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| | CC Government Center 500 S. Grand Central Pkwy. Las Vegas, NV (Principal Office) | |
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| | If you wish to speak on an item marked “For Possible Action” appearing on this agenda, please fill out a Public Comment Interest Card which is located in front of the Commission Chambers and submit the comment card to staff sitting in the Commission Chambers. If you wish to speak to the Board about items within its jurisdiction but not appearing as an “Action” item on this agenda, you must wait until the "Comments by the General Public" period listed at the end of this agenda. Comments will be limited to three minutes. Please step up to the speaker's podium, clearly state your name and address and please spell your last name for the record. If any member of the Board wishes to extend the length of a presentation, this will be done by the Chair, or the Board by majority vote.
• Items on the agenda may be taken out of order.
• The Board of County Commissioners, Board of Trustees, and Licensing Board may combine two or more agenda items for consideration.
• The Board of County Commissioners, Board of Trustees, and Licensing Board may remove an item from the agenda or delay discussion relating to an item at any time.
Contracts, zoning matters, or ordinances that do not comply with the County's disclosure requirement as outlined in Section 10(2) of the County Ethics Policy are subject to being voided.
The main agenda is available on Clark County's website, ClarkCountyNV.gov. For copies of agenda items and supporting backup materials, please contact Cyndi Baroni, Agenda Coordinator, at (702) 455-3530, Clark County Manager’s Office, 500 S. Grand Central Parkway, 6th Floor, Las Vegas, Nevada 89106. This meeting will be broadcast live in the Las Vegas area. Clark County Television is available in the Las Vegas area on Channel 4/1004 on Cox cable and on CenturyLink on Channels 4 and 1004 as well as in Laughlin on Channel 14 via Suddenlink. Live streaming of CCTV programming is available at www.ClarkCountyNV.gov and https://www.youtube.com/ClarkCountyNV. CCTV is also available in Boulder City on Channel 4 and in Moapa Valley on Digital Channel 50.3. For more information about the program schedule, please refer to https://clarkcountynv.gov/CCTV4/ or contact CCTV Channel 4 at (702) 455-6890. | |
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| | NOTICE IS HEREBY GIVEN that a Special Meeting of the Board of County Commissioners is hereby called and will be held at the time and location indicated above, to consider the following matters: | |
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| | CALL TO ORDER
Agenda note: The Board of County Commissioners of Clark County, Nevada met in special session, in full conformity with law and bylaws of said Board, at the regular place of meeting in the Commission Chambers, Government Center, Las Vegas, Clark County, Nevada on Tuesday, the 20th day of July, 2021 at the hour of 11:00 a.m. The meeting was called to order at the hour of 12:17 p.m. by Chair Kirkpatrick and, on roll call, the following members were present, constituting a quorum of the members thereof: | |
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| 1. | Public Comment
Agenda note: At this time, Chair Kirkpatrick asked if there were any persons present in the audience or callers on the phone wishing to be heard on any items on the agenda as posted.
SPEAKER(S): Present
Alexa Aispuro requested that American Rescue Plan Act (ARPA) funds be used to reduce smog pollution in Clark County.
Kayla Wolfson commented on how ARPA funds could support the Camp Cope Campus at Adam’s Place Las Vegas.
Terrence Thornton suggested health care for individuals with intellectual disabilities be considered a priority.
Paul Brooks supported the prioritization of health care for individuals with intellectual disabilities and expressed support of the Healthy Athletes program.
Chris Meservey spoke on the benefits of the Special Olympics and the Healthy Athletes program for local youth.
Dr. Kate Martin expressed support of the Special Olympics Nevada and the Healthy Athletes program.
Shenakwa Hawkins supported ARPA funds being allocated to small for-profit medical clinics.
Andrew Sierra requested ARPA funds be allocated to address poor air quality, climate issues, and the support of cleaner powered vehicles.
Trinh Dang requested that ARPA funds be allocated to support National Alliance on Mental Illness (NAMI).
Ed Uehling expressed concerns on government facilities and staffing that required improved efficiency.
Joseph Davis participated via telephone and stated there was a need for investments in rural area water infrastructure.
