaden the type of information that’s considered worthy of collecting during community engagement processes.

• Exit interviews revealed participants felt heard, seen, and witnessed.

• Plan was made for three different audiences: Civically engaged residents, thought leaders, and city officials.

• The resulting plan works to remind the city that their primary job is to listen deeply and regularly to the community and ensure planning processes reflect the community’s vision for their future.

can help to identify the community’s values so that they can be better reflected in the revitalization process.

• Successful engagement can help DTNLV residents realize that they are experts on their communities, sparking recurring interest and activism in their neighborhoods and communities.

• Engagement should be fun, tactile, and celebratory – these are characteristics that are highly valued within Hispanic and Latino culture.

• Engagement should be quick and efficient so as not to tax resources or abuse resident’s time.

• Engagement should meet people where they are physically, socially, and mentally. Work to understand barriers to community participation and design engagement events to break down these barriers.

• Latino perspectives tend to be focused on long-term outcomes for their children and the next generation and are generally more concerned with building community and social cohesion rather than focused on individual gain or development.

• Work to create space and convene in ways that disrupte established hierarchies of power. Facilitate activities in circles (positions participants and facilitators as co-learners), spend a minimal amount of time seated, and use microphones for every speaker, instead of staying within a seat of power.

• Engagement methods can include model building, storytelling, and art making.

• Create events that seek to understand how residents use their neighborhoods

POTENTIAL ENGAGEMENT STRATEGIES

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and civic space. Walking tours led by residents can help planners understand what is working and what is not working for residents.

• Seek to build opportunities for continued engagement and collaboration.

• Ward 1 Council Office• CNLV Communications• Local non-profits• Community leaders• Community residents• Culinary union• Schools• Faith-based organization

• Place It! A design and participation based urban planning consultant

• Lessons Learned from 4-H Latino Outreach Process

• Southern Nevada Strong Community Engagement Toolkit


SEE MORE LIKE THIS

Top: Brownsville’s residents share their vision for the future. Bottom: Residents and artists create a model expressing their desires for the future city. Image sources: Las Imaginistas.

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C. STAKEHOLDER INTERVIEWS

B. EXISTING CONDITIONS

A. LITERATURE REVIEW

APPENDIX

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year prevIous and ongoIng plannIng Impr

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2004 Parks and Recreational Facilities Plan

2005 Visioning 2025 Strategic Plan

2006 North Fifth Street Transit Supportive Concept Plan

2009 Downtown Master Plan and Investment Strategy

2010 Strategic Plan Update 2010-2015-2030

2011 CNLV Comprehensive Master Plan Update

2011 Comprehensive Trails and Bikeways Master Plan

2014 CNLV Major Downtown Corridor Study

2015 CNLV Complete Streets Corridor Ranking Study

2016 Lake Mead Village West, Ideas to Revitalize Downtown North Las Vegas

2017 CNLV Arts & Culture Strategic Plan 2018-2020

2017 RTC Regional Bike and Pedestrian Plan

2017 RTC Regional Transportation Plan: Access 2040

2019 CNLV Citywide Pedestrian and Bike Plan

2019 Bruce Street Corridor Study

2019 Deer Springs Livable Centers Study


ALITERATURE REVIEWPlanning efforts in Downtown North Las Vegas (DTNLV) have long sought to realize the City’s vision of a revitalized downtown core. In the years before and after the Southern Nevada Strong (SNS) planning process, planning efforts have focused on identifying the strengths and opportunities within downtown and offered strategies for overcoming some of the persistent challenges in this area.

The SNS Downtown North Las Vegas Implementation Strategies Report (2015) used information gathered by previous planning studies, and community and stakeholder input. This review incorporates this previously reviewed literature as well as planning studies and city initiatives that have occurred in the five years since the SNS Downtown North Las Vegas Implementation Strategies Report (2015) was adopted. The following pages provide an overview of each plan reviewed and discuss how each plan is relevant for continued planning efforts in DTNLV. Brief observations supporting the progress of each plan are also included.

additionally, the literature review focuses on identifying how past planning efforts support (or diverge) from the SNS Downtown North Las Vegas Implementation Strategies Report (2015). These findings are summarized in Fig. A-1 and highlighted on the following pages as well.

Fig. A-1

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To strive to offer safe and high-quality park, open space and recreational facilities that encourage residents and visitors to live, invest, and play in the community.

Parks in or near Downtown include: Tonopah Park, Hartke Park and pool, Petitti Park, and the Neighborhood Recreation Center. The downtown area has excellent coverage of small-size parks (neighborhood and mini-parks) but lacks access to a mid-sized community park. Survey results showed there is a high community interest in developing a downtown plaza and amphitheater.

To create and sustain a culturally rich, active, and diverse “community of choice” for residents, visitors, and businesses of North Las Vegas through quality municipal services, education, housing, recreation, economic vitality, security, public safety, strong community partnerships, and civic pride.

Planned quality growth: Create more diversity within the built environment including mixed-use development, entry level housing, and nodal development along major transportation corridors and arterials in the city.

Pivotal centers: Downtown was identified as a pivotal center for new development and redevelopment.

Economic development: Diversify the city’s economy, encourage new workforce training opportunities, and support minority-owned and small businesses.

Community service and amenities: Promote and support access to education and libraries, healthcare, and parks and recreation for all residents in North Las Vegas.

Safe and livable community: Increase community participation in community policing efforts and create a community in which all residents are safe.

Community spirit, relationships, and pride: Create a sense of civic pride among residents by increasing meaningful citizen participation in civic processes and expand opportunities for community engagement.

Fiscal policies and management: Adopt a long-term fiscal management plan and accompanying policies that ensures the City will have the capacity and resources for achieving the Vision 2025 plan.

• Emphasize water conservation measures to reduce wasteful and unreasonable use of water resources and be more consistent with regional desert climate and setting.

• Develop partnership opportunities for delivery of park and recreational services throughout the city.

• Acquire, develop, and renovate a system of parks, recreational facilities, and open spaces that will be available to all segments of the population. These facilities will be safe, functional, fully accessible, and aesthetically pleasing public spaces.

• Provide recreation services that promote health and wellness for all citizens.

• The city is far below the national standard for providing 7.5 acres of parkland per 1,000 residents.

• Achieving a balance of park and recreational facilities between the older, underserved neighborhoods and the newer, suburban areas of the city.

• Established areas generally lack centrally located or easily accessible community parks.

• The downtown zip code 89030 has the highest concentration of population but had the lowest response from survey respondents.

• The City’s new City Hall includes Liberty Park, a DTNLV greenspace and civic plaza.

• Plans to restore the historic Washington School include new civic and park space.

• The Downtown Master Plan was adopted by the City of North Las Vegas in 2009.

• Many of the vision elements are reflected in the implementation strategies and in other recently adopted plans that focus on the downtown area.

• Develop a downtown park with plaza and amphitheater space.

• Consider reconfiguring the Cheyenne Sports Complex into a community park.

• Develop and adopt a downtown master plan for developing downtown into a pivotal center.

VISION MISSION

VISION ELEMENTS

GOALS

CHALLENGES FOR DOWNTOWN

ELEMENTS RELEVANT TO DOWNTOWN

RELEVANT DOWNTOWN ACCOMPLISHMENTS


LITERATURE REVIEWLITERATURE REVIEW

PARKS AND RECREATION FACILITIES PLAN

VISIONING 2025 STRATEGIC PLAN

2004 Plan Extent: Citywide

2005 Plan Extent: Citywide












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To envision a new direction for transportation and land use in North Las Vegas by setting a course to create a compact, pedestrian-friendly, mixed-use arterial corridor.

Downtown is fully redeveloped into a community focal point with amenities and features that promote its unique identity and include aesthetically pleasing plazas, neighborhoods, commercial areas, and municipal facilities.

Downtown is characterized by a high percentage of vacant land and a mix of commercial and residential uses. A large percentage of land is single-family residential. Commercial streets are not optimal for creating a mixed-use, pedestrian environment. Pedestrians and cyclists cannot access commercial areas using existing neighborhood streets.

Commercial buildings have large setbacks and footprints and a surplus of asphalt. The area is rich with small businesses and a diverse mix of residents. Jerry’s Nugget and the Silver Nugget serve as anchors on Las Vegas Blvd.

• Streets should be designed to facilitate mixed-use development, providing for multi-modal transit access and connections between existing neighborhoods.

• Create new zoning categories which will allow for future TOD-development along the 5th Street corridor.

• Adopt a core-center-edge philosophy for land use planning to allow for defined neighborhood centers with greater density, mix of uses, and improved transportation access for all users.

• Downtown zoning reflects the recommendations with the majority of the corridor zoned as Downtown Core and the surrounding neighborhoods zoned R-2 Medium Density Residential.

• The Lake Mead Village West plan was adopted in 2016 and serves as a vision for the Gateway Redevelopment District.

• Complete Street improvements have been completed on N. 5th Street between Owens and Carey Ave.

• Capital improvement plans reflect a prioritization for improving streetscapes in the downtown.

• RDA is actively pursuing land acquisition and new development opportunities.

• New City Hall serves as an anchor in the north for Las Vegas Blvd. and McDaniel St.

• Maya Theaters adds new entertainment options to the area.

• Recommended land use categories include: Urban center, urban neighborhood, suburban center, suburban medium density, and suburban low density.

• Create a master plan for the Gateway Redevelopment District; include a mixed-use, high-capacity transit station at the Lake Mead/N. 5th St. intersection, create infill opportunities for existing neighborhoods, and encourage the redevelopment of existing commercial and office buildings on Lake Mead Blvd. and Las Vegas Blvd.

• Create a corridor plan which identifies Las Vegas Blvd. as a signature, cultural corridor, Lake Mead as an office corridor, and McDaniel St. as a retail pedestrian street.

• Explore options for transforming Judson Ave into an east/west bike and pedestrian connector.

• Bolster neighborhood linkages.• Rehabilitating existing neighborhoods and

create new housing for all income levels.• Explore development opportunities for

catalytic opportunity sites.• Adjust zoning to allow for high density

development.• Implement specific zoning

recommendations identified in the plan.

• Brand and market downtown with a unique sense of place and distinct themes.

• Make downtown safe and inviting for all modes of transportation.

• Celebrate the cultural past and present of the area.

• Improve downtown’s economic vitality.• Connect existing and new development.• Identify an investment strategy.

VISIONVISION

EXISTING CONDITIONSVISION ELEMENTS



GOALS

LITERATURE REVIEWLITERATURE REVIEW

N. 5TH STREET TRANSIT SUPPORTIVE CONCEPT PLAN

DOWNTOWN MASTER PLAN AND INVESTMENT STRATEGY

2006 Plan Extent: N. 5th Street corridor; 7-mile corridor between the Bruce Woodbury Beltway and Owens Avenue

2009 Plan Extent: Downtown North Las Vegas, bounded by Cheyenne Ave, Owens Ave, Pecos Rd., and I-15













Cover of the North Fifth Street Transit Supportive Concept Plan by PB PlaceMaking

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North Las Vegas is a beautiful city where residents live in a safe community and enjoy premier parks, recreation activities, libraries and cultural opportunities. The city is a major business and higher education center in Southern Nevada, and residents and employees are engaged, take pride in the city and it is their preferred place to live.

To show a passion for service and create an engaged community by providing municipal services of the highest quality in a financially sound and responsible manner.

