Viewpoint Magazine

The Cost of

SUCCESS

Leading theEconomic

Cavalry

Money?Do Schools Need More of it?

ChartingNew Directions

Finding the place for

Government

ShouldPrivate Sector

Invest?

� Viewpoint November 2012

Viewpoint November 2012 3

Lee BonnerEditor

Rob HooperNNDA EXecutive Director

Christi Tolbert Art Director

Tonya ChampaProJect Coordinator

Pat BridgesAdvertising

Published By:

775.883.4413www.nnda.org

Measurement & Control

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contents | November �01�

The Viewfrom the TrailheadRob Hooper . . . . . . . . . . . . . . . . . . .4Message fromGovernor SandovalGov Brian Sandoval . . . . . . . . . . . . .5What Does ItTake To Be Successful?Steve Kenninger & Gail Jaquish. . . . .6WNDD Receives2012 NADOInnovation AwardRon Radill . . . . . . . . . . . . . . 9Should The PrivateSector Invest?Brad Woodring . . . . . . . . . . 11EconomicRevitalizationMiya MacKenzie . . . . . . . . . 14Where Does LocalGovernment Fit?Steve Mokrohisky . . . . . . . . 16The Cost of SuccessLee Bonner. . . . . . . . . . . . . 18Money? Do SchoolsNeed More Of It?James Guthrie . . . . . . . . . 23FederalInvestmentsThat MatterSarah Adler . . . .26Churchill: More than AgEleanor Lockwood . . . . .28Leading the Economic CavalrySteve Hill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Charting New DirectionsJeff Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32The Old West is Still AliveDeny Dotson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

1132

18

34

775.882.2111 • nevadaappeal.com

775.782.5121 • recordcourier.com

When I think about being at a trailhead, and the cost of success… together; I can’t help but conjure up visions of real trailheads with a winding trail disap-pearing in a beautiful Sierra Forest at the start of a major hike. How many

times have many of us “outdoor enthusiasts” in Nevada had this experience? Many I am sure. Th ink about it, the preparation it took to be standing there at the start, the cost of the backpack and gear, the ultra-light food and the one sneaked aboard beer for the top. Yes, we invest heavy in getting ready. Th en there is the hike. Th ink about the miles of boot in front of boot, the sweat, and the occasional

slip, the pesky mosquito that keeps biting the back of your leg and

also, let’s not leave out the companions who keep

saying “are we there yet?” Oh yes,

we invest heavy in the hike to

the top.

But now, think about the success of that hike. You are standing on the top of a gigantic moun-tain, you can see forever; you breathe air that is so pure and light that surly, as Mark Twain would say, it is the air for angels. Your trip-up rewarded you too. Th e beautiful butterfl y that landed on your hat, the sound of the mountain woodpeck-ers in the distance, the quick look at the deer and… well you get the picture. Success.

But, there was a cost wasn’t there?Nevadans, this is the same with our econ-

omy, our education systems, our jobs, our investments all of the things that make up “success” for our future. We have to invest to be ready for success, we have to invest both tangibly and with our sweat to make it happen and we have to take some knocks along the way. All of this is the “cost of success”.

If any of us think we can be successful with-out this kind of planning, investment, commit-ment and execution; then please show me the slot machine that is working for you. Th e fence was not built by itself. Th e cow did not get milked without some attention by the dairy-man. Th e kids did not learn without a teacher. We all know this. It takes hard and purposeful work to be successful.

Th is issue of NNDA’s ViewPoint Magazine, is dedicated to exploring the “cost of success.” NNDA is proud to be a part of the Sierra Region of Nevada. Th is community does come together. It does invest in itself with treasure and time. I hope you enjoy the stories and information in this issue and invite you, if you are not already, to become a partner with NNDA and invest in our future, your kids and grandkids will thank you.

rob hooper – nnda eXecutive director

The View From the Trailhead

Use your QR code reader tosee a special message from NNDA.

4 Viewpoint November 2012


When I delivered my inaugural address in 2011, I stood on the steps of the Nevada Capitol and told the people of

Nevada that I was committed to fulfi lling the promise of opportunity that brought this state into the Union. Th is is a promise I am still committed to.

As Governor, I have worked to do all I can to keep our state moving forward, out of the economic reality which faced us as I began my term. So just a few weeks after my inauguration, I stood in the Nevada Assembly Chambers and laid out a plan for how my administration would tackle the challenges of the new economy. With Ne-vada leading the nation in unemployment and home foreclosures, we had to alter our game plan.

Working with legislators, the Lt. Gover-nor and economic development authorities throughout the state, we were successful in passing Assembly Bill 449 during the 2011 Legislative session. Th e legislation overhauled the state’s economic develop-

ment infrastructure and aimed to diversify Nevada’s economic while creating jobs. Th e legislation also created the Governor’s

Offi ce of Economic Development, sup-ported by the Board of Economic Develop-ment. Th is plan, in conjunction with the work being done by the regional economic development authori-ties throughout our state, has already be-gun to deliver results.

Our state economic development plan, “Moving Nevada Forward: A Plan for Excellence in Eco-nomic Development 2012 – 2014,” is a

living blueprint for how Nevada is target-ing selected industry sectors to diversify our economy and create new jobs. I’ve set a goal for businesses in Nevada to create 50,000 new jobs by 2014 and I’m proud to say we are more than halfway there.

From Urban Outfi tters locating their western U.S. distribution center in Stead to NJVC locating their data center in Reno, we’ve experienced success in bringing new companies to Nevada. One signifi cant suc-cess attracted one of the largest technol-ogy-based companies in the U.S., Apple, to Reno bringing with it more than 300 jobs and netting the state between $16 million to $20 million over the next ten years.

Although attracting a national company with a strong brand was a momentous accomplishment, it is going to take even more eff ort to continue to rebuild Nevada’s economy. In fact, I recently returned from the fi rst Governor-led trade mission to the People’s Republic of China and the Republic of Korea. While there, I worked with Steve Hill and representatives from businesses across Nevada to expand our global engagement and secure additional direct foreign investment in our state. Sev-eral companies returned home with new deals and others made signifi cant strides towards valuable partnerships. Let me be

clear, we will continue our outreach to those who wish to partner with Nevda.

Th ough we’ve had successes, we must not rest on our laurels. As I have said be-fore, economic development is a journey, not a destination. Th ere is still much more work to carry out and we are not nearly close to being fi nished.

I am proud of the hard work of the NNDA and the business community who work so hard to make Nevada such a great state. All Nevada!

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A Message from the Governor

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QualitiesEntrepreneurial

Americans have a proud history of being an entrepreneurial nation. Nowhere else in the world do so many people create wealth and employment through the fruits of their own labor. New businesses are launched every day in the USA. Yet, historically and consistently, the majority of new businesses fail within the fi rst fi ve years. If you are considering starting a business, learning from others who have succeeded and failed may help you decide whether to proceed, and how to succeed long-term. Evaluating your own suitability to being an entrepreneur before you put capital at risk will help gauge your entrepreneurial nature and the probability of your succeeding in a start-up business venture. These are a few qualities of successful entrepreneurs that we’ve observed through starting and growing businesses.

steven c. kenninger and gail a. JaQuish

Each year, local businesses should update their after-hours emergency contact instructions for the Carson City Sheriff’s Offi ce Public Safety

Communications Center.

