Fostering economic vitality amid a new economic reality: Douglas County, Nevada.

AuthorGranahan, Lisa
PositionStatistical data

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As the nationwide recession that began in 2008 lingered, Douglas County, Nevada, needed to combat the reality of being a rural community in a state with one of the most battered economies in the country. Its response was to create a plan. Of course, citizens are often skeptical about planning; much more familiar with the private sector's emphasis on action, they can become frustrated with government's focus on process. When a public entity announces that it will conduct a study and deliver a plan, the public it serves is sometimes less than impressed. But Douglas County used an unusual process to develop and implement a plan that has provided rapid, measureable, and, in some cases, astounding results.

BRINGING IT ALL TOGETHER

In 2010, the Board of County Commissioners approved the Douglas County Economic Vitality Plan. It is the synthesis and culmination of 10 previous plans reaching back more than a decade. Each of those plans was developed through an extensive public process, with input from a diverse group of stakeholders. Each plan included community visions, strategies, goals, and recommended actions--a total of 900 recommendations. Respecting the work already done as well as the community's desire for progress, the county compiled the findings of the previous plans into a single database and searched for patterns and commonalities, seeking--and finding--inspiring vision statements, greatest assets, and guiding principles. County staff also identified specific projects that had been completed, those still in progress, some that were no longer relevant, and others that were still on the horizon. They also provided concrete proof of the significant accomplishments in answer to those who persisted in saying nothing was getting done.

Analyzing the earlier plans revealed a consistent theme: the desire for "a community to match the scenery." This is the vision of the Douglas County Economic Vitality Plan. It unequivocally recognizes the community's greatest asset--its spectacular natural environment. The plan's stated goal is: "By 2022, Douglas County will be recognized as a best place to live, work, and play because of our community commitment to education, recreation and innovation."

THE 'HOW': GETTING THE JOB DONE

With the vision and goal statements crafted, the "what?" defined, the real work lies in the "how." How to meet the vision and achieve the goal? The county, and the plan, recognize that economic development cannot succeed when led solely by government. Nevada in general, and Douglas County in particular, are very affordable places to do business. Yet this isn't necessarily enough to attract new companies. Chasing the relatively small number of firms that might relocate is probably not a magic bullet, either. The county therefore developed a strategy based around the sense of place. The plan identifies the unique qualities that give the community its sense of place and sets a path for building on those strengths and communicating them to both locals and people from other places. And the people best equipped to make those things happen are in the private sector. They are passionate and generally have some skin in the game to help achieve success.

The earlier plans and studies yielded a warehouse of public input, ideas, and answers in the form of those 900 recommendations. In organizing and analyzing these recommendations, the county developed guiding principles to prioritize projects and help shape future policy decisions. These principles include:

* Improving the business climate.

* Enhancing education and the workforce.

* Preserving the natural environment and infrastructure.

* Maintaining an exceptional quality of life.

* Attracting businesses that are unique and marketable.

Three areas of focus emerged from this analysis: education and innovation, outdoor recreation and lifestyle, and historic and distinctive downtowns. The plan then identifies 12 projects that meet the vision, goal, and guiding principles, and fit into the three focus areas. These projects surfaced via top recommendations, a five-star rating system, constituents' comments, projects in progress and on the horizon...

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