Viewpoint

perSpectiVeS from neVaDa’S Sierra region

2016 eDition

Balancing and Collaborating

capacitY BuiLDing:

Success for

>>>

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Viewpoint | 2016 eDition

CNB MEMBER FDIC

2016 eDition

ANDREW HASKIN Editor

ROB HOOPER NNDA Executive Director

perSpectiVeS from neVaDa’S Sierra region

ROB FAIR Design & Layout

TONYA CHAMPA Advertising Director

BROOKE WARNER Publisher

PUBLISHED BY:

775.882.2111 nevadaappeal.com

775.782.5121 recordcourier.com

At GE Oil & Gas, we fuel the future.

We push the boundaries of technology to bring energy to the world. To do this, we have the best people and the best technologies taking on the toughest challenges.

We know that making a better world starts when we work together, here at home. Our men and women take an active role in education, improving the environment and health of those around them through community involvement and volunteer activities.

At GE, we’re building, powering, moving and curing the world.

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775.883.4413 nnda.org

Viewpoint | 2016 eDition

3

a

from the office of the

governor Dear Friends: As your Governor, I am proud to say Nevada once again has one of the fastest growing job rates in the country.

Led by a dynamic private sector, our state’s job growth, which is the third best in the nation, has exceeded the national average for more than four years. Small businesses continue to create new opportunities across Nevada and have surpassed peak pre-recession job numbers, a major milestone for the Silver State.

Every day, the state is adding more jobs to our economy through the expansion of home grown Nevada companies and by attracting businesses to move here. In fact, the number of small business employers in Nevada is at its highest level in state history. The growth the Silver State has achieved can be attributed to many factors, but at the heart of all of them is our ability to work together to create and build capacity.

As it relates to economic development, the capacities of resources such as building, workforce, transportation, housing, and our education system, are what determines our economy’s ability to grow and thrive. Balancing the capacities of these resources and knowing where and how to make adjustments to create just the right mix is absolutely vital for Nevada’s future. Without the proficiency to add capacity, there can be no room for growth.

Capacity building itself begins with collaboration. Our communities, agencies, businesses, and organizations, both public and private, are capable of great things when they pull together to work toward the development of the new Nevada. None of the achievements over the last several years would have been possible without many groups working together to achieve a common goal. As our state continues to grow economically, our ability to work together to add capacity is critical to our efforts in creating a sustainable future for the generations to come.

All Nevada!

Viewpoint | 2016 EDITION

View

adventure waiting to happen “We have reached the point where the direction we walk and the heights we will obtain are up the trail.”

Rob Hooper

from the

Trailhead

By Robert C. Hooper, Executive Director, Northern Nevada Development Authority

Greetings, Never was the name of this column more fitting than at this moment and in this edition of the Viewpoint Magazine. Many of us in Northern Nevada are hikers.

As hikers we share one thing in common, that is; the trailhead. You will all know what I mean. A trailhead denotes something yet to come. An adventure just waiting to happen. It is all about what is ahead, not what is behind.

This wonderful feeling has been captured by Israel Kamakawiwo’ole in his album “Facing Future”. This album, released in 1993 has become the best-selling album of all time by a Hawaiian artist. Clearly, facing future and not looking back is a positive sentiment worldwide.

The opposite of facing future is looking back. In the Old Testament of the Bible, the story is told of Lot and his family as they flee the city of Sodom prior to its total destruction. They are told directly, don’t look back. Keep looking forward. Lot’s wife disregards this command and looks back, she immediately turned into a pillar of salt.

So looking forward is sweet and looking back is just plain brine.

In this edition of the Viewpoint, we will be exploring the current opportunity to develop the capacity for economic growth. We have reached the point where the direction we walk and the heights we will obtain are up the trail.

But, we must build the capacity in a way to allow for it and at the same time, preserve the “Nevada Experience” for our children and their children.

I believe we can do this. At this trailhead, NNDA is only looking forward. We believe the best is yet to come. It is all about “Facing Future”.

Thanks for all you do to make Nevada great!

Sincerely,

Robert C. Hooper

Viewpoint | 2016 EDITION

the neVaDa

Certified

Sites

Program

By Aaron West, CEO of the Nevada Builders Alliance

>>>

the purpose of the nevada certified Sites program is to provide a regional inventory of commercial sites that have undergone a rigorous pre-qualification process to ensure they meet a consistent set of standards.

T

he recent boom of people and companies wanting to relocate into the Sierra Region has brought about many positive impacts, especially for employment and real estate. However, the impacts are also creating new challenges such as a shortage of available commercial buildings. According to the NAI Alliance, a full-service Nevada Commercial Real Estate company, the vacancy rate for commercial/industrial space in our region has dropped from 21 percent to just under 7 percent by 2016. “We basically have very few usable buildings left here,” says Brad Bonkowski, Principal of NAI Alliance in Carson City. “This shortage creates real issues for companies wanting a quick turnaround or expedited move in.” Alternatively, according to Bonkowski, there is plenty of vacant land to meet these needs. However, unlike an already constructed building that is ready to go, vacant land typically brings a multitude of unanswered questions which can lead to costly project delays. In such decisions, site selectors and executives want to be sure that a company’s expansion plans won’t be held back by costly delays in permitting and approvals. So how do we take the guess work out of the decision making process

6

Viewpoint | 2016 eDition

and expedite a company’s investment in the region?

