SOUTHERN NEVADA STRONG STEERING COMMITTEE 1:00 P.M ...sns.rtcsnv.com/wp-content/uploads/2017/02/SNS-2016-01-28-2.pdf · 1/28/2016 · SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA

SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA – JANUARY 28, 2016

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NOTICE AND AGENDA OF

PUBLIC MEETING

SOUTHERN NEVADA STRONG

STEERING COMMITTEE

1:00 P.M. JANUARY 28, 2016

RTC/RFCD ADMINISTRATION BUILDING

600 S. GRAND CENTRAL PARKWAY

ROOM 108

LAS VEGAS, NV 89106

(702) 676-1500

This agenda with full backup is available at the Regional Transportation Commission Administration Building, 600 S. Grand Central Parkway,

Las Vegas, Nevada; the Regional Transportation Commission’s website, http://www.rtcsnv.com; or by contacting Marin DuBois at

(702) 676-1836.

THIS MEETING HAS BEEN PROPERLY NOTICED AND POSTED IN THE FOLLOWING LOCATIONS:

Clark County Government Center 500 S. Grand Central Pkwy. Las Vegas, NV 89155

City of Henderson Office of the City Clerk 240 Water Street Henderson, NV 89015

CC Regional Justice Center 200 Lewis Ave. Las Vegas, NV 89155

RTC 600 S. Grand Central Pkwy. Las Vegas, NV 89106

RTC Website www.rtcsnv.com

BY: ________________________________________________________

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http://www.rtcsnv.com/

SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA – JANUARY 28, 2016

Page 2 of 2

Items 2 through 6 are items for possible action. Items 1 and 7 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 November 19, 2015 (FOR POSSIBLE ACTION)

3. DISCUSS THE SOUTHERN NEVADA STRONG PUBLIC ENGAGEMENT PLAN (FOR

POSSIBLE ACTION)

4. DISCUSS ADDING ADDITIONAL COMMITTEE MEMBERS (FOR POSSIBLE ACTION)

5. DISCUSS STRATEGIES TO ADVANCE IMPLEMENTATION OF THE MARYLAND PARKWAY OPPORTUNITY SITE REPORT (FOR POSSIBLE ACTION)

6. DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION)

7. CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION

During the initial Citizens Participation, any citizen in the audience may address the Committee on an item featured on the agenda. During the final Citizens Participation, any citizens in the audience may address the Committee on matters within the 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 Committee can direct that the matter be placed on a future agenda. Each citizen must be recognized by the Chair. The citizen is then asked to approach the microphone at the podium, to state his or her name, and to spell the last name for the record. The Chair may limit remarks to three minutes’ duration, if such remarks are disruptive to the meeting or not within the Committee’s jurisdiction. 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.

The Regional Transportation Commission of Southern Nevada Meeting Room and

Conference Room are accessible to the disabled. Assistive listening devices are

available for the hearing impaired. A sign language interpreter for the deaf will be

made available with a forty-eight hour advance request to the Regional Transportation

Commission of Southern Nevada offices. Phone: (702) 676-1500 TDD (702) 676-1834

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

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REGIONAL TRANSPORTATION COMMISSION

OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [ X ] SUBJECT: CITIZENS PARTICIPATION PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

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, ____________________________ RAYMOND HESS Director of Planning Services Non-Consent mld

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SNS Item #1 January 28, 2016

MINUTES

SOUTHERN NEVADA STRONG STEERING COMMITTEE

REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA

NOVEMBER 19, 2015 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.

THIS MEETING WAS PROPERLY NOTICED AND POSTED

IN THE FOLLOWING LOCATIONS ON NOVEMBER 12, 2015

Clark County Government Center City of Henderson CC Regional Justice Center RTC RTC website 500 S. Grand Central Pkwy. Office of the City Clerk 200 Lewis Ave. 600 S. Grand Central Pkwy. www.rtcsnv.com

Las Vegas, NV 89155 240 Water Street Las Vegas, NV 89155 Las Vegas, NV 89106

Henderson, NV 89015

CALL TO ORDER

Debra March, Chair, Regional Transportation Commission of Southern Nevada, called the meeting to

order at 1:05 p.m. in Meeting Room 108 of the Regional Transportation Commission Administration

Building.

MEMBERS PRESENT:

Debra March, Chair, Regional Transportation Commission of Southern Nevada

Chris Giunchigliani, Vice-Chair, Southern Nevada Regional Planning Coalition

Nancy Amundsen, Clark County (Alternate)

LaTrece Coleman-Stone, Southern Nevada Housing Authority (Alternate)

Daniel Fazekas, City of Henderson (Alternate)

Shawn Gerstenberger, University of Nevada, Las Vegas

Ryann Juden, City of North Las Vegas

Doa Meade, Southern Nevada Water Authority (Alternate)

Orlando Sanchez, City of Las Vegas (Alternate)

Craig Stevens, Clark County School District (Alternate)

Deb Williams, Southern Nevada Health District (Alternate)

MEMBERS ABSENT:

David Fraser, City of Boulder City

Kenneth MacDonald, Conservation District of Southern Nevada

RTC STAFF:

Fred Ohene, Deputy General Manager

David Swallow, Senior Director of Engineering and Technology

Angela Castro, Senior Director of Government Affairs, Media Relations and Marketing

Raymond Hess, Director of Planning Services

Sue Christiansen, Manager of Government Affairs, Media Relations and Marketing

Catherine Lu, Media and Marketing Supervisor

Monika Bertaki, Public Affairs Administrator

Marin DuBois, Management Analyst

INTERESTED PARTIES

Miles Dickson, The JABarrett Company

Jacob Snow, The JABarrett Company

Eric King, Conservation District of Southern Nevada

Lynn Purdue, PMA

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Minutes – Southern Nevada Strong Steering Committee

Meeting of November 19, 2015 Page 2 of 8

Item:


Comments:

No comments were made.

Motion: No motion was necessary.

Vote/Summary: No vote was taken.

Item:

2. APPROVAL OF MINUTES: Meeting of October 29, 2015 (FOR POSSIBLE ACTION)

Comments:

Ms. Deb Williams, Southern Nevada Health District (SNHD), requested changes to the October 29, 2015

meeting minutes. She clarified that renovation was occurring at the SNHD Decatur Boulevard location,

the Henderson location would be downsized and the North Las Vegas location was still being determined.

Motion: Ms. Chris Giunchigliani, Southern Nevada Regional Planning Coalition, made a motion to approve the

minutes with the changes as requested.

Vote/Summary: 11 Ayes. 0 Nays. The motion carried.

Item:

3. REVIEW AND APPROVE THE SOUTHERN NEVADA STRONG COMMUNICATIONS AND

MESSAGING PLAN (FOR POSSIBLE ACTION)

Comments:

Following a detailed PowerPoint presentation [attached], Ms. Monika Bertaki, Public Affairs

Administrator for the Regional Transportation Commission of Southern Nevada (RTC), provided the

following overview of the Southern Nevada Strong (SNS) Communications and Messaging Plan:

Ms. Bertaki described SNS as a collaborative effort that established the region’s first federally recognized

Regional Plan. This, she explained, makes Southern Nevada more competitive for public and private

grant resources and it will be important to highlight the successes of regional and community partners.

Mr. Bertaki commended the City of Henderson for the work it had done in gathering support and input

from the community. She emphasized the importance of building on the momentum created by the City

of Henderson through raising awareness and understanding of SNS through simplified, effective and

consistent communications and encouraging community groups to be involved and participate in SNS

initiatives.

Ms. Bertaki explained the Plan was divided into six target audiences that included elected officials,

regional partners, the business community, nonprofit and philanthropic foundations, media and the

general public. Elected officials, she continued to explain, would be educated on the benefits of SNS and

encouraging their staff to take ownership of the process. Ms. Bertaki described the methods to

successfully deliver the SNS message to government officials, which included quarterly newsletters to

showcase the success of regional partners, posters in city and county buildings as a reminder of what it

takes to better the community, proclaiming a SNS day or week in local jurisdictions, and presenting

annual reports to each of the partners’ boards to provide an update on the progresses made.