• Quality service• Respect• Integrity• Teamwork• Creativity• Accountability• Leadership

• Monument signage at the N. 5th St. entryway welcomes travelers and commuters.

• New City Hall creates an anchor in the north for Las Vegas Blvd. and McDaniel St.

• Planning for new civic and park space near the historic Washington School are underway.

• Prioritizes the implementation of the Downtown Master Plan (2009).

• Create neighborhood stabilization incentives.

• Emphasis on local businesses and the value of shopping local to attracting new restaurants and regional dining options.

• Revise the Municipal Development Code Title 17 to better reflect vision of the community.

• To be a financially sustainable city government that provides services of the highest quality.

• To foster a growing and diverse local economy.

• To create a safe and beautiful city.• Upgrade the city’s facilities and

infrastructure.• Create a distinctive image and community

identity for North Las Vegas.

VISION

MISSION

CORE VALUES

GOALS


LITERATURE REVIEW

STRATEGIC PLAN UPDATE 2010-2015-20302010 Plan Extent: Citywide






The plan divides the entire city into specific sub-areas. Downtown is identified as a priority activity center. Specific strategies for downtown include identifying and denoting gateways, improving pedestrian connections, implementing the N. 5th St. transit plan, supporting redevelopment, and creating strategic partnerships for bringing additional investment to downtown.

• Zoning recommendations in the Downtown Master Plan (2009) have been implemented.

• Complete Street improvements have been completed on N. 5th Street between Owens and Carey Ave and further Complete Street improvements are prioritized downtown.

• RDA is actively pursuing land acquisition and new development opportunities.

The plan identifies 10 guiding principles for planning and development activities, all of which have implications for planning and development activities in downtown.

1. Create quality housing and cohesive neighborhood communities.

2. Create thriving, attractive commercial and business centers.

3. Provide an integrated, multi-modal transportation system.

4. Provide a balanced land use mix.5. Focus on pivotal centers for development.6. Support a diverse, economic base.7. Provide community services and amenities,

and promote good stewardship of the environment.

8. Create a safe and livable community.9. Promote community spirit, relationships,

and pride.10. Adopt good fiscal policies and

management.

DOWNTOWN ACTION ITEMS

10 GUIDING PRINCIPLES

LITERATURE REVIEW

COMPREHENSIVE MASTER PLAN 2011 Plan Extent: Citywide






• Revise the municipal code• Implement the Downtown Master Plan

(2009)• Implement the North 5th Street Transit

Supportive Concept Plan (2006)• Consider all types of strategies to increase

the balance of housing• Develop a neighborhood planning strategy• Update the Parks and Recreation Facilities

Plan (2004)• Prepare a transportation master plan• Improve pedestrian connections citywide• Establish transportation improvement

priorities• Create design standards for new

development• Develop and fund new gateways• Create an inventory of parcels for

infill and adopt aggressive economic incentives to encourage development and redevelopment


RELEVANT DOWNTOWN ACCOMPLISHMENTSDRAFT 11

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To establish a framework for the city where residents and visitors can enjoy recreation and exercise, contributing to a healthy lifestyle, and where commuting by bicycle using an integrated trails/road network becomes a realistic transportation alternative.

• The Southern Nevada Health District has partnered with the City to provide recreational wayfinding in downtown.

• The City adopted the Citywide Bike and Pedestrian Plan in 2019.

• There is opportunity to enhance connectivity, accessibility, and use of the Las Vegas Wash Regional Trail through the development of on-street bicycle facilities in downtown.

• New development occurring along an identified trail corridor should develop trail access.

• All major streets in downtown have street-specific recommendations for improving pedestrian and bicycle facilities.

• Recommendations in the study include a multi-purpose trail along the Las Vegas Wash Channel from Civic Center Dr. to Lake Mead Blvd.

• Areas that generated the greatest concern for pedestrians include Lake Mead North at Yale St. (within the couplet) and Las Vegas Blvd. at the Silver Nugget Casino.

• Key bicycle routes in downtown include: McDaniel St., Judson Ave., Tonopah Ave., and Bruce St.

• Social benefits: Use of the trails and bikeways network can improve mental outlook and social relationships, and help build ties within communities.

• Transportation benefits: Transportation benefits of walking and bicycling include an increase in overall mobility, an increase in transit alternatives, and a reduction in traffic congestion and air pollution.

• Economic benefits: Trails and bikeways provide a variety of benefits to local economies during both construction and operational phases.

• Create a continuous network of trails and bikeways throughout the city that provides access for all users to regional attractions, goods and services, and provides connectivity for all communities.

• Promote safety and increased use of a trails and bikeways network.

• Create a trails and bikeways network that emphasizes recreational trail experiences, expands transportation options for all users, and enhances community pride and livability.

• Coordinate the successful implementation of a trails and bikeways network in a manner that is strategic, sensitive to the environment, and sustainable.

• Construct new sidewalks in priority areas and construct or rehabilitate curbs at key intersections.

• Install tactile pads along curb ramps at key intersections.

• Restripe sidewalks in priority areas.• Install safety equipment and signage in key

locations.

• Update and install bicycle routes and bike lanes on key bicycle routes in downtown.

• Install signage and wayfinding.• Incorporate larger outside curb widths

near bicycle routes and lanes in priority areas.

• Install new transit shelters in areas of need.• Move or relocate shelters so that they are

in safer locations and set back 6’ behind the sidewalk.

• Install benches and other shelter amenities for improved comfort.

• Retool transit services on N. 5th Street and Carey Ave.

• Develop a mixed-use station within the Lake Mead Blvd. couplet with a corresponding pedestrian bridge over Lake Mead Blvd.

• Other recommendations related to access management, roadway capacity and public right-of-way occur throughout the plan as well. See tables ES-1 and ES-2 at the end of this section.VISION

GOALS PEDESTRIAN FACILITIES

BICYCLE FACILITIES

TRANSIT FACILITIES

BENEFITS

LITERATURE REVIEW

COMPREHENSIVE TRAILS AND BIKEWAYS MASTER PLAN2011 Plan Extent: Citywide






• A signalized crossing has been added at Las Vegas Blvd. and Hamilton St, just north of the Silver Nugget Casino at City Hall.

• RTC has upgraded transit shelters around the region where right-of-way has allowed.

LITERATURE REVIEW

MAJOR DOWNTOWN CORRIDOR STUDY2014 Plan Extent: Downtown North Las Vegas; bounded by Carey Ave, Owens St, Pecos Rd, and I-15







ELEMENTS RELEVANT TO DOWNTOWNThe primary purpose of the North Las Vegas

Major Downtown Corridor Study (2014) was to identify and prioritize potential pedestrian and bicycle crossings. The report makes the following general recommendations:



A bridge on the Las Vegas Wash Trail.

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The North Las Vegas Complete Streets Corridor Ranking Study (2015) identified a set of community needs that could be addressed using Complete Street practices and strategies.

• The City has prioritized downtown corridors for Complete Streets upgrades in their capital improvement plans.

• Las Vegas Blvd. is currently undergoing design and construction for Complete Streets improvements and McDaniel St. is planned for Complete Street upgrades in Phase II of this project

• Implementation of Complete Streets was found not viable for Lake Mead Blvd. and Carey Ave.

• The City of North Las Vegas adopted a Complete Streets policy citywide.

• Several blocks in the downtown area are identified as the highest priority for implementing Complete Streets.

• Several downtown corridors have been ranked as having high potential for Complete Streets implementation.

Connectivity to centers of economic development: Improve access and connect the community to pivotal centers of development and to thriving, attractive business centers.

Health and active transportation: Encourage active and healthy lifestyles, improve access to community services and amenities, and reduce vehicle miles traveled and vehicle trips.

Safety and security: Enhance the safety and security of streets, reduce street fatalities and injuries for all street users and age groups.

Communities of concern: Encourage the mindset that streets need to be designed for

everyone – people of all ages and abilities – and for all modes of transportation.

To shape downtown into a future-forward transit-oriented village offering meaningful, vibrant, and culturally influenced experiences along with housing, shopping, dining, and entertainment.

• Create an identity, enhance visibility, and reinforce a sense of community pride.

• Generate new business, job growth, and mobility.

• Increase density and offer new, unique and varied housing opportunities.

Phase 1: Create an improved environment for development by gaining confidence through strategic public investment. Begin planning for the “Village Green” concept to take shape.

Phase II: Create a district identity through new monument signage and wayfinding and progress the “Village Green” concept by renovating the historic Washington School at 1901 White Street.

Phase III: Encourage development on RDA owned parcels to spur like-development on adjacent parcels and create new residential opportunities, pedestrian amenities, and connections to surrounding trails.

COMMUNITY NEEDSVISION

DEVELOPMENT GOALS

LITERATURE REVIEW

COMPLETE STREETS CORRIDOR RANKING STUDY2015 Plan Extent: Citywide

• Planning is underway for the rehabilitation of the historic Washington School site. The “Village Green” concept is being realized through civic and park space near the historic Washington School.

• The Redevelopment Agency has aquired much land downtown and is actively pursuing new development and investment.

LITERATURE REVIEW

LAKE MEAD VILLAGE WEST, IDEAS TO REVITALIZE DOWNTOWN NORTH LAS VEGAS2016 Plan Extent: 160 acres around the intersection of Lake Mead Blvd and North Fifth St, bounded by East Judson Ave, East Tonopah Ave, Las Vegas Blvd, and I-15







CONCEPTUAL PROGRAMMING IDEAS






RELEVANT DOWNTOWN ACCOMPLISHMENTS RELEVANT DOWNTOWN

ACCOMPLISHMENTS

Graphic from the Complete Streets Corridor Ranking Study by Atkins.

Concept diagram from the Lake Mead Village West plan by Bunnyfish Studio.

DRAFT 11.24

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• City Hall is home to the Stone Soup Gallery. • Silver Nugget is using their back lot space

for events such as festivals and other cultural events.

• Downtown vision includes opportunities for arts partnerships around creating a distinct identity and brand, way finding, and improving streetscapes with public art.

• Use arts and programming to reinforce downtown as the cultural center of the city.

To be recognized as a progressive, family-friendly community with an engaging and rich cultural life accessible to all.

The Regional Bicycle and Pedestrian Plan (2017) envisions “a safe, connected, and convenient walking and bicycling system that serves as a viable transportation and recreation asset while advancing the region’s economic, educational, health, and environmental goals.”

Comfort & Safety: Develop comprehensive facilities throughout Southern Nevada to make bicycling and walking safe, comfortable and convenient for all ages and abilities.Access: Improve bicycling and walking access to community destinations across Southern Nevada including connections to transit.Education & Encouragement: Encourage broader participation, appreciation, and awareness of walking and bicycling through programs targeted at all ages and abilities.Equity & Health: Recognize the transportation system’s impact on air quality and community health while providing ladders of opportunity for underserved neighborhoods.

Year 1 Goals:• Gear up for greatness – Gather resources

and develop a brand slogan, “Head north for a change to your community of choice.”

• Get into Action quickly - Increase the number of exhibits throughout the downtown, expand the “Beyond the Canvas” campaign, implement arts and culture bus tours around the city, and utilize the parquee digital billboard at Craig Ranch to advertise and promote arts initiatives.

Year 2 Goals:• Begin new programs – Ideas include Second

Saturday festivals and summer camp arts experiences, Craig Ranch concert series, expanding library programs, securing an “Our Town” grant, partnering with Neon Museum to document iconic signage, and create a signature art festival.