On your own business letterhead, fax instructions and contact information to the

Communications Center at:

775.887.2222

Please include:

At least two after-hours points of contact, including home and cell phone numbers.

Please provide a return telephone number and point of contact for Communications personnel

to verify receipt of the information.

This is a public service provided by the Carson City Sheriff’s Offi ce. The information you provide

is kept confi dential and will be used only for the purposes of emergencies involving your

business or property.

EMERGENCY 911

Administrative Offi ces775.887.2500

Non-EmergencyDispatch775.887.2012

Partnership Carson City775.841.4730

Drug Hotline775.887.2020 x 6384

Gang Hotline775.887.2020 x 4-GANG

Traffi c Hotline775.887.2020 x 4-5000

Santa Hotline775.887.2020 x 4-5005

Carson City Sheriff’s Offi ceYour Community Law Enforcement Agency911 E. Musser St. • Carson City, NV 89701 • 775.887.2500

www.ccsheriff.com

Sheriff Ken Furlong Undersheriff Steve Albertsen

A Sheriff’s Offi ce Engaged in the Community…Sheriff Ken Furlong – 283.7800

EMERGENCY CONTACT INSTRUCTIONS

Tolerating risk: Successful entrepreneurs are individuals who are

willing to pursue a plan when there is no guarantee that it will succeed, and in fact, likely a probability,

statistically, that it will fail. Not everyone has the ability to tolerate this level of risk. Many people have the com-

petence to run a successful business, but they are either too risk averse or are not willing to invest capital unless the out-

come is guaranteed in advance. Entrepreneurs are both willing to take signifi cant risks and able to forge ahead when the path and

outcomes are uncertain. A tolerance for ambiguity and risk taking is part of an entrepreneur’s psyche.

Knowing the business before risking capital:

Many businesses fail due to the lack of the founder’s ability to plan for reality. Often this failure derives from the founder’s lack of substantive knowledge of the underlying business. You will dramatically increase your risk of failure if you start a business in which you have no prior work experience. You will signifi cantly increase the likelihood of your succeeding in a startup business if you already understand the business from having previously worked in the relevant industry or profession.

Managing cash fl ow: Many new businesses fail because they underestimate start

up costs and early operating losses, and overestimate projected revenues. Every business experiences ups and downs. Establish reserves during the good times; you will need them to weather the downturns. Some businesses fail because they grow too fast and lack adequate working capital to support rapid growth. Managing adequate cash fl ow is the life-blood of every successful business.

Listening and adjusting:Successful entrepreneurs listen to advisors, consultants, clients,

customers and their employees to better understand the strengths and weaknesses of their business, and for sources of good ideas for how to improve the business. Sometimes, you need to cut your losses and change course, not because you gave up, but because it’s the smart thing to do.

Working harder: Irrespective of your absolute skill set or knowledge base, you can

usually work harder than your competition. Th at dedication, every day, will increase your probability of success, and can be the diff er-ence between surviving and excelling.

Knowing your limitations: One of Clint Eastwood’s best lines in his role as detective Harry

Callaghan was: “A man has got to know his limitations.” A success-ful entrepreneur knows what he doesn’t do well, and supplements that weakness by hiring others who possess the expertise he lacks. No one person will ever be the best at every skill set the business needs to succeed. Th e most successful business leaders are the ones who recognize that the greatest asset they bring to the business is an ability and willingness to hire talent that exceeds their own.


Overcomingfailure:

Long-term success without experiencing failure along the way is rare. Entrepreneurs need to be able to accept failure, learn from it, work through it, avoid making the same mistake again, and persist in moving forward in spite of setbacks.

Checking ego: As an entrepreneur, you will be rejected,

ignored, criticized and disappointed by many prospective or actual equity sources, lenders, customers, vendors, employees, consultants and partners. Putting the busi-ness fi rst to keep it viable often requires swallowing your pride. If you don’t have a thick skin by nature, you will need to develop it quickly in order to overcome emotional obstacles to your business succeeding.

Valuingeconomic freedom vs. “free time”:

Some people presume that starting their own business will provide them more free time in their life. Th is is seldom the case. However, entrepreneurism does create op-portunity to gain fi nancial independence. As an entrepreneur, you have the potential to achieve more economic freedom, even if you end up having less “free time.”

Launching a new business involves dif-ferent issues than acquiring an existing business. In either case, it is challeng-ing to operate a business successfully. Considering some of our observations may help you decide whether you want to start a new business or acquire an existing one, and determine whether you already possess or need to further develop entrepreneurial skills before risking capital.

entrepreneurial Qualities (continued)

“A successful entrepreneur knows what he doesn’t do well, and supplements that weakness by hiring others who possess the expertise he lacks.”


steven c. kenninger is the founder of QMO, LLC, a private eq-uity investment fi rm. He has co-founded and taken companies public on the NAS-DAQ stock exchanges in the U.S. and in Japan. He is a graduate of the Purdue University School of Mechanical Engi-neering and the Stanford Law School.

about the authors …

gail a. JaQuishis the founder of Jurix, Inc., a fi rm that provides litigation related ser-vices to law fi rms and corporations. She received her B.A. from Stanford University and her M.S. & Ph.D. de-grees from Cornell University.

WNDD Receives2012 NADO Innovation Award


The Western Nevada Development District, based in Carson City received a 2012 Innova-tion Award from the National Association of Development Organizations (NADO)

Research Foundation for the Stronger Economies To-gether (SET) Program - Strengthening Partnerships for Development of Comprehensive Economic Develop-ment Strategy (CEDS).

Western Nevada Development District (WNDD) is now Nevada’s only certifi ed Economic Development District. Th is certifi cation is from the U.S. Economic Development Administration. WNDD has had this certifi cation since 1984. Th e WNDD region is currently comprised of Carson City, Churchill, Douglas, Hum-boldt, Lyon, Mineral, Pershing, Storey, and Washoe counties. WNDD has grown from four original counties to the current nine, with the addition of Humboldt in 2011 and Washoe in 2012.

NADO is a Washington, DC-based association that promotes programs and policies that strengthen local govern-ments, communities and economies through regional cooperation, program delivery, and comprehensive strategies. Th e association’s Innovation Awards program recognizes regional develop-ment organizations and partnering or-ganizations for improving the economic

and community competitiveness of our nation’s regions and local communities. Award winners will be showcased during NADO’s 2012 Annual Training Confer-ence, to be held October 13-16 in Las Vegas, Nevada.

“For more than 25 years, NADO’s Innovation Award has provided regional development organizations through-out the nation a unique opportunity to showcase their important work and their critical role in promoting economic development for rural and small metro-politan communities. Th e creativity and signifi cant, long-term impact of regional programs and projects like the Stronger Economies Together (SET) Program are the key to advancing the economic growth and sustainability of our nation’s regions and communities,” said NADO President Russell Cowley, executive director of the Six County Association of Governments in Richfi eld, UT.

Back row: Buddy Borden, Russ Cowley, Michael Guss, Dean HaymoreFront row: Shelley Hartmann, Lee Bonner, Ron Radill

We can help you make that change. Keep up with the economic development news for the

Sierra Region of Nevada by joining the NNDA mailing list. We will never sell your email to another organization. Join

our list by using the QR Code reader on your smartphone. Its easy, quick and will allow you to opt out at a later date

if you change your mind.