In regards to the regional partners, Ms. Bertaki said it was important to reinforce the value of




implementing the Regional Plan. She stated that part of the success involves sharing the regional

partners’ progress. She noted that RTC Board of Commissioners (Board) meetings were a good

opportunity to share those successes. Ms. Bertaki announced that the RTC would continue to host Lunch

and Learn sessions with other regional planning leaders, such as the Maricopa Association of

Governments and the Wasatch Front Regional Council. Additionally, she continued, RTC staff will

continue to meet with Committee members and their staff. Lastly, she said an annual summit for the

regional partners and community groups will be organized to share successes.

Ms. Bertaki remarked that the business community was a new audience to reach out to as the majority of

earlier outreach had been directed to public agencies. She explained that the business community would

be engaged and educated through technical training seminars. Additionally, nonprofit organizations

would be approached the same way as the business community.

The general public, Ms. Bertaki said, represented a large part of the regional partnership. She emphasized

the importance of involving traditionally underrepresented communities in the outreach. She explained

that some of the outreach to the general public would include advertising on busses and bus stop shelters,

links to current events that include groundbreakings and grand openings, information on the website and

social media campaigns. Ms. Bertaki noted that the SNS website was being redesigned to include more

interactive features and an area for regional partners to upload documents and update their information

directly on the website. Finally, she mentioned a helpful way to reach the general public was through

mainstream media.

Dr. Shawn Gerstenberger, University of Nevada, Las Vegas, asked if there was a package of information

that the regional partners could use and disseminate via their own websites. Ms. Bertaki replied

affirmatively.

Chair Debra March, RTC, said there are important messages to be shared to elevate awareness. She also

said that Henderson drove this process but there are issues that are far more complex in urban areas that

possibly are not dealt with in suburban areas and it is important to elevate those conversations as it

impacts everyone.

Vice-Chair Chris Giunchigliani, Southern Nevada Regional Planning Coalition, suggested presenting to

the board of nonprofit directors.

Mr. Raymond Hess, Director of Planning Services for the RTC, added that this would be an evolving

document that could be added to.

Motion: Mr. Orlando Sanchez, City of Las Vegas, made a motion to approve the Southern Nevada Strong

Communications and Messaging Plan.

Vote/Summary: 11 Ayes. 0 Nays. The motion carried.

Item:

4. DISCUSS ADDING ADDITIONAL COMMITTEE MEMBERS (FOR POSSIBLE ACTION)

Comments:

Mr. Raymond Hess, Director of Planning Services for the Regional Transportation Commission of

Southern Nevada (RTC), noted that an item on the agenda of the October 29, 2015 meeting of the

Southern Nevada Strong (SNS) Steering Committee (Committee) was to consider additional organizations

for membership on the Committee. He explained that a crucial aspect of implementing SNS was for the




Committee to include engaged members who would move SNS forward. Mr. Hess then provided an

overview of previously suggested organizations for the Committee saying the list was for members to

consider and discuss. He reminded the members that it would best serve the Committee to remain a

reasonable size to maximize productivity.

Vice-Chair Chris Giunchigliani, Southern Nevada Regional Planning Coalition, felt a Committee of 25

members might be too large. She suggested having one member represent an industry on behalf of

several organizations, such as an individual to represent nonprofit organizations as a whole and not one

member from each nonprofit.

** Ryann Juden stepped away at 1:26 p.m.

Chair Debra March, RTC, said that identifying the strengths of each group may be a way to refine the list

of potential members. She recommended membership include fewer than 25 members and represent a

diverse cross section of the community.

** Ryann Juden returned at 1:31 p.m.

Mr. Hess said that this item would be included on the next meeting’s agenda to collect additional

suggestions. He also noted proposed member information would be included with the agenda for

members to review.



Item:

5. DISCUSS HOW TO MEASURE THE SUCCESS OF SOUTHERN NEVADA STRONG PLAN

IMPLEMENTATION (FOR POSSIBLE ACTION)

Comments:

Following a detailed PowerPoint presentation [attached], Mr. Miles Dickson, The JABarrett Company,

provided the following report:

Mr. Dickson explained that in preparing this item, staff reviewed the Southern Nevada Strong (SNS)

Regional Plan and examined what other regional and national peers had done. He said the Regional

Transportation Commission of Southern Nevada (RTC) looked for ways that SNS could track work in

progress and the completion of implementation tasks, measure positive outcome and report and highlight

activities and progress. He explained a comprehensive Implementation Matrix was developed alongside

the Regional Plan and served as a roadmap for near-term and long-term implementation activities. The

matrix, he continued to explain, lays out over 300 strategies that would lead to full implementation of the

Regional Plan and was being converted into a database format that could be sorted by factor and updated

regularly. Mr. Dickson said the implementation matrix identified the lead and support organizations

responsible for implementation of each strategy; estimated fiscal impact of implementing each strategy;

and the timeframe for implementation of each strategy.

Mr. Dickson said that while the implementation matrix would allow staff to monitor the tasks, a need

exists to demonstrate that the implementation has the desired positive outcome. He expounded that the

RTC wanted to demonstrate that there is actual improvement in economic competitiveness and education,

investing in complete communities and increasing transportation choice. In order to accomplish this, Mr.




Dickson stated that a set of guidelines was created that focus on outcome rather than task. He explained

that the Indicators Dashboard was created using national data to track outcomes, and an additional list was

created with supplemental outcomes. Mr. Dickson noted the Indicators Dashboard was a good starting

point to track outcomes and would be used as the basis for performance measurements. To further

enhance performance measurement, he said the RTC was exploring modifications to identify performance

measurements for housing affordability and choice and measurements that would demonstrate progress in

the near-term. Additionally, Mr. Dickson continued, two important opportunities to track and report

progress included developing a simple dashboard that demonstrates progress on the four opportunity sites

and have the 13 original Regional Partners identify simple measurements that could highlight leadership

in implementation.

Mr. Dickson said staff had been working on a robust public engagement plan in addition to the

communications plan, and both public engagement and communications would be used to push

information on implementation progress to the regional partners, stake holders, elected officials and the

general public. He commented that the real work would be in collecting, analyzing and publishing the

data in a way that would be informative and useful. He explained that staff would work with the regional

partners to determine what data was available, how it could be activated and how it could be best shared

with the public.

Chair Debra March, RTC, suggested the SNS Steering Committee (Committee) members identify

information they would like to see included. She asked if any mapping would be done, for example a

Geographic Information System (GIS) overlay to see where some of the activities occurred. Mr. Dickson

said the team had been working extensively with other organizations to see what they did in terms of

mapping. He stated it would be a valuable way to share some of the data, but as far as the implementation

matrix, the RTC were looking at a single page where people could look to see how the Regional Plan

affects their specific neighborhood.

Ms. Deb Williams, Southern Nevada Health District (SNHD), referred to the concept called Health in All

Policies, which links potential health outcomes to policies, regardless of the policy type. She noted that

Mr. Raymond Hess, Director of Planning Services for the RTC, was assisting with the SNHD’s

Community Health Improvement Plan. Ms. Williams said they were working with organizations to align

their strategies with the Community Health Improvement Plan. She added that she would like to see how

the Community Health Improvement Plan crosswalks with the Regional Plan. Mr. Dickson responded

that the Regional Plan asks all regional partners to determine how they align with others. He said a subset

of that was how data gets shared and making sure that everyone communicates and reports the same

information types.

Vice-Chair Chris Giunchigliani, Southern Nevada Regional Planning Coalition, requested that strong

technical opportunities be made available for employment as well as small businesses.

Mr. Shawn Gerstenberger, University of Nevada, Las Vegas, asked that data be collected in a consistent

manner. He elaborated that some data gets collected sporadically or each jurisdiction collects a different

way. He preferred to see a few solid metrics versus a variety that lack substance or quality.