• Establish an arts administration/festival manager with the Parks and Recreation department.

• Using demographic factors, the analysis identified neighborhoods whose transportation needs are underserved by the existing system, identifying downtown as an area with low equity.

• Crash-density analysis, performed as part of the study, identified DTNLV as having higher incidences of pedestrian and bicycle crashes when compared to other areas of the Valley. Though this may be a logical result of a higher rate of pedestrians and cyclists generally, it may be something that can be improved.

• Priority stakeholder recommendations include the installation of bicycle lanes.

• North Las Vegas is poised to see the greatest increase in overall bicycling and walking facility mileage (302%) compared to its existing network.

• Enhanced bicycle facilities are proposed throughout downtown. Proposed facilities include shared use paths for Lake Mead Blvd., enhanced facilities on Las Vegas Blvd., and the replacement of on-street parking with on-street bicycle lanes on Carey Ave.

VISION VISION

GOALS

GOALS

LITERATURE REVIEW

ARTS & CULTURE STRATEGIC PLAN 2018-20202017 Plan Extent: Citywide

• The City adopted a Complete Streets policy which includes prioritization for enhanced bicycle and pedestrian facilities.

• The City has prioritized downtown corridors for Complete Streets upgrades in their Capital Improvement Plans.

• Las Vegas Blvd. is currently undergoing design for Complete Streets improvements, and McDaniel St. will get Complete Street upgrades in Phase II of this project.

LITERATURE REVIEW

RTC REGIONAL BIKE AND PEDESTRIAN PLAN2017 Plan Extent: Region-wide















Photograph at the El Tiempo Fiesta in Craig Ranch Regional Park by Marcus Villagran.

DRAFT 11.24

.20


Primary Strategies:• Improve safety (for all users)• Manage congestion• Enhance multimodal connectivity• Maintain current infrastructure

Secondary Strategies:• Improve access to essential services• Provide an accountable and transparent

planning process• Enhance freight movement• Improve public health related to

transportation• Conserve and protect natural resources• Use innovative planning to address

emerging technologies & trends

• Access2040 identifies Downtown North Las Vegas as a primary regional access zone with critical transportation activity occurring between the region’s core and the northeast area of the valley (North Las Vegas).

The transportation system of Southern Nevada will enhance and balance our defining regional characteristics in the following areas: Strong and vibrant economy, diverse and welcoming quality of life, and valuable natural and infrastructure resources.

Vision survey results show that Southern Nevadans want a transportation system that allows them to safely and efficiently access the places they need or want to go while also providing choices for how they travel.

system to ensure that Southern Nevadans can live safely and equitably with access to services and goods they need or want.

Ensure Sustainable Use of Infrastructure and Resources: Maintain high quality of existing infrastructure and protect future opportunities by sustainably managing resources and environmental quality.

Strengthen Regional Economic Competitiveness: Strategically develop the transportation system to provide equitable and efficient access to jobs and enhance the region’s attractiveness for business and enterprise.

Maintain and Enhance Quality of Life for Southern Nevadans: Use improvements and enhancements to the transportation

The North Las Vegas Citywide Pedestrian and Bicycle Plan (2019) aspires to encourage and accommodate people who need or want to get around on foot, wheelchair, bike, or other means that fall under the umbrella of active transportation.

Transportation Choice: Develop a connected, convenient active transportation network and first-last mile connections to improve access to more transportation choices.

Comfort & Safety: Develop and maintain transportation facilities and roadways that are safe, appealing, and comfortable, and reduce crashes involving pedestrians and cyclists.

Equity & Health: Prioritize access and accessibility for traditionally underserved communities, people with disabilities, and ensure that children can safely walk or bike to school. Improve air quality and environmental

benefits through active transit options.

Programs: Encourage active transportation and promote empathy for vulnerable users.

• Downtown and the Lake Mead couplet are identified as high priority areas.

• Lake Mead Blvd. was identified as a “crash hot spot” and as a high priority gap connection.

• Downtown was noted for its lack of connectivity and several recommendations were made to improve street crossings.

• Downtown is identified as a “low equity” area and investment in bicycle and pedestrian facilities is encouraged.

• Enhance standards for street and pedestrian connectivity.

• Create a unified wayfinding and branding system for navigating active transportation infrastructure.

• Enhance the Complete Streets standards and incorporate them into a Streets and Highways Master Plan update.

• Establish priority pedestrian zones that have heightened standards for pedestrian comfort.

VISION VISION

GOALS

POLICY RECOMMENDATIONS

GOALS

ACCESS 2040 STRATEGIES

LITERATURE REVIEW

REGIONAL TRANSPORTATION PLAN: ACCESS 20402017 Plan Extent: Region-wide

• The City has prioritized downtown corridors for Complete Streets upgrades in their capital improvement plans.

• Bruce St. Corridor Study (2020) planning is complete.

• The Southern Nevada Health District has partnered with the city to provide recreational wayfinding in downtown.

• The Citywide Bike and Pedestrian Plan (2019) seeks to increase access to downtown for all transportation modes.

LITERATURE REVIEW

CITYWIDE PEDESTRIAN AND BIKE PLAN2019 Plan Extent: Citywide














RELEVANT DOWNTOWN ACCOMPLISHMENTSDRAFT 11

.24.20


LITERATURE REVIEW LITERATURE REVIEW

BRUCE STREET CORRIDOR STUDY2020 Plan Extent: Bruce St. corridor; Bruce St. between Charleston Ave. and N. Las Vegas Blvd.






To envision Bruce Street as a multi-modal link between Downtown North Las Vegas and Downtown Las Vegas. The purpose of the study is to provide an analysis of the feasibility of implementing multi-modal infrastructure throughout the Bruce Street Corridor.

The study identifies gaps in the existing pedestrian, bicycle, and green infrastructure and makes recommendations for short- and long-term improvements for enhancing the safety, accessibility, and usability of the corridor.

• Key locations along the corridor within the downtown footprint include: St. Christopher School, Squires Elementary School, J.D. Smith Middle School, City of North Las Vegas Neighborhood Recreation Center, and North Vista Hospital.

• The Regional Bicycle Network Gap Analysis identified Bruce Street from Maryland Parkway to Lake Mead Blvd as a high priority recommendation for on-street bicycle facilities.

• Currently, there are no sidewalks north of Lake Mead Blvd. on Bruce Street.

VISION

RECOMMENDATIONS

FINDINGS

• Spot improvements include: sidewalk infill, enhanced transit stops, school zone flasher upgrades, enhanced pedestrian facilities, enhanced user signage, and restriping the corridor.

• Short-term improvements along the length of the corridor include: buffered bike lanes, medians for access management, lane reductions, and other traffic calming measures

• Long-term improvements along the length of the corridor require that the existing curb line be moved to allow for landscaping and green improvements on each side of the corridor.

• Implementation of the Bruce St. recommendations will create connections to the proposed shared use path on Lake Mead Blvd. and the proposed enhanced bike facilities on Las Vegas Blvd.

• Enhancing the Bruce St. corridor will improve the connection between DTNLV and Downtown Las Vegas, increasing regional connections and establishing DTNLV as a regional destination.

• Downtown corridors have been prioritized in the City’s capital improvement plans for Complete Streets implementation.


DEER SPRINGS LIVABLE CENTERS STUDY2020 Plan Extent: Deer Springs District; Bruce Woodbury Beltway, Centennial Pkwy., Walnut Rd., and N. Commerce St.






To foster multi-modal access and connectivity, a mix of uses, a diversity of housing options, and a sense of place within the Deer Springs District.

Create value for the city through coordinated public investments, attracting private investment.

Build resilience to economic and environmental challenges.

Make Connections to streets, trails, sidewalks, and transit.

Prioritize Health by building upon the unique assets of the VA Hospital and the North Las Vegas Job Creation Zone to utilize health as a key driver of economic development and livability for the community.

Develop with Distinction The Deer Springs District will be a unique, distinct destination.

The Deer Springs District is outside of the DTNLV boundary and is a separate planning effort to advance the City of North Las Vegas’ vision for creating a transit, pedestrian, and bicycle friendly, economically successful, and socially vibrant community. However, the plan offers new insights and strategies that may be applicable to the planning efforts in downtown and thus was reviewed as well.

VISION

GOALS

• Downtown corridors have been prioritized in the City’s capital improvement plans for Complete Streets implementation, including N. 5th Street and future high-capacity transit.

• The Deer Springs District is located at the north end of the proposed N. Fifth Street transit corridor, connecting the district to the downtown Lake Mead couplet.



Vision rendering of a new linear park in the Deer Springs District by Asakura Robinson.

DRAFT 11.24

.20


LITERATURE REVIEW LITERATURE REVIEW

CIT

Y O

F N

OR

TH

LA

S V

EG

AS

MA

JOR

DO

WN

TO

WN

CO

RR

IDO

R S

TU

DY

ES-3

FIN

AL

RE

PO

RT

Tabl

e ES

-1: S

umm

ary

of R

ecom

men

ded

Near

-Ter

m T

rans

port

atio

n Im

prov

emen

ts

Des

crip

tion

of

Impr

ovem

ents

·M

ead

Boul

evar

d/La

s Ve

gas

Boul

evar

d (n

orth

wes

t co

rner

fro

ntin

g 7-

Elev

en)

·In

stal

l tac

tile

pad

s al

ong

curb

ram

ps a

t th

e fo

llow

ing

sign

aliz

ed in

ters

ecti

ons:

Lak

e M

ead

Boul

evar

d/Br

uce

Stre

et (

all 4

cor

ners

), L

ake

Mea

d Bo

ulev

ard/

McD

anie

l Str

eet

(all

4 co

rner

s),

Lake

Mea

d Bo

ulev

ard/

Civi

c Ce

nter

Dri

ve (

nort

hwes

t, n

orth

east

,

Driv

e/O

wen

s Av

enue

(al

l 4 c

orne

rs)

·(s

outh

wes

t an

d so

uthe

ast

corn

ers)

, La

ke M

ead

Boul

evar

d/M

cCar

ran

Stre

et (

all 4

cor

ners

), L

ake

Mea

d Bo

ulev

ard/

Palm

er S

tree

t (s

outh

wes

t an

d so

uthe

ast

corn

ers)

·Co

nstr

uct

or r

ehab

ilita

te c

urb

ram

ps a

t th

e fo

llow

ing

inte

rsec

tion

s: L

ake

Mea

d Bo

ulev

ard

Nor

th/Y

ale

Stre

et (

sout

heas

t an

d so

uthw

est

corn

ers)

, La

ke M

ead

Boul

evar

d/Cr

awfo

rd S

tree

t (n

orth

east

and

nor

thw

est

corn

ers)

