| 1/19/2021 |
Clark County Board of Commissioners
| Approved as Recommended
Agenda note: DOCUMENT(S) SUBMITTED:
1. An Analysis of Clark County’s Communities and Economy (37 pages), submitted by SRI International
DISCUSSION: Following introduction of the item, the Board was addressed by Shani Coleman, Director of Community and Economic Development for Clark County, who advised that work on the County’s first strategic economic development plan commenced prior to COVID-19 and included an asset map, SWOT analysis, and strategic plans, and focused on economic development services for unincorporated Clark County.
The Board received a report from Roland Stephen, Director at SRI International, on the matter regarding topics including that the Center for Innovation Strategy and Policy (CISP) helped organizations, regions, and counties achieve long-term economic and social impact; the County plan was integrated with the State’s plan for recovery; data collection and visioning exercises conducted with County leaders led to the formation of the Asset Map, the Community and Economic Assessment, and the SWOT Analysis, which then shaped the Strategic Direction and Action Plan for the County; found that significant socioeconomic variance remained between the County’s unincorporated areas, emphasized renewal in housing and amenities; the County was dependent on leisure and hospitality, and needed to diversify and build new economic opportunities in areas such as health services, warehousing and storage, and advanced logistics and manufacturing; a mismatch between qualifications and employment persisted in the workforce; and further advised that the County goal was to achieve diversification through investments in technology-intensive and skill-intensive high wage employment.
Discussion was held regarding various issues including the highest poverty and crime areas in unincorporated Clark County, continuing education, the skilled technical workforce, stackable credentials, job training credits applied to businesses, increased wages, advanced logistics jobs, employees taught the specific skill set needed for a particular business; on the job training, and improved remote learning.
The Board was addressed by Roland Stephen regarding the potential of the health care industry including the potential of the University of Nevada, Las Vegas (UNLV) to be established as a hub for innovation, partnerships to accelerate contributions; the County’s leadership in water conservation practices, challenges to meet the renewable energy and power needs of the future, and needed infrastructure constructed; the County’s outdoor recreation economy; and discussed the County’s potential to be the destination for exploring new technologies.
Discussion followed regarding internet and broadband access and speed.
Roland Stephen advised the Board of weaknesses including the infrastructure, housing disconnect, limited health care options and accessibility, the “sin city” reputation, lack of diversity, and exposure to climate change; and strengths including easy access to the west coast markets, conventions and conferences attracted businesses, expanded renewable energy use; and advised that the mission and goals included cultivating an environment for small businesses and entrepreneurs, accelerated economic diversification, an integrated workforce ecosystem, mobilized stakeholders around county wide initiatives, and promoted a community centered design of the built environment (encouraged revitalization of distressed areas of unincorporated Clark County), and ensured equitable access to resources.
Discussion followed regarding topics including the role for a redevelopment agency, stakeholder alignment, combined public and private resources, and alignment with the strategies in the State plan.
In response to questioning by Commissioner Miller, the Board was addressed by Roland Stephen who advised that economic diversification be accelerated and target industries be redefined for the area, community banking, the small business and entrepreneurial environment be cultivated, and activities that underpin entrepreneurship networks be coordinated, networking opportunities be created within the population change, the arts be supported with equipment sharing and a focused environment, the remote workforce be supported, and a streamlined business licensing process. | |
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