** Doa Meade left at 1:52 p.m.






Item:

6. REVIEW THE PROPOSED CHANGES TO THE POLICIES AND PROCEDURES AS THEY

RELATE TO THE SOUTHERN NEVADA STRONG STEERING COMMITTEE (FOR

POSSIBLE ACTION)

Comments:

Mr. Raymond Hess, Director of Planning services for the Regional Transportation Commission of

Southern Nevada (RTC), said the RTC had approved and published Policies and Procedures with the

intent to be guidelines for fair administration of projects under the its jurisdiction. He stated that the

Southern Nevada Strong (SNS) Steering Committee (Committee) approved a project charter that would

be reflected in the Policies and Procedures. Mr. Hess recommended taking no action until the

membership and alternates of the Committee had been solidified to avoid presenting the action to the

RTC Board of Commissioners more than once.

Vice-Chair Chris Giunchigliani, Southern Nevada Regional Planning Coalition, asked if the intent of

having an alternate to the member was to have someone who could speak and be active on the Committee

or would every member have an alternate. She voiced her concern that at every meeting there could be

different people representing a regional partner and it could be detrimental to the progress of the

Committee. She suggested that there could be alternates at-large to make quorum rather than every

member having an alternate.

Mr. Hess said that when the original invitations were issued, they went to upper level management

recognizing that person may not be the most appropriate person to attend, but felt it was most appropriate

for that person to determine who would sit on the Committee.



Item:

7. REVIEW THE PROPOSED 2016 MEETING SCHEDULE AND PROVIDE DIRECTION TO

STAFF (FOR POSSIBLE ACTION)

Comments:

Mr. Raymond Hess, Director of Planning Services for the Regional Transportation Commission of

Southern Nevada (RTC), said staff required direction for when to hold the quarterly meetings of the

Southern Nevada Strong (SNS) Steering Committee (Committee) and if the fourth Thursday of the month

would work best. He directed the members to refer to the proposed schedules included in the agenda

backup.

Vice-Chair Chris Giunchigliani, Southern Nevada Regional Planning Coalition, recommended following

the schedule beginning in January 2016. Chair Debra March, RTC, asked if the Committee would

continue to meet at 1:00 p.m. Mr. Hess replied affirmatively.

Mr. Hess confirmed the meetings would be held in January, April, July and October 2016 per the

proposed schedule.

** Chris Giunchigliani left at 2:02 p.m.






Item:

8. DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION)

Comments:

Chair Debra March, Regional Transportation Commission of Southern Nevada (RTC), explained the item

was to discuss agenda items for future meetings of the Southern Nevada Strong (SNS) Steering

Committee (Committee). She noted that a previous recommendation was to present project areas for in-

depth discussion.

Ms. Nancy Amundsen, Clark County, suggested the Maryland Parkway Opportunity Site for the initial

presentation. Mr. Raymond Hess, Director of Planning Services for the RTC, concurred with Ms.

Amundsen.

Mr. Orlando Sanchez, City of Las Vegas, proposed the Medical District for presentation. Chair March

said that the Medical District would be appropriate for the second meeting.

Ms. Amundsen mentioned involving children in SNS as a subgroup for their input. She declared children

are the future and would be carrying SNS on and it could be beneficial to include them now. She said

there key components of the community had not been heard from, such as the youth, and it would be

difficult to keep the momentum going if the next generation was not involved. Chair March noted that the

18 to 25 age group traditionally has a low engagement and low voter turnout, and maybe this group

should be invited to the meetings or asked to serve on a committee to steer where the community goes in

the future. Chair March suggested investigating how to engage that population.

Mr. Sanchez recommended highlighting how the cities and county work together to improve housing or

other issues. He noted that it might be the first time the people in attendance hear about that cooperation.

Chair March concurred emphasizing that the regional partners could highlight how entities work together

to resolve issues and showcase work occurring regionally in the presentations.

Chair March asked if there would be a benefit to posting the presentation portion of the meetings on

public television so people can see what occurring in Southern Nevada. Ms. Amundsen said she would

talk to her public information officer.



Item:


Comments:

No comments were made.






ADJOURNMENT

The meeting adjourned at 2:14 p.m.

Respectfully submitted,

__________________________________

Marin DuBois, Recording Secretary

__________________________________

Cynthia Holman, Transcription Secretary


1

Strategic Communications Plan

Overview

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SNS Item #3 November 19, 2015 Presentation

2

Objectives

AWARENESS!

Target Audience

Nonprofit and Philanthropic Foundations

Media


General Public

Elected Officials

Regional Partners

Business Community


Media

General Public

3

Elected Officials

Newsletters

Posters

Proclamation

Board Presentations

Regional Partners

RTC Board Meetings

Lunch & Learns

One-on-One Meetings

Annual Summit

4

Business Community and Industry Associations

Presentations

Technical Training Seminars

Nonprofit organizations and philanthropic foundations

Presentations

Technical Training Seminars

5

General public

Transit Advertising

Link to Current Events

Website

Social Media Campaign

Mainstream and ethnic media: print, online, broadcast and social media

Spokespeople

Press Releases

6

Spreading the Message

southernnevadastrong.org

CONNECT WITH US!

Measuring the Success of Southern

Nevada Strong Regional Plan

Implementation

Measuring Our Success

How can we be clear and accountable?

1. Tracking implementation tasks

2. Measuring positive outcomes

3. Reporting and highlighting our

activities and progress

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SNS Item #5 November 19, 2015 Presentation

Tracking Implementation Tasks

Implementation Matrix

• Goals - big overarching ideas, changes, or

practices that are essential to realize the community’s vision.

• Objectives - specific, measurable goals that

guide how the Plan is implemented in a way that will achieve the vision.

• Strategies - steps needed to achieve the objectives.

Measuring Positive Outcomes

Performance Measurements

Regional Plan Suggestions:

• Indicators Dashboard using national data sources

• Suggested indicators to

measure future progress

Observations:

• Need measures for housing

affordability or choice• Need near-term measurements

• Limited availability of local data

Highlighting Specific Successes

Highlighting Major Initiatives

Opportunity Sites:

• Model implementation on a small, neighborhood scale

• Recommendation: Monitor and

measure Action Plans’ implementation

Regional Partner Leadership:

• Regional Partners are implementation

leaders• Recommendation: Establish and

celebrate adoption/implementation

activities

Reporting Our Success

Partners, stakeholders and the general

public will be able to follow our progress!

• New Southern Nevada Strong website

• Annual Southern Nevada Strong summit

• Regular briefings to elected boards and

policy makers

• Active public and media affairs

Group Discussion

Highlighting Regional Partner Leadership� Empowering an SNS leader

� Participating in SNS Steering Cmte.

• Maintaining an inventory of SNS-related activities

• Co-branding initiatives/activities

with SNS

• Presenting to governing board

• Aligning comp plan with Regional

Plan

• SNS staff trainings and orientations

• Enhancing public engagement and

outreach with SNS strategies

• Establishing partnerships with new

organizations

• Using SNS data for grant

applications (or similar)

• Improving coordination between

planning & public works

• Dedicating resources to SNS

implementation

SouthernNevadaStrong.org | SNRPC.org | 240 Water St. P.O. Box 95050 MSC 115 | Henderson, NV 89009-5050

Recommended Indicators to Measure Progress for Southern Nevada Strong

Measures Description

Improve Economic Development and Education

Average Wage Average wage by MSA compared to national average.

Income Equality Income by race and ethnicity by Census Tract.

Educational Attainment Educational attainment by MSA compared to national average.

Educational Equality Educational attainment by race and ethnicity by Census Tract.

Economic Diversification Location quotient for target employment sectors identified by the CEDS.

Invest in Complete Communities

Food Insecurity Percent of people living in a food desert.

Walk Score Percent of people living in an area with a walk score of under 50.

Access to Parks and Nature Percentage of the population living in close proximity to public recreation opportunities.