The answer is: Certified Sites.

A Certified Site designation serves as a pre-qualification indicating that, among other criteria, a property’s title is clear, it is properly zoned, possesses sufficient utilities and other infrastructure for commercial use and has adequate transportation access for such uses. The purpose of the Nevada Certified Sites Program is to provide a regional inventory of commercial sites that have undergone a rigorous pre-qualification process to ensure they meet a consistent set of standards. A certified site reduces the risk associated with development by providing detailed and current information about a site including price and availability, utilities, access, environmental concerns, and potential site development challenges. These pre-qualified sites can be a big incentive for companies, especially those looking to move quickly on getting a new facility up and running.

Working with a certified site that is “shovel-ready” can shave months off of a development schedule. That kind of time-savings is a valuable commodity. “The certification

process works to assemble current and accurate information into a single, useable package that makes it easier for businesses to compare and contrast their options,” says Bill Miles, President of Mile Construction.

“Speed and the removal of uncertainty are the two main calling cards for this program.”

Although site certification initiatives have been around for years, such programs have been on the rise in recent times. North Carolina, for example, launched one of the first statewide certification programs in the country.

Since 2001, North Carolina’s Certified Sites Program has certified more than 95 sites spanning almost 25,000 acres.

In the Sierra Region, Northern Nevada Development Authority has collaborated with a variety of community partners to create the area’s first Certified Sites Program, providing consistent standards for commercial site certification throughout the Sierra Region.

Certification means that the key approvals, documents and assessments most commonly required for commercial uses will already be in place to assist businesses to quickly locate on site. The Nevada Certified Sites Program closes a critical gap in the region’s competitiveness with other states. Certified sites also increase the viability for projects by removing unknowns about a site, and by accelerating the site’s due diligence and implementation timeline.

“The commercial real estate market in the Sierra Region has changed,” said NNDA Executive Director Robert Hooper. “Industrial vacancy rates are down and in many

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cases current buildings are not meeting the market’s needs. Building new facilities to meet the specialized needs of today’s market is ideal but can take too long to get through the due diligence and approval processes.

The Nevada Certified Site Program solves this problem and helps companies reach their goals by completing the initial approval and site prep work. The program also helps land owners by getting their property in front of site selectors and business owners looking to purchase land.”

Without the Nevada Certified Site Program, a company looking at building a facility in an open parcel would have to do its own due diligence in terms of land surveys and environmental engineering assessments. It would also have to check for clear property title, and check that the current capacity of the infrastructure, such as power and water, are adequate for the company’s needs. This takes a considerable amount of time; in some cases as much as twelve months. With the new program, all of this has already been done and independently verified. Another big advantage of certification programs, particularly for industrial users, is greater access to information that is both reliable and thorough. Certified sites are attractive to businesses because of the readiness of information, accuracy and depth of information, identification of property risks, and even mitigation of those risks.

With the creation of the Certified Sites Program, Nevada’s Sierra Region is able to meet one of the greatest challenges of the area’s impending growth as well as position it in the forefront for companies looking to relocated or expand to the area. ■

NO COST TIPS These simple steps could help you save 10-25% on your monthly energy bills.

• Keep the thermostat at

78-80°F when people are in the building, 85°F at night and on weekends during the cooling season.

In the heating season, keep the temperature at 68°F when people occupy the building, 55-60°F at night and on weekends.

• Implement a startup and shutdown plan to ensure that only the required appliances are operating to reduce the amount of idle and preheat time in the kitchen.

LOW COST TIPS Use these easy-toimplement measures to help save an additional 10-25% or your energy bills.

• Repair leaky faucets or

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• Replace and/or clean air filters at recommended intervals.

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Viewpoint | 2016 EDITION

Next

Generation

Manufacturing in neVaDa

By Robert C. Hooper, Executive Director, NNDA

>>>

to secure an abundant and sustainable economy for northern nevada, we are joined in this task statewide with close “shoulder to shoulder” partnerships with other economic Development authorities and agencies.

M

anufacturing is a key industry to Nevada. As our State continues to move forward with its economic development programs, this sector will continue to grow both in size and importance.

According to State statistics, manufacturing in Nevada currently employs over 56,000 Nevadans in over 1,800 manufacturing companies. Printing, publishing and fabrication account for more than 10,000 jobs alone. The sector itself is diverse in products and markets served and includes electronics, furniture and fi xtures, chemicals, industrial machinery and equipment, paper products, lumber and wood, textiles and apparel, rubber and plastics, transportation equipment, pharmaceuticals, nutraceuticals, aerospace, medical devices….and much more.

Nevada’s manufacturers need to prepare for “Next Generation Manufacturing.” In 2013, the American Small Manufacturers Coalition (ASMC) with the Manufacturing Performance Institute (MPI) conducted a study of Next Generation Manufacturing (NGM)1 to determine how much progress our manufacturing companies in the U.S are making towards this essential goal. The NGM study finds that most of our manufacturers, despite their level of success, aren’t embracing

8

Viewpoint | 2016 eDition

the strategies that will prepare them to be competitive in the future landscape.