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For many private corporations today, the everyday business of identifying a need, producing a product, getting

it to market and realizing the profi table gains of such business processes can be enough to fi ll each day. Such challenges and obstacles don’t always allow the company the opportunity to engage in the business of economic development.

INVESTMENTINVESTMENTINVESTMENTINVESTMENTPRIVATE SECTOR

By Brad WoodringEconomic Development Manager,NV Energy

We can help you make that change. Keep up with the economic development news for the

Sierra Region of Nevada by joining the NNDA mailing list. We will never sell your email to another organization. Join

our list by using the QR Code reader on your smartphone. Its easy, quick and will allow you to opt out at a later date

if you change your mind.

1� Viewpoint November 2012

You might say that the private company is running its own form of economic devel-opment, attempting to increase revenues and find new markets for its products. But there is another whole realm of economic development that too few private compa-nies take the time to get involved with and that is the growing of a region through the economic development efforts of the local economic development agency or groups. The cost of a private company to get involved is minimal compared to the detriment to a community where private business does not.

If you are a business individual involved with local community organizations, you might have heard a version of the mantra of-ten used in Rotary Clubs -- that citizens have the opportunity to give of their “time, talent, or treasure” when giving back to the commu-nity. A private company can follow the same credo when thinking about getting involved with local economic development efforts.

The first consideration is “time”. In today’s world of electronic data mining and internet research, nothing replaces the old fashion face to face approach of marketing. Attend-ing trade shows, conferences and meeting one-on-one with the decision makers of

companies interested in ex-panding or relocating their businesses goes a long way in the building the trust of a prospective new company. Participating in recruitment missions and addressing the specific issues of prospec-tive new businesses requires a commitment of time that can pay back in spades if done with a consistent mes-sage and methodology.

One of the primary roles that NV Energy and its Eco-nomic Development Team play in the growing of our region is one of partner and support system. For a num-

ber of years, NV Energy has and continues to dedicate and provide resources for research information addressing the assets of the state of Nevada. The commitment of NV Energy to help “fill the gaps” where other organizations need assistance has been one of consistent understanding and support. By partnering with local economic development factions as well as professional and local organizations, businesses can all work together in bringing our special “talents” to the table to work to close a transaction and address the needs of a company looking to move or expand into the Silver State. Management of any private com-pany can and would benefit by offering the skill sets of their employees to assist in the attraction of new business to local economic development groups.

And of course, there is always the “trea-sure” aspect of any campaign to promote the assets of a city or region. Through a financial commitment to an economic development organization or group, private business has the opportunity to be part of and financially shore up programs that further the overall ef-forts to grow a region economically through attraction and retention initiatives.

From the vantage point of NV Energy, whose collaboration with state and local

economic development efforts goes back almost a half a century, it has always been about helping to raise the standard of living for the resident Nevadan. The attraction of new business that creates new and needed jobs; raising the bar in education standards through our support of traditional education as well as vocational and workforce devel-opment; working with the commercial real estate brokerage and development communi-ties to fully utilize existing infrastructure as well as develop a healthy construction indus-try when new buildings are required. These are just some of the reasons that NV Energy is in the economic development game.

From each industry sector represented in a region, many assets are available to be

“The cost of a

private company

to get involved

is minimal

compared to

the detriment

to a community

where private

business does not.”

private sector investment (continued)


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part of the process. It is incumbent upon the economic development organizations and practitioners to call upon these assets when appropriate. Working together, private business and local economic development practitioners, with the mission of creating jobs and increasing the standard of living should be paramount. Whether it is location to market, adequate workforce, or a positive business environment, local businesses can be a part of continuing the upward move-ment of economic vitality in the region by taking an active role.

And fi nally, businesses who work col-laboratively for the betterment of the region often see benefi ts through a greater skilled

workforce, increased civic services, higher results in education attainment in K-12 and higher educa-tional institutes, and a robust cultural en-vironment in which the entire commu-nity thrives.

Investing “time, talent, and treasure” by the private sector in the aspect of eco-nomic development is a business choice can help in the overall success of a local economy and region.

Bringing quality healthcare

workforce, increased civic services, higher

tional institutes, and a robust cultural en-

Investing “time, talent, Investing “time, talent, and treasure” by the private sector in the aspect of eco-nomic development is a business choice can help in the overall success of a local economy and region.

One of the most important pieces to a resurgent Northern Nevada economy is a focus on projects to create vibrancy within downtown corridors. Businesses want to be where the action is, whether that’s due to arts and culture, a place for meetings or just a “buzz” in the air created by other businesses starting up.

Th ese kinds of vibrant downtown areas and the accompanying economic development they bring have been criti-

cal to economic growth in cities around the west:

A master plan adopted three years ago in Missoula, Montana, is helping that city develop unique “zones” of modern, attrac-tive hot spots for entrepreneurs thanks to a focus on mixing urban density with residential amenities.

A steady approach on everything from streetscapes to LEED-certifi ed, modern high-rises to a massive, downtown week-end farmers’ market has helped the down-town in Boise, Idaho, become a destination for start-ups fl eeing the Silicon Valley.

A 2010 decision by the city council in Ogden, Utah, opened the door for major redevelopment along a four-block cor-ridor near that community’s downtown, giving hope to business owners looking to improve their economic well-being along with their property values.

A group of business owners, economic development offi cials, foundation execu-tives and community leaders in Carson City are hoping to make our downtown the West’s next revitalization success story. Downtown economic development is moving forward in Carson City thanks to projects like the Business Incubator, a new focus of the Hop & Mae Adams Founda-tion in partnership with Northern Nevada Development Authority.

“We’ve completed a number of econom-ic studies,” said Steve Neighbors, a trustee with the Hop & Mae Adams Foundation

One StepCloser to Revitalization

economic


Clockwise from left: Mayor Bob Crowell, Architect Rob Darney, Commissioner Lee Bonner, Senator Maurice Washington, and Miya MacKenzie.

by miya mackenZiemacWest marketing

“to assess strengths and weaknesses of Carson City’s economic structure. Th e goal was to identify areas of opportunity in which the Foundation can be of assistance by creating sustainable results without additional hardship to the already strained city budget.”

Two of the fi ndings were the need to diversify Carson City’s economy and to provide more desirable job opportunities. Th is can be accomplished in part by help-ing people start their own businesses, and that’s why the Foundation is establishing a business incubator. Vacant structures downtown continue to depress overall property values and overall economic health, according to Neighbors, and the incubator is a stepping stone in addressing that problem.

Len Semas is a Carson City businessman who teaches at Western Nevada College. During a recent “telephone town hall” about economic development, he dis-cussed a project he assigns to students in his Introduction to Business course.

“One of my students’ projects is to prepare a business plan for a hypotheti-cal business, or very often for a business they would like to start,” he said. “I often encourage students to take the next step and explore the actual start-up of their plans. Th at part of the task is daunting without assistance. An incubator and its related support services can provide just that. Ideally, we could put students together with sources of information, men-tors and various business services provided by either private sector or public sector. Th e business incubator will be an excellent opportunity for some of these unique and spirited ideas to come to fruition. Th ere may be the next Apple Computer, right there in that classroom,” Semas said.

It’s not just students. On another “tele-phone town hall,” Neighbors heard from a local resident who had recently lost his

job at a major Carson City employer. Th e man wanted to start his own business but wasn’t sure how and didn’t know where to go to fi nd the resources he needed in order get his business off the ground. Neighbors sent him to the BRIC (Business Resource and Innovation Center, part of the Carson City Library System); a follow up phone call revealed the caller’s delight with the assistance he received there.