Response Times Local public safety agency response times.

Violent Crimes Violent Crimes per 100,000 residents compared to national average.

Property Crimes Property Crimes per 100,000 residents compared to national average.

Increase Transportation Choice

Mode Split Percent of population who commute to work by different modes compared to national average.

Housing Plus Transportation Costs

Average housing plus transportation costs as a percentage of the household income compared to national average.

Pedestrian/ Vehicle Conflicts

Pedestrian deaths per 100,000 compared to national average.

Transit Access to Jobs Total jobs reachable within a 45-minute transit and walking commute by Census Tract.

Public Engagement

Volunteerism Percentage of population that volunteers compared to national average.

Voter Turnout Percentage of eligible and registered voters who voted in presidential election compared to national average.

Library Usage Per capita library circulation rates.

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SNS Item #5 November 19, 2015 Handout


OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ X ] SUBJECT: SOUTHERN NEVADA STRONG PUBLIC ENGAGEMENT PLAN PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE REVIEW AND DISCUSS THE SOUTHERN NEVADA STRONG PUBLIC ENGAGEMENT PLAN (FOR POSSIBLE ACTION) GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

FISCAL IMPACT: None BACKGROUND: Southern Nevada Strong (SNS) is an ongoing, collaborative effort to create livable communities where people can have quality housing, education, employment, and transportation choices. The Regional Transportation Commission of Southern Nevada (RTC), as the core administrator of SNS, is now leading the effort to promote and support implementation of the SNS Regional Plan by engaging the public and stakeholders, building and strengthening relationships, and providing technical and financial tools to carry SNS forward. An updated Public Engagement Plan (PEP) is necessary to help guide the RTC in its approach to inform, educate and empower stakeholders. The PEP identifies priorities for engagement for 2016. Staff will give a brief presentation on the updated Public Engagement Plan. Respectfully submitted, ____________________________ RAYMOND HESS Director of Planning Services Non-Consent rch


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SOUTHERN NEVADA STRONG - PUBLIC ENGAGEMENT PLAN January 2016 INTRODUCTION The Regional Transportation Commission of Southern Nevada (RTC) serves as the core administrator of the Southern Nevada Strong (SNS) Regional Plan. This Public Engagement Plan (PEP) is intended to guide the process by which stakeholders are communicated to, educated about and engaged in the implementation of the Regional Plan. The Regional Plan was developed through an unprecedented public engagement process, and it will be implemented by continuing this history of robust engagement. This PEP is intended to guide SNS engagement activities for at least eighteen months. GUIDING PRINCIPLES

• Inclusive, Flexible, Scalable and Tailored: Proactively reach out and engage all stakeholder groups, adopting techniques to encourage and provide access for broad participation, making extra efforts to increase participation from historically underrepresented populations.

• Clear, Focused and Understandable: Engagement activities will have a clear purpose and use, and will be described in language that is easy to understand.

• Trustworthy and Respectful: Information provided will be accurate and trustworthy, and all feedback received will be given careful and respectful consideration.

• Authentic and Meaningful: Support public participation as a dynamic and meaningful activity that requires teamwork and commitment at all levels of the organization.

GOALS

1. Build Awareness and Positive Perception of SNS: Increase the level of awareness and positive perception of Southern Nevada Strong among all stakeholders.

2. Increase understanding of SNS and Regional Plan implementation benefits and recommended strategies. Substantially increase key stakeholders’ understanding of SNS Regional Plan, particularly the benefits of implementation and the strategies it recommends.

3. Increase and accelerate implementation of Regional Plan by Regional Partners: Work to ensure that Regional Partners, from relevant staff to elected leaders, understand and support the Regional Plan, are actively integrating its findings/strategies into their work, and have increased resources and support for implementation.

4. Increase and accelerate implementation of Regional Plan by community and civic organizations: Partner with community and civic organizations (e.g. service nonprofits, neighborhood groups/associations, business groups, etc.) that work on issues related to the Regional Plan to integrate Regional Plan findings/strategies into their work and provide them with resources and support for implementation.

5. Create Opportunities for Participation; Be inclusive of all stakeholders, encouraging them to have a seat at the table for meaningful input and decision-making.

6. Build Relationships: Create opportunities for stakeholders to meet and engage with others interested in plan implementation, and regionally with those who have utilized their regional plans to better their communities.

SOUTHERN NEVADA STRONG PUBLIC ENGAGEMENT PLAN

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STAKEHOLDERS

• Elected officials • Regional Partners • Business and community leaders • Community based organizations • Philanthropic foundations • Media • General public

APPROACHES AND TOOLS The Public Engagement Plan includes a range of approaches and tools intended to grow awareness, provide useful information and encourage action. Data and analysis will be provided and shared in a manner in which will allow stakeholders to make clear and informed decisions regarding implementation of the Regional Plan. Each of these tools will be utilized as strategically necessary to move the plan forward. Inform These tools are meant to maintain awareness of SNS among the audiences who have been engaged in the creation of the Regional Plan, as well as increase awareness among those who have yet to be involved.

• Branding components • Communications and messaging vehicles • Media relations • Website • Social media • Community relations

Educate These tools are meant to provide factual information about SNS, the Regional Plan, and the issues it addresses, in an effort to expand stakeholders’ understanding and involvement.

• Website • Electronic communications (newsletters/eblasts) • Fact Sheets/FAQs and other collateral • Media Relations • Videos • Events, seminars and forums • Briefings and presentations

Empower These are the tools to encourage stakeholders to take action and participate in decision-making:

• Focus groups • Web-based engagement tools • Surveys • Workshops • Open houses • Community toolkits


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• Community forums • Public meetings

ACTIVITIES AND ACTIONS The PEP is a living document that will be reflective of the current state of activities of the Southern Nevada Strong team. Initial efforts center on building and increasing organizational capacity and infrastructure, continued and enhanced branding of SNS, and implementing many of the Capacity Building implementation strategies detailed in the Regional Plan. As other implementation strategies are prioritized and scheduled, the PEP will be updated to ensure stakeholders are vested and activated, as appropriate. 1. THE RTC (AS CORE ADMINISTRATOR) The RTC has two SNS implementation roles – one as a Regional Partner responsible for transportation and transit, and the other as SNS Core Administrator responsible for providing ongoing administration and leadership.

TASK: Convene and charter a Steering Committee of 13 Regional Partners.

• Identify additional members and/or additional committees to ensure fair, equitable and broad representation.

• Establish a regular (e.g. quarterly) meeting schedule. TASK: Gain commitments from Regional Partners to assign a liaison to SNS who will champion plan implementation within their organization.

• Liaisons serve on Steering Committee; asked to coordinate and be accountable for their organization’s implementation.

TASK: Survey Regional Partners to determine what resources and support they need for Regional Plan implementation.

• Conduct interviews with relevant staff of each Regional Partner. TASK: Provide capacity building materials (e.g. trainings and toolkits) to strengthen staff’s understanding and execution of Regional Plan.

TASK: Prepare RTC organization and relevant staff for Core Administrator role.

• Provide professional development to applicable staff. • Secure and foster support from RTC Board.

TASK: Model best practices for adoption and implementation of Regional Plan.

• Research, pilot and share best practices information. • Maintain and report on activities and progress.

TASK: Attend and invite Regional Partners to attend national and regional conferences to learn best practices and current methodologies related to plan implementation.


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TASK: Hold regular meetings for Regional Partners to share updates and maintain support for implementation.

• Abide by open meeting law to create transparency. • Focus on exchanging useful information and insight that will drive

implementation. • Host at least one large open-format meeting, such as a summit,

annually.

TASK: Seek opportunities to co-brand applicable existing and near-term initiatives that align with the Regional Plan. • Work with Regional Partners to identify and add SNS branding to

applicable initiatives.

TASK: Organize tours and field trips to peer communities to explore successful regional plan implementation and their positive benefits.