Carrie Hines, President & CEO of the American Small Manufacturers Coalition, leads a committed effort to understand the needs of manufacturing. Through their Manufacturing Extension Partnership (MEP) center members, the coalition delivers strategic solutions to support success in manufacturing. “ASMC and MPI have worked diligently for many years to identify and track the key strategies that are the core of the NGM study. The 2013 Study is the third study and report on these strategies,” said Ms. Hines. “Over our eight years of work it has become increasingly clear how important the strategies identified in the NGM study are to the success of all manufacturers.”

The National weaknesses documented in the NGM study could become Nevada’s strength given the nimbleness and can do attitude found in the Silver State. But only if we take immediate action to position this key sector for the rapidly approaching future, and support our current manufacturers to enable them to become Next Generation Manufacturers.

You may ask, “What is Next Generation Manufacturing?” The NGM study specifies six strategies that together define what these practices are and delineate the requirements that need to be addressed, embraced and empowered…at a World Class level.

Customer-focused innovation:

Develop, make, and market new products and services

that meet customer’ needs at a pace faster than the

competition.

Engaged people/ Human–capital acquisition, development and retention:

Secure a competitive performance advantage by having

superior systems in place to recruit, hire, develop and

retain talent.

23% of manufacturers lack the talent, tools and a sufficient plan to achieve “near or at” world class standard.

Superior process/ improvement focus:

Record annual productivity and quality gains that exceed the competition through a companywide

commitment to continuous improvement.

Supply-chain management and collaboration:

Develop and manage supply chains and partnerships

that provide flexibility, response time and delivery

performance that exceed the competition.

Sustainability:

Design and implement waste and energy-use reductions

at a level that provides superior cost performance and

recognizable customer value.

Global engagement:

Secure business advantages by having people,

partnerships and systems in place capable of engaging

global markets and talents better than the competition.

Based on the Northern Nevada Development Authority’s (NNDA) work with manufacturers in Nevada, I would add a seventh strategy: Growth-capital availability:

Possess the capability and accessibility to capital

that would allow and support world-class growth and

competitiveness.

Most manufacturers will not find these strategies to be anything new or shocking. While most recognize their importance, few have made progress toward world-class status in implementing them. The NGM study identifies a series of key execution gaps. The study found that while 90% of all firms polled believe process is important or highly important, only 44% are near or at world-class standards.

This same “gap issue” was identified in all key strategies, and represents the substantial barriers to long-term success for U.S. manufacturing. They, as clearly stated by the NGM study, represent substantial barriers to long-term success for U.S. manufacturing. As an economic developer working with many manufacturing concerns, and; having worked in manufacturing, I witness firsthand the truth in these findings.

Manufacturers strive to achieve in these areas and sadly, know at the same time they are not fully able, by themselves to get there.

The findings of the NGM study indicate that many U.S. Manufacturers are not ready for growth. The financial impact on manufacturers during the most recent US -recession caused cost-cutting initiatives and delayed investments in their own future. These competitive disadvantages appear in three critical areas: Leadership/talent and talent-development programs State-of-the-art business systems and equipment Company-specific strategy with full functional involvement and buy in… particularly for world-class human-capital management… 11% of companies studied have no humancapital management strategy.

The alarming results of this study found that 23% of manufacturers lack the talent, tools and a sufficient plan to achieve “near or at” world class standard. This is damaging to individual manufacturers and to our State manufacturing community in general. It makes them less competitive and therefore less profitable. Smaller profits result in fewer jobs and an overall sluggish economy.

This functionality gap is accelerated by size of the company.

Meaning; the smaller the company, the more prone it is to be on a path to not making the cut with respect to achieving world class standards. This makes smaller firms less competitive.

Nationally, companies over $100 million in sales are far more likely to have adopted and excelled at Next Generation Manufacturing practices than firms with less than $10 million in sales. As the bulk of small manufacturers in Nevada are under the $10 million dollar mark, this exacerbates our decline in competitiveness as a state.

NNDA is addressing these issues as a part of our mission: To secure an abundant and sustainable economy for Northern Nevada.

We are joined in this task statewide with close “shoulder to shoulder” partnerships with other Economic Development Authorities and Agencies. In fact, a heightened focus on our current manufacturing is driving a closer partnership between north and south and between metros and rurals, with a new level of collaboration being achieved. While policymakers and the media tend to focus on the companies relocating to the region, the myriad of other programs developed and deployed

by Nevada’s economic development authorities have generally gone unnoticed. That is on course to change.

It is important to note that current employers and their contribution to job growth is the major driver of economic growth. A recent white paper published by the Center on Budget and Policy Priorities2 (CBPP) in February of this year addresses this issue. It points out that “The vast majority of jobs are created by businesses that start up or are already present in a state – not by the relocation or branching into a state by out of state firms.” As a national statistic only 1 to 4 percent of total job creation each year, depending on the state, can be attributed to relocations where 80% of total job creation is driven by “home grown” jobs.