There being no other persons present in the audience or on the telephone wishing to be heard on any items listed on the agenda as posted, Chair Kirkpatrick closed the public comments. | |
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| 2. | Approval of Agenda (For possible action) | Approved |
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| | BUSINESS ITEMS | |
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| 3. | Receive information from community stakeholders regarding the immediate and long-term needs of the community as a result of the pandemic and its negative economic impacts and, in particular, the need for future investment in public health, water, sewer and broadband infrastructure and direct staff accordingly. (For possible action)
Agenda note: DOCUMENT(S) SUBMITTED:
1. Startup Vegas PowerPoint dated 7/20/21 (8 pages) submitted by speaker
2. Southern Nevada Water Authority Investing in Water Infrastructure PowerPoint dated 7/19/21 (9 pages) submitted by speaker
3. Las Vegas Valley Water District spreadsheet of Proposed Projects for American Recue Plan Act (3 pages) submitted by speaker
4. University Medical Center American Rescue Plan Funds Funding Request PowerPoint dated 7/20/21 (10 pages) submitted by speaker
5. Culinary Health Center PowerPoint (4 pages) submitted by speaker
6. Vegas PBS Next Gen Broadband Broadcasting presentation (3 pages) submitted by speaker
7. Clark County Fire Department American Rescue Plan Proposal PowerPoint (5 pages) submitted by speaker
8. Southern Nevada Health District Public Health and Safety Projects Wish List for Cities and County Funding PowerPoint (44 pages) submitted by speaker
DISCUSSION: Startup Vegas cofounder Heather Brown addressed the Board and provided an overview of the organization’s ARPA application, stated that the organization was created to build an infrastructure for founders in Clark County to grow their businesses and to obtain local training, mentorship and talent; the human infrastructure component targeted was the unemployed, underemployed, displaced and unprepared sectors; identified Sales Engineering as a relatively new, high paying technical opportunity with longevity that did not require a college degree, coding, technical, nor Statistical Analysis System (SAS) experience, that there were no sales quotas, and required only ten hours per week for ten weeks of training; job requirements focused more on soft skills and personality; approximately 41,000 positions were available globally with a median salary of $90,000 annually; advised that the organization was metric driven and offered a high return on investment; resume and interview sessions would be conducted, job placement numbers would be tracked; training was available online and at multiple physical locations; accessibility to the training would be increased by moving or “rolling” the academy to all seven commission districts; computers and hotspots would be provided at no cost to participants; transportation limitations would be addressed through bus passes or in extreme cases ride share vouchers; childcare would be available during the academy; each cohort could accommodate 150 people at a time; all certified trainers were University of Nevada Las Vegas (UNLV) graduates; the curriculum was ready; and that Sales Engineering offered stability, room for growth, and strengthened the technology ecosystem.
In response to questions from the Board, the speaker clarified that a Sales Engineer did not have an engineering degree but had a background and understanding of the platform itself; the retail cost per student to hire was approximately $18,000, and discussions with community partners were ongoing in an attempt to lower costs.
Bridge Counseling Board Chairman Rob Schlegel stated that there were two Bridge Counseling campuses which consisted of 80 full-time staff members, approximately 50 of which were dual licensed, masters-level full-time clinicians; extensive mental health care was provided to clients referred from almost 30 nonprofit agency partners in Clark County which included agencies that offered services to veterans, abused partners, abandoned or troubled youth, post-traumatic stress victims of all varieties, those in need of grief counseling and substance abuse treatment; the agency also worked with local courts and Las Vegas Metro Police Department (LVMPD) through treatment programs designed to keep people out of the criminal justice system; referrals were accepted from multiple state agencies; there had been a sharp increase in need for mental health treatment over the last 18 months; shared that 70 percent of homeless had untreated behavioral health issues that prevented them from stabilizing or moving forward; in the past seven years, Bridge Counseling became Nevada’s first nationally certified behavioral health agency, had increased clinical staff to 50 multi-lingual full-time clinicians, added a second campus at McLeod Drive and Flamingo Road, and treated approximately 4,000 clients annually; stated that Nevada ranked 51st in behavioral health services in the nation; and shared that four ARPA fund applications would be submitted by the organization, and that allocation of funds support four strategies for expansion of behavioral health services, increase Nevada’s clinical workforce, and provide broader responses to the immediate needs of residents.
