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Goals & Strategies for Advancing Our Brookings Mountain West Publications Publications (BMW) 9-2010 Envisioning Nevada’s future: Goals & strategies for advancing our quality of life Nevada Vision Stakeholder Group Moody’s Analytics Follow this and additional works at: https://digitalscholarship.unlv.edu/brookings_pubs Part of the Business Commons, Economic Policy Commons, Economics Commons, Education Commons, Education Policy Commons, Energy Policy Commons, Environmental Policy Commons, Health Policy Commons, Infrastructure Commons, Political Science Commons, Public Health Commons, Sociology Commons, and the Transportation Commons Repository Citation Nevada Vision Stakeholder Group, Moody’s Analytics (2010). Envisioning Nevada’s future: Goals & strategies for advancing our quality of life. Available at: https://digitalscholarship.unlv.edu/brookings_pubs/14 This Report is protected by copyright and/or related rights. It has been brought to you by Digital Scholarship@UNLV with permission from the rights-holder(s). You are free to use this Report in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s) directly, unless additional rights are indicated by a Creative Commons license in the record and/ or on the work itself. This Report has been accepted for inclusion in Brookings Mountain West Publications by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact [email protected]. Envisioning Nevada’s Future Goals & Strategies for Advancing Our Quality of Life PRepARED FOR THE NEVADA VISION STAKEHOLDER GROUP BY MOODY’S AnALYTICS September 2010 NEVADA VISION STAKEHOLDER GROUP �� Vision Statement A Vision for Nevada and Its Citizens The people of Nevada enjoy a magnificent natural landscape and caring, inviting communities. We are diverse, independent, optimistic, entrepreneurial, and determined to succeed. Every Nevadan receives encouragement and the opportunity to attain the highest level of educational excellence. Nevadans of all ages—from children to seniors—are able to meet their needs for food, shelter, health, and culture and to enjoy the state’s recreational resources. We are safe and connected— through communications and transportation—to our communities and the rest of the world. Our public policy and business climate provide the economic foundation for our overall quality of life and: » Encourage innovation and broad-based economic resiliency and vitality; » Leverage our unique market strengths; » Attract investment and talent; and » Balance sustainable growth with responsible use and conservation of our natural assets. Our governance is efficient, effective, inclusive, and accountable. We monitor results and demonstrate measurable progress. We respect each other's points of view. “Home” means Nevada, “Home” means the hills, “Home” means the sage and the pines. Out by the Truckee’s silvery rills. Out where the sun always shines. There is a land that l love the best, Fairer than all I can see. Right in the heart of the golden west “Home” means Nevada to me. In 1933, the Legislature adopted “Home Means Nevada” as the official state song. Mrs. Bertha Raffetto of Reno wrote the song to honor the state. NEVADA VISION STAKEHOLDER GROUP �� Members Nevada Vision Stakeholder Group Members Robert E. Lang, Ph.D., Brookings Mountain West and Department of Sociology, University of Nevada, Las Vegas (nonvoting), Chair Peter C. Bernhard, Cleveland Clinic Nevada Doug Busselman, Nevada Farm Bureau Federation René Cantú, Jr., Ph.D., Latin Chamber of Commerce Community Foundation Douglas D. Dirks, Employers Holdings, Inc. Paul Dugan, Washoe County School District, retired Alan Feldman, MGM Resorts International Marsha Irvin, Andre Agassi College Preparatory Academy Boyd Martin, Boyd Martin Construction and Associated General Contractors, Las Vegas Chapter Thomas A. Perrigo, AICP, City of Las Vegas Robert Lee Potter, American Federation of State, County, and Municipal Employees Terry J. Reynolds, The Reynolds Company Susan Rhodes, LASW, National Association of Social Workers, Nevada Chapter Brian Rippet, Nevada State Education Association, Middle School teacher, Zypher Cove Katy Simon, Washoe County Keith Smith, Boyd Gaming Corporation Donald D. Snyder, The Smith Center for the Performing Arts Denise Tanata Ashby, Nevada Institute for Children’s Research and Policy, University of Nevada, Las Vegas Cedric D. Williams, North Las Vegas Fire Department Sylvia Young, FACHE, Sunrise Hospital and Medical Center Alternate Members Janelle Kraft Pearce, Las Vegas Metropolitan Police Department, retired John Packham, Ph.D., University of Nevada School of Medicine Devin Reiss, Realty 500 Reiss Corporation and Nevada Association of Realtors Jacob L. Snow, Regional Transportation