Data from the National Establishment Time-Series (NETS) database, as reported on by CBPP, shows that Nevada is even more dependent on current employers than most other states.

The percentage of Nevada’s job growth dependent on existing employers and startups within the state is 85% with just 8% contributed by new branches of businesses headquartered out-of-state with prior in-state locations. In addition, 4% of new jobs come from first in-state branches of businesses headquartered out-of-state, leaving 3% contribution to new jobs from relocations.

Viewpoint | 2016 EDITION

Startups are also a driver of job growth and a continuing area of economic development focus. However, as the CBPP white paper points out, over 50% of startups fail within the first year. When measured over a five-year period, the remaining companies that find success do contribute an important component to the State’s job growth. However, as Scott Shane a professor of entrepreneurial Studies at Case Western Reserve University points out, “…existing small companies employ far more people than startups… 99.7% of all employers are small businesses…A decline in the number of startups and an increase in the number of businesses going under are both bad for employment. But keeping businesses in operation has a much bigger effect on employment than helping businesses get started.”3 Mike Kazmierski, CEO of EDAWN understands this dynamic. “All sectors of job growth are important to the robust health of our region.

Relocating companies produce a multiplier effect through our current employers just as start-ups do” said Mr. Kazmierski. “But clearly, the support of our present manufacturing sector to achieve Next Generation Manufacturing capabilities, and become more competitive will result in a greater job impact than any other activity. To this end, EDAWN and NNDA are collaboratively committed.”

As an economic development agency, NNDA has for many years brought a broadly focused program to bear on the Sierra Region. We continue to do this by viewing the economy as an ecosystem. This approach views all interrelated parts equally important as all parts depend on all other parts. One missing link and the whole system is weakened.

Companies over $100 million in sales are far more likely to have adopted and excelled at Next Generation Manufacturing practices than firms with less than $10 million in sales.

Now, through a new level of collaboration between economic development agencies and a top notch group of professional organizations positioned to address manufacturing, this identified need is robustly being addressed through the formation of a new nonprofit organization dedicated to the inclusive success of manufacturing, The Western Manufacturing Alliance (WMA). The Western Manufacturing Alliance is bringing meaningful support programs to bear by promoting success through a broad group of education and information programs such as customer focused initiatives, supply chain management advances and more.

To support the business objectives of WMA members, NNDA has formed a new partnership with The SCORE Association. For over fifty years, the volunteers of this nonprofit association have been dedicated to encouraging the formation, growth, and success of small business nationwide through counseling and mentor programs. The organization has agreed to help WMA craft a new approach for the support of manufacturing in Nevada.

SCORE will fulfill two major needs for this project; first, the actual development of the inner workings of this industry led organization and secondly the outreach and delivery of service programs to Nevada’s manufacturing community.

Mike Johnston, SCORE District Director for Nevada, is excited about the task at hand; “Providing meaningful support to Nevada’s current employers that produce measurable results is what SCORE is all about. Our 100+ mentors statewide have learned and experienced skill set that fit well to support Nevada manufacturers and help them implement improvements in these seven key strategies. We stand ready to help coordinate the many collaborative partners, their programs and their services through the Western Manufacturing Alliance.”

With the expanded services, NNDA will work with many partner organization to bring our manufacturers assistance that in most cases, they are unaware of and have never taken advantage of. For instance; NNDA is the oldest Memorandum of Understanding Partner in Nevada with the U.S. Commercial Services and will utilize their superior abilities to support the furthering of global trade.

Richard M. Swanson Jr., Director of the Pacific South Network of the U.S. Commercial Service, U.S. Department of Commerce sees the collaboration of this new program as a long needed vehicle for supporting the success of Nevada Manufacturers.

“In the area of global trade, the U.S. Commercial Service has much to offer the manufacturers of Nevada. One of the challenges to success is getting manufacturers engaged in the export opportunities available. We stand by ready to support the collaborative efforts within the State of Nevada.”

Similar partnership programs are under refinement with a diverse group of support organizations that will be orchestrated to add further support to achieving Next Generation Manufacturing at a world class level. Most manufacturers don’t realize the existing programs available to support physical infrastructure, process improvement, HR strategies, sustainability, finance, globalization and much more. This new collaboration being brought together by economic development will become an orchestrating agency for new levels of support to an essential sector.

“We at EDAWN believe the new approach contained within the Manufacturing Alliance to be essential to Reno, Northern

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Viewpoint | 2016 EDITION

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As a national statistic only 1 to 4 percent of total job creation each year, depending on the state, can be attributed to relocations where 80% of total job creation is driven by “home grown” jobs.

Nevada and the State of Nevada in whole,” said Mike Kazmierski. “Our manufacturing sector needs a high level of support focused on their success. Working closely with NNDA, the development and launching of this new support program will be the solution we all have been looking for.”

Mark Hutchison, the Lieutenant Governor of Nevada, intimately knows the importance of small businesses in Nevada and their invaluable contributions to our state’s economy. Mark grew up working with his father who managed a small Nevada equipment rental business. Mark joined his father at age 12 and continued working in the small business until he entered law school.