2. REGIONAL PARTNERS The 13 Regional Partners – those local governments and public agencies that have been partners

since the 2011 grant application – are the primary organizations that hold the responsibility for Regional Plan implementation. The RTC, in its role as a Regional Partner, is included in these strategies. In its role as Core Administrator, the RTC will provide support as needed to other partners.

TASK: It its role as Core Administrator, the RTC will encourage the Regional Partners to inventory existing, near and long-term projects that align with SNS. • Maintain an active inventory of projects. • Report on project updates.

TASK: Co-brand applicable existing and near-term initiatives that align with the Regional Plan.

• Identify and add SNS branding to applicable initiatives. TASK: Furnish capacity building opportunities to strengthen staff’s understanding and ability to execute Regional Plan principles and strategies. TASK: Improve public outreach by using strategies identified in the Regional Plan.

• Enhance existing public outreach activities by integrating SNS strategies. • Expand public outreach in accordance with SNS.

TASK: Demonstrate implementation success by integrating SNS strategies into a few specific projects/initiatives that closely align with SNS principles.

• Identify specific projects/initiatives that align with SNS principles. • Improve the given project/initiative by integrating SNS strategies. • Measure and highlight implementation success.


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TASK: Integrate Regional Plan principles and strategies into each Regional Partners comprehensive and/or organization plan.

• Identify existing alignments between Regional Plan and each Regional Partners’ plan.

• Work with Regional Partners to integrate applicable Regional Plan elements into their respective plans.

3. ELECTED LEADERS Public officials who are elected to serve Southern Nevadans, including those of the 13 Regional Partners, State of Nevada Legislators and Constitutional Officers, and United States Congress, are critical to setting policy that fosters Regional Plan implementation. To engage this audience, the RTC as Core Administrator will:

TASK: Conduct an annual presentation at a posted public meeting of each Regional Partner’s governing body.

• Coordinate and co-present with Regional Partner’s SNS liaison. TASK: Provide updates and briefings on an as-requested or as-appropriate basis for Regional Partners’ elected leadership.

• Focus communications on each Regional Partner’s issues and implementation activities.

• Proactively identify alignment between Officials’ priority issues and Regional Plan, providing information and recommendations on how to leverage the alignment.

TASK: Educate and engage State of Nevada and Federal officials who represent

the region. • Identify appropriate opportunities and issues to reach out to officials. • Proactively identify alignment between officials’ priority issues and

Regional Plan, providing information and recommendations on how to leverage the alignment.

• Focus communications on issues that require State or Federal action (i.e. are in the purview of their offices).

4. COMMUNITY-BASED ORGANIZATIONS Community-based organizations such as service nonprofits (e.g. Three Square, Nevada HAND, etc.), neighborhood associations/groups (e.g. Maryland Parkway Corridor Coalition, Downtown Las Vegas Alliance, etc.), and civic groups (e.g. Green Chips, Outside Las Vegas Foundation, etc.) are important outreach and implementation partners. To engage this audience, the RTC as Core Administrator will:

TASK: Identify and actively work with community-based organizations (for example:

Green Chips, Downtown Las Vegas Alliance, Maryland Parkway Corridor


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Coalition, Outside Las Vegas Foundation, etc.) that are well established and capable of driving/delivering implementation progress and increasing SNS’s outreach. • Establish regular meetings with organizations to begin coordinating

action. • Provide tools and trainings that help groups represent their constituents

and create positive impact. • Assist groups in aligning their strategic plans/priorities with the Regional

Plan.

TASK: Identify opportunities to foster grassroots organizing and grass roots organizations.

• Identify and catalog community-based organizations, sortable by Regional Plan issues.

• Identify issues and geographic areas that have low participation rates. • Provide tools and trainings that help groups represent their constituents

and create positive impact.

5. BUSINESS COMMUNITY The region’s business community, ranging from small business and entrepreneurs to major employers and the groups that represent them, will be integral partners for SNS. The business community can drive implementation by championing implementation with their employees, colleagues and public-sector counterparts. To engage this audience, the RTC as Core Administrator will:

TASK: Secure participation and public support from region’s largest employers. • Identify and develop relationships with large employers, informing and

educating them on how Regional Plan implementation improves the lives of their workforce and enhances the regional economy.

• Provide materials that can be distributed to employees. • Provide materials and talking points that can be integrated into corporate

communications. • Identify opportunities for corporate giving to support Regional Plan

issues and implementation.

TASK: Engage and educate the region’s business groups (e.g. chambers of commerce, economic development agencies, trade associations, etc.) on Regional Plan and how its implementation will enhance the region’s economy and quality of life.

• Identify business groups and conduct a series of one-to-one meetings with their leadership.

• Provide materials that can be distributed to members. • Encourage and support business groups to take active and public roles

in leading implementation, such as adopting Regional Plan language and strategies into their strategic plans and priorities.


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• Encourage and support business groups to enhance/increase opportunities for small businesses and entrepreneurs to contribute to economic diversification and revitalization.

TASK: Develop relationships with key industries that can accelerate Regional Plan implementation, such as the real estate development community, finance community, etc. TASK: Develop a roadshow presentation and identify business organizations and

events to present. TASK: Establish a consortium of diverse business leaders to champion SNS and

Regional Plan implementation.

6. GENERAL PUBLIC SNS and the Regional Plan are the result of an unprecedented effort to engage and empower residents of the region in visioning and supporting a region they want to call home. The region’s 2 million+ residents are more than valuable partners, they are the reason SNS exists. To engage this audience, the RTC as Core Administrator will: TASK: Ensure that Regional Plan issues and implementation are described in a way that appeals to the general public.

TASK: Refresh SNS website to significantly increase awareness and understanding of Regional Plan.

• Reinforce SNS principles and benefits of implementation. • Provide resources and opportunities for engagement. • Create portal for important resources and documentation, including the

Regional Plan and Implementation Matrix. • Cross-promote website with Regional Partners and other stakeholders.

TASK: Expand social media presence and following to reach a broad, diverse public audience

• Make special effort to reach traditionally under-engaged audiences.

TASK: Develop and deploy a mobile learning lab (e.g. workshop on wheels) to meet the public where they are located.

• Repurpose a RTC vehicle into a mobile lab capable of informing and educating general public on Southern Nevada Strong. Identify opportunities to deploy at large public events (e.g. parades and community festivals), specific gatherings (e.g. Preview Las Vegas, UNLV Orientation Week), and youth gatherings (e.g. schools, after school centers).

• Position mobile lab at all SNS-related outreach activities. • Lend mobile lab to Regional Partners for their use during outreach

activities. TASK: Develop a roadshow presentation and identify public and civic events to present.


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7. MEDIA The region’s print, television, radio and digital media distributors and content developers will be invaluable partners in reaching all audiences, especially the general public. To engage this audience, the RTC as Core Administrator will:

TASK: Develop and implement a proactive media relations strategy. • Identify and build relationships with key reporters. • Maintain a proactive editorial calendar. • Establish a network of industry experts who can speak to media.

TASK: Publicize milestones, benchmarks and success stories of plan activities that have been achieved by RTC and Regional Partners. TASK: Create media-worthy events that support plan priorities and objectives. 8. OPPORTUNITY SITE STAKEHOLDERS Implementing the four Opportunity Site strategies is a top priority and powerful method to demonstrate progress and the positive impacts of implementation. As such, SNS will work with Regional Partners, community-based and business groups, and others to identify and engage residents, landowners and business owners surrounding each opportunity site. The RTC, as Core Administrator, will:

TASK: Ensure residents, business owners, and landowners within Opportunity Sites are aware of and understand the Opportunity Site analysis and recommendations.

• Host community workshops to educate of the progress being made at the opportunity sites, as appropriate.

TASK: Identify and support organization(s) (i.e. Regional Partners, community- based groups, etc.) that can lead implementation of Opportunity Site strategies.

• Work with relevant organizations to understand their interest and capacity for leading implementation.

• Assist organizations with integrating findings/recommendations of Opportunity Site strategy into their respective plans and activities.