, La

s Ve

gas

Boul

evar

d/O

wen

s

·Re

stri

pe t

he f

ollo

win

g cr

ossw

alks

: La

s Ve

gas

Boul

evar

d/La

ke M

ead

Boul

evar

d, L

as V

egas

Bou

leva

rd/C

ivic

Cen

ter

Driv

e, L

as V

egas

Bou

leva

rd/T

onop

ah A

venu

e, L

ake

Mea

d Bo

ulev

ard/

McD

anie

l Str

eet,

Lak

e M

ead

Boul

evar

d/Ci

vic

Cent

er D

rive

, La

ke M

ead

Boul

evar

d/ B

assl

er S

tree

t (D

anis

h O

ffse

t lo

cati

on),

Lak

e M

ead

Boul

evar

d/Be

lmon

t St

reet

, La

s Ve

gas

Boul

evar

d/O

wen

s Av

enue

, La

s Ve

gas

Boul

evar

d/Si

lver

Nug

get

Casi

no,

Las

Vega

s Bo

ulev

ard/

Ham

ilton

Str

eet-

City

Hal

l, C

ivic

Cen

ter

Driv

e/O

wen

s Av

enue

,

·In

stal

l RRF

B at

Las

Veg

as B

oule

vard

/Silv

er N

ugge

t Ca

sino

· ·In

stal

l ped

estr

ian

proh

ibit

ion

and

corr

espo

ndin

g si

gnag

e at

Lak

e M

ead

Boul

evar

d N

orth

/Yal

e St

reet

· ·In

stal

l pro

pose

d bi

cycl

e ro

utes

on

Care

y Av

enue

(I-

15 t

o Pe

cos

Road

); P

ecos

Roa

d (O

wen

s Av

enue

to

Care

y Av

enue

); T

onop

ah A

venu

e (L

as V

egas

Bou

leva

rd t

o Pe

cos

Road

); H

unki

ns D

rive

(Br

uce

Stre

et t

o M

cDan

iel S

tree

t);

Donn

a St

reet

(Ca

rey

Aven

ue t

oLo

la A

venu

e);

Juds

on A

venu

e (Y

ale

Stre

et t

o Do

nna

Stre

et);

and

Mai

n St

reet

(O

wen

s Av

enue

to

Las

Vega

s Bo

ulev

ard)

·In

stal

l pro

pose

d bi

cycl

e la

nes

on B

ruce

Str

eet

(Ow

ens

Aven

ue t

o La

s Ve

gas

Boul

evar

d);

Belm

ont

Stre

et (

Jam

es S

tree

t/O

wen

s Av

enue

to

Belm

ont

Stre

et/C

arey

Ave

nue)

; an

d O

wen

s Av

enue

(I-

15 t

o Pe

cos

Road

)

·De

sign

ate

and

inst

all b

icyc

le r

oute

s on

McD

anie

l Str

eet

(Ow

ens

Aven

ue t

o Ci

vic

Cent

er D

rive

); S

tock

er S

tree

t (O

wen

s Av

enue

to

Tono

pah

Aven

ue);

and

Ton

opah

Ave

nue

(Sto

cker

Str

eet

to N

orth

Las

Veg

as R

ound

abou

t)

·Re

mov

e pr

opos

ed b

icyc

le r

oute

des

igna

tion

on

Las

Vega

s Bo

ulev

ard

(Nor

th L

as V

egas

Rou

ndab

out

to C

arey

Ave

nue)

; de

sign

ate

and

inst

all b

icyc

le la

nes

on L

as V

egas

Bou

leva

rd (

Ow

ens

Aven

ue t

o Br

uce

Stre

et);

and

des

igna

te a

nd in

corp

orat

e sh

ared

tran

sit/

bicy

cle

lane

s on

Las

Veg

as B

oule

vard

(Br

uce

Stre

et t

o Ca

rey

Aven

ue)

·Re

mov

e pr

opos

ed b

icyc

le r

oute

des

igna

tion

on

Civi

c Ce

nter

Dri

ve (

Ow

ens

Aven

ue t

o Ca

rey

Aven

ue);

des

igna

te a

nd in

stal

l bic

ycle

lane

s on

Civ

ic C

ente

r Dr

ive

(Ow

ens

Aven

ue t

o La

ke M

ead

Boul

evar

d) w

ith

14' o

utsi

de c

urb

lane

wid

th;

and

desi

gnat

e an

din

corp

orat

e sh

ared

cur

bsid

e sh

ould

er/b

icyc

le la

ne o

n Ci

vic

Cent

er D

rive

(La

ke M

ead

Boul

evar

d to

Car

ey A

venu

e)

·Re

mov

e pr

opos

ed b

icyc

le r

oute

des

igna

tion

on

Mai

n St

reet

(O

wen

s Av

enue

to

Nor

th L

as V

egas

Rou

ndab

out)

; de

sign

ate

and

inst

all b

icyc

le la

nes

on M

ain

Stre

et (

Ow

ens

Aven

ue t

o N

orth

Las

Veg

as R

ound

abou

t)

·De

sign

ate

and

inco

rpor

ate

shar

ed t

rans

it/b

icyc

le la

nes

on N

orth

5th

Str

eet

(Las

Veg

as R

ound

abou

t to

Car

ey A

venu

e)

· ·Si

gn a

ll bi

cycl

e la

nes

and

bicy

cle

rout

es

·(m

ight

nee

d re

loca

tion

bef

ore

plac

emen

t),

Lake

Mea

d Bo

ulev

ard

at L

as V

egas

Bou

leva

rd (

need

s do

uble

she

lter

); o

n Ro

ute

111

at P

ecos

Roa

d/La

ke M

ead

Boul

evar

d So

uthb

ound

· ·M

ead

Boul

evar

d/Be

lmon

t St

reet

Eas

tbou

nd,

Lake

Mea

d Bo

ulev

ard/

Palm

er S

tree

t Ea

stbo

und

· ·Be

gin

tran

sit

serv

ice

alon

g N

orth

5th

Str

eet

(onc

e N

orth

5th

Str

eet

brid

ge is

com

plet

ed)

·Re

esta

blis

h tr

ansi

t se

rvic

e fo

r Ro

ute

214

alon

g Ca

rey

Aven

ue f

rom

Las

Veg

as B

oule

vard

to

Peco

s Ro

ad

·Co

nstr

uct

rais

ed c

hann

eliz

ed m

edia

n is

land

s on

Lak

e M

ead

Boul

evar

d (C

ivic

Cen

ter

Driv

e to

Pec

os R

oad)

and

Las

Veg

as B

oule

vard

(To

nopa

h Av

enue

to

Bruc

e St

reet

)

·Co

nsol

idat

e m

edia

n ac

cess

poi

nts

at lo

cati

ons

less

tha

n 66

0' a

part

(in

clud

ing

alon

g th

e re

cent

ly c

onst

ruct

ed C

ivic

Cen

ter

Driv

e fr

om O

wen

s Av

enue

to

Lake

Mea

d Bo

ulev

ard)

·Co

nsol

idat

e dr

ivew

ays

less

tha

n 20

0' a

part

and

inte

rsec

tion

s le

ss t

han

660'

apa

rt o

n m

ajor

cor

rido

rs,

whe

re a

pplic

able

·La

ke M

ead

Boul

evar

d/Ci

vic

Cent

er D

rive

: co

nver

t no

rthb

ound

left

-tur

n ba

y to

dua

l lef

t-tu

rn b

ay a

nd e

xten

d to

400

', co

nver

t so

uthb

ound

left

-tur

n ba

y to

dua

l lef

t-tu

rn b

ay a

nd e

xten

d to

300

'

·La

ke M

ead

Boul

evar

d/La

s Ve

gas

Boul

evar

d: e

xten

d so

uthb

ound

rig

ht-t

urn

bay

to 3

05'

·La

ke M

ead

Boul

evar

d/Be

lmon

t St

reet

: ex

tend

eas

tbou

nd le

ft-t

urn

bay

to 1

50'

·La

s Ve

gas

Boul

evar

d/Ca

rey

Aven

ue:

exte

nd w

estb

ound

left

-tur

n ba

y to

150

'

Publ

ic R

ight

-of-

Way

·De

dica

te p

ublic

rig

ht-o

f-w

ay o

n La

ke M

ead

Boul

evar

d (n

orth

wes

t co

rner

of

Lake

Mea

d Bo

ulev

ard/

Peco

s Ro

ad in

ters

ecti

on)

and

on N

orth

5th

Str

eet

(Ton

opah

Ave

nue

to L

ake

Mea

d Bo

ulev

ard

Sout

h -

wes

tern

sid

e of

Nor

th 5

th S

tree

t; L

ake

Mea

d Bo

ulev

ard

Nor

th t

o Ca

rey

Aven

ue (

mos

t of

the

sec

tion

has

not

bee

n de

dica

ted)

)

Tran

sit

Faci

litie

s

Acc

ess

Man

agem

ent

Road

way

Cap

acit

y

Reco

mm

ende

d A

ctio

ns a

nd L

ocat

ions

Pede

stri

an F

acili

ties

Bicy

cle

Faci

litie

s

CIT

Y O

F N

OR

TH

LA

S V

EG

AS

MA

JOR

DO

WN

TO

WN

CO

RR

IDO

R S

TU

DY

ES-4

FIN

AL

RE

PO

RT

Des

crip

tion

of

Impr

ovem

ents

Bicy

cle

Faci

litie

s·

Inco

rpor

ate

14' o

utsi

de c

urb

lane

wid

th o

n La

s Ve

gas

Boul

evar

d (O

wen

s Av

enue

to

Bruc

e St

reet

) ne

xt t

o bi

cycl

e la

ne

Tran

sit

Faci

litie

s·

Deve

lop

mix

ed u

se s

tati

on w

ithi

n La

ke M

ead

Boul

evar

d co

uple

t w

ith

corr

espo

ndin

g pe

dest

rian

bri

dge

over

Lak

e M

ead

Boul

evar

d (p

roje

ct is

put

on

hold

for

the

for

esee

able

fut

ure)

·La

ke M

ead

Boul

evar

d/Ci

vic

Cent

er D

rive

: ex

tend

wes

tbou

nd d

ual l

eft-

turn

bay

to

300'

·La

ke M

ead

Boul

evar

d/La

s Ve

gas

Boul

evar

d: e

xten

d so

uthb

ound

rig

ht-t

urn

bay

to 4

00' (

use

righ

t-tu

rn p

ocke

t as

tra

nsit

tur

nout

), e

xten

d ea

stbo

und

dual

left

-tur

n ba

y to

350

'

·Ci

vic

Cent

er D

rive

/Car

ey A

venu

e: e

xten

d no

rthb

ound

dua

l lef

t-tu

rn b

ay t

o 18

0'

·La

s Ve

gas

Boul

evar

d/Ca

rey

Aven

ue:

exte

nd e

astb

ound

left

-tur

n ba

y to

300

', ex

tend

nor

thbo

und

left

-tur

n ba

y to

250

'

·La

s Ve

gas

Boul

evar

d/Ci

vic

Cent

er D

rive

: co

nver

t so

uthe

astb

ound

left

-tur

n ba

y to

120

' dua

l lef

t-tu

rn b

ay

·La

s Ve

gas

Boul

evar

d/O

wen

s Av

enue

: co

nver

t no

rthb

ound

left

-tur

n ba

y to

250

' dua

l lef

t-tu

rn b

ay,

exte

nd s

outh

boun

d le

ft-t

urn

bay

to 1

50'

Road

way

Cap

acit

y

TABL

E 4-

3: S

UM

MA

RY O

F RE

COM

MEN

DED

LO

NG

-TER

M T

RAN

SPO

RTA

TIO

N IM

PRO

VEM

ENTS

Reco

mm

ende

d A

ctio

ns a

nd L

ocat

ions

Oth

er

long

-ter

m

road

way

im

prov

emen

ts

incl

ude

inte

rsec

tion

ca

paci

ty

wou

ld g

reat

ly im

prov

e th

e le

vel-

of-s

ervi

ce o

f ea

ch.