Las Vegas Valley Water District Chief Financial Officer Kevin Bethel made a presentation to the Board and provided an overview of the current Southern Nevada Water Authority (SNWA) water infrastructure which included two drinking water treatment facilities, three drinking water intakes at Lake Mead, a water quality laboratory and research center, and multiple pumping stations, reservoirs and transmission laterals that fed the Las Vegas Valley Water District (LVVWD), and the Big Bend Water District (BBWD) which consisted of approximately 60 miles of pipeline, 315 hydrants, four storage tanks, and a raw water treatment plant; overall, service was provided and water delivered to approximately 2 million residents or seven out of 10 Nevadans; shared that late fees, disconnect charges, and penalties for delinquencies and nonpayment were stopped when the Governor declared a crisis during the pandemic; delinquent payments and arrearages continued to increase; payment plans were offered to customers who were in arrears; LVVWD had not received any stimulus funds or Coronavirus Aid, Relief, & Economic Security Act (CARES) funds that were directly applied to that debt; allocation of ARPA funds would be used to perform critical maintenance of the infrastructure system, prevention of emergencies, and ensured the reliability of water delivery; a list of 34 proposed projects that totaled $77.3 million was presented, the engineering design group had identified 17 projects in qualified census tracks that accounted for $20.2 million, that $5.3 million of the project total was directly associated with BBWD, and that the intended direction of funds would be identified in the ARPA applications; projects would encompass maintenance, enhancement or replacement of aging pipelines, backflow protection, water rehabilitation, and equipping an emergency well in the Laughlin area of the BBWD; and the impact to the community would be enhanced reliability of the water system, increased water conservation, and reduced interest costs that may be passed on to customers in the future.
In response to questions from the Board, the speaker advised that approximately $1.5 million in fees were not collected by LVVWD during the pre-pandemic and post-pandemic periods, and payment plans that totaled over $700,000.
Clark County Chief Information Officer Nadia Hansen stated that a significant portion of any ARPA funds were dedicated to cyber security and broadband; the County had partnered with a consultant to conduct a feasibility study and to narrow down the problem for underserved and unserved populations; problems associated with the systems included upload and download speeds, connectivity, affordability, access to devices, and hot spots that were in need of digital equity and inclusion.
University Medical Center (UMC) Chief Executive Officer Mason Van Houweling and Chief Financial Officer Jennifer Wakem provided a brief history of UMC, stated that the facility was a Las Vegas safety net hospital that provided access to care when there were no options, and was the State’s largest teaching and training facility; that there were a total seventeen Quick Care and Primary Care clinics throughout the valley that served over 200,000 community members annually, and a clinic in Aliante and at McCarran Airport would be open in the near future; a list of community partners was shared; stated that the pandemic impacted UMC through more than $81 million in lost revenue and left a shortfall of over $27 million after receipt of testing revenues, grants, and CARES funds; advised that ARPA funds would facilitate improvements and updates at UMC which included expansion of the Telehealth Program that would continue to eliminate health care barriers such as long wait times for appointments, transportation or mobility constraints, privacy concerns and multiple follow-up visits; repairs and maintenance to the seven story 40 year old tower such as rehabilitation to deteriorating sanitary lines, modernization of the ventilation system, reconfiguration and centralization of the supply chain at an estimated cost of $20 million; the central plant replacements which included chillers and related primary cooling equipment that was more than 30 years old, which would enhance energy efficiency and offer savings while patient satisfaction was improved, at an estimated cost of $9 million; and Information Technology (IT) network enhancements that would increase integrity monitoring of high value, high risk data and assets, encrypted storage for specified data types, data management and classification, multi-factor authentication on all remote access technologies and administrator access, and advanced training and education for Cyber Security personnel, at a cost of approximately $6 million.
In response to questions from the Board, the speaker advised that the Telehealth program would provide a presence in outlying areas such as Laughlin and Searchlight; and that exterior upgrades would not be funded through ARPA dollars.
Culinary Health Fund (CHF) Vice President of Health Center Design and Strategy John Socha advised that the CHF was one of the largest health care consumers in the state, and were sponsored by the Culinary Union and Las Vegas area employers which included Wynn, MGM Resorts, Caesars and Boyd Gaming, provided coverage for more than 133,000 Las Vegans of which approximately 55% were women and 45 percent were immigrants and represented a demographics of members that were 54 percent Latin, 18 percent white, 15 percent Asian, and 12 percent black, and whose workforce supported the hospitality industry; the first health center was opened four years ago at Nellis Boulevard and Stewart Avenue and has been at maximum capacity and had served over 150,000 individuals; the goal of the CHF was to increase access to quality care and focus on patient satisfaction; stated that the creation of a network of health care centers anchored by world class primary care was envisioned by CHF, and that the center was operated by the University of Southern California (USC) tech medicine; inclusion of complimentary services such as dental, pharmacy, mental health and others would provide a one-stop shop for health care; mental health services were embedded in primary care; partnerships with UNLV, Roseman University and Touro University Nevada had been explored to employ graduates in health centers; Nevada ranked No. 49 in the country for the number of physicians per capita; the second health center, a 90,000 square foot facility located at Durango and Clark County Route 215 (CC 215) would employ over 300 health care and other professionals; possible sites for future clinics included a location on Tropicana Avenue across from The Orleans and other underserved areas; and that an ARPA allocation of $2 million per year for five years was requested.