• Provide convening, technical assistance, and other applicable support to empower lead organizations.


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2016 PRIORITIES FOR ENGAGEMENT SNS will work toward, and in many cases complete, the following engagement priorities in 2016: Regional Partners (by department, generally)

• Senior Management o Support and direct staff to assist with integration of Regional Plan throughout

organization • Planning

o Provide planners with support and resources they can use to educate and engage their colleagues on Regional Plan

o Hosting interdisciplinary teams (or other method) to help empower planners to educate and engage their peers

• Public Works o Increase awareness and understanding of SNS and Regional Plan, especially

relative to how Regional Plan promotes project creation and findings/strategies that should be integrated into projects

o Begin integrating Regional Plan strategies into projects • Finance

o Increase awareness and understanding of SNS and Regional Plan, especially relative to prospective costs of implementation

o Being aligning capital budgets with Regional Plan implementation o Explore increasing implementation funding through grant competitiveness,

capital absorption, and other sources • Public Information Officers

o Assist in promoting and publicizing SNS, Regional Plan, and their organizations’ implementation successes Co-brand appropriate initiatives and projects as SNS. Use/reference Regional Plan to set context for action.

o Increase opportunities for public to understand and participate in decision making

• Economic Development o Align regional economic development plan (CEDS) and local economic

development plans with Regional Plan o Increase coordination among economic development groups at the regional and

local levels o Increase awareness and understanding of Regional Plan, especially as it relates

to economic competitiveness Community-based Organizations

• Partner with organizations to begin integrating Regional Plan into their operations and strategic plan, providing assistance to do so and drive implementation

Business Community

• Establish SNS leadership group for business leaders to participate; secure participation from a diverse founding group


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Elected Leaders

• Increase awareness and understanding of SNS and Regional Plan • Identify alignments between elected leader or their organizations’ priorities and

Regional Plan, and work with leader to understand those alignments General Public

• Provide quarterly updates on SNS progress through newsletters, e-blasts, social media and website

• Provide opportunities for engagement to solicit feedback and input on SNS related projects (this number is dependent on inventory analysis)

Media

• Meet with reporters who cover SNS related issues such as transportation, development, education, environment, housing, etc.

• Securing news coverage related to SNS progress and/or SNS related projects Opportunity Sites

o Evaluate status of the four opportunity sites o Coordinate with the governing municipalities to identify public engagement and media

opportunities related to each site o Provide tools and assistance as needed to further public awareness


OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ X ] SUBJECT: IDENTIFY ADDITIONAL STEERING COMMITTEE MEMBERS PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE DISCUSS ADDING ADDITIONAL COMMITTEE MEMBERS (FOR POSSIBLE ACTION) GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

FISCAL IMPACT: None BACKGROUND: The Southern Nevada Strong (SNS) Steering Committee (Committee) discussed what other organizations should participate on the Committee at its October 29, 2015 meeting. Various Committee members suggested participation from a number of sectors including business, sustainability, nonprofit organizations, and economic development. An important part of the effort involved with SNS plan implementation will be to formulate a Committee made up of the best mix of participants to move the plan forward and guide plan implementation. The Committee members will discuss and possibly approve adding new members to the Southern Nevada Strong Steering Committee. Staff will give a brief presentation on possible new Committee members and seek direction from the Committee as to how to proceed. Respectfully submitted, ____________________________ RAYMOND HESS Director of Planning Services Non-Consent rch


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Southern Nevada Strong Steering Committee Members

Regional Partner Member Title Member Name City of Las Vegas City Manager Betsy Fretwell City of Henderson City Manager Robert Murnane City of North Las Vegas City Manager Qiong Liu Clark County County Manager Don Burnette City of Boulder City City Manager David Fraser Clark County School District Superintendent Pat Skorkowski Southern Nevada Regional Planning Coalition

Chair Commissioner Chris Giunchiliani

Regional Transportation Commission of Southern Nevada (RTC)

General Manager Tina Quigley

RTC Board Liaison Board Member Councilwoman Debra March

University of Nevada Las Vegas Dean, School of Community Health Sciences

Shawn Gerstenberger

Southern Nevada Water Authority

General Manager John Entsminger

Southern Nevada Health District Chief Health Officer Joseph Iser MD Southern Nevada Housing Authority

Executive Director

Southern Nevada Conservation District

Board Member Ken McDonald

Potential New Southern Nevada Strong Steering Committee Members

Organization Title Name Council for a Better Nevada Board Member Michael Saltman Justification: CBN’s mission to improve the quality of life in Nevada aligns well with SNS. CBN is made up of leadership from public, private and non-profit sectors. Urban Land Institute Board Member Robert Fielden Justification: ULI’s mission of creating better places aligns well with SNS. ULI is a multidisciplinary real estate forum that can help advance discussion related to land use and transit oriented development. Brookings Institute Senior Fellow Robert Lang Justification: Brookings’ mission to bring high-quality, independent, and impactful research to the Intermountain West aligns well with SNS. Nevada Housing and Neighborhood Development

President Mike Mullin

Justification: HAND’s mission to provide affordable housing solutions and supportive services aligns well with SNS.

Federal Reserve Bank of San Francisco

Regional Manager Joselyn Cousins

Justification: The Fed’s mission to promote low inflation, full employment and financial stability, and provide services to financial institutions aligns well with SNS. Nevada Department of Transportation

Deputy Director Tracy Larkin Thomason

Justification: NDOT’s mission to provide better transportation through unified and dedicated efforts aligns well with SNS. United Way of Southern Nevada President & CEO Bob Morgan Justification: United Way’s mission to improve lives and build stronger communities by uniting individuals, organizations and resources to solve problems aligns well with SNS. Las Vegas Metropolitan Police Department

Sherriff Joe Lombardo

Justification: Metro’s mission to protect the community through prevention, partnership and professional service aligns well with SNS. Las Vegas Global Economic Alliance

Director Jonas Peterson

Justification: LVGEA’s mission to develop the regional economy through cooperation, global trade, and global connectivity aligns well with SNS.


OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ X ] SUBJECT: MARYLAND PARKWAY OPPORTUNITY SITE PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE DISCUSS STRATEGIES TO ADVANCE IMPLEMENTATION OF THE MARYLAND PARKWAY OPPORTUNITY SITE REPORT (FOR POSSIBLE ACTION) GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

FISCAL IMPACT: None BACKGROUND: The Southern Nevada Strong (SNS) Regional Plan (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 Broadbent/Gibson; Downtown North Las Vegas; and the Las Vegas Medical District. These locations are optimal for redevelopment because of the access to jobs, housing, and transit. The SNS Regional Plan identifies implementation of the four opportunity site strategies as a top implementation priority. Staff from Clark County and the Regional Transportation Commission of Southern Nevada will give a brief presentation on current efforts to implement the Maryland Parkway Implementation Strategy Report (Report) and will seek input on how to further advance implementation. An excerpt of the Report is attached. The entire Report may be downloaded from http://www.southernnevadastrong.org/ (under the “Document Library” tab). Respectfully submitted, ____________________________ RAYMOND HESS Director of Planning Services Non-Consent rch


http://www.southernnevadastrong.org/

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Maryland Parkway Implementation Strategy ReportDecember 2014

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Excerpt

M A R Y L A N D P A R K W A Y C O R R I D O R - I M P L E M E N T A T I O N S T R A T E G Y R E P O R T D E C E M B E R 2 0 1 4 | 1

introduction: background and purpose

Top: Maryland Parkway at Charleston Boulevard

Bottom: Maryland Parkway at Sahara Avenue

(Photo credit: Google Streetview)

Maryland Parkway is a vital corridor for the Las Vegas valley. The nearly 6-mile segment between McCarran Airport and Downtown Las Vegas connects to many high-activity centers, including the University of Nevada, Las Vegas (UNLV), Boulevard Mall, Sunrise Hospital and a number of commercial and residential areas. It is also a major transit corridor, carrying nearly 10,000 passengers per day with direct connections to some of the valley’s busiest routes.