The

tota

l cos

t of

all

reco

mm

ende

d lo

ng-t

erm

impr

ovem

ents

rec

omm

ende

d in

th

is s

tudy

(no

t in

clud

ing

the

mix

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.20



BEXISTING CONDITIONSThe SNS Downtown North Las Vegas Implementation Strategies Report (2015) provides a high level overview of the existing conditions within downtown. During this effort, this information was gathered from past planning and market studies that were conducted as part of the Southern Nevada Strong planning process. These studies are provided in the Appendices section of the SNS Downtown North Las Vegas Implementation Strategies Report (2015) and include an Opportunities and Barriers Report, a Business Outreach Memo, and a summary of the community outreach conducted during the planning process.

Many of the existing conditions that were found then are still true today. This section provides a fresh look at these conditions and provides some additional information for future planning efforts in Downtown North Las Vegas.

DRAFT 11.24

.20


EXISTING CONDITIONSEXISTING CONDITIONS

OPPORTUNITY SITE OVERVIEWLocated at the southern edge of North Las Vegas, Downtown North Las Vegas (DTNLV) borders the northern edge of the City of Las Vegas and sits just east of Interstate Highway I-15, a major north-south transportation corridor for Southern Nevada. Downtown is just two miles north of the Fremont Street Experience and four miles north of the Las Vegas Strip, and is also located just south of the Las Vegas Motor Speedway. All of these are major tourist destinations in the region. This unique position in the northern section of the valley creates an opportunity for DTNLV to become a thriving urban center, attracting residents and visitors alike.

The Downtown Master Plan (2009) identifies DTNLV’s boundaries as Cheyenne Ave. and Owens Ave. to the north and south, and Pecos Rd. and I-15 to the east and west. The downtown core sits within this area and is the focus of this study. Bounded by Carey Ave. to the north, Owens Ave. to the south, Civic Center Dr. to the east, and I-15 to the west, the analysis looks at both the downtown core as well as its edges. These boundaries have been modified slightly from the previous SNS Downtown North Las Vegas Implementation Strategies Report (2015) in order to better align with previous and current planning efforts and investment strategies for the area.

The downtown core is primarily characterized by two commercial corridors. The primary commercial corridors run along Las Vegas Blvd. and Lake Mead Blvd., and include major destinations such as Jerry’s Nugget, the Silver Nugget Casino, and the North Vista Hospital. Also, within the downtown core is the city’s civic center, which includes the North Las Vegas City Hall and Justice Facility. Small-businesses, many of which are Hispanic-owned, are located throughout the commercial corridors as well. These businesses cater to various groups with mixed incomes and backgrounds.

A significant portion of the downtown core is located within the city’s redevelopment area (RDA). Primarily focused on the blocks surrounding Las Vegas Blvd., Lake Mead Blvd., and N. 5th St., the RDA works to focus investment in these key areas, building a foundation for future investment and development in downtown. Recent efforts have seen the opening of Maya Cinemas, an amenity that was much desired by the local community.

Existing development downtown is characterized by superblock development, which is typical of mid-late 20th century development and planning. New development has followed these trends as well, with buildings set back from the right-of-way and large surface parking lots sited adjacent to the roadways.

The commercial corridors are surrounded by older, single-family residential neighborhoods and the I-15 provides a hard edge at downtown’s western boundary. Entryways and transitions between the commercial corridors and the neighborhoods are not well defined and downtown as a destination is not clearly identified. The city gateway at the convergence of Las Vegas Blvd. and N. 5th St. provides visitors with some clarity regarding their location in the region, but there is little else to place oneself in the downtown core.

The surrounding neighborhoods primarily consist of older housing stock, with the majority of properties built between the 1930s and the 1950s. By simple observation, it’s difficult to identify whether or not the housing stock would qualify for historic district designation, but some standalone examples of early residential housing styles certainly exist. The neighborhoods are primarily single-story, cottage and ranch style homes, but newer infill has allowed for some two-story single family and multi-family development as well.

Residents of downtown are served by several schools including C.P. Squires Elementary School, Reynolds Martinez Elementary School, McCall Elementary School, St. Christopher’s

Map B-1DRAFT 11

.24.20



COMMUNITY PROFILE

Catholic School, J.D. Smith Middle School, and Jim Bridger Middle School. Rancho High School sits just outside of downtown’s boundaries on the south.

Downtown also has excellent coverage of small-sized parks but lacks access to a mid-sized community park. Furthermore, poor access and connections throughout downtown make it difficult for residents to access their existing parks. Liberty Park at City Hall provides for additional park space in downtown, an amenity that was identified as an area of need by residents, but it is currently an underused asset as most City programming occurs at the regional Craig Ranch Park. Planning for new civic and park space near the historic Washington School is currently underway as well, which will provide more open space downtown at the southeast corner of Lake Mead Blvd. and Glider St.

Overall, downtown is well positioned for new investment and development. The

Since downtown was adopted as an opportunity site in 2015, demographic indicators within the community have not substantially changed. Figure B-1 provides a brief update on the demographics of downtown. Some items of note include:

• Downtown continues to see a decline in population growth, despite growth within the city and the region

• The majority of residents in downtown are Hispanic/Latino and speak Spanish as their primary language. A common challenge for governments and organizations working to message their efforts in downtown is overcoming this language barrier.

• A significant portion of housing downtown is renter-occupied and there is a high residential vacancy rate.

• A lack of income is still a concern for the area. Median and mean incomes are significantly below the city and regional averages.

• Very few of the residents downtown have higher than a high school education.

• The majority of residents are employed in the hospitality sector (arts, entertainment, and food service), retail, and construction. These industries are highly susceptible to economic downturns, leading to periods of cutbacks and potential job loss.

clark county north las vegas

downtown nlv

Total population 2,141,574 236,986 6,724

Population change since 2010 9.75% 9.23% -18.08%

Median age 37.1 32.6 29.75

race/ethnIcIty (select)

Asian 9.60% 6.20% 0.04%

Black or African American 11.50% 20.80% 13.94%

White 60.70% 54.30% 58.57%

Hispanic/Latino 30.92% 41.06% 76.12%

Spanish speakers (5 years and older) 23.51% 33.51% 72.17%

Total households 767,954 72,532 2,199

Average household size 2.79 3.27 3.06

Median household income $56,802 $57,723 $26,794

Mean household income $76,812 $69,949 $39,339

Owner-occupied housing units 53.13% 57.01% 28.97%

Renter-occupied housing units 46.87% 42.99% 71.03%

Vacancy rate 13.57% 8.82% 19.01%

Median home value $238,300 $208,100 $125,877

Median rent $1,088 $1,168 $759

Civilian employed population (16 years+) 1,003,320 104,611 2,704

Bachelors degree or higher (25 years+) 23.86% 16.85% 2.40%

Households earning $75k or more 36.80% 36.20% 12.78%

employment by Industry (select)

Construction 6.49% 8.61% 12.91%

Retail trade 11.83% 11.79% 11.43%

Edu., health care, and social assistance 15.16% 15.93% 9.54%

Arts, entertainment, food services 28.12% 25.56% 32.58%

Professional services 11.49% 9.98% 12.46%

area has several amenities and a solid foundation for becoming a thriving urban hub for entertainment and culture in North Las Vegas. The biggest challenges are to improve connections for easier access and travel within the area as well as ensuring new development occurs in ways that will enhance walkability in DTNLV.

Fig. B-1. Source: US Census Bureau, American Community Survey, 5-year estimates (2014-2018)

Example of historic housing in DTNLV. House is located on Bartlett Ave.

DRAFT 11.24

.20



TRANSPORTATION INFRASTRUCTUREDowntown North Las Vegas is located just east of Interstate Highway I-15, a location which provides for good regional access throughout Southern Nevada and beyond. As such, DTNLV is easily accessed and traversed by vehicle, but circulation within the area is challenging.

Public transportation downtown is provided by the Regional Transportation Commission’s (RTC’s) bus service, which includes five routes that connect riders to other parts of the region.

North-south access in downtown is provided by either the 113 or 110. The 113 provides service on Las Vegas Blvd. between the Downtown Las Vegas Bonneville Transit Center and Nellis Air Force Base, while the 110 provides service between the St. Rose Hospital in Henderson and the College of Southern Nevada’s northern campus.

East-west access is provided by the 214, 210, or 209. The 214 follows Carey Ave at the north end of downtown a short distance across the I-15 between Las Vegas Blvd. and Commerce St. The 210 runs the entire length of Lake Mead Blvd., providing service between the Sunrise Mountain area and Summerlin Medical Center, and 209 provides service along Owens Ave. at DTNLV’s southern edge.

Very few streets in downtown have dedicated bicycle facilities. Las Vegas Blvd. features a shared access bus/bike only lane along both sides of the street. Bruce St., Owens Ave., and Tonopah Ave also have segments with bike

lanes.

Pedestrian infrastructure in DTNLV is robust but may be improved. While the roadway network is almost entirely coupled by sidewalks, long block widths and few dedicated pedestrian crossings make foot travel inconvenient in the downtown area. Many curb cuts and driveways also impede pedestrian and cyclist travel in DTNLV.

Additionally, much of the activity downtown is disconnected from one another. Downtown streetscapes are characterized by long, inactive stretches of road which are adjacent to vacant lots and unused surface parking. The lack of ground level activity makes short distances within downtown feel much longer than they are, hindering pedestrian activity in the area.

There is also a lack of connectivity within and around downtown. This is especially true east of Las Vegas Blvd. In this area, neighborhood streets lack multiple connection points to the commercial corridors, making travel distances long and burdensome for pedestrians and cyclists.

Improving transportation infrastructure and choice in downtown has been a planning priority over the last decade. Complete Streets projects have been funded in downtown throughout recent capital improvement plans, but improvements have been difficult to implement. In the next few years, Complete Streets projects are planned for Las Vegas Blvd., Civic Center Dr., McDaniel St., and Hunkins Dr.

Map B-2

Photo of North Fifth Street improvements.Photo of transit shelter on Las Vegas Blvd.

DRAFT 11.24

.20



The German American Social Club provides for a one-of-a-kind cultural amenity and hosts community events such as Octoberfest throughout the year. Maya Cinemas offers more family-friendly entertainment and the Hispanic businesses provide for a distinct cultural identity downtown. New development in the Civic Center Shopping Plaza has added new retail options to the area as well.

The surrounding neighborhoods provide for naturally occurring affordable housing options, although the market can make the longevity of this unpredictable. However, their unique historic character opens the door for many improvement opportunities.

Downtown also hosts the city’s civic center, anchored by the new North Las Vegas City Hall and Justice Facility. The former City Hall provides for unique redevelopment opportunities as the 1960s civic building is a strong example of modern design and civic pride.

Along Lake Mead Blvd. is an emerging medical corridor, anchored by the North Vista Hospital. With the purchase of the old police station, North Vista has a shown a commitment to remain and invest in the area, creating some certainty for the future. This can help spur more medically-related investment in the area.

Many other cultural assets sit just outside downtown’s boundaries. Kiel Ranch, one of the oldest properties in the region, is located just west of the I-15 on Carey Blvd. The site was recently renovated as a historic park and visitors can explore the late 19th century

Downtown is the historic heart of the City of North Las Vegas and is home to unique historic resources, vintage establishments, and eclectic retail and commercial options. Las Vegas Blvd. is anchored on either end by Jerry’s Nugget and the Silver Nugget Casino. Many of the businesses downtown, including Jerry’s Nugget, still boast neon signage from their opening in the 1950s and 60s, which has become a tourist attraction born out of the popularity of the Neon Museum. Additionally, the historic Washington School remains intact at the corner of Lake Mead Blvd. and White St., which the City plans to renovate for new use in the near future.

adobe structure and natural landscapes.