Mark applied the work ethic, experience, and skills he learned from his father in founding his own small business in 1996, which now employs nearly 100 Nevadans. As Lt. Governor, Mark is deeply committed to, and a leader in, economic development and entrepreneurship efforts in the state. “I am convinced that a major economic development focus, within Nevada, must be on our many existing employers. The last two seemingly back-to-back recessions have produced tough times for our Nevada businesses community. I will work closely with the economic development community, effective business organizations such as the Western Manufacturing Alliance,

and the many and varied Nevada small businesses to support them in every meaningful way. This kind of alliance is unique within the U.S. economic landscape; and once again, I’m proud to say that Nevada is leading.”

Here at NNDA, we believe the brightest spots in Nevada’s history are yet to come. Clearly, our existing manufacturing community is a key diversification point. We seek to provide more support for Nevada’s start-up and home grown manufacturing companies as we believe that these companies provide the greatest potential for new jobs and job growth for our state. Further, we endeavor to provide our existing manufacturers business counseling support and growth capital availability to enabling businesses with potential to become high-growth firms.

Keep your attention on this key initiative. I believe the outcome of a joined collaboration can result in amazing progress. It is imperative that we work together to achieve world class standards in all seven strategies as articulated in the NGM study.

As a core belief, we say that economic development is not about what is in it for me, but rather; what is in it for our kids, our grandkids and the future of our community. As they said many years ago; “You ain’t seen nothing yet!” ■ ————————————————————————————————————— 1.

2013 Next Generation Manufacturing Study (Executive Summary) http://mpi-group.com/wp-content/uploads/2014/01/ 2013NGMSummary_012714.pdf

2.

State Job Creation Strategies Often Off Base http://www.cbpp.org/ research/state-budget-and-tax/state-job-creation-strategies-often-off-base

3.

Why We Should Invest More in Existing Businesses www.entrepreneur.com/article/22320

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775.772.1595 Viewpoint | 2016 EDITION

11

weStern neVaDa coLLege

Building the

NewNevada

By Dr. Georgia White, Director, Career and Technical Education, Western Nevada College

>>>

manufacturing, distribution, packaging and other systems are becoming more complex and pervasive... more knowledge and experience is required to design and operate these systems.

P

hillippe Petit describing his high wire walk between the Twin Towers in 1974…

“I put my left foot on the cable, the weight of my body raised on my right leg anchored to the flank of the building. Shall I ever so slightly shift my weight to the left? My right leg will be unburdened, my right foot will freely meet the wire. On one side, a mass of a mountain, a life I know. On the other, the universe of the clouds, so full of unknown we think it’s empty.”

Building capacity in the post-secondary world is a bit like taking that first step on the wire. We approach a well-planned and organized effort designed to reach the destination of an educated, trained workforce, yet, with that first step, the destination is the unknown future. It is easy to develop programs for existing jobs. Preparing students for jobs that haven’t arrived is taking that first step into the ‘universe of the clouds’.

12

Viewpoint | 2016 eDition

Deloitte and the Manufacturing Institute released a study, “The skills gap in US manufacturing 2015 and beyond” illustrating the skills gap crisis facing our nation. Over the next decade nearly 3.5 million manufacturing jobs likely need to be filled. For most readers, this is not new, nor are the projections for job growth in Northern Nevada. The bigger obstacle is closing the ‘mind gap’ to highlight today’s manufacturing as clean, computerized, and challenging. Capacity building in manufacturing involves showcasing advanced, automated training facilities, pointing to career opportunities awaiting the trained participant.

To meet this challenge, Western Nevada College’s Career and Technical Education Department is expanding the Applied Industrial Technology (manufacturing) to include mechatronics and robotics. WNC received two STEM Workforce Challenge grants through the Governor’s Office of Science, Innovation, and Technology to acquire equipment and curriculum for program delivery. The WNC Foundation has raised and continues to raise money

for an expansion of the Reynolds Building on the Carson City Campus. The goal is to replicate a manufacturing floor within an academic setting with flexibility to enhance training with troubleshooting and lean system exercises.

Manufacturing, distribution, packaging and other systems are becoming more complex and pervasive.

More knowledge and experience is required to design and operate these systems. WNC embraces the Siemens Mechatronics international model for advanced manufacturing training to serve the future needs of manufacturers and distributors in the Sierra region.

Training in mechatronics provides a comprehensive program of understanding and operating mechanic, electronics, and information technology (The Internet of Things) systems. Project management, process management and optimization, cost controlling, safety, and effective teamwork are built into the curriculum.

Industries utilizing mechatronics systems include: Aerospace, Transportation, Materials Processing, Medical, Mining, Energy, and Building Technologies.

“we approach a well-planned and organized effort designed to reach the destination of an educated, trained

Career Readiness Certificate (NCRC) documentation is also available for students. The NCRC provides indicators of skill levels in applied math and reading for and locating information.

In the workplace, robots are utilized for repetitive and precision tasks. The TAACCCT grant purchased a KUKA materials handling robot for the college last year. The second Nevada STEM Workforce Challenge grant provided funds to acquire a Lincoln Electric robotic welder utilizing a Fanuc operating system. Participants in WNC’s certificate and degree programs gain hands-on experience in programing and utilizing these robots.