Vegas PBS President Mary Mazur addressed the Board regarding emerging technology in public television; shared that connectivity was and continued to be a significant barrier to equitable education and long term recovery from the pandemic; stated that over-the-air (OTA) broadcasting would increase access to online education, and every household would benefit; considered to be the next generation of television broadcast or NextGen, ATSC 3.0 technology functioned via OTA signals, and also utilized an Internet Protocol or IP based framework that was still compatible with TV signals to transmit similar amounts of bandwidth to numerous households simultaneously and to multiple devices; the NextGen signals produced were wider, stronger in the amount of data that could be transmitted OTA, and allowed the most rural households to receive the transmission; research showed that low income households and households of color were more dependent on OTA reception than the general public which limited news, educational TV and public information to OTA transmission; improvements to OTA broadcasts would provide better access to educational programs and lifelong learning opportunities for all ages, as well as inclusive and comprehensive exposure to the arts and multi-cultural and public affairs programs; the ATSC 3.0 would provide equitable access to everyone at no cost to the consumer regardless of background or barriers; broadband applications would offer supplemental education and public information components, multi-lingual lesson plans and activity templates for child care providers; the new technology was critical for a new way of broadcast and emergency response applications; investment in this new technology would provide immediate increase in signal strength, broadcast reach, and households served; and while the new technology was still being refined, it still had immediate payoffs; the estimated cost for the upgrade was $3 million and included all equipment to transmit NextGen technology throughout Clark County, staff capacity to assemble and optimize all relevant equipment, and a redesign of PBS web platforms for integration; and PBS staff would also be dedicated to work with community partners in service to agencies and to pilot the new technology for their needs as well.
In response to questions from the Board, the speaker stated that Vegas PBS had a long history of partnerships and that with the expanded bandwidth there would be capacity to partner with first responders and the County on multiple levels; the bulk of the $3 million investment was towards the upgrade of equipment that is currently 1.0 to 3.0, and would mirror a two-way exchange of information similar to broadband in the future; and that the immediate result of the new technology would be a stronger signal, the consumer would not require any upgrades for better reception, even with an older tv in a rural area, and that newer TV sets or adapters would have the ability for two-way sharing or an internet-type experience. | |
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| | Receive information from community stakeholders regarding the immediate and long-term needs of the community as a result of the pandemic and its negative economic impacts and, in particular, the need for future investment in public health, water, sewer and broadband infrastructure and direct staff accordingly. (For possible action)
Agenda note: Clark County Public Works Traffic Management Manager Kaizad Yazdani made a presentation to the Board on Intelligent Transportation Systems (ITS) infrastructure for traffic signals on public roadways, incident management and emergency response; stated that approximately half of the valley was covered with fiber on major arterials and collector roadways; if there were no roadway resurface projects already planned the approximate cost for fiber installation on 100-foot arterial roadways would be in excess of $290 million, and that with resurface projects the cost would be reduced to approximately $75 million; on 80 foot collector roadways with no planned resurfacing projects, the approximate cost for fiber installation would be $370 million versus $100 million during resurfacing projects; advised that Clark County maintained approximately 2,800 centerline miles of roadway and fiber was missing on 600 of those miles; in 50 percent of the roadways with fiber, the strand count was 72 strands, and as technology had progressed, use of the technology had increased which would require existing low-strand count fiber to be upgraded to 274-strand; the strand count on current fiber installations was 144-strand; in the Boulevard project under construction, some of the wireless contractors were installing 1,800-strand fiber due to the high demand of wireless services in the area and the multiple smart poles, however the 144-strand offered built-in capacity and would meet the needs of the County.
