Generations to Come - NV Office of Energyenergy.nv.gov/uploadedFiles/energynvgov/content/Programs... · 2016-05-20 · 2.2 Enhance access to broadband services and digitally-delivered

Nevada’s Strategic Planning Framework 2016 - 2020

Nevada’sStrategicPlanning Framework

“Generations to Come”

2016 - 2020

First EditionApril 11, 2016


“We must continue to push forward, to build that stronger Nevada and make it a place where the generations to come will call home.”

Governor Brian SandovalSecond Inaugural AddressJanuary 5, 2015

The Promise of Opportunity

For150years,NevadanshaveexemplifiedtheAmericanDream.Pioneersjoined theAmericanIndiantribesincallingthisbeautifulandruggedland“home.”Minersand prospectorsflockedhere.Farmersandranchersmadethelandtheirown.Engineers raisedtheHooverDam.Gamingandtourisminnovatorssetthegoldstandardforan internationalmarket.Homebuildersandcommunityvisionariescarvedwholenewcities outofthedesertlandscape.Andtoday,advancedmanufacturers,informationtechnology innovators,andInternetdistributorsareredefiningtheeconomyinnewandpreviously unimaginedways.

Generationaftergenerationhassoughttofulfillthepromiseofopportunityaffordedby Nevada’shistoricwillingnesstotakerisks,thinkoutsidethebox,andgetbackupagain onthoserareoccasionswhenwehavebeenknockeddown.Wehave,asFrankSinatra wouldsay,doneitourway.

Theearlyyearsofthe21stCenturytestedNevadans’courageandourmoxie.We responded.Inthelastfiveyears,Nevadansfromallwalksoflifehaverededicated themselvestoinnovationandhardwork.Theresultshavebeenoutstanding.AsNevada celebrateditssesquicentennial,thestate’seconomiccomebackfromtheGreat Recessionmadenationalheadlines.

Butwearenotdoneyet.WemustensurethatallNevadanshavetheopportunityto shareinourneweconomicprosperity,andthatallaspectsoflifeintheSilverState continuallyimprove.Towardthatend,wemusthaveaStateGovernmentfocusedon leadership,publicservice,andproblemsolving.ThisStrategicPlanningFramework, dedicatedtoNevada’sgenerationstocome,providesaroadmaptothatfuture.

TheFrameworksetsouttheGoalsandObjectivesthatwillguideStateGovernmentfor thenextfiveyears.CraftedbyGovernorBrianSandovalandhisCabinet,the Frameworkacknowledgeshowfarwehavecomeandsetsapointonthehorizontoward whichstateagencieswillsteer.Thebudgets,legislation,andagencystrategicplansthat followwillimplementthisFrameworkbecause–justasNevadahasrecentlyturnedthe pageonthenextchapterinitshistory–thestoryoftheNevadafamilyiswaitingtobe told…

1


Where We Are Headed

GovernorSandovalhaschartedacoursetowardwhathecallsthenewNevada–aplace ofinnovation,newandsometimesdisruptivetechnologies,andpoliciesthatamplify Nevadans’innatedesiretosucceed.Eachagencyofgovernmentmustplayarolein ensuringthisjourneyisasuccess.Wearethereforeboundtogetherbycommon principles…

Vision: Nevada’sbestdaysareyettocome.

Mission: TocreateanewNevadawhilehonoringandenhancing150yearsofsuccess.

Values: Action Collaboration Inclusiveness Integrity Leadership Optimism Service

How We Will Get There

TheGovernorhasestablishedfourover-archingStrategicPrioritiesasthefoundationof hisadministration:

• VibrantandSustainableEconomy• EducatedandHealthCitizenry• SafeandLivablecommunities• EfficientandResponsiveStateGovernment

WithineachoftheseprioritieslietheprogramsandservicesofStateGovernment,fundedbytheExecutiveBudgetandgivenpowersofimplementationthroughlegislation,regulations,andagencypolicy.Cabinetstructureschange,departmentsreorganize,proceduresebbandflow.ButthereareseveralessentialCoreFunctionsofGovernmentthatprovidetheorganizationaltemplateforthisStrategicPlanningFramework: • BusinessDevelopmentandServices• InfrastructureandCommunications• EducationandWorkforceDevelopment• HealthServices• HumanServices