In an effort to fully utilize WNC’s facilities, the college offers options for several experience levels. This was the inaugural year for Jump Start Track CTE. Eight seniors from local high schools participated in a year-long program earing 24 college credits and enough training to sit for the MT1 and NCRC certifications. These students are on track for entry level manufacturing jobs and further post-secondary training. The manufacturing curriculum is modularized with open lab times making training accessible to those in career transition or the incumbent workers desiring to advance in their organization.

As WNC walks the high wire of capacity building the clouds are clearing, unveiling a highly skilled workforce contributing to Nevada’s economic development and bright future. ■

workforce, yet, with that first step, the destination is the unknown future.”

Industry encourages ‘stackable’ credentials through the educational system. These credentials allow individuals to add to their resume, externally validated documentation of competencies. Currently, WNC manufacturing students are trained to achieve the Manufacturing Technician 1 (MT1) endorsed by the National Association of Manufacturers. The addition of Siemens International certification adds advanced competencies to an individual’s skill set. The National

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www.nae-online.org Viewpoint | 2016 eDition

13

cpLc neVaDa, inc.

The

Promise of

Opportunity >>>

cpLc made it a mission to address the lack of resources and services available to low-income Latino neighborhoods…Since then, cpLc has grown to address unmet needs and gaps in services, and serves over 200,000 individuals/families each year.

C

PLC is a community development corporation committed to building strong, healthy communities as a lead advocate, coalition builder, and direct service provider. CPLC promotes positive change and selfsufficiency to enhance the quality of life for the benefit of those we serve. While CPLC’s core competency is serving the Latino community, CPLC offers these services to all regardless of age, ethnicity, sexual orientation or religious affiliation.

In 1967, a group of community activists came together to collectively strategize on how to reduce the gap between human services and the Latino community in Arizona.

With absolute determination, countless meetings and discussions, Chicanos Por La Causa, (CPLC) was formed in 1969. CPLC made it a mission to address the lack of resources and services available to low-income Latino neighborhoods within the City of Phoenix. Since then, CPLC has grown to address unmet needs and gaps in services in Arizona, Nevada, New Mexico, and serves over 200,000 individuals/families each year. CPLC offers the promise of opportunity through our four pillars of service: 1) Housing; 2) Economic Development; 3) Health and Human Services and 4) Education. Programs within these four pillars include housing counseling, neighborhood stabilization, community revitalization, and small business lending. Other programs include emergency shelter, transitional housing, substance abuse treatment centers, parent education, early childhood development programs, and youth enrichment programs. Chicanos Por

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La Causa, Inc. is currently the third largest Hispanic nonprofit in the country.

In 2010, a community assessment was conducted with Nevada’s stakeholders and vested community members to acquire input and determine community need. CPLC made a decision to expand into Nevada offering housing counseling services and economic development through small business lending. On December 2014, CPLC Nevada, Inc. was officially incorporated as a 501c (3) wholly owned affiliate of Chicanos Por La Causa, Inc. CPLC Nevada currently offers the following programs; HUD approved housing counseling and education services, one-on-one credit counseling, loss mitigation, foreclosure prevention, first-time homebuyers and financial literacy education workshops. Services also include SBA micro-lending, small business lending, and technical assistance. CPLC Nevada has an exclusive partnership with Freddie Mac and currently operates 1of 13 Freddie Mac Borrower Help Centers across the country. Operation of the FMBHC allows our housing counseling team to provide Nevada homeowners with outreach efforts that include loss mitigation assistance and foreclosure prevention counseling services. We’ve recently expanded our services to include a partnership with Clark County’s “Safe at Home” Program, which provides in-home parenting education and safety plan implementation. ■

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aDDing fLeet capacitY

A

30,000 Foot

Perspective

By Cliff Sorenson, Manager, Campagni Auto Group

>>>

we feel that through a combination of these efforts we can often create a series of calculated offers from both retail and lease figures that will help you to make sense of the purchasing process and make that calculated decision clearer on whether to finance, lease or buy.

A

s business professionals, we are often required to make difficult, strategic financial decisions to help better position our companies in this competitive marketplace. The results from those decisions can be critical to the ongoing success of a business and to the lives they influence. Deciding whether to Bank Finance, Lease or pay cash on a major asset is one of the strategic questions that is frequently asked of decision makers.

As an automobile dealership, we work with customers faced with this question every day. There is no one answer that fits every circumstance. From our many years of experience we guide clients by offering a 30,000 foot view of vehicle purchasing, but at the end of the day we recommend customers consult their accountant to weigh what is best for them.

The first step in the buying process is to decide what type of vehicle will satisfy the needs of the business.

Is it a truck or van for workers to carry tools or is it a car with space for luggage to travel from state to state?

Do you need one vehicle or should you consider fleet?

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Maintaining newer fleet vehicles can have a positive impact on the public’s perceptions of your company. We can help determine what option fits you best through our “Needs Assessment” selection criteria. Once you know what you are going to buy, then you are ready to decide how to proceed with your purchase, below are some of the options to consider.