In response to questions by the Board, the speaker advised that not all installed fiber was County owned, but was property of communication vendors and other services, and that projects and areas most in need would be prioritized through communication with those partners to determine where gaps existed, and the County could provide conduit during roadway projects; County projects could be put on hold while visiting the issue, however many projects were already earmarked with funding in place and should be completed; concurrently, a review of where gaps existed could provide direction on where next projects could be planned; a cost share Underground Management Plan with NV Energy provided a 50 percent cost share had allocated $15 million to be utilized for use by the end of 2022, that some projects had been identified to underground power lines inline, and renewal of the program for an additional three years after 2022 was pending; conversations with other entities that began prior to the pandemic were still underway, and at the end of 2021 a contract was planned to inventory every installed conduit, review the capacity that remained, and identify junction points and splice boxes that would determine what was available in the system, what could be used for additional capacity, gaps in the County sector would be identified, and communication over jurisdictional lines would be enabled; installation of fiber under sidewalks was not preferred, and would be considered where no sidewalks existed, took advantage of existing pole boxes and after consideration of where utility lines ran; signal communication, and emergency and incident management required a great amount of gigabyte data transfer which must be communicated through fiber, however school flashing systems were transmitted through RF antennas; and that transmission of a signal through airwaves was an option that could be explored.
Clark County Fire Department (CCFD) Chief John Steinbeck expressed appreciation to the Board for the supplemental assistance that had been received, for the opportunity to be considered for ARPA funds, and shared information on the needs of the CCFD that were required to continue to serve the community; advised the greatest need for CCFD was an additional 150 firefighters to reach 2009 levels; call volume in 2021 remained at approximately eight percent over 2019, and as compared to other cities and counties across the nation, the CCFD was two to three times busier based on the number of available firefighters; dollars from the ARPA would be applied toward specific needs that addressed the COVID-19 impact and service shortages, and included Mobile Integrated Health Services that, in conjunction with County Social Services and the Southern Nevada Health District (SNHD), would assist with the surge of COVID-19 vaccine and testing requirements, and would coordinate with Emergency Medical Services (EMS), hospitals and in-home care services at an estimated cost of $1.1 million a year plus a one-time capital purchase of $650,000; addition of one EMS coordinator responsible for coordination of the Emergency Medical and Rescue Services at a cost of $200,000 per year, and one registered nurse at a cost of $150,000 per year, that would provide medical assessment of services unique to COVID-19 both internal and external, and that both additional positions required financial commitment beyond the ARPA funds; addition of one fire station located at Las Vegas Boulevard and Serene Avenue that would provide medical services to the expanding south portion of the valley at a cost of $10.6 million plus $3 million for staffing annually; addition of one new Fire and EMS Training Center Facility that would address the needs of the growing community at a cost of $40 to $50 million; two fully equipped Advanced Life Support (ALS) fire engines at a cost of $1.5 million; three reserve ALS Rescue Units at a cost of $2.25 million; other areas of need included video teleconferencing infrastructure for all CCFD Fire Stations for remote training, and an improved command and control center at a cost of $500,000; one additional ALS ladder truck at a cost of $1.5 million; inventory control system that would provide accountability enhanced accountability of equipment and the rotation of PPE at a cost of $350,000; and training of an additional 25 personnel as paramedics at a cost of $750,000.
Commissioner Michael Naft and Commissioner Jim Gibson expressed appreciation to Chief Steinbeck and the CCFD for their services and efforts expended to the community during the pandemic and on a regular basis.
In response to questions by the Board, Chief Steinbeck stated that the requested Mobile Integrated Health Service could be integrated with the Highway to Health and other City and SNHD programs, and would assist in meeting community needs; and that current EMT technicians were interested in advancement to Paramedic classification, and Workforce Connections was not a fit for the specific level of training that was required.