• PublicSafety • ResourceManagement • StateSupportServices

2


Withinthisorganizationalframework,theGoalsandObjectivestobeachievedbyState Governmentoverthenextfiveyearsarepresented.Whilenotanexhaustivelistofall thatNevadahopestoachieve,thesetasksrepresenttheunifying“ToDo”listforstate agenciesandthededicatedemployeeswhoservewithinthem.Budgets,legislation, andagencyactionswillprovidethestrategiesandtacticsthatcarryoutthisFramework. ProgressismonitoredthroughtheExecutiveBudget’sperformancemeasuresandthe individualstrategicplansofthemanydepartments,agencies,boardsandcommissions whichcompriseStateGovernment.Thecollectiveimpactofthisworkwillensurethatour sharedvisionforNevadabecomesareality…

“I believe we now stand at the threshold of a new Nevada – a Nevada prepared to take its place among the most innovative, visionary, and well-prepared states in the union.”

Governor Brian Sandoval StateoftheStateAddress January 15, 2015

How The Framework Is Organized

StrategicPriority–oneofthefourorganizingprincipalsestablishedbytheGovernor

1. CoreFunctionofGovernment–statutory responsibilitiesofStateGovernment 1.1 Goal–broadstatementsofthedesired resultfromStateAgencyaction 1.1.1 Objective–measurableindicatorsof progresstowardagoal

Email your comments and suggestions to [email protected]

3


VIBRANT AND SUSTAINABLE ECONOMY

NootherstateinthenationfelttheeffectsoftheGreatRecessionasseverelyasNevadadid.Asaresult,adecades-longconversationaboutdiversifyinganeconomyheavilydependentondisposableincomereachedaphaseofurgencythatcompelleddeliberateandtargetedactiontotransformNevada’seconomiclandscape.WhileNevada’straditionalandfoundationalindustriesandsectorsremaininextricablylinkedtothestate’ssuccess,effortsmustcontinuetorecruitandretaindynamic,emergingbusinessesthatareontheforefrontofinnovationandthatofferjobopportunitiesforanewgenerationofworkers.WhilethenewNevadaeconomywillbebuiltontheemergingindustriesandtechnologiesofthefuture,wemustalsoguardourcompetitive

advantageandreputationforexcellenceinfoundationalindustriessuchasgaming,tourism, agriculture,andmining.Themomentumthathasbeengeneratedoverthelastfiveyearsmust continue,notonlytoensureafullrecoveryfromtheeconomicdownturnof2008,butalsoto ensurethatwhenthenextdownturnstrikes,Nevada’seconomicvitalitywillbefortified.

1. BUSINESS DEVELOPMENT AND SERVICES

1.1 Lead the nation in high-quality job creation. 1.1.1 By2020,thejobgrowthrateinNevadawillexceedthenationalaverage. 1.1.2 Meetorexceednationalrealwagegrowthratesonanannualbasis. 1.1.3 Nevadawillincreasethenumberofjobsinthefollowingemergingsectors: • AdvancedManufacturing • FoodManufacturing • InformationTechnology • HealthCare • Logistics • RenewableEnergyTechnologyandDevelopment • Unmanned(Autonomous)SystemsandAdvancedMobility • WaterTechnology 1.1.4 Cultivateadiverseandinclusiveworkforceandensureequalemploymentopportunities.

1.2 Ensure a business-friendly regulatory environment. 1.2.1 Instillaregulatoryandadministrativeframework thatminimizesbureaucraticbarriersto businesssuccess. 1.2.2 Expediteprofessionallicensureinallfields.

1.3 Maintain our historic leadership role in tourism and gaming. 1.3.1 Fosterinnovationinthegamingandentertainment` industries. 1.3.2 Achievea25%increaseinout-of-statevisitor countsoverthenextdecade. 1.3.3 Demonstratequantifiablegainsinthe18-34age demographic.

4


2. INFRASTRUCTURE AND COMMUNICATIONS

2.1 Ensure a safe and reliable transportation infrastructure.2.1.1Reducecongestiononstatehighways.2.1.2Increasethepercentoftrafficincidentscleared withinQuickClearanceGuidelines.2.1.3Improveconditionofstate’sbridgesand reducetheanticipatedbacklogofbridge preservationwork.2.1.4Supportexpandedaffordable,reliablepublic transportationoptionsacrossallgeographic regionswithinthestate,especiallyforindividuals

withdisabilities. 2.1.5 Reducetheincidentsofanimal/carcollisionsalongstatehigfhwaysstatewide.