Also within a half-mile is access to the Pioneer Trail and the Cultural Corridor. Both are located just south of downtown in the City of Las Vegas and provide routes for visiting regionally significant sites such as the Old Las Vegas Mormon Fort and Woodlawn Cemetery.

Located within just a mile or so of the center of downtown are many other regionally significant sites and destinations. The Neon Museum and Mob Museum boast thousands of visitors every year while Fremont Street, the Grant Sawyer State Offices, and the College of Southern Nevada’s northern campus are significant employment and activity centers in the region. The Cheyenne Technology Corridor, which is an economic development priority area for the City, is located just outside of downtown to the northwest.

North of downtown on Las Vegas Blvd. is Broadacres Marketplace, a community gathering destination that offers vendor-style shopping and dining as well as family entertainment. Broadacres is a beloved destination among the Hispanic community and offers opportunities for engagement and outreach with residents of downtown and beyond.

Access to the region’s largest urban trail, the Las Vegas Wash Trail, is also located within a mile of downtown to the northeast. Several access points along the area’s major arterials provide residents and visitors with access to the lower wash trail. The trail provides for a variety of recreational uses including walking, biking, picnicking, and scenic enjoyment.

REGIONAL AND LOCAL ASSETS Map B-3DRAFT 11

.24.20



LAND USE

The land use master plan identifies the entirety of downtown as the Downtown Business District. Intent is for downtown to serve as a high-quality, defining center of the city with a strong sense of place and a mix of uses. The west half of the plan is a future Transit Influence Area with the future N. 5th Transit Route running along N. 5th St. The route will connect downtown to the Cheyenne Technology Corridor, a mixed-use employment area, and the future Deer Springs Livable Community.

The City of North Las Vegas has six zoning categories including residential, downtown redevelopment area sub districts, commercial, industrial, mixed-use centers, and other. Most of DTNLV is zoned under the downtown redevelopment area sub districts. The purpose of the Redevelopment Area District is to further the goals of the North Las Vegas Downtown Master Plan and Investment Strategy. These goals include making downtown a local and regional destination with a unique identity, addressing traffic and safety concerns for all users within downtown, retaining and supporting existing residents and businesses, and coordinating new development to provide for cohesive design and connections to local and regional amenities.

The majority of downtown is classified as Downtown Core, which promotes pedestrian-friendly, high-intensity development to support a mixture of commercial, office, entertainment, public, and residential uses.

Other zoning classifications in the downtown redevelopment area sub districts are Medium Density and Medium-High Density Residential. These provide for increased density through multi-family development in order to support the mix of uses within the downtown core.

Traditional zoning that provide for a separation of uses surround the downtown core which include residential and commercial uses. These classifications include: R-1/Single Family Low Density, R-2/Single-Family Medium Density, R-3/Multi-Family Residential District, R-4/High Density Residential, M1/Business Park Industrial, and M2/General Industrial. The majority of the surrounding residential is R-1, low-density single-family residential, with some areas providing for increasingly higher densities and multi-family development. The industrial areas are limited to the southwest portion of downtown and allow for uses within the following categories: animal care, eating and drinking establishments, indoor recreation and entertainment, retail sales and service, and vehicle sales and service.

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.20



CSTAKEHOLDER INTERVIEWSIn conducting this research, the RTC regional planning team conversed with several stakeholders to learn more about the work of partner agencies in DTNLV. The team’s findings from these conversations have been incorporated into the 5-yr Progress Report and were used to inform the progress and recommendations section of the report. Below is a list of stakeholders that were interviewed as part of this work.

Interviewed stakeholders include:

• Ellen Marciel, RTC, Manager of Transit Amenities• Scott Edelblute, RTC, Transit Amenities Supervisor• Bobbi Ann Howell, NV Humanities, Program Wrangler• Patricia Herzog, NV Main Street, Director• Rick Damian, City of North Las Vegas, Housing and Neighborhood

Services Manager• Tom Brady, City of North Las Vegas, Director of Utilities• Mike Hudgeons, City of North Las Vegas, City Traffic Engineer• Ken Evans, Urban Chamber of Commerce, President

DRAFT 11.24

.20

600 S. Grand Central Pkwy., Ste 350Phone: 702.676.1500

E-mail: [email protected] : sns.rtcsnv.com

DRAFT 11.24

.20


SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ ] SUBJECT: SOUTHERN NEVADA STRONG REGIONAL IMPLEMENTATION REPORT PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE RECEIVE AN UPDATE ON IMPLEMENTATION ACTIVITY OF THE REGIONAL PLAN THROUGH 2020 GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None BACKGROUND: As administrator of the Southern Nevada Strong (SNS) Regional Plan, the Regional Transportation Commission of Southern Nevada (RTC) Regional Planning staff is tasked with tracking and reporting activity and progress on implementation the SNS Regional Plan by regional stakeholders. Staff have annually compiled an implementation activity report to highlight ongoing activity for all 302 strategies identified in the plan and implementation matrix. For the 2020 report, staff conducted partner interviews and distributed a survey to assess overall progress of implementation, 2021 priorities, and timelines for future implementation activity. Staff will present the annual implementation report and opportunities for future research and technical assistance from RTC staff. Respectfully submitted, __________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #6

January 28, 2021

rl Non-Consent


for

DRAFT 1/12 /20 Regional Planning – Southern Nevada Strong Annual Report 1

Introduction and Background Almost ten years ago, Southern Nevada was the recipient of Housing and Urban Development’s Sustainable Communities Initiative grant, which resulted in the development of Southern Nevada Strong, a regional plan that serves as a blueprint for creating a more vibrant and sustainable region. The plan envisions a region where residents have access to quality educational opportunities and a clean environment, as well as a variety of housing choices, good-paying jobs and transportation options. Following the plan’s completion in 2015, the Regional Transportation Commission of Southern Nevada (RTC) was designated as its core administrator by proclamation of each local government entity (Clark County, City of Las Vegas, City of North Las Vegas, City of Henderson, Boulder City), as well as the Southern Nevada Regional Planning Coalition (SNRPC). Since this designation, the regional planning team at the RTC has worked to promote the regional plan, track progress of its implementation, and provide technical support to the public agencies, nonprofit organizations, and other stakeholders tasked with its implementation.

Purpose and Process Each year since 2016, the regional planning team has published an annual report in an attempt to capture implementation progress of the regional plan. Because Southern Nevada Strong is a comprehensive and complex vision for the region’s future, reporting on activities, efforts, and outcomes has taken many forms over the years, including qualitative analysis, infographics, narrative storytelling, and evaluative ratings.

A slightly different approach was taken for this year’s report. Because 2020 marks five years since Southern Nevada Strong was completed and adopted, the regional planning team saw it fitting to complete a more robust, comprehensive examination of implementation progress. The 2020 report also differs from previous iterations in that its focus is not just on gauging progress of implementation, but also aims to better capture regional partners’ attitudes towards the plan’s objectives and understand which objectives remain regional priorities.

Additionally, the COVID-19 pandemic has made future activities and priorities uncertain. In this time, as local entities respond to critical and emergent response, assessing short-term commitment to the regional plan goals is an added component of this year’s report.

The regional planning team obtained input and from regional partners through two separate exercises: Individual stakeholder interviews conducted during the fall of 2020, and a spreadsheet-based survey distributed several months later. This report details those approaches and discusses the findings, first summarizing individual stakeholder meetings and then assessing qualitative responses provided through the survey.

Partner Interviews Over several weeks in the fall of 2020, regional planning staff met with regional partners and SNS steering committee members to discuss implementation progress and activities (see appendix Table 1 for list of agencies). This process has been repeated over the past several years to gain insight into opportunities for partnership and understand challenges to implementation progress


This year, the discussion was framed around two important factors: (1) Gauging implementation progress at the 5-year mark of Southern Nevada Strong; and (2) Better understanding the overall impacts from staff deployed to the front lines of emergency response of the COVID-19 pandemic. The combination of these factors create a unique opportunity to assess a five-year progress report as well as identify areas of the plan that may not be relevant or feasible as agencies reassess their priorities in the midst of a public health and economic crisis. While Southern Nevada Strong was written in the wake of the Great Recession and can be used as a blueprint for economic recovery, the conditions of the COVID-19 pandemic are unique and unprecedented. All of the stakeholder and partner discussions included reflections on the unknowns and ambiguity that the next few months to years may bring. Therefore, staff attempted to identify a small number of topics within the SNS plan that could be both used as vehicles of economic recovery and also have the largest impact on the community.

While the depth and scope of the topics discussed varied, there was common alignment around specific regional issues across the 19 interviews that were conducted. Additionally, partners confirmed that the regional plan is relevant and continues to be a helpful tool in overall regional growth and future planning.

Across all meetings, partners identified the similar issues and topics that had been or were quickly becoming larger priorities for the next year. These included:

• Regional affordable housing shortages: Most local agencies and jurisdictions are working on individual solutions, incentives, tools or policies related to affordable housing. Discussion included the potential to work collaboratively to understand the current housing challenges and to address them as a region through policy or programs.

• Environmental sustainability: A topic that has recently gained momentum after new policy and state-wide planning, local entities are identifying their role and strategy to plan for a more sustainable future while also expressing interest in ways to coordinate these activities and understand the regional impact

• Transit investment: Agencies and local jurisdictions are looking at ways to diversify the built environment and increase density along corridors, at the same time that economic conditions have made transportation costs burdensome. Investing in new transit or increasing existing transit is a potential solution that all agencies are working with the RTC to support.

• Regional collaboration: Overall, a connecting thread within the discussions is the value and benefit of working regionally and aligning solutions across the valley. Partners want to continue to learn and collaborate in order to improve the community and reduce inefficiencies.

Survey of Overall Progress: 2015-2020 Following regional partner interviews, the regional planning team distributed a spreadsheet-based survey in order to capture a more explicit understanding of partners’ perceptions of SNS Regional Plan progress, upcoming priorities, and timeline of related activities. Partners were asked to respond only to the SNS Regional Plan objectives for which they had been assigned “responsible” as either a lead or support agency. Each objective was evaluated on three separate criteria (shown in Table 2 and in Table 3), and for the ease of analysis, each rating was assigned a number value in order to compare responses and identify trends. Although not all members submitted their survey responses, the team is confident that the responses that were captured adequately convey regional priorities, challenges, and


opportunities, due to the face that of the partners that responded (SNHD, SNWA, CLV, NLV, CC, COH, BC, RTC) are responsible for the majority of the plan. Their input provides a reliable overview of what is happening on the ground in the region, thus, all the following analysis considers these agencies responses.

First, the regional planning team investigated the overall progress of the SNS Regional Plan by analyzing responses from the first criteria. Table 2 describes the responses and the definitions of progress that is discussed in this section. Table 2: Ratings and definitions created for survey response for overall status

Important note: while objectives can be rated as “moderate” or “significant” progress, due to the language of the objectives (for example “prioritize”, “develop”, “ensure”, “increase”, “promote”, etc.) it may not have resulted in tangible or physical outputs. For example, “Developing” strategies targeting infill development is an important step in the long process of changing a community or district’s built form. The majority of these objectives were evaluated by partners that represent the public planning agency and have spent considerable time strategizing, planning, and creating policy to achieve the goals of the SNS Regional Plan.