This Implementation Strategy, a part of the larger SNS regional planning effort, identifies projects, policies and programs to stimulate economic development and private sector investment in the Maryland Parkway corridor. These efforts would be undertaken by public agencies, private sector partners and community interest groups.

The Maryland Parkway study area is centered on a five-mile segment between Charleston Boulevard and Russell Road with a ¼-mile buffer area extending from the street centerline. The study area also extends a half-mile both east and west at six major intersections with a ¼-mile buffer area from street centerlines (Charleston, Sahara, Desert Inn, Flamingo, Tropicana and Russell). The study area is approximately 2,457 acres (see Figure 1 on the following page).

The Maryland Parkway corridor is a key regional spine for employment, transit connectivity and potential revitalization. The corridor is an asset to local residents and businesses, and is home to several large employers. It serves as a significant north-south transportation connection, primarily for motorists and transit users.

2 | M A R Y L A N D P A R K W A Y C O R R I D O R - I M P L E M E N T A T I O N S T R A T E G Y R E P O R T D E C E M B E R 2 0 1 4

FIGURE 1: MARYLAND PARKWAY STUDY AREA MAP AND STATION SEGMENTS

Source: MIG, Inc.

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Maryland ParkwayStudy Area Map and

Station Segments

9.19.2014 | Data Sources: Cityof Las Vegas GIS, Clark CountyGIS Management Office

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i n t r o d u c t i o n : b a c k g r o u n d a n d p u r p o s e

Much of the Maryland Parkway corridor is built-out with limited prime development opportunities readily available. There are few vacant parcels or sizable parcels with redevelopment potential (also known as “opportunity sites” in this document) directly on Maryland Parkway or within the buffer on the major cross streets. Four segments of the corridor and a number of key intersections between Downtown Las Vegas and the airport (Russell Road) have been identified as opportunity sites with a major focus on the corridor’s potential as a high-capacity transit district with Downtown Las Vegas, UNLV and the airport as key anchors. Yet Maryland Parkway is not realizing its full potential as a safe, pedestrian-friendly and dynamic multimodal corridor with integrated and complementary land uses and built form. Recent studies such as the Maryland Parkway Corridor Alternatives Analysis commissioned by the RTC and outreach for the corridor have primarily focused on the reconfiguration of the existing roadway infrastructure with particular emphasis on future

transit facilities and pedestrian access.

This implementation strategy makes recommendations for specific actions in three phases that will help to stimulate public and private investment in the short-, medium- and long-term. If the goals of the SNS initiative are to be realized, then the public sector needs to signal to the market that a shift in development pattern and type is desired. For that effort, the public sector will need to put in place plans and policies to support this shift in order to achieve the community’s vision for a vibrant, urban transit corridor.

This document includes:

• An integrated vision for the entire Maryland Parkway corridor that brings together land use, transportation and economic development;

• Identification of key segments and priority activity nodes;

• Market analysis and a projection of future development potential at priority activity nodes;

• Current and future land uses for defined segments;

• A set of common design types found in the study area (referred to as typologies in this report) for an integrated approach to connecting people, transportation and land use;

• The desired built form (the future typologies); and

• A mechanism/s for better guiding new development along the corridor to ensure it is contributing to the overarching vision.

Above: A large surface parking lot along Maryland Parkway

at Oakey Boulevard (Photo credit: Google Streetview)


The following sections provide a high level overview of several big ideas that comprise the overall Implementation Strategy.

Integrating Land Use and Transportation Planning

A major emphasis of the current effort is fully integrating land use planning and urban design with transit planning and other transportation-related improvements. Existing and future land uses provide unique opportunities for potential station locations. The strategic placement of transit stations along

the Maryland Parkway corridor can also help to stimulate and frame potential development and redevelopment. Thus, land use and transportation must be considered in concert to truly maximize the transformative effects of investment in high-capacity transit along the corridor.

Catalyzing Development

Especially near potential new transit stations, new private sector investment is needed to support the potential transit line with improved ridership and a revitalized urban form. An evaluation of the market for redevelopment, contained in Appendix A: Development Prototypes, suggests that higher-density, mixed-use development forms are not likely to be developed without financial, regulatory and programmatic incentives. Those interventions can take many forms, including regulatory changes, incentives (such as density bonuses and adjustments to parking requirements), streetscape improvements and public-private

Top: Crosswalk improvements and integrated bicycle facilities (Image credit: National Association of City Transportation Officials)

Bottom: Lack of bicycle lanes along Maryland Parkway at Desert Inn Road (Photo credit: Google Streetview)


i n t r o d u c t i o n : b a c k g r o u n d a n d p u r p o s e

partnerships. Developing a toolkit to catalyze development is a cornerstone of this strategy for corridor revitalization.

Overlay District

South of Sahara Avenue, Clark County is actively exploring the addition of an overlay district to at least a portion of Maryland Parkway and the adjacent properties. The intent of the overlay is to provide specific direction related to desired land uses, built form and other aspects of site and building design. The current conception of the overlay would involve a series of incentives whereby property owners and developers could respond to relaxed standards or be granted additional density allowances when exceeding the development standards for the base zone. For instance, a new development may have reduced parking requirements if the site is designed in a manner that is more pedestrian-friendly (e.g. a minimal building setback, landscaping and/or outdoor furnishings, etc.) Similar initiatives could be implemented north of

Sahara Avenue through policies developed by the City of Las Vegas.

Coordinating Resources

The corridor benefits from many engaged stakeholders: the City of Las Vegas, Clark County, the RTC, UNLV, Sunrise Hospital, Boulevard Mall, local businesses, property owners and many other organizations and individuals who share a desire for improvements to the corridor. Many of these stakeholders have come together in an informal advocacy group known as the Maryland Parkway Coalition. Each of these stakeholders has a set of resources, tools and ideas to bring to bear, but resource limitations mean that phasing based on jointly-held priorities will be critical to successful implementation. The strategy suggests phasing of implementation steps, highlighting the importance of coordination. It also recommends that the Maryland Parkway Coalition and all of its public, private and non-profit partners clarify their priority projects and hone their implementation toolkits.


C H A P T E R F O U R

opportunities and barriers

TABLE 1: MARYLAND PARKWAY STATION TYPOLOGIES OPPORTUNITIES AND BARRIERS SUMMARY

SEGMENT TYPOLOGIES OPPORTUNITIES BARRIERS

Segment 1 Typology: Charleston to St. Louis

• Improved mobility for existing population

• Potential to add mix and quality of destinations

• Renovation of existing storefronts, or redevelopment when it becomes financially feasible

• In close proximity to Downtown Las Vegas

• Lack of viable development sites and fragmented property ownership limits parcel assembly

• Few existing retail destinations in the area

• Large blocks with moderate density and limited access points.

The following sections summarize the opportunities and barriers to development along the entire corridor (See Appendix G: Opportunities and Barriers Report).


c h a p t e r f o u r

SEGMENT TYPOLOGIES OPPORTUNITIES BARRIERS

Segment 2 Typology: St. Louis to Flamingo

• Attracts visitors for work, medical care and shopping. As a result, a large amount of spending occurs within the study area that new stores may try to capture

• Ability to increase ridership potential through redevelopment in long-term

• Large spending in the area may entice existing retail centers to reposition themselves

• Potential for complementary medical office uses near Sunrise Hospital in the longer-term

• Market conditions provide limited ability to increase ridership potential through redevelopment in near-term

• Market conditions provide limited potential to add mix and quality of destinations in near-term

Segment 3 Typology: Flamingo to Tropicana

• Improved mobility for highly transit-dependent population

• Proximity to UNLV and increased transit options, potentially an attractive location for student housing

• Presence of UNLV allows for public-private partnerships

• Lack development sites to increase ridership potential or add to mix and quality of destinations

• Market conditions provide limited potential to add mix and quality of destinations

• Older, existing housing stock and competition from other areas throughout the region, however, pose challenges for new housing at this location

Segment 4 Typology: Tropicana to Russell

• Improved mobility for highly transit-dependent population

• Some retail opportunities near major station areas and intersections

• Market conditions provide limited ability to increase ridership potential through redevelopment

• Market conditions provide limited potential to add mix and quality of destinations

• Proximity to airport may limit viability of some uses

TABLE 1: MARYLAND PARKWAY STATION TYPOLOGIES OPPORTUNITIES AND BARRIERS SUMMARY (CONTINUED)


There are a range of actions and strategies that should occur in different phases to address barriers and position for opportunities along Maryland Parkway. The following tables summarize a set of corridor-wide actions in three phases, which are further described in Chapter 6. The phases described below represent the general timing of major actions. In some cases, certain actions could take place out of sequence or over multiple phases. The intent of the three phase approach is to guide the range of actions needed for the envisioned future of the Maryland Parkway corridor.