2.2 Enhance access to broadband services and digitally-delivered information. 2.2.1 Increasethepercentofcities,librariesandschoolsconnectedwithbroadband. 2.2.2 IncreasethepercentofNevadansthathaveaccesstobroadbandatspeeds thatmeetnationalbenchmarks.

2.3Improvepedestrianandtrafficsafetyonstreetsandhighways. 2.3.1 Therateoffatalitiesonstreetsandhighwayswillbebelowthenationalaverage by2020. 2.3.2 Increasethepercentofprimaryseatbeltusage. 2.3.3 Encouragecivicplanningthatpromotesthesafetyneedsofthosewith disabilities.

5


EDUCATED AND HEALTHY CITIZENRY

Nevada’sgreatestresourceis,andalwayshasbeen,ourpeople.WearetheBattleBorn statecomprisedofacitizenrydefinedbyanindomitablespirit,anunflinchingoptimism, andaboundlessfaithintheidealsofhardwork,enterprise,anddetermination.Butin orderforourpeopletofullypursuetheirdreamsandaspirations,inorderforouryoung

citizenstodevelopintotheleaders,entrepreneurs,jobcreatorsandinnovatorsofthefuture,theymusthavethetoolstheyneedtosucceed.ItisafundamentalresponsibilityofStateGovernmenttoensurethatallcitizenshaveaccesstohigh-qualityeducationopportunitiesthatpreparestudentsfortheneweconomy,notonlyasprofessionalsandemployeesinanincreasinglycompetitive,worldeconomy,butalsoasparticipantsinacivilsociety.StateGovernmentisalsoequallychargedwithsafeguardingthehealthandwelfareofNevada’s

citizens.Thestatemustnotonlyensureaccesstohigh-qualityandeffectivehealthcare services,butmustalsopromoteinitiativesthatencouragecitizenstotakeanactiverolein earlydetection,prevention,andself-caremethodsandpracticesthatreducepreventable diseasesandharmfulconditionsandleadthewayinensuringasafetynetofservices whichcontributetosoundhealthandahigheroverallqualityoflife.

3. EDUCATION AND WORKFORCE DEVELOPMENT

3.1 Prepare all students for college and career success. 3.1.1 By2025,allthirdgradestudents,includingtargetedsubgroups,will demonstrateproficiencyinreadingneededtomatriculatetofourthgrade. 3.1.2 By2020,doublethenumberofstudentsfromeachsubgroupwhoscore proficientontheACT. 3.1.3 By2020,Nevada’shighschoolgraduationratewillmeetorexceedthenational average. 3.1.4 Increasestudentproficiency,enrollment,andattainmentratesinSTEM- focusedcourseworkandprograms.

3.2 Ensure a highly skilled and diverse workforce. 3.2.1 By2025,closethecollegeattainmentgapfor traditionalunderrepresentedpopulations. 3.2.2 ExpandtheavailabilityofSTEM-focusedcareer pathwaysandtraining. 3.2.3 Increasethenumberofeducationalprogramsthat requireinternship/workexperienceprogramcompletion.

3.3 Increase the number of Nevadans with a postsecondary credential or college degree. 3.3.1 By2025,60%ofNevadansaged25-34will haveattainedsomeformofpost-secondary degree,certificateorcredential.

6


4. HEALTH SERVICES

4.1 Promote health and wellness across all age groups. 4.1.1By2025,reducethenumberofdeathsfrom preventablediseasesandconditionswith provenearlydetectionandtreatmentmethods tobelowthenationalaverage. 4.1.2By2020,increaseimmunizationratesamong Nevadachildrenforrecommendedcombined vaccineseriesby10%,from67.7%to77.7%.

4.2 Improve the quality and accessibility of primary medical services. 4.2.1 By2025,connectallruralhospitals,healthclinics,andstatecorrectional facilitiestoabroadbandconnectionsufficienttoprovidetele-healthservices. 4.2.2 Increasethenumberofmedicalprofessionalsbyleveragingeducational resources,residencies,andstreamliningStatelicensing.