Planned Parenthood Executive Director Lindsey Harmon made a presentation to the Board, stated that Planned Parenthood Rocky Mountains (PPRM) was founded on the idea that sexual and reproductive health care and information could change lives, communities and the world; PPRM provided education and information that allowed people to make informed health care decisions; PPRM had two health centers in Las Vegas, a Promotores de Salud program established 11 years ago that had educated over 35,000 Latino parents, families, and high school students through workshops and outreach events, and a community-based HIV program; centers had served almost 7,000 patients during the fiscal year, of which 80 percent were self-pay customers; the centers offered a Patient Assistance Fund that assisted many patients in need; connected patients to COVID vaccinations; emerging issues that had resulted from the pandemic had postponed preventative care, increased sexually transmitted infection (STI) rates which indicated that patients had forgone important health screenings, and that community center care was shelved; centers stayed open during the pandemic which helped fill gaps in health care systems; urged the Board to invest ARPA funds into the vital public health infrastructure that provided essential health care services such as STI testing and treatment, birth control, wellness exams, HIV services and life-saving cancer screening and prevention; additional funding from ARPA would expand the Patient Assistance Fund that provided immediate financial assistance to patients across Nevada, allowed continued investment in the Promotores de Salud program that delivered highly customizable, culturally competent, medically accurate Spanish language bi-lingual education, and would continue to build on the successful HIV programs that provided education and services aimed at prevention new HIV infections, promotion of retention and care, and supported HIV patients; and that a full proposal with budget information would be submitted.
UNLV Vice President of Government and Community Affairs Sabra Newby addressed the Board, stated that the Kirk Kerkorian School of Medicine recently produced their first class of graduates, and with the new medical school building construction underway was committed to improved health care in the region; the medical school sought to establish several programs and facilities that included an ambulatory out-patient surgery infusion clinical and mental health care facility that would not only serve the community but provide multi-disciplinary training opportunities for future doctors; a biomedical research facility; a health sciences faculty collaboration building; a biomedical, clinical and health sciences support infrastructure facility; stated that the transformational investment of ARPA funds for these projects would be game changers for health care in Southern Nevada; proposals had also been developed for multiple health-related assistance issues for the community such as COVID-19 recovery programs, a pandemic trauma relief and resilience building for Southern Nevada, establishment of the Southern Nevada Injury and Violence Prevention Center that would include a hospital-based violence intervention program, a multi-specialty clinic that would host COVID-19 patient recovery, expansion of access to care and continuum of care in Southern Nevada communities, work site oral health wellness programs, an advanced dental care clinic for patients that required specialized equipment such as wheelchair platforms or bariatric dental chairs; a UNLV student outbreak assistance team that would provide surge capacity for disease investigation and help the community be better prepared for future infectious disease outbreaks; revitalization of the Southern Nevada respiratory disease surveillance program that tracked 20 common bacterial and viral respiratory diseases, and provided near-real-time pictures of what was circulating in the population; stated that several proposals would be developed by UNLV and submitted, further expressed interest in partnering with the County and other community organizations, and asked that the Board look to UNLV for possible partnerships that would fulfill identified needs that may otherwise be unmet.
In response to questions from the Board, the speaker confirmed that UNLV had sought additional funding from the State.
UNLV Vice President of Economic Development Bo Bernhard addressed the Board regarding the UNLV Harry Reid Research & Technology Park, specifically Black Fire Innovation, which had grown by 267 percent since its inception, and that there were now 70 companies at Black Fire that were either participants in a project with UNLV, or held office space to work with UNLV students or faculty, for a total worth of $943 billion; the $35 million facility supported med tech and a variety of disadvantaged business enterprises, 7,980 small businesses were active clients at the small business development center; ARPA funds requested were to support a dark fiber line that would deliver high speed internet to companies that were in desperate need of the service; building No. 2 was under construction, and had received several commitments from major tech companies; and that availability of high speed internet would enable the small businesses to be better equipped to pivot to the world of online commerce.
In response to questions from the Board, the speaker stated that a line existed from the Switch Las Vegas campus to the main campus which had access to the Cherry Creek Supercomputer, and enabled supercomputing capacity at the Park to grow exponentially, and provided support for room temperature super conducting which was considered the holy grail of physics and allowed for a super-conducting energy versus semi-conducting, and would transform all devices and expand broadband infrastructure, and that Switch had been providing the service at no cost.