Commission of Southern Nevada Contents EXECUTIVE SUMMARY: Facing the future PAGE 1 ECONOMY PAGE 13 ENERGY & environment PAGE 24 TRANSPORTATION PAGE 34 EDUCATION PAGE 44 Health & Well-being PAGE 60 PUBLIC SAFETY PAGE 79 APPENDIX PAGE 90 ENERGY & HeALTH & ECONOMY ENVIROnmenT TRANSPORTATION EDUCATION WELL-BEIng PUBLIC SAfeTY NEVADA VISION STAKEHOLDER GROUP / MOODY’S ANALYTICS SEPTEMBER 2010 EXECUTIVE SUMMARY �� Facing the Future Facing the Future evada’s severe downturn has brought to light many of the long-term challenges facing the state. Not only is its economy subject to painful swings, but Nevada’s primary drivers— consumer services (primarily Ngaming, hospitality and housing) and resource extraction—will provide less support than they have in past business cycles. Less economic vitality will make it harder to offer Nevadans the quality of life they expect. The importance of the economy to quality of life is equally clear—quality of life is a hollow promise without a healthy and supportive economy. Similarly, a proper fiscal structure—both in terms of spending and revenues—is critical to delivering on a quality of life promise. Nevada’s consumer and hospitality industries will feel downward pressure on their revenues as aging baby boomers scramble to make up for low lifetime savings. The state’s gaming industry faces new competition across the U.S. and abroad. And in rural Nevada, the growth of primary resource industries will be modest, since commodity prices (other than for gold) are not expected to return to their recent peaks for several years. The state’s long-term growth is still expected to exceed the national average. Nevada’s relative cost advantages, its hospitable culture, and its vast natural beauty will continue to attract migrants, mitigating shifts in demand for its core industries. Yet population gains, while still significant, will not match the trend of the last 30 years. Residential, retail and hotel construction will therefore no longer be a primary driver of regional growth. Nevada’s slowing growth potential is troubling because, even during the state’s boom years, many of its residents’ needs were not being met. For example, a wide range of educational yardsticks suggests Nevada could do a better job of teaching its children and training its workers. Tight state and local budgets notwithstanding, now is the time to make the structural changes and investments Nevada needs, lest its obstacles become insurmountable in the years ahead. While Nevada’s challenges were put into sharper focus by the recession, these issues have been known and discussed for many years. State and private agencies have developed numerous strategic plans, with the goal of providing public services more efficiently. There have also been numerous studies related to the state’s economic structure, but little has been done to act on their findings. It is time for us to address the issues directly, to act on them and to achieve meaningful progress in the six focus areas detailed in this report. It should also be recognized that there is interdependence and crossover among the six focus areas. SEPTEMBER 2010 NEVADA VISION STAKEHOLDER GROUP / MOODY’S ANALYTICS 1 EXECUTIVE SUMMARY �� Facing the Future Stakeholders larly true within the NVSG because of the Coast to support its transportation and lo- diverse interests and viewpoints represented. gistics industries. In accordance with State of Nevada Sen- The group’s overall vision for Nevada revolves Complementing the goal of diversi- ate Concurrent Resolution No. 37 of the 2009 around a “triple bottom line” principle of fication is a modern, well-maintained Legislative Session, the Interim Finance Com- economic development, environmental sus- transpor tation system that will in- mittee’s Subcommittee to Conduct a Review of tainability, and equitable opportunity for the crease the connectedness of communi- Nevada’s Revenue Structure appointed the Ne- citizens of Nevada. Economic development is ties throughout the state and strengthen vada Vision Stakeholder Group. The group was the bedrock of progress and the reason living Nevada’s links with the Intermountain created to assist in developing five-, 10-, and standards continue to rise. Environmental West. New industries must also be devel- 20-year strategic plans for improving Nevada’s sustainability captures the commitment to oped in conjunction with suitable water quality of life. Facilitated by Moody’s Analytics, responsibly and efficiently manage the state’s conservation practices. the group’s primary task was to look broadly at natural resources. Equity embodies a pledge Diversity will add well-paying jobs in the most important goals for Nevada’s future to
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