Corridor-Wide Actions

Phase 1: Setting the Stage/Pre-Construction

Over the coming few years as additional planning and engineering work on transit improvements is completed, Maryland Parkway stakeholders have an opportunity to build organizational capacity, make changes to regulations and incentive packages and identify and coordinate funding sources. These activities are the main focus of Phase I.

actions overview C H A P T E R F I V E

ACTIONS LEAD PARTNER

Build public/private sector commitment

• Continue Maryland Parkway Coalition; evaluate options for it to evolve into a more formal organization

• Over time, consider the establishment of an Improvement District or Districts

MPC/RTC County, City, LVGEA

Note: In this and the following tables, “City” refers to the City of Las Vegas, “County” refers to Clark County, “RTC” stands for Regional Transporation Corporation of Southern Nevada, “LVGEA” stands for the Las Vegas Global Economic Alliance, “MPC” stands for the Maryland Parkway Coalition, “NEA” stands for the National Endowment for the Arts, “UNLV” stands for University of Nevada, Las Vegas, “HOA” stands for Homeowners Association, “NDOT” stands for Nevada Department of Transportation, “RFCD” stands for Regional Flood Control District and “SNRHA” stands for the Southern Nevada Regional Housing Authority.

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TABLE 2: PHASE 1 ACTIONS OVERVIEW


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Continue transit infrastructure planning

• Continue community engagement process

• Identify preferred mode of transit as part of the RTC’s NEPA process

• Plan for enhanced pedestrian and bicycle safety and connectivity

RTC MPC, City, County, UNLV

RTC

LVGEA

Encourage transit supportive development

• Create design guidelines that include appropriate dimensions and spacing to accommodate transit and pedestrian amenities (e.g. furnishing zones, landscaped buffers, parking, wide sidewalks)

• Implement zoning overlay that includes incentives (such as density bonuses) to achieve desired outcomes (encourage higher density incentives/regulations, etc.)

• Leverage parking standards

• Consider development opportunities and site availability in the selection of stop locations

County, City MPC, RTC

Evaluate TOD opportunities and options for redevelopment area formation

• Identify catalytic sites near station locations; take proactive approach to recruiting developers to sites

• Undertake site assessment and design work to support catalytic redevelopment; utility assessments and upgrades

• Evaluate options for use of a new or expanded redevelopment area

• Clarify role of RTC in encouraging new transit-oriented development

• Coordinate acquisitions with funding of high capacity transit lines

County, City RTC, possibly MPC, LVGEA

Improve existing building façades

• Conduct outreach with corridor businesses

• Evaluate rehabilitation and retrofit programs

Prop. Owners, Latin, Asian, Urban and Metro Chambers, MPC

County, City

TABLE 2: PHASE 1 ACTIONS OVERVIEW (CONTINUED)




Address public safety issues along the corridor

• Institute Clean and Safe Program to address public safety

• Improve lighting

• Use Crime Prevention Through Environmental Design (CPTED) principles for public and open space

• Ongoing attention to police enforcement

MPC, HOAs, County, CIty

Metro, SNRHA


Mitigate construction impacts to businesses

• Provide business assistance programs and services

• Coordinate construction mitigation through outreach to property owners and businesses

• Provide business improvement and expansion incentives

RTC County, City, LVGEA, Latin, Asian, Urban and Metro Chambers

Improve corridor safety

• Improve and add pedestrian crossings

• Establish buffers for pedestrian realm

• Implement access management plan to reduce number and frequency of driveways and left turn conflicts

• Improve intersection geometry

• Explore parallel routes

RTC, City, County

NDOT (at certain intersections)

UNLV (Safe Community Partnership at UNLV)



Phase 2: High-Capacity Transit Construction and Corridor Implementation

The second phase builds on the planning, design and preparation that occurred in the previous phase, and moves the corridor toward the implementation of transportation improvements and longer-term development.


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Improve pedestrian environment

• Widen sidewalks and add furnishings in key station areas

• Consider shade and heat absorption in design and materials selection

• Add pedestrian amenities

• Improve accessibility conditions

• Extend the Flamingo Wash Trail to UNLV and construct the Spencer Greenway

RTC, City, County

NDOT (at certain intersections), Property owners, UNLV, Community Health Sciences Department, MPC (provide amenities on site adjacent to ROW), RFCD, NV Energy

Improve Corridor aesthetics

• Add/improve landscape and hardscape

• Install signage, wayfinding and gateways

• Coordinate and implement Public Art Urban Design Plan

• Integrate public art into transit stops and other facilities in the public ROW

RTC, City, County

NEA, UNLV, Boulevard Mall, Sunrise Hospital, NDOT (at certain intersections), developers

NPS’s RTCA program, MPC

Improve neighborhood gathering and recreation opportunities

• Revisit and improve existing guidelines

• Incorporate green infrastructure

• Coordinate policies and improvements

• Identify locations for parklets

• Maximize existing public gathering spaces

City, County, NPS’s RTCA program

UNLV, County

SNRHA

HUD, MPC, NV Energy and Regional Flood Control District (development of the regional trail links)




Phase 3: Continue to Support Development and Rehabilitation

The final phase will focus attention on supporting the type of investment and development desired along Maryland Parkway. This phase includes actions for sustained technical assistance and financial support to achieve the envisioned future.


Support Development and Rehabilitation

• Provide technical assistance to developers in the form of staff time, with alternative financing tools

• Develop criteria for incentives for desired development that achieves the vision

• Provide technical assistance and capacity building support to create a community development organization

• Create a regulatory incentive package for station areas, including: reduction in parking standards, density bonus, marketing and branding package

City, County MPC

Federal Reserve of San Francisco

LVGEA, Nevada Community Foundation

Lincy Institute



OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ ] SUBJECT: SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA ITEMS PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE DISCUSS FUTURE AGENDA ITEMS (FOR POSSIBLE ACTION) GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

FISCAL IMPACT: None by this action BACKGROUND: The Regional Transportation Commission of Southern Nevada (RTC), as core administrator of the Southern Nevada Strong (SNS) initiative, seeks guidance from the SNS Steering Committee (Committee) on future agenda items. Staff desires to keep meetings of the Committee engaging and informational and would like direction on future agenda items which would further advance the implementation of the Regional Plan. Respectfully submitted, RAYMOND HESS Director of Planning Services Non-Consent rch


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OF SOUTHERN NEVADA

AGENDA ITEM

Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [ X ] SUBJECT: CITIZENS PARTICIPATION PETITIONER: TINA QUIGLEY, GENERAL MANAGER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE SOUTHERN NEVADA STRONG STEERING COMMITTEE CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION GOAL: INTEGRATE THE SYSTEM GEOGRAPHICALLY

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, ____________________________ RAYMOND HESS Director of Planning Services Non-Consent mld


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Documents

SOUTHERN NEVADA STRONG STEERING COMMITTEE 1:00 P.M ...sns.rtcsnv.com/wp-content/uploads/2017/02/SNS-2016-01-28-2.pdf · 1/28/2016 · SOUTHERN NEVADA STRONG STEERING COMMITTEE AGENDA