One option is an outright cash purchase. With a cash purchase, ownership and assets are immediately transferred to the company. There is no monthly installment required and there is no interest, no dependence on credit and no adherence to rules on wear and tear or mileage overages. The downside is that significant amounts of cash are required to purchase these assets which can cause pressure on the company’s bottom line. When buying fleet vehicles cash outflow can quickly get out of control.

To combat a large expenditure caused by a cash purchase many companies choose bank financing. Financing requires an initial deposit and monthly payments to

purchase the vehicle. Payments ease the pressure on cash flow and free up cash for other uses. It also allows the asset to begin working immediately towards the growth of the business. With financing, the ownership remains with the bank until the asset is fully paid, including interest. If companies change vehicles frequently (every three to four years or shorter) it is better to finance or lease then make a cash purchase.

“There is no one answer that fits every circumstance.”

Leasing can be another attractive option for those seeking a vehicle. As with financing, leasing requires an initial deposit and monthly payments but differs in that the company is not actually buying the vehicle. Leasing comes with several business advantages. In short, leases are not generally reported on the balance sheet as an asset or debt. Instead, they fall roughly into the category of business expenses. The decision of leasing vs. buying can have a real impact on your company’s prospects in the investment marketplace. Companies that invest heavily on fleet or commercial vehicles should consider the lease option.

The main difference between purchasing a vehicle with cash or financing, and leasing is that when you buy it you own it once it is paid off. You can do what you want with the vehicle, some businesses make their entire decision based on the fact that they will have to modify the vehicles to meet their needs. If you pay cash or finance, you do not have to follow the mileage restrictions or the aforementioned wear and tear limitations that leases often place on you. With a lease, the depreciation is built into the contract so you know what the vehicle will be worth at the end of the term and walk away with no additional charges, assuming it is returned in excellent condition. If the vehicle is not returned as expected there are excessive use fees added, as pre-negotiated in the initial contract.

Regardless of what direction you and your company decide to make, we hope that this information aids you in making your decision. We feel that through a combination of these efforts we can often create a series of calculated offers from both retail and lease figures that will help you to make sense of the purchasing process and make that calculated decision clearer on whether to finance, lease or buy. ■ — Cliff Sorensen is an active board member of the Northern Nevada Development Authority and is a manager with the Campagni Auto Group, a premiere automobile dealership group based in Carson City, Nevada.

Their brands include Carson City Toyota Scion, Capital Ford and Carson City Hyundai. They operate a complete Retail, Wholesale and Fleet based operation for Sales, Service and Parts for all of their brands. They also have a large selection of pre-owned vehicles available.

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Development opportunity zoned for 118.18 acres RR2, and 49 acres zoned C1. Great for shopping center, Wal-Mart, SaveMarts or other big box stores and supporting businesses. Easy access to Hwy 95-A and near the proposed USA Parkway and the Tahoe Reno Industrial Center. Minutes from approved Tesla giga-factory and Wal-Mart distribution center.

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Viewpoint | 2016 EDITION

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neVaDa houSing DiViSion

Workforce

Housing Capacity

By Steve Aichroth, Chief of Administration, Nevada Housing Division

>>>

as the reemergence of the economic sunrise in northern nevada begins anew, the housing Division will continue to add advanced and innovative programs and proactive solutions to our growing affordable and workforce housing problems.

A

s the light begins to shine back on Northern Nevada and the darkness of the economic recession begins to fade into the rising sun, the Nevada Housing Division has developed a comprehensive plan to assist the business community in Nevada with solutions to our housing situation. Over the past ten years, the housing conditions in Nevada have gone from boom to complete bust and now as the recovery progresses, a plethora of new challenges have been presented. For forty plus years, the Housing Division has been tasked with the goal of providing affordable housing opportunities for Nevada families. We accomplish this mission two fold, by providing financing to developers to build affordable apartment homes and for homebuyers, by providing innovative mortgage solutions.

Tesla and Switch are currently leading the renaissance of Northern Nevada, however, in their wake will come a number of service and retail businesses which will need a workforce to serve Northern Nevadans. Along with this influx of workers will come the need for affordable workforce housing. Current vacancy rates for all apartments in Northern Nevada sit at an incredibly

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low 2% level and the effective rent growth in Reno proper has experienced a nation-leading 14.4% increase last year. As the average rent in Northern Nevada begins to cross the $1000/ month threshold, the need for affordable apartments to support the service workforce is greater than ever.

Seeing this need, one of the many projects the Housing Division has been working on is the upcoming construction of the Summit Club Apartments. Partnering with Sierra Summit LLC and located in south Reno, near the Summit Mall, the complex is a 584 unit project with 117 of those units dedicated to those who make less than 50% of the median income for Washoe County or approximately up to $15 per hour. The State Board of Finance has approved up to $90 million in housing revenue bonds for the development of the apartments and the debt will be paid by apartment rent revenue and not public money. This innovative project is located close to shopping, a regional sports center and the RTC location which provides links to both downtown Reno and Carson City.