Beyond a physical location for business, entrepreneurs often need guidance, practi-cal knowledge and resources along the way to business success.

“Th e Incubator will help fi ll that clear business opportunity need in our com-munity,” Neighbors said. “Our goal is to support folks who want to go out on their own and be entrepreneurs. Th e research clearly shows one of the best ways we can do that is to give them an inviting, attrac-tive, vibrant place to do business, network with others and fi nd professional support and advice for their daily challenges.”

Mark Long is President of Long Per-formance Advisors, a consulting fi rm specialized in strategic planning and tactical initiatives in business incubation, marketing and start-up management. Long has started, managed and consulted for incubators around the globe. He states, “Th e most important role an incubator plays is in programs and networking to educate entrepreneurs on how to build a business, what is required for starting up, how to fi nance, and proven management strategies.” Long has found that successful incubators build a support network of local professionals such as accountants, attor-neys and marketers who will work with the entrepreneurs while they are in the incuba-tor and after they’ve graduated to a larger facility in the community. Long concludes, “Th e real value of an incubator is in setting the tone for a community to become a fo-cal point for innovative activity.”


ABOUT THE INCUBATORWHERE

The old “Stewart Title Building”at 222 North Carson Street

WHOThe Hop & Mae Adams Foundation

is partnering with Carson CityCareers and with the NorthernNevada Development Authority

WHATThe incubator is structured to provide

low-cost rents for a stated periodof time for fl edgling organizations

trying to get off the ground.Additionally it will offer mentor-

ing, business start-up services and resources, and it will create a support

network of local professionals.

WHYThese efforts will attract

innovative and technology-based companies and provide desirable

job opportunities, ultimately bringing new life to the area and diversifying

Carson City’s economy.

Visit:HopAndMaeAdamsFoundation.org

to learn more.

Mayor Bob Crowell, Architect Rob Darney, and Miya MacKenzie.

Phot

os co

urte

sy o

f Jos

ie M

arte

l


There has been a lot of debate at the national level recently about the role of government in job creation and economic

development. Recognizing that government alone does not attract private investment and create jobs, Douglas County has worked hard to establish the appropriate role for local government in creating a vibrant local economy – as a leader and a partner.

Vibrant local economies rely on the private sector to invest, take calculated risks, pursue innovation and create jobs. The economy also relies on the public sec-tor to be a leader in identifying solutions to community challenges, and to balance its regulatory and public service role with flexibility and creativity. Additionally,

economic vitality is greatly enhanced when citizens are constructively engaged in solu-tions to the important issues of our time.

Nevada is generally regarded as a very affordable place to do business due to a low tax structure and a regulatory environment that seeks solutions not obstacles. Douglas County has distinguished itself as a leader in the state as the healthiest community for three years in a row, the highest personal per capita income, the highest average wage per job, the best high school graduation rate, and the greatest number of graduate, professional or doctoral degrees per capita.

The natural environment is also second to none, as the home to the pristine waters of Lake Tahoe, the rugged mountains of

the Sierra Nevada, and the expansive ranches of the Carson Valley. While you can still find miles of open space, a wealth of outdoor recreation activities, strong agricultural roots, and a rich western cultural heritage – even some true cowboys – Doug-las County is also

home to world leading science and technology industries em-ploying over 1,800 skilled hi-tech workers with total wages exceed-ing $111,000,000.

So, if government’s role is not to create jobs, how does it at-tempt to create an environment for businesses to thrive? Douglas County is working to be a leader in promoting existing commu-nity strengths, seeking solutions to challenges, and working to partner with stakeholders to de-velop long range visions, resolve regulatory conflicts, and tear down barriers to progress.

LeadershipWorking with private and public stake-

holders to create solutions to community challenges and promote existing strengths has resulted in several important achieve-ments for Douglas County.

First, an effort in 2010 to restore federal compliance and funding for the Minden-Tahoe Airport was successful after years of prior failed attempts. The success of this effort was due to a new approach by the County to engage the public and business community in developing a solution. The Airport now represents the only financially self-sufficient general aviation airport in Nevada, is recognized internationally as one of the top airports for soaring, and continues to attract new private invest-ment and job growth.

Second, the need for a multi-genera-tional community center was first identi-fied in 1969, but numerous attempts to get the project off the ground failed for over 40 years. In 2010, the County took a different approach, and identified a diverse team of private and public sector champions to lead the effort. In 2011 a site and respon-sible financing plan were developed. In 2012, the County broke ground on the new facility that will serve as a strong quality of life attraction for employers.

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Local Government’s Role

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in Economic Development

The Douglas County Board of County Commissioners break ground on the new Community Center.

Douglas County is known as the Soaring Capital of the world.


Finally, working with private industry, higher education and regional economic development agencies in 2012 the County led an eff ort to analyze existing business strengths that resulted in identifying a unique world leading technology cluster. Th e analysis focuses the County’s future eff orts on infrastructure, workforce, educa-tion and supply chain needs. Engaging the business community has resulted in im-portant supply chain connections between local businesses.

PartnershipDouglas County is also working to

partner with stakeholders on long range vi-sions for downtown revitalization, address regulatory issues, and eliminate obstacles.

In 2010 the County established an eco-nomic vitality plan with three focus areas and identifi ed private sector champions to lead key projects in:

• Education and Innovation

• Outdoor Recreation and Lifestyle

• Historic and Distinctive Downtowns

One of the signifi cant challenges to downtown revitalization is a fi ve lane state highway that cuts through the downtown corridor. It is extremely diffi cult to create a vibrant main street with safe, walkable and inviting amenities where businesses can thrive, while also contending with large trucks and heavy traffi c. Th e County has partnered with stakeholders to create long range visions for the downtown areas that address the existing transportation challeng-es and seek to create vibrant main streets.

Th e County has also sought to work in collaboration with the business community to resolve regulatory issues. In one case, the County is working with the real estate community to adjust zoning regulations that restrict fi tness businesses from operat-ing in light industrial parks, recognizing that there is a high demand for these businesses and signifi cant excess capacity. Another example is the County’s eff ort to eliminate home occupation permits. Th is change removes an unnecessary permitting requirement, while allowing the County to work with the business community on poorly regulated areas that businesses and the public want to address.

Finally, while the County provides many of the core public services in the community, there are other important public, private and non-profi t agencies that are critical to economic vitality, including educa-tion, transportation, bi-state regional planning and health care agencies. Th ese agencies are all working together on important initiatives, recognizing that the success of our local economy depends on key stakeholders connecting the dots that lead to eco-nomic success and erasing the lines that separate our paro-chial interests.

It is clear that government does not drive the economy or create jobs alone. Th e most important role for government in economic development is as a leader and a partner. To achieve the economic vitality desired in our communities, local governments must be a leader in promoting existing strengths and identifying solutions to community challenges, while also partnering with key stakeholders to achieve shared goals.

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The Douglas County Board of County Commissioners break ground on the new Community Center.



It takes leadershipYou may have heard, “it takes a village”,

and that’s true with economic develop-ment, but it starts with fielding the right team. The state of Nevada has invested in that team through the Governor’s Office of Economic Development (GOED). The business community and the municipali-ties of the state are betting heavy on this team to lead us down the path of suc-cess. It’s a big task to take the reins and be the champion across the many differ-ent jurisdictions and GOED’s Executive Director Steve Hill has been appointed by the governor to do just that. The cost of success is seen in GOED’s development of a statewide comprehensive strategy along with the countless hours invested in broad based economic development initiatives.

The Cost of Success By Lee Bonner

SucceSS By Lee Bonner

The

There is little doubt that economic development is critical to the future of Nevada and the Diversify Nevada program started by Lt. Governor Brian Krolicki, years ago was the right direction for the state. Many people don’t realize the cost that goes into creating a plan and an investment strategy to accomplish our economic development goals. This dedication and commitment has increased over the last two years through the Governor’s focused initiatives.

cost of

Th e challenge of fi nding the right balance between the urban and rural areas, north and south all in the midst of an economic downturn has not been easy, but Nevada doesn’t do things because they are easy. We do what needs to be done.

Th e state has also found a way to fund this new direction in building the team and the strategy. Not only have they found the resources to build the Catalyst Fund, they have also continued to invest in our regional development authorities. NNDA is the recipient of those funds and as most organi-zations they have had to do more with less in a time when you need to have more to do more. And while the state invests from the top, development authorities look to the private sector for a more local investment. Some may ask, “Why should a company invest in economic development?”

If you ask anyone in business, they will tell you that a strong economy is good for everyone. A strong knowledgeable work-force helps to make the local regions more competitive. Bringing in new business

helps the local economy survive and return to

a path of prosperity. Our region

has seen many

retail

businesses close the doors. And when we talk about jobs, we are talking about not only manufacturing and engineering, we are talking about the indirect jobs in food and beverage and retail. A strong economy is good for the employees of a company in providing quality of life and services that have been reduced during the downturn.

Th e Importanceof Education

Th e cost of success is also seen in educa-tion. Nevada gets a bit bruised when the topic of education comes up and the state is focused on improving education in the best way possible. We have been forced to reduce budgets across the state, but educa-tion does not measure success based on per pupil spending. Northern Nevada has fantastic schools and when you look at the Sierra Region you will see a school system that will stand up to most across the coun-try. Th e statistics prove that our gradua-tion rates are higher than the state average. Th e number going to college is higher and the schools here have outstanding leader-ship across the board and are leading with integrity and vision.

And when talking about education you fi nd yourself at the local level and that brings us to our local governments of the counties and towns. Across the state you see everyone is focused on economic

development at the local level. Some of the areas of the state are doing well in the mining industry. Oth-ers are struggling. How do we care for our future citizens and give them the education needed

to move Nevada to the top. For Nevada it’s not a race to the top, it’s the chal-lenge to fi nd the right mix

of funding and strategy. Nevada is also looking to modify the funding formula for the colleges which could result in a 30% decrease in revenue for Western Nevada College resulting in layoff s and reduced curriculum. Th ese are not easy times and we need confi dence we have the right people in the right positions of leadership. Th e education budgets are not a line item we have been able to maintain. Th rough cuts and reduced funding we have seen schools face fi nan-cial impact for the past 4 years. Howev-er, education is a priority and we will fi nd the needed revenue to help us compete and increase the level across the state. Our governor is committed to funding education as a top priority.

In times of challenge the cream always rises to the top and with this downturn the pioneering spirit of Nevada is alive and well. Th at spirit gives us the opportu-nity to fi nd new ways to work and teach. New methods that refi ne what we do in such a way that we gain momentum and set the right path towards a lean meth-odology. Now that we are coming out of the recession, we know we are moving in the right direction. Businesses use times like this to cull the business. Th ey cut excess costs not because they want to, but because they have to. Th ey fi nd more ef-fi cient ways to work and come out it with momentum and with the right priorities in place. So in the same way. we look to the future of our state and our region with a vision of hope that we have set the right priorities and have trimmed budgets to bare bones. We are more focused and we become better for having gone through this.

Across our region we are seeing public private partnerships in K-12 to bring more STEM education initiatives to our schools. Schools know that it’s a

“Nevada doesn’t do thingsbecause they are easy.

We do what needs to be done.”

�0 Viewpoint November 2012

the cost oF education (continued)

Viewpoint November 2012 �1

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community issue to keep our education system funded and everyone pitches in where they can. They might not be able to fund the programs, but the great people of Nevada will give of their time when the pocketbook has little in it. We are finding creative solutions to allow students to be prepared for those high tech jobs we are seeking to bring to our area of the state. And those businesses that need those high tech students are giving back to our society in donating both time and resources.

Investment from the local municipalities

Like education, there’s little doubt that economic development takes funding from different sources and our counties know that well. The question becomes, what is the best way for municipalities to invest? What type of investment are they willing to make and in what areas? I believe it’s the right thing to do when municipalities invest in economic development. As our

state recovers from the worst recession it has ever seen, we are all struggling, but when you examine the needs of not only our state but our local regions, it’s impera-tive to continue to invest in our future.

Working in the private sector prior to being an elected official provides me with a unique perspective. Through examining the economic outlooks businesses could see what was about to happen in our local economy. How this would impact our business and what tough decisions we would have to make. Knowing that we

�� Viewpoint November 2012

were going to suff er a downturn and start asking how would we make it through and thrive on the other side of it. How could the storm be weathered with new prod-ucts available to our customers? When would customers be willing to invest in new technology again? What decisions would have to be made to make that in-vestment happen?

Ultimately programs had to be stopped so we could maintain our investment in those key areas that would provide the most return on our investment. Products to provide a future, not simply for us, but more importantly would give customers that extra advantage for their future. You see, it’s not about just the company’s bottom line. It’s about being a good partner with those that buy the products and services and provide that service to others.

In the same way our counties must con-

tinue to invest in education and economic development. We must know how we are making our citizens and businesses better and our children better prepared for the future. Th e Sierra Region of Nevada is a place where we take our obligations seri-

ously. We give when we need to and we serve even before we are asked. County and city offi cials have had to cut more than anyone would want them to and are working hard to make the right decisions. School leadership is no diff erent and are working to keep schools strong and the best school systems in the state. Nevada’s universities and colleges have listened to the needs of business and are working on the right strategy.

Th at pioneering spirit of the old west is alive and well in Northern Nevada. Th e cost of success is high and that’s a responsibility that even the pony express riders of old would have embraced. A plea to all Nevadans in the Sierra Region; Keep the faith! Th e next way point is just ahead and the mail will get through. With the great eff orts of all being backed by solid investments in our future, we will be successful.

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the cost oF education (continued) MONEY?

Nevada:All for our country!

MONEY? Do Nevada Schools need more or do they need something different?

James W. Guthrie

Superintendent oF

Public Instruction

State oF Nevada

Can Nevada’s economy benefi t from better schools and, if so, do schools need more money to be better?

Th e fi rst part of this question is easy. An educated workforce, yoked with low taxes, competitive energy rates, stable political and regulatory environments, and care-fully considered comparative advantages is crucial to long run economic vitality.

Th e second question is more compli-cated. Parts of Nevada’s public education system are underfunded, and added invest-ments would position schools to prepare a better workforce.

Other education system parts are over-funded and public monies are being wasted.

Th e answer is formation and adherence to a systematic plan for moving resources from where they are wasted to where they are wanting, where they would provide a return on investment.

Where Nevada Education Investment is Wanting

Modern research suggests that Nevada public schools could contribute more to the economy, and facilitate the well being of individual citizens, if strategic in-vestments were made in areas such as:

Comprehensive Longitudinal Data Systems

What is measured improves. Nevada measures very little. For example, existing systems cannot statistically link students to teachers, do not know what is spent on algebra versus art, are not able to distin-guish eff ective from ineff ective teachers, and cannot easily tell which experiments work and those that do not.

Paying Effective TeachersNo school lever is more powerful than

an eff ective teacher. An eff ective teacher trumps small classes, computers, textbooks, counselors, teacher aides, and facilities when it comes to learning. In order to attract and retain such talent, eff ective teachers should be paid an annual amount rendering their salaries competitive with attorneys and physicians. Consistently ineff ective teachers should be dismissed.



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Preschool and KindergartenThe more economically disadvantaged a

child’s family and neighborhood, the more he or she can benefit from early exposure to formal schooling. Nevada lags in this regard.

Responsible CompetitionNevada could harvest

productive fruit from added market competition if charter school enrollments expanded to 20 percent of all students. (They now enroll only 3 percent.) To achieve this goal necessitates a charter school incubation fund, a principal leadership academy, and resolution of financial issues such as accurately determining school district payments for charter school enrollees, and facilities subsidies for charter schools.

Augmenting Labor with CapitalComputer assisted and web-based in-

struction is proven and available. However, there is only a supply side. Schools are not motivated presently to turn to such in-structional means. The state can stimulate a demand side.

Where Nevada Education Spending is Wasteful

No sector of the economy is as labor intensive as is public schooling. Ninety per-cent of what districts spend is for personnel, most of that for teachers. Nevada spends annually about $3 billion on public schools. Of that, $2.7 billion is for personnel, and $1.8 to $2 billion of that for professional ed-ucators. The point is that the money should be spent wisely and, presently it is not. Here are examples of inefficient spending.

money? (continued)


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Class SizeParents, public offi cials, and profes-

sional educators routinely succumb to an overly simple view that fewer pupils per professional fosters higher achievement. Supporting evidence is small, uneven, and seldom scientifi c. What matters more than class size is having an eff ective teacher.

Nevada has disproportionately added teachers over the past two decades. Th ere is now one education professional for approxi-mately each 22 students. Academic achieve-ment has not increased relative to the in-vestment. Th e time has come to change the paradigm. Pay more for eff ective teachers, not continually paying more teachers.

Annual Educator Salary PremiumsNevada expends approximately $300

million as annual premiums to teachers for added years of teaching experience, aca-demic course credits, and masters degrees. Th is pay is wasted. It does not correlate with added student achievement.

Special EducationNevada presently spends approximately

$600 million on its disabled students. Th e problem is not with this amount. Th e

problem is that there is so little emphasis upon outcomes. Th ere should be incen-tives for assisting students suffi ciently so that they no longer need special services.

Getting From Here to ThereTh ere are many more examples of good

and bad spending. At a minimum, school districts should avoid bad and engage in good. However, it is more complicated. Th e switch from one to the other is impeded by outmoded labor agreements, limited capacities of existing personnel, encrusted customs, and organizational inertia.

A Strategic Education Eff ectiveness De-velopment (SEED) Fund could expedite a transition from bad to good spending. By accumulating slack capital through bold action, such as outsourcing all special education, hundreds of millions could be invested in productive activities (e.g., kindergarten expansion and high pay for eff ective teachers) and resources diverted from ineffi cient practices, such as paying for teacher experience, could be recycled to be invested in the productive.

Everyone will win if children could learn more, employers could hire and pay more, and parents and taxpayers would get more.

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B U S I N E S SBIOGRAPHY

Federal InvestmentsPrepare the Region for


It is fairly easy to see above ground in-vestments in a region’s economic devel-opment engine – commercial and indus-trial real estate for business locations,

institutions of higher education for workforce training, and talented staff and volunteers of organizations that bring together need and opportunity into business creation and expan-sion. Less easily recognized are investments in roads, water and sewer systems, broadband, public computing centers, aff ordable home mortgages and regional planning that will al-low a region to compete. Well, the road work is easy to see, but do we realize the positive impact on business attraction of extending an interstate to the capital? Probably not.

However, one only need read the list of jobs out to bid in the Northern Nevada Busi-

ness Weekly to see the important role federal dollars play in infrastructure in the state. Of the 23 contracts listed during a recent week, 11 are for infrastructure projects funded at least in part by the federal government. Th e list reads like that most weeks. It may be a surprise to some, but federal dollars are clearly creating a signifi cant portion of the base for area contractors. And the work they do is the foundation of economic develop-ment opportunity.

Here’s some good news: the era of every individual community thinking it needs three industrial parks, fi ve commercial offi ce parks, a Taj Mahal sewer system, and two high tech training centers is over. Working together to reduce the federal defi cit has ended the willingness of federal agencies to participate in the “I’ve got to have mine” mindset forever.

Enter the regional approach. Not only is the Governor’s Offi ce of Economic Develop-ment (GOED) encouraging regional ap-proaches, a whole range of federal agencies are now asking their customers to think, plan, and act regionally in order to assure ef-fi ciencies, future orientation, and sustainabil-ity of investments that are made. Our agency, USDA Rural Development, has been working with GOED and a whole collection of partners for the last twelve months through Stronger Economies Together (SET), where NNDA’s fi ve counties (Carson, Douglas, Lyon, Storey, and Churchill) plus Mineral, Pershing, Humboldt, and now Washoe coun-ties have worked together to create a regional economic blueprint.

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Th e purpose of SET is in large part to identify strategic investments, often of federal dollars, that will improve and leverage existing assets into a networked region able to meet the needs of target industry sec-tors, and those needs include viable, livable communities. Th e SET plan will be launched in Fallon in November and the results it will show in attracting federal dollars will be evident in the coming years. Th e plan, for example, will build upon the success of the $845,000 federal Department of Commerce investment in public computer centers now located throughout Lyon County and stretch-ing into Mineral County, thanks to the vision of the Lyon County School District and its willingness to partner with education and economic development initiatives.

Meanwhile, a look at USDA Rural Development’s investments in aff ordable housing, community facilities and utilities, and business development will provide some examples to illuminate the costs of eco-nomic development that are being met with federal dollars.

Need somewhere for workers to live? Dur-ing the last two fi scal years our Rural Hous-ing Home Mortgage program has guaranteed $117,920,466 in loans in the SET region, by working with local mortgage lenders and brokers, helping 880 credit-worthy families obtain 100% fi nancing.

Want to see local governments working together? We are proud of a fantastic col-laboration among Minden, Douglas County, Indian Hills General Improvement District, the Carson Subconser-vancy District, and Carson City to link separate entities into a sustainable regional water system. Th rough a $900,000 loan and a nearly $800,000 grant to Indian Hills GID, USDA Rural Develop-ment contributed $1.7M to that accomplishment, as well as a $1.5 million loan for wastewater

treatment upgrades. Plans are for the system to eventually link to Dayton and on out to Churchill County, assuring the ability to move clean water throughout the region even if a main should be disrupted somewhere in the network.

Th ese are just some of the examples of federal dollars that are being invested in Nevada’s future. USDA Rural Development did over $240 million statewide in loan guarantees, loans, and (by far the small-est portion) grants in FY ’12, over $600 million during the last four years, boosted by the American Recovery and Reinvest-ment Act and thanks to the hard work of our staff , our partners such as NNDA and SET counties, and our customers – lenders, businesses, local governments, tribes, and nonprofi ts throughout the rural areas of the region and our state.

I have called Churchill County my home now for the past 15 years, and as I transitioned

from being the Planning Director to the County Manager at the start

of September 2012, I’ve maintained a posi-tive and enthusiastic attitude.

One of my primary goals has been and continues to be support and leadership of our County’s eff orts to strengthen, grow, and build a prosperous community. Churchill County has so much to be proud of, and despite the economic situation, we have a lot of on-going activities and oppor-tunities unfolding. A few examples:

New Industry: Th e Dairy Farmers of America (DFA)

Milk Ingredients Plant, broke ground this April, and is slated for completion Septem-ber 1, 2013. Th e new plant will directly em-ploy over 40 personnel, and the necessary increases in dairy herds, feed production, and transportation will further stimulate our local economy. Th is is a great example of an industry which fi ts well with the County’s vision and mission and enhances one of our primary economic sectors.

Education:Recently the Lahontan Valley News pub-

lished an article that the Oasis Academy, a

cHuRcHILL COUNTY:More Th an Just Ag

Eleanor “Elena” has lived in Churchill County since 1997, when she joined the Churchill County Planning Department as Assistant Planner. She holds an MSC in Agricultural Development from the University of London and a Bachelor’s of Natural Resources in Land Use Planning from the University of New England, Australia.

Her work experience prior to moving to Nevada has included development and implementation of a national land use plan in Botswana; working with UNICEF on the develop-ment of a water and sanita-tion program in drought stricken areas of southern Zambia; and current and long range planning activities in the Town of Wake Forest, North Carolina.

Eleanor was appointed as the Churchill County Planning Direc-tor in June 2000. In this position she played a key role in establishing a County owned and operated water and sewer system. She ensured that

zoning and land development codes and the County Master Plan were up-dated regularly to refl ect the County’s vision and expectation of develop-ment and growth.

On September 3, 2012, Eleanor was appointed as Churchill County Manager.

Eleanor is married to Jeff , General Manager of the Fallon Golf Course. Th ey have 2 children, Philippa and Charlie, both graduates of the Churchill County High School and UNR. Eleanor and Jeff love to hike and travel. Eleanor’s favorite pastime is playing tennis.

Churchill CountyEleanor Lockwood – County Manager


by: eleanor lockWood


K-8th grade public charter school, aced their Adequate Yearly Prog-ress (AYP) scores in their first year being open. The Oasis Academy is only in its second year of operation and is a very positive addition to this community.

Activities and Tourism: For a relatively small

community, Churchill County has a lot going on! We have the pleasure of being home to the Churchill Arts Council and the Barkley Theater; an amazing non-profit arts organization bringing high qual-ity arts events and performances to our community. Our Parks and Recreation De-partment has an array of events; some of our fall time favorites include the annual No Hill Hundred cycling event, the Scarecrow Factory, the Haunted House and Hayride and a 5K Turkey Trot. Lattin Farms’ fall festival draws crowds of residents and tourists alike to pick fresh produce, ride a wagon into the pumpkin patch, explore (and hopefully not get lost) in the corn maze.

Nevada as a state has been hit very hard during these past several years. As it is a daunting task for anyone in public service trying to do more with less and sustain a level of organizational health while dealing with major cutbacks, I feel up for the challenge. It is easy to dwell on the negative and the obstacles that lie ahead, but I choose to keep my focus on the positive in Churchill County by promoting our talents, our quality of life, our food, our milk and our wine.

I am a strong believer in collaboration and I encourage people who are passionate about their community to get involved and promote the positives both to neighbors and outsiders. Working together, focusing on what we can become and building alliances with people and entities who can support our efforts will result in a strong and prosperous community.

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In partnership with Regional Development Authorities, including the Northern Nevada Development Authority (NNDA), the Governor’s Offi ce of Economic Development

(GOED) has restructured economic development in Nevada. Fueled by the leadership of the Nevada Legislature and Governor Brian Sandoval, increas-ing the diversifi cation of our state’s economy is priority number one for local and regional entities across Nevada, and new eff orts within GOED are helping to lead this important initiative.

For starters, following the recommendations of the Brookings Institution report, “Unify, Region-alize, Diversify: An Economic Development Agenda for Nevada”, GOED is concentrating development eff orts in industry clusters: Tourism, Gaming and Entertainment; Health and Medical Services; Information Technology; Clean Energy; Mining; Logistics and Operations including

Manufacturing; and Aerospace and Defense. Nevada has unique areas of competence in each of these capacities, particularly in places

where industries intersect, and strengthening development in each is important because of the potential they hold for our state’s economic future. By concentrating eff orts in specifi c cluster areas, GOED is working to create “Centers of Excellence” for each Nevada industry – furthering Nevada’s unique position in the United States and around the world.

Nevada’s Economic Cavalry

by steve hill

LEADING

Premier Christy Clark meets with Canadian Ambassador to the United States Gary Doer and Nevada Governor Brian Sandoval.


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An example of this eff ort was the announce-ment late this summer that Apple would be establishing part of its data center operations for iCloud and iTunes in Washoe County. Apple’s pledged investment in Nevada of $400 million in the next four years, and $1 billion over 10 years is a great win for Nevada. But, Apple’s commitment to Nevada means so much more than the monetary investment, it means that other companies looking to work with Apple or work within the same area as the Apple brain trust will now consider Nevada as a place to move their company, or part of the company’s operation, as well.

Th is is why the concentrated development of these clusters is so important to Nevada’s future.

Committing Apple to Nevada was a big win for those who placed their trust in GOED, but we consider Apple a fi rst step in the direction of Nevada’s future.

In order to ensure that economic develop-ment success in Nevada does not start and stop with Apple, GOED is working on many initiatives to increase Nevada’s success rate. One such initiative is expanding Nevada’s global engagement and there is a role for NNDA and other Regional Development Au-thorities to play in achieving this objective.

Already this fall, GOED completed two Trade Missions with Governor Sandoval which were successful for the intended purpose of introducing Nevada companies to export and investment opportunities and for establishing collaborations with universities and research facilities in other countries.

Th e fi rst Trade Mission to the People’s Republic of China and the Republic of Korea was historic for our state; it marked the fi rst of its kind in Nevada history and was the fi rst Governor-led trade mission from Nevada to both countries.

Nevada companies such as Click Bond were an integral part of Nevada’s Delegation to China and Korea. Kimmie Candy and the Desert Research Institute embarked in trade

and education partnerships as a result, and Governor Sandoval held high-level meetings about the tremendous economic development potential in Nevada with the Mayor of Shang-hai and the Prime Minister of Korea, as well as with leading investors from both countries.

Very recently, the Governor returned from a GOED Trade Mission to Canada where he had the opportunity to speak with British Co-lumbia Premier Christy Clark about Nevada’s investment potential. Meetings with several companies, including Western Lithium, were designed to raise Nevada’s profi le for Canadian trade and investment; Canada ranked second among Nevada’s trade partners in 2011.

Th e assistance that NNDA can provide for Trade Missions is to identify companies in our state that would like to explore export and investment opportunities in other countries. Th e Trade Missions are designed to bring Nevada businesses together with outside investment to help increase the amount of money fl owing into our state –strengthening the economy even more.

Th e importance of identifying these businesses cannot be stated enough, and with Trade Missions planned through 2013, we need to start engaging with Nevada companies that would like to be involved in exploring this opportunity now.

Governor Sandoval has stated that, “eco-nomic development is a journey, not a desti-nation.” Along with NNDA, the Governor’s Offi ce of Economic Development is working to reshape Nevada’s path to help ensure that Nevada reaches its full economic develop-ment potential.

As Nevadans, we know how great a place our state truly is and with the assistance of all local, regional and state entities, the Governor’s Offi ce of Economic Develop-ment is working hard to carry the message that Nevada is the place for the opportunity to succeed.

Steve Hill signs Memorandum of Understanding to foster Nevada Business Development with China. Pictured: Steve Hill, Gov. Sandoval, Vice Minister of Commerce, People’s Republic of China, Wang Chao, and Mr. Liu Dianxun, Director General, Chinese Investment Promotion Agency (CIPA)

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During the growth boom, Nevada’s coun-ties were faced with the huge challenge of managing growth to prevent the

destroying of the way of life we all came here for. Public safety, protecting our environment, adapting our codes and processes to meet a new wave of dynamics, all of these and more caused the counties to bolster up planning and building inspection areas. Th is “governor” on growth, however, when the downturn came became an obvious “retardant” to the new growth we are all working to accomplish. Th e safeguards put in place by the county created an image of govern-ment departments being “diffi cult to work with” or “unfriendly to businesses”. Lyon County took those criticisms to heart and started a process of change to help businesses start and grow in Lyon County.

Under county leadership of its County Man-ager, Jeff Page, and with full support of its board of commissioners, a “Roundtable Process” was put in place. A business that desires to start in Lyon County or an existing business that wants to expand has only to make one telephone call to the County’s Community Development Department. Th at phone call will generate a whirlwind of activity to schedule a roundtable meeting with the business owner and the local government agencies that will have an impact on the business.

Th e purpose of the roundtable meeting is to get all the players at the same table at the same time to discuss the strengths, weaknesses, op-portunities and challenges of the project. Lyon County wants to ensure that the business owner has the information he or she needs to start or expand their business in Lyon County. Th e goal is to get all the questions identifi ed, answers and solutions underway and to fl ush out any major hurdles. Th e motto: “No Surprises” rules!

A typical roundtablemeeting will consist of thefollowing local agencies: • Planning Department • Building Department • Fire Protection District • Public Works Department • County Management

During the meeting these departments will provide the business owner with the do’s and don’ts of building codes, ensure that the chosen sight is in the proper zoning, inform them of the permitting processes and assist them throughout the project and provide them with the state and federal agencies that they may have to work with and/or receive permits from.

Th e Round Tables have been so successful that Lyon County has recently reached out to several

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state agencies and is now working with them to become part of the initial round table discussions. “Th is one stop service is making Lyon County a model of busi-ness friendly operations,” said Rob Hooper Executive Director of the Northern Nevada Development Authority, “four years ago when a company was being presented to the county for permits and licensing etc, it was a very challenging situation. Now with this great process and approach, I look forward to every company that comes into the County because I know they are going to be happy. Great place and great people.”

Lyon County’s process does not stop with the roundtable. Staff will continue to contact and work with the business owner to ensure that they are successful with getting their project completed. First, the County follows through after completion of the project by meeting with the business owner on a regular basis to ensure that any problems or issues are addressed. Th en the County performs an internal “after action review “of either successful business start-ups or expansions and of those that chose not to do business in Lyon County. Th is self-analysis provides staff with information to improve our process and the opportunity to determine to see if “we” got in the way.

Lyon County uses a common sense approach to code interpretation and fee structures. If a code or Board policy does not seem to apply anymore then that issue is taken up by County Management and a proposed change is provided to the Board of Commissioners for adoption.

Round Tables and follow up vigilance have been successful for Lyon County. We have had a number of businesses start up in the County in the past two years and

those businesses have provided us with feedback on our process that will help us improve and expand. We currently have several large mining and agriculture opera-tions going through our program now and to date the processes are working.

Th e cost of our success was swallowing our pride and trying something diff erent. We still have our bumps in the road, but we are now able to identify them, repair them and move Lyon County forward.

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This quaint mining town, once a vital settlement between Denver and San Francisco, infl uenced the entire country. During its

boom time, Virginia City’s mining proceeds amounted to millions of dollars, equaling billions today. Every inch of this pictur-esque, Victorian-era town, celebrates this colorful history. Today, the physical ap-pearance of Virginia City is much the same as it was when the likes of Mark Twain strolled down C Street. In fact, with the resurgence of mining, companies such as Comstock Mining Inc., have brought back many of the late 1800’s mining practices that helped build much of the Comstock, including Virginia City.

Times have changed for the businesses in and around Virginia City. With the down-turn in the economy, retailers have had to look for other ways to survive. Many of the small gift and antique shops in Virginia

City now live and die on tourism, which in recent years has seen a signifi cant boost from popular Virginia City events such as the Mountain Oyster Festival, Chile on the Comstock, 4th of July Celebration and In-ternational Camel Races. Patrick Gilmore, who has worked in visitors’ services for the Virginia City Tourism Commission the past 7 years, says that Virginia City has turned into an event-driven town that relies heav-ily on its own slate of special events and spillover from larger events in Northern Nevada, such as the Reno Rodeo and Street Vibrations. “Everybody loves to come up for our special events. We are getting the people here, but the trick is to get them to spend money they don’t have. We are see-ing most of their purchases going towards food and beverage type items.” As a result, some shop owners are working longer hours and have had to lay off employees to reduce their overhead.

Fortunately, this trend is ever so slightly turning around. Pascal Baboulin, owner of Pioneer Emporium, which sells custom-made hats, jewelry, clothing and souvenirs, recently hired two employees after working the business as sole pro-prietor the past two years. “For the last three years it has slowed down, but my feeling is that this year it is fi nally pick-ing up,” Baboulin says. “Th ings are going to get better — I feel that we touched the bottom.” Baboulin’s optimism springs

deny dotson – virginia city

Back to the Future – Old School Style


from increased crowds wandering along C Street. Although most people aren’t mak-ing big purchases, he says, we are seeing more bodies in town…which still leads to an increase in smaller transactions.

Looking forward, Virginia City is posi-tioning itself as a true travel destination, which off ers tourists a one of a kind experi-ence. Not only can folks enjoy one of sev-eral unique special events through-out the year, they can also stroll the authentic board sidewalks to Old West saloons, shops,

museums, and restaurants or visit historic churches, 19th century homes, public buildings, and quaint cemeteries. In addi-tion folks can enjoy a ride on an authentic stagecoach, horse-drawn carriage, trolley, or the V&T Railroad steam engine train.

Are you ready to take your step back in time…Virginia City style?

For more information on special events and places to visit or stay in Virginia City, stop in at the

visitors center at 86 South C Street,call 775-847-7500 or visit our

website @ www.visitvirginiacitynv.com

ANNUAL EVENTSJULY 4:

Fourth of July ParadeRed White & You Wine Walk and the

Fireworks Spectacular Free concert by David John & the

Comstock Cowboys at dusk

JULY 15-16:Americana Music Festival

AUGUST: Civil Hot August

SEPTEMBER:Virginia City International

Camel Races & Street Vibrations

OCTOBER: International Outhouse Races

NOVEMBER: Veteran’s Day Parade

DECEMBER:Christmas on the Comstock

Parade of Lights

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