4.3 Reduce the prevalence of risky and addictive behaviors. 4.3.1 ReducesuicideratesamongNevada’sveterans,seniorcitizens,andthose youngerthan18yearstobelowthenationalaverageby2020. 4.3.2 Reduceheroinandopioidoverdosedeathsby5%peryearbeginningin2017. 4.3.3 By2020,institutionalizetheuseofScreening,BriefInterventionandReferral Treatmentmethodologyinallintegratedbehavioralhealthandprimarycaresettings.

5. HUMAN SERVICES

5.1 Reduce the unemployment rate among target populations. 5.1.1 By2020,Nevada’soverallunemploymentratewillbelowerthanthenational unemploymentrate. 5.1.2 Theunemploymentrateforveteranswillbebelowthenationalaverage. 5.1.3 Theunemploymentrateforpersonswithdisabilitieswillbereducedby50%. 5.1.4 TheunemploymentrateforAfricanAmericanswillbeatorbelowthestate’s unemploymentrate.

5.2 Improve the accessibility and quality of supportive services for at-risk populations. 5.2.1 Increaseby20%thenumberofchildrenscreenedforautismbyage24months. 5.2.2 Increaseby20%theavailabilityofhome-and-community-basedservicesto vulnerableadults. 5.2.3 IncreaseEarlyandPeriodicScreening, Diagnosis,andTreatment(EPSDT) screeningratioby20%by2020.

5.3 Be the most veteran-friendly state in the nation. 5.3.1 CompletetheNorthernNevada VeteransHomeby2018andimplement facilitymodernizationinitiativesatthe SouthernNevadaVeteransHomeby2019.

7


5.3.2 EnsurethatallNevadaveterans,nomatterwheretheyliveinthestate,have knowledgeofandaccesstobenefitsandopportunitiesforwhichtheyareeligible. 5.3.3 Reduceveteranhomelessnesstofunctionalzeroby2020. 5.3.4 EnsurethateveryNevadaveteranwhoobtainsapostsecondarycredential, certificate,ordegreeisfullyemployedwithalivablewagesixmonthsaftergraduation. 5.3.5 Ensurethateverygenerationofveteransisacknowledgedinaceremony, informationcampaign,orotherformofannualrecognition.

5.4 Reduce dependency on social services by 2020. 5.4.1 Incentivizeworkforcereintegrationinnovationsinthesocialsafetynet. 5.4.2 ReducedependencyonSupplementalNutritionAssistanceProgram(SNAP)by 10%by2020. 5.4.3 ReducedependencyonTemporaryAssistanceforNeedyFamilies(TANF)by 10%by2020. 5.5 Reduce food insecurity 5.5.1 IncreaseparticipationinFederalChildProgramsby5percent. 5.5.2 IncreaseutilizationofallFederalCommodityfundstoreduceNevada’sfood insecurepopulation.

8


SAFE AND LIVABLE COMMUNITIES

PerhapsnootherresponsibilityofStateGovernmentisascriticalasmaintaininglawand orderandensuringthepublic’ssafetyinanenvironmentthatisconducivetotheirhealth andwell-being.Thispriorityisnecessarynotonlyasaqualityoflifeconsiderationfor

privatecitizens,butalsowithinthecontextofeconomicdevelopmentefforts,asnewbusinessesconsiderrelocatingtoNevadaandneedconfidencethatemployeesandtheirfamilieswillbesafe.Nevada’slawenforcementpersonnelmustbesufficientlytrainedandequippedtorespondeffectivelytocrimeandpublicsafetyincidentsandemergencies,includingcyber-securitythreats,Nevada’ssafetyinfrastructuremustbemodernizedtoensureoptimumresiliencytonaturalandman-madedisasters,andourfamilies,ourcitizens,andourbusinessesmust

havefullandcompleteconfidencethattheylive,work,andoperateinastatethatissafeand secure.Allofthismusttakeplaceagainstthebackdropofcleanairandwater,withsensible environmentalstewardshiprootedintheculturalandhistoriclandscapethatinturnmakes Nevadaunique.Wemustprovideadequateopenspace,includingstateparks,andrecognize thatNevadaisastatewithalonghistoryofdrought,whilecontinuingtograpplewiththeissue offederalcontrolovermostofNevada’spubliclands.