While this particular solution provides for some of the needs for service industry workers, those who will be employed in a full time capacity at the new tenants of TRIC, may want to buy a home. As more millennials begin to enter the workforce, the barriers they face can be numerous. Some are saddled with student debt, others were unable to obtain high paying jobs during the recession and we have found the greatest obstacle to home ownership is the lack of available money for down payment and closing costs. These individuals have the income, the credit rating and the desire for home ownership, yet are lacking the initial funding for their home. Once more, the Housing Division has created a solution for these individuals.

payment currently, and the payment will not increase over time, they will be able to qualify for the assistance.

To date, since the program’s inception in 2014, nearly 200 families in the NNDA region have been helped by the program resulting in over $35 million in mortgages and $1.4 million in downpayment assistance.

As the reemergence of the economic sunrise in Northern Nevada begins anew, the Housing Division will continue to add advanced and innovative programs and proactive solutions to our growing affordable and workforce housing problems. We look forward to these challenges and as proud Nevadans always have, we strive every day to make our state a better place to live and work. ■

The Home is Possible program, established in 2014, is available to qualified Nevadans who are lacking the down payment to move into the market. Again, by partnering with the private sector, the Division is able to offer prospective Nevada homeowners up to a 5% grant, which can be used for down payment and closing costs. The program is eligible to those making below $95,500 as a family and purchasing a home less than $400,000. The credit requirements are much stricter than the standards previously established for homebuyers prior to the recession. Also, it has to be noted the participants in the program must attend a homebuyer education course and the only loans they are eligible for are 30 year fi xed notes.

There is no existence of sub-prime or adjustable loans.

Basically, if the buyers have the income to support the An artist’s rendering of the upcoming Summit Club Apartments.

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Viewpoint | 2016 eDition

1

nV energY

Taking a

Custom Approach to

Electricity

Needs

for Relocating or Expanding Companies

By Mary Simmons, Vice President, Business Development and Community Strategy, NV Energy

>>>

our team of experienced economic development professionals, engineers and analysts can partner with your company to assist in a variety of ways to see if existing or additional infrastructure is needed to serve your business.

E

nergy prices, availability and reliable service are a big part of the decision-making process for a company thinking of relocating or expanding a business in Nevada. At NV Energy we recognize that and have assembled a team of experts to work with you to provide the best customer service and reliable energy at the most reasonable price.

When we receive your call about locating to Nevada, we begin a custom analysis of your business, how and when it operates, how much electricity you use and when it’s used. Following an initial analysis, we customize a team of experts to address your unique needs and meet with you.

NV Energy engages a team that brings all of the necessary information and expertise together at one time. This team of experienced economic development professionals, engineers and analysts can partner with your company to assist in a variety of ways, including: evaluating your power needs, pricing and calculating utility rates, investigating available energy sources to see

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if existing or additional infrastructure is needed to serve your business. We can also facilitate site visits to help you find the best location for your company. Or, you can go to our Nevada Site Locator on NV Energy’s Economic Development website to search for land, building demographics and proximity to transportation.

For interested customers, we offer renewable energy solutions from multiple sources. All of our customers are currently served by 42 different renewable energy projects powered by geothermal, solar, hydro, biomass and wind.

We exceeded our 20 percent Renewable Portfolio Standard (RPS) for 2015, posting a 31.3 percent RPS. We are also developing the most cost-efficient ways to bring more solar energy to our customers by offering the NV GreenEnergy Rider program to our large customers.

Our plans are to establish costs low enough to allow interested customers to be served with more clean energy at no more than a half-cent premium per kilowatt hour.

At NV Energy, our top priorities are providing customers with high quality services at competitive prices. We are doing that by positioning our business to operate without the need to request additional revenue for core operations. Over the past two years we have reduced operating and maintenance expenses by 10.5 percent and according to customer surveys, still improved reliability and customer service. We electrically connected our southern and northern electric grids and strengthened our system reliability and saved $18 million in operating costs in 2015. We’ve improved efficiencies and reduced costs at our own combined cycle gas generating fleet by 10 percent in 2015.

By entering the Western Energy Imbalance Market (EIM) in December 2015, NV Energy is sharing economic and environmental benefits with PacifiCorp and the EIM of $10 million during the first quarter of 2016.

At NV Energy, our economic development experts work strategically with businesses, site selectors, real estate brokers/developers and economic development agencies to facilitate business location and expansion within Nevada. We are proud to work with professionals like the Northern Nevada Development Authority Nevada to contribute to their efforts and be there whenever NNDA has a client that calls in need of assistance.

For more information please visit https://www.nvenergy. com/business/economicdevelopment/. â–

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Photo courtesy Sydney Martinez

neVaDa’S great outDoorS

A

Great Draw

for Visitors

By Claudia Vecchio, Director of the Nevada Department of Tourism and Cultural Affairs

>>>

a substantial number of visitors to nevada engage in outdoor recreation, and travelnevada — the state agency charged with promoting statewide tourism —actively targets that audience by myriad recreational experiences.

O

utdoor recreation plays a significant role in the nation’s tourism economy, particularly in the western United States, where almost half of all the land is public. In Nevada, the majority of land is public, offering abundant opportunities for hiking, biking, fishing, camping and more.

A substantial number of visitors to Nevada engage in outdoor recreation, and TravelNevada — the state agency charged with promoting statewide tourism —actively targets that audience by myriad recreational experiences, including opportunities in northern Nevada