Of all the objectives and across all the partners the average “overall progress” rating was between Nominal and Moderate (average score of 2.7) with 74% of the objectives falling into the “moderate” category (see Figure 1). The SNS Regional Plan is a 20-year vision for the future of Southern Nevada, thus, five-years of progress rated at “moderate” could be seen as target and positive.

Overall Status (quantitative scale)

Definition of each status type

Not started (1) Work on this strategy has not yet starts

Nominal activity (2) Preliminary planning for and /or work on this strategy has begun, though formal efforts have not yet started

Moderate activity (3) Efforts have resulted in the advancement of this strategy

Significant activity (4) Efforts have led to the ongoing fulfillment or active regional prioritization of this strategy N/A (1)


Figure 1: Average reported overall progress for all objectives

Moderate to Significant Overall Progress In looking into regional consensus and alignment, those objectives that ranked moderate or significant by three or more lead partners are considered an area of high progress. Other objectives considered high progress are those that were ranked moderate by the eight reported agencies and the objectives with some combination of moderate or significant rating or a rating that could be shown by an average score of higher than 3 (see Figure 2).

A contributing factor to many of these objectives being rated high is the adoption of new local master or comprehesnive plans that reflect the vision and goals of the Southern Nevada Strong. The City of Henderson adopted Henderson Strong in 2017 after City of Henderson staff led the planning effort behind Southern Nevada Strong on behalf of the Southern Nevada Regional Planning Coalition. Since then, City of Las Vegas and Clark County have begun rewriting their comprehensive plans that will, similiarly, align with the Regional Plan vision and goals. Notably, this means that the individual local agencies are committed to implementation of regional plan through their own internal processes and procedures.

Significant24%

Moderate74%

Nominal2%

Not started0%

Objectives Overall Progress

Significant

Moderate

Nominal

Not started

At a glance

The Southern Nevada Strong (SNS) Regional Plan identifies themes, goals, objectives, strategies:

Investing in Complete Communities (ICC) – 5 goals, 23 objectives, 118 strategies

Improve Economic Competitiveness and Education (IECE) – 5 goals, 9 objectives, 46 strategies

Increase Transportation Choice (ITC) – 3 goals, 9 objectives, 55 strategies

Building Capacity for Implementation (BCI) – 5 goals, 17 objectives, 83 strategies


Figure 2: Objectives that are considered moderate or significant overall progress

Of these objectives, a few trends over the last five years could shed some light on the reasons for success and lessons for the future:

1. Most objectives rated as moderate or significant implementation progress include participation, if not leadership, from a regional entity that convenes, coordinates, or facilities activities on that topic. Entities like this include the Southern Nevada Health District, Southern Nevada Water Authority, Southern Nevada Regional Planning Coalition’s Regional Open Space & Trails Workgroup, Las Vegas Global Economic Alliance and the Regional Transportation Commission. These regional agencies or organizations may have the authority to lead this objective and its associated strategies, or it may have the ability to facilitate partners to achieve this shared objective. Additionally, these objectives fall within major issue areas that are more regional in

These all have 3 partners rating at “significant” + 3 “moderate” • (Health) ICE Objective 3.3: Prioritize access to parks, trails, open space, recreational facilities, and

opportunities for physical exercise. • (Invest in neighborhoods) IECE Objective 2.1: Develop strategies and make targeted investments to

encourage infill redevelopment and property rehabilitation. Every partner reported rating of “moderate”

• (Transportation) ITC Objective 3.2: Overhaul design standards to support multiple modes and support healthy lifestyles, with special attention to the Region’s extreme summer temperatures.

3 significant, 2 moderate, 1 nominal • (Engagement) BCI Objective 1.3: Ensure Southern Nevada remains a welcoming place for people from

diverse backgrounds, future generations and with varying degrees of mobility and independence. Average higher than 3=moderate:

• (Invest in Neighborhood) ICC Objective 1.1: Increase neighborhood engagement • (Environment) ICC Objective 5.1: Promote sustainability in housing in the region to ensure a durable

housing supply that will reduce housing costs for homeowners and renters. • (Environment) ICC Objective 5.3: Support compact development and regulations that help the Southern

Nevada Water Authority achieve water conservation goals and encourage reduction in water consumption.

• (Environment) ICC Objective 5.4: Increase water quality and decrease wastewater and dry weather urban runoff while encouraging recycled water reuse strategies.

• (Economy) IECE Objective 1.1: Invest in and maintain infrastructure that meets the needs of a diversified economy.

• (Economy) IECE Objective 1.2: Determine future needs for employment lands. • (Invest in neighborhoods) IECE Objective 2.2: Develop and expand community-based economic

development and reinvestment to support vibrant, transit-supported mixed-use districts throughout the Region.

• (Economy) IECE Objective 3.1: Determine the building and space needs of entrepreneurs and startups to embolden existing small businesses to participate in revitalization.

• (Transportation) ITC Objective 1.1: Work with the Regional Transportation Commission and other partners to develop a comprehensive transit master plan, which focuses on enhanced services that supplement existing routes.

• (Neighborhood) ITC Objective 1.4: Integrate future land-use planning with existing and future transportation improvements.


nature – economy, environment, health – which is important to note as future regional planning or regional plans are envisioned.

2. Following the public engagement and outreach example set by the planning team that led to the SNS Regional Plan, it’s apparent that the local governments and community partners have continued to invest in outreach and engage residents throughout implementation of this plan. Several of the objectives rated as high progress are the outcome of local governments focusing on neighborhood level interventions and broad inclusion of residents to provide input. Examples include Henderson Strong, City of Las Vegas Vision 2045 and 2050 Master Plan, RTC’s transit oriented development studies, the North Las Vegas and RTC’s Livable centers study for Deer Springs District, important catalytic site studies like the stadium district, or the 2015 Opportunity Site Implementation Strategies written during the initial SNS planning phase.

3. Southern Nevada is maturing and the aging infrastructure, buildings, and communities require new investments and tools. Following the Great Recession, agencies and community organizations had to prioritize recovery and shift focus internally to evaluate efficiencies, invest in partnerships and examine return on investment. The progress related to these objective that include redevelopment, infill development, transit oriented development, and other benefits on the investment in compact communities is a sign of the Southern Nevada community maturing into a complex and increasingly urban environment. For decades, Southern Nevada has had new projects, new homes, and new residents and, while that still holds true, the local governments and regional agencies are also prioritizing the care and investment needed for the oldest corners of the community, thus, success in these objectives is possibly an evolution in responsibility that was needed over the past five years.

Low Overall Progress Few objectives were rated to a level where the average rating was less than the value of nominal (ranked nominal, not started, or with an average rating of less than 3). For those that did, only three objectives were identified:

• ICC Objective 4.2: Develop policies to promote environmental health of housing. • ICC Objective 4.4: Prioritize the cleanup and reuse of brownfield and grayfield sites • ITC Objective 3.3: Reduce transportation-related emissions of ozone and carbon monoxide

For transportation-related emissions, activity is progressing through Federal regulation and programs. Due to this role, local governments may not perceive themselves to be actively contributing to this work, but it is occurring and progressing over time.

While these remaining two objectives warrant further investigation to understand the rating they were given, it’s possible that progress was hindered by a combination of existing challenges:

• Lack of priority from the respondents • Challenges identifying the responsible agency • Objective requires policy changes or more tools • Appearance or real conflict with private property • Lack of community support • Disconnect between state, local, and federal goals


For example, the region has been awarded multiple EPA technical and planning grants for the redevelopment of brownfields, but there appears to be a lack of interest among private property owners to participate in these programs. Additionally, where there isn’t an explicit regional leaders, regional and local jurisdictions may not be best positioned to regulate environmental health related to building and housing.

Moving forward: 2021 priorities Partners were also asked to rate the objectives based on their interpretation of “2020 / 2021 Priorities and Relevance”. The rating of “current” or “emerging” were assigned the highest value, thus, averages scores were compared based on the objectives possible score of 5. Overall, all objectives were highly rated as a priority over 2021, in fact the average score of all objectives was 4.5, which points to all objectives remaining relevant after five years of implementation.

Table 3: Ratings and definitions created for survey response for 2020/2021 Priority and Progress on priority

Assessing timeline for activity and action Partners rated each objective as far as the timeline associated with their prioritization. Of all the objectives, 86% of them were rated at an average of either “actively working” or “working within the next 6 months”. Only 8 out of the 58 objectives were identified as “working in the next 12 – 18 months”. Again, this may reinforce that the entirely of the Plan, on average, is relevant and important to the region.

2020/2021 Priority & Relevance (quantitative scale) Definition of terms

Progress on priority (quantitative scale) Definition of terms

Current Priority / Still Relevant (5) Relevant and possible and will go forward Actively working (5) Current staff dedicated

Pause & Resume later (3)

Either not feasible now, or need to be paused to make emergent priorities

Planning action in next 6 months (4)

Included in organization strategy and action plans

Emerging Priority (5)

New or newly prioritized items that are on the table because of current conditions

Planning action in next 12 - 18 months (3)

Considered future work next year

Unknown Status / Approach (3) Either unclear or too much flux to decide Unknown (2)

Honor & Let Go (1) Conditions make these impossible N/A (1)

N/A (1)


Figure 2: Average response for timeline of actions by objective

Progress and Priority: For objectives rated high across all criteria: overall progress, current or emerging priority, and activity over the next 6 months, it may be clear that partners are capable of working on these without support or are already engaged in partnerships that lend to supportive and successful collaboration. Table 4 lists these objectives. For future exploration, this can be validated through regional stakeholder meetings to ensure that the analysis does confirm that partners are equipped at implementing these objectives.

Actively Working41%

Next 6 months45%

Next 12-18 months14%

Unknown0%

Prioritizing activity in next 18 months

Actively Working

Next 6 months

Next 12-18 months

Unknown


Table 4: Objectives that are rated higher than “moderate” and high priority and action within the next 12 months

Increasing Complete Communities: • Objective 1.1: Activate residents and business people in Southern Nevada Strong Regional Plan

implementation. • Objective 1.2: Develop housing and employment in mixed-use transit-oriented neighborhoods near

job centers, schools and other services. • Objective 2.1: Maintain an adequate supply of land with flexible zoning designations to meet the

anticipated housing demand. • Objective 3.3: Prioritize access to parks, trails, open space, recreational facilities, and opportunities

for physical exercise. • Objective 5.1: Promote sustainability in housing in the region to ensure a durable housing supply that

will reduce housing costs for homeowners and renters. • Objective 5.3: Support compact development and regulations that help the Southern Nevada Water

Authority achieve water conservation goals and encourage reduction in water consumption. • Objective 5.4: Increase water quality and decrease wastewater and dry weather urban runoff while

encouraging recycled water reuse strategies. • Objective 5.5: Promote energy efficiency to reduce regional and local energy demand.

Improve Economic Competitiveness and Education • Objective 1.1: Invest in and maintain infrastructure that meets the needs of a diversified economy. • Objective 1.2: Determine future needs for employment lands. • Objective 1.3: Foster the development of the healthcare and education sectors, locally serving sectors

that would enhance quality of life for residents to better integrate with existing land uses and create a better environment to attract new workers.

• Objective 2.1: Develop strategies and make targeted investments to encourage infill redevelopment and property rehabilitation.

• Objective 2.2: Develop and expand community-based economic development and reinvestment to support vibrant, transit-supported mixed-use districts throughout the Region.

• Objective 3.1: Determine the building and space needs of entrepreneurs and startups to embolden existing small businesses to participate in revitalization.

• Objective 4.1: Prioritize the school environment for children, encouraging development that better supports existing schools.

Building Capacity for Implementation • Objective 1.1: Activate residents and business people in Southern Nevada Strong Regional Plan

implementation. • Objective 1.2: Innovate and improve public-sector-led public engagement efforts • Objective 1.3: Ensure Southern Nevada remains a welcoming place for people from diverse

backgrounds, future generations and with varying degrees of mobility and independence. • Objective 3.1: Develop relationships with other regions to learn from their experience in regional plan

implementation. • Objective 4.2: Cultivate understanding and support among constituents and voters for the Regional

Plan. • Objective 5.1: Enhance efforts to pursue private and federal funding to increase competitiveness with

other states and regions.


High Priority: Table 5 and Table 6 show objectives that are identified as high priority or prioritizing in the next six months, without duplication of the objectives listed in Table 4. Upon review of the rating, these objectives both reinforce the findings from the partner meetings as well as identify shared priorities across the region.

Table 5: Objectives rated as Current or Emerging priorities for 2020 / 2021 (without objectives found in Table 1)

General issues area

Current & Emerging priorities for 2020/2021 Rated as high

Overall progress?

Invest in neighborhood

ICC Objective 1.1: Increase neighborhood engagement Yes

Housing ICC Objective 2.2: Develop housing to meet the needs of workers in future industry sectors

No

Housing ICC Objective 2.3: Consider the needs of residents with low mobility and/or disabilities

No

Housing ICC Objective 2.5: Educate and inform the population regarding housing choice, needs and rights

No

Health ICC Objective 3.2: Research emerging issues and develop partnerships to improve access to affordable and healthy food options.

No


ICC Objective 4.1: Increase safety of neighborhoods, parks and open spaces. No


IECE Objective 1.4: Integrate future land-use planning with existing and future transportation improvements.

Yes

Table 6: Objectives that are rated as “actively working” or “will work in next 6 months” (without objectives found in Table 1)

General Issue Area

“Actively working” or “will work on in next 6 months” Rated as “current” or “emerging”

priority

Housing ICC Objective 2.2: Develop housing to meet the needs of workers in future industry sectors

Yes

At a glance

The Southern Nevada Strong (SNS) Regional Plan identifies themes, goals, objectives, strategies:

Investing in Complete Communities (ICC) – 5 goals, 23 objectives, 118 strategies

Improve Economic Competitiveness and Education (IECE) – 5 goals, 9 objectives, 46 strategies

Increase Transportation Choice (ITC) – 3 goals, 9 objectives, 55 strategies


Housing ICC Objective 2.3: Consider the needs of residents with low mobility and/or disabilities

Yes

Housing ICC Objective 2.5: Educate and inform the population regarding housing choice, needs and rights

Yes

Health ICC Objective 3.2: Research emerging issues and develop partnerships to improve access to affordable and healthy food options.

Yes

Environment ICC Objective 5.7: Develop guidelines for the preservation of view corridors, and protection and restoration of natural resources.

No

Transportation

ITC Objective 1.1: Work with the Regional Transportation Commission and other partners to develop a comprehensive transit master plan, which focuses on enhanced services that supplement existing routes.

no


ITC Objective 1.4: Integrate future land-use planning with existing and future transportation improvements.

Yes

Transportation ITC Objective 2.1: Implement policies and design concepts that encourage safety and ease of movement for pedestrians and cyclists.

No

Education BCI Objective 1.4: Build understanding, expertise and leadership in community development.

No

Education BCI Objective 2.1: Identify great regional planning mentors. No

Looking at this list, a few observations can be made:

1. Topics reinforce the current activities and priorities that were found in partner interviews a. Affordable housing b. Environmental sustainability c. Transit investment d. Regional collaboration

2. The region is still building on the innovative work of the SNS Regional Plan by continuing to work on improving the built environment to increase access for all residents to vital services and improve quality of life

3. The region is working on developing tools to incentivize or catalyze development that may be different than the existing suburban communities

4. Regional Planning team can further research these objectives that are rated as high priority, but not rated as overall high progress (highlighted yellow in Table 5). The team could consult with regional partners to look at what actions are being taken, what influences have made this a priority, who is responsible, what are the barriers, and (based on success of other high overall progress objectives) if there is a regional entity that can facilitate or lead this work.

5. Regional Planning team can further research the objectives that are rated as active and high priority (highlighted yellow in Table 6). The team could consult with regional partners to look at where collaboration may be efficient and beneficial and what tools or technical assistance could support this work


Objectives to reevaluate Upon review of all the objectives and their ratings for 2021 priority, no objectives were rated as “unknown” or “honor and let go” priority while also being identified as a committed action in 2021. Also, no objectives were rated as a current priority but an unknown timeline. Thus, on average, partners are in agreement as far as shared priorities and shared action, with little contradiction with each other.

Within 2021 priority rating, every objective was rated as an emerging, current, paused, or unknown, except for five objectives, which were rated at “honor and let go”. Upon further analysis, these were individually selected by partners that may not see the objectives as relevant to their jurisdiction rather than being unwilling to commit to the objective itself. As such, this rating did not uncover any conclusions that are relevant to the region, its priorities, or opportunities.

However, of these five objectives, three of them were also were identified by other partners as “unknown” or “pause and resume later” for 2021:

• ICC Objective 4.4: Prioritize the cleanup and reuse of brownfield and grayfield sites. • ITC Objective 3.3: Reduce transportation-related emissions of ozone and carbon monoxide. • BCI Objective 2.5: Work with State legislators and UNLV to heighten the role of planning and

communicate the benefits of working regionally.

Again, for activities related to transportation-related emissions, various levels of government are involved which local agencies may not be pertinent to.

The first of these objectives was also identified as “low overall progress”, which could further confirm the findings discussed in that section above. Future evaluation on these objectives is necessary to understand their relevance or fit.


APPENDIX:

Appendix Table 1: Table of SNS Steering Committee members, interviews and responses

Partner Agency Stakeholder Meeting

Survey response submitted

Objectives assigned as

Lead in Implementation

Matrix

Objectives assigned as Support in

Implementation Matrix

Boulder City Yes Yes 42 40

City of Henderson Yes Yes 42 40

City of Las Vegas Yes Yes 42 40

City of North Las Vegas Yes Yes 42 40

Clark County Yes Yes 42 40

Clark County School District (Education and Research Partner)

Yes No 4 27

Conservation District of Southern Nevada Yes No 0 5

Federal Reserve Bank of SF (Federal Agency) Yes No 2 28

Las Vegas Global Economic Alliance Yes No 5 14

Las Vegas Metropolitan Police Department Yes No 0 1

Nevada Department of Transportation (State Agency)

Yes No 6 23

Regional Transportation Commission of Southern Nevada

Yes Yes 24 31

Southern Nevada Health District Yes Yes 2 3

Southern Nevada Regional Housing Authority Yes No 0 5

Southern Nevada Strong Administration Team N/A Yes 6 0

Southern Nevada Regional Planning Coalition Yes No 5 8

Southern Nevada Water Authority (Other Regional Agency)

Yes Yes 2 1

United Way of Southern Nevada (Nonprofit and Community Organization)

Yes Yes 5 42

UNLV (Education and Research Partner) Yes No

Urban Lands Institute (Private Sector and Professional Associations)

Yes No 0 25


Appendix Table 2: Spreadsheet survey

Organization Name

Type of Organization (Select the type of organization you represent from this drop-down list)

Names (People completing this survey)

Southern Nevada Strong Plan Objectives and Strategies For Your Organization Type

Total Objectives for response / Responsed Completed (note: due to duplication of lead and support, these # may differ from the table

to the left) Lead Supporting Total Completed

Invest in Complete Communities (ICC)

Objectives 0 17 17 0 Implementing Strategies 0 57

Improve Economic Competitiveness and Education (IECE)


Increase Transportation Choice (ITC)


Building Capacity for Implementation (BCI)

Objectives 0 1 1 0 Implementing Strategies 0 2 TOTAL 26 0


INSTRUCTIONS FOR FILLING OUT THE SPREADSHEET

1. On the “Summary” tab, select your agency or industry from the drop down menu in the green box (cell 4C)

2. Type your name (cell C6) and the name of your organization (cell C2)

3. The table below (cell C8) will be populated with the number of objectives and strategies your agency/type of organization is assigned the lead or support role

4. The table to the right of that (cell G8) will count the number of objectives on corresponding tabs for you to respond to; these counts will update after you post your response

5. On each tab (ICC, IECE, ITC, BCI) objectives will be highlighted orange to signal for you to fill the response, cells will be white for you to select an option from the drop down menu. If an objective remains blue and the cells under it remain grey, your agency/organization has not been identified as responsible

6. For each objective that is highlighted orange, select from the drop down menu for each response in column E, F and G, for definitions and terms, see the “Definitions key” tab.

7. Once a selection has been made, each cell will turn green. Once all three cells in the row have been recorded a response, the objective will highlight green

8. We have formatted this so you only have to respond to each objective (rather than each strategy underneath the objective); if you have comments or notes on any strategy, column H is available for text


SOUTHERN NEVADA

AGENDA ITEM


SUBJECT: REGIONAL PARTNER UPDATES PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE DISCUSS CURRENT WORK ACTIVITIES AND PRIORITIES RELATED TO IMPLEMENTATION OF THE REGIONAL PLAN GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None BACKGROUND: Collaboration and coordination are critical to the implementation of the Southern Nevada Strong (SNS) Regional Plan. Regional partners may share recent work activities, challenges, and opportunities related to implementation of the SNS Regional Plan. Respectfully submitted, DAVID SWALLOW Deputy Chief Executive Officer SNS Item #7

January 28, 2021

rl Non-Consent


for

REGIONAL TRANSPORTATION COMMISSION

OF SOUTHERN NEVADA

AGENDA ITEM


SUBJECT: SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA ITEMS PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION) GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES

FISCAL IMPACT: None by this action BACKGROUND:

The Regional Transportation Commission of Southern Nevada (RTC), as core administrator of the Southern Nevada Strong (SNS) Regional Plan, seeks guidance from the SNS Steering Committee on future agenda items. Staff desires to keep meetings of the SNS Steering Committee engaging and informational and would like direction on future agenda items, which would further advance the implementation of the Regional Plan. Respectfully submitted, DAVID SWALLOW Deputy Chief Executive Officer SNS Item #8

January 28, 2021

rl Non-Consent


for


SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [X]

SUBJECT: CITIZENS PARTICIPATION PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER:

THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY

AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES FISCAL IMPACT: None BACKGROUND: In accordance with State of Nevada Open Meeting Law, the Regional Transportation Commission of Southern Nevada (RTC) Southern Nevada Strong Steering Committee (Committee) shall invite interested persons to make comments. For the initial Citizens Participation, the public should address items on the current agenda. For the final Citizens Participation, interested persons may make comments on matters within the Committee’s jurisdiction, but not necessarily on the current agenda. No action can be taken on any matter discussed under this item, although the Committee can direct that it be placed on a future agenda. Respectfully submitted, ____________________________ DAVID SWALLOW Deputy Chief Executive Officer SNS Item #9

January 28, 2021 mld Non-Consent


for

regional transportation commission of southern nevada ... - RTC

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