6. PUBLIC SAFETY

6.1 Prevent crime and protect the rights of all Nevadans. 6.1.1 By2020,reduceprisoninmaterecidivismby10%througheducationprograms andinterventionservicesandresources,particularlyintheareasofbehavioral health,drugaddiction,andworkforcetraining. 6.1.2 Reduceincidentsofdomesticviolenceby10%by2020. 6.1.3 Nevada’slawenforcementofficerswillhaveaccesstooffender,parole,and probationinformationthroughasecureinterfacewithamobiledevice. 6.1.4 Modernizepublicsafetypersonneltrainingprograms. 6.1.5 Improvetheconnectivityofthestatewideemergencycommunicationnetwork.

6.2 Ensure Nevada’s justice systems and law enforcement processes are effective and fair. 6.2.1 Reducebacklogofcourtcasesbyadditional20%by2020.

6.3 Strengthen emergency preparedness and resiliency. 6.3.1 By2018,alignNevada’semergency managementvisionwiththe“100 ResilientCitiesInitiative”todevelop innovativemethodsforcoordinating preparedness, response, recovery, andmitigationduringemergencies anddisasters.

9


6.3.2 Alignexistingresourcestobuildstatewidecapacitytorespondtoandrecoverfrom man-madeornaturalemergenciesanddisasters,focusingespeciallyonCyber Security. 6.3.3 ApplynewtechnologiessuchasUnmannedAerialVehiclesinawaythatbetter preparesthestate’sresponsecapabilitiestomaximizeemergencyanddisaster resiliencyinthenewNevada. 6.3.4 Establishastatewidefoodsecuritypreparednessinfrastructurethatincludes sustainableagriculturalresources.

7. RESOURCE MANAGEMENT

7.1 Protect and sustainably manage natural resources. 7.1.1 Promotewaterconservationandmanagementactionstoprepareforsevere droughtconditionsthataffectNevadaandotherstatesinthewesternregion. 7.1.2 Implementbothastatemultiple-uselandspolicyandastatewidelanduse planandprocessthatoutlinesthestate’scommitmenttoutilizingpubliclands forconservation,recreation,sportsmen,grazing,mining,economic development,andcommunityexpansionpurposes. 7.1.3 Determineasustainablefundingstreamforthestateparksystemandincrease thenumberofstateparks.

7.2 Become the nation’s leading producer and consumer of clean and renewable energy.7.2.1By2020,completean“electric highway”systemservingtheentire state.7.2.2Significantlyreducethepercentageof importedfossilfuelsoverthenext10 years.7.2.3Reducecarbonemissiontoalevelator belowacceptedfederalstandards.

7.3 Celebrate and enhance cultural and heritage resources. 7.3.1Increasethenumberofopportunitiesforeducational,artisticandcultural enrichment. 7.3.2CompletetheStewartIndianSchoolHistoricExperiencebyDecember,2018.

10


EFFICIENT AND RESPONSIVE STATE GOVERNMENT

Nevada’sStateGovernmentexiststoserveNevadans.Theconstituentswhohaveplaced theirconfidenceintheGovernor,andbyextensioninhisadministrationandthevarious

agenciesanddepartmentsofwhichitiscomprised,arefullydeservingofagovernmentculturethatisresponsivetotheirneeds,prudentinthestewardshipofpublicresources,efficientandtransparentinconductingthepeople’sbusiness,andeveraccountabletothecitizensofthisstateforthedecisionswhicharemadeontheirbehalf.Publicagenciesmust,therefore,strivetoofferunrivaledcustomerserviceintheexecutionoftheirrespectivemissions.Wemustcontinuallyencourageinnovationandthestreamliningofprocesseswherepossible,reducingbureaucracyandcuttingoutregulatoryredtapeinordertomaximizeefficiencyandreducewasteorredundancy.Atthesametime,governmentmustbeeffectiveatestablishingandmaintainingaregulatoryframeworkthatisfairandthatprovidescertainty,predictability,andstability.Thismeanswemustalsocontinuetoattracthigh-quality,talented,andservice-orientedpersonnelwhoarecommittedtocarryingouttherolesandresponsibilitiesofthestate’spublicsectoragenciesandorganizations

inthenewNevada.