SNHD Chief Financial Officer Karen White provided the Board with information on public health and safety projects submitted for ARPA funding; advised that there information on a total of 19 projects was shared and that the presentation would focus on the projects of highest priority; advised that $8.25 million was requested for higher priority projects which included expansion of the Behavior Health (BH) Program that sought $1.2 million which would be through the Community Health Center and would provide services to patients with income levels at or below 200 percent of poverty guidelines through a combination of fixed clinic locations and various monthly mobile clinic events, would target medically underserved and socially vulnerable populations, and proposed staffing required consisted of a psychiatrist, a psychiatric nurse practitioner (NP), a pediatric psychiatric NP, five licensed clinical social workers (LCSW), five medical assistants (MA), and one each front desk attendant and biller, that additional costs would include training, IT equipment and test kits, six months of operation expenses and startup costs were requested and due to timing and recruitment of staff hires those funds would be spent over the first 12 to18 months of the program; an allocation of $1.2 million would support the Enhancing Community Health Nursing home visiting program, and would allow for support through the promotion of healthy pregnancies and full-term deliveries, healthy infants by assistance to low income and or at risk mothers via improved prenatal behaviors and the availability of needed services, promote child growth and development through screenings and education, and assist low-income parents to reach improved economic self-sufficiency, and there after consideration of the current funding available there would be a $2.1 million shortfall; the facility improvements was a multi-tiered project, and would include a 12,000 to 15,000 square foot expansion of the second floor and the addition of an elevator to the 2nd floor of the Decatur Avenue building in accordance with American Disabilities Act (ADA) requirements, relocation of offices from the first floor to the second in order to expand client services, an East Las Vegas location was being leased and required furnishings for behavioral health, waiting and exam room furniture and equipment, dental equipment, conference and break room furniture and would require $3.9 million; Congenital Syphilis Case Management Program would require personnel, supplies, local travel field work and three years of operations at a cost of $600,000 for three years of operations
Commissioner Kirkpatrick stated that the SNHD had not received any ARPA funds, and as a region a partnership could be established with other entities to help support some of the SNHD growth needs.
Nevada State College Senior Advisor for Government Relations and Community Affairs Anthony Ruiz made a presentation a transportation infrastructure pilot program, the Campus Commuter, which was a partnership between Nevada State College (NSC) and the College of Southern Nevada (CSN), explained that the program was an express shuttle service that connected NSC and CSN’s combined four campuses with underserved areas in Southern Nevada; students would be required to show identification and would utilize mobile applications to track the location of WiFi enabled shuttles; the program would address the impact of COVID-19 on certain populations, and also educational disparities that had been exacerbated by COVID-19 such as transportation, mental health, access to student support services; research showed a relationship between transportation and social mobility was strong, and aligned with the Clark County strategic priorities of safe and secure communities and connecting communities; the pilot program was originally derived from a series of stakeholder meetings held in early 2019 between Nevada Lieutenant Governor Kate Marshall, Regional Transportation Commission (RTC) of Southern Nevada, the Clark County School District and various other institutions after transportation barriers were identified; data collections indicated that 87 percent of prospective students perceived transportation as a barrier to starting college; 75 percent of current students perceived transportation as a barrier to continue college; and 81 percent of students perceived transportation controlling at least some part of their schedules; the program launched in January 2020, showed great promise, experienced weekly ridership increases, and was shut down in March 2020 due to the pandemic; allocation of ARPA funds would allow reinstatement of the Campus Commuter to include a full year evaluation of the pilot program as was intended, and expand services to include at least one location in the southwest part of the valley; the program was designed to increase access and success for students that commuted from underserved areas, accessible transportation options in areas where it was most needed, and aimed to increase both participation in post-secondary education as well as close the achievement gap.
Clark County Chief Financial Officer Jessica Colvin clarified that the Clark County website contained application and program guides specific to household assistance and services provided to those disproportionately impacted, and that another application would become available for services that were discussed today such as water, sewer, broadband, health and safety and infrastructure. | |
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| | PUBLIC COMMENTS
Agenda note: At this time, Chair Kirkpatrick asked if there were any persons present in the audience wishing to be heard on any items not listed on the agenda as posted.
SPEAKER(S): Present
Brian Scroggins expressed support and appreciation for Chief Steinbeck and also the Board for their efforts on behalf of the community during the pandemic.
Henry Thorns shared information on the DogCatchers Youth Foundation, expressed appreciation to the Board and government officials for assistance, and stressed the importance of preventative measures.
There being no further business to come before the Board at this time, at the hour of 2:29 p.m., Chair Kirkpatrick adjourned the meeting. | |
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| | A period devoted to comments by the general public about matters relevant to the Board's/Trustees' jurisdiction will be held. No vote may be taken on a matter not listed on the posted agenda. Comments will be limited to three minutes. Please step up to the speaker's podium, clearly state your name and address and please SPELL your last name for the record. If any member of the Board/Trustees wishes to extend the length of a presentation, this will be done by the Chair, or the Board/Trustees by majority vote. | |
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| | APPROVED:
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TICK SEGERBLOM, COMMISSIONER | |
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