8. STATE SUPPORT SERVICES

8.1 Provide excellent customer service and improve transparent reporting. 8.1.1 Reducewaittimes. 8.1.2 Simplifypaperwork. 8.1.3 Developopportunitiestoincreaseweb-basedtransparencyandcustomer engagement. 8.1.4 Transitionstateagencyapplicationsandrecordsmanagementprocessestoa “paperless”environmentby2020.

8.2Improvetheefficiencyofoperationsandservicedelivery. 8.2.1 Eliminateredundantpolicies,procedures,andpractices. 8.2.2 Focusinformationtechnologyinvestmentstostreamlineprocesses,eliminate paperwork,andimprovethecustomerexperienceusingdatatomakeresource allocationdecisions. 8.2.3 Streamlineprocurementofgoodsandservicestoincreasebuyingpower,save time,andreducecosts.

8.3 Recruit and retain a mission-ready workforce. 8.3.1 Supportbestpracticestoincreaseemploymentopportunities,fosterinnovation, andreducebarrierstoemploymentforpersonswithdisabilities. 8.3.2 Designsystemsthatsecuretheretentionoftop-performingemployeesand promoteprofessionaldevelopmentinitiativeswithinstateagencies. 8.3.3 Recruitcareer-focusedemployeestoaddressattritionfromretirement. 8.3.4 Reformstatecivilservicetoincludeamodernizedjobclassificationsystem, includingamodernizedjobapplicationsystem.

11


A Message From Governor Sandoval

DearFellowNevadan: TheStrategicPlanningFrameworkyou’vejustreadistheculminationofhundredsof hoursofworkonthepartofCabinetmembers,mystaff,andstateemployees.Butit alsoreflectstheopinionsandvaluesofthepeoplewithwhomwecomeincontactevery dayasstewardsofyourStateGovernment.TheFrameworkisnotperfect;younodoubt haveadditions,observations,orcorrections.Wewelcomeyourfeedbackandparticipation asthestateagenciesconvertthisplanningtoolintoactionthroughthesubmissionof budgetrequests,legislativeproposals,andagencyrules.Moreimportantly,wewelcome yourparticipationandengagementinwritingthenextchaptersoftheongoingstoryofthe Nevadafamily.AsGovernor,thisnarrativehasbeenpersonallymovingandhumbling.

InmyStateoftheStateAddressin2015,ItoldthestoryofhowIfeltwhenIwasasked towritealettertoafutureGovernorofNevadaaspartoftheNevadaSesquicentennial timecapsuleproject.Iliterallypennedanotetosomeonewhowillsucceedme,tobe opened50yearsinthefutureduringNevada’sbicentennialcelebration. WhatIknowtodaytobetrueisthatthisStrategicPlanningFrameworkandallthe collectiveeffortwehavejointlyinvestedintothecreationofanewNevadawillinfactbe evidencedinthatfutureGovernor,aNevadanwhowillhaveinheritedthestatewenow seektobuild.Thinkofthepossibilities…

• HeorshewillhavebeeninspiredbyaninnovatorlikeElonMuskoroneofthe engineerstodayexploringtheboundariesofautonomousvehiclesand synchronizedtransport. • HeorshewillhavebenefitedfromaZoomSchoolforEnglishlanguage learners,orparticipatedinVictorySchoolandliteracyfunding,orchosena STEMcareerbasedonourcommitmenttocreatingcareerpathwaysand buildingadiverseworkforce. • Heorshewillhavewitnessedneighborhoodstransformedandre-gentrified,the environmentpreservedandprotected,streetsmadesaferandroadwaysmoreefficient. • Heorshewillhavebeenservedbyastategovernmentthatistransparentand customer-centeredinitsdesign.

Thepossibilitiesareendless–becausetheworkwearedoingnow,andwhatwewilldo overthesenextfewyears,istrulyredefiningNevadaforthegenerationstocome.Itis workthatmakesmeproudtobeyourGovernorandeverandincreasinglyhopefulabout thelimitlesspotentialofwhatthisstatecanyet accomplish.Pursuingthatpromisehasbeenthe essenceoftheNevadastoryformorethan150 years.Ilookforwardtowritingthenextchapter withyou.

12

Documents

Generations to Come - NV Office of Energyenergy.nv.gov/uploadedFiles/energynvgov/content/Programs... · 2016-05-20 · 2.2 Enhance access to broadband services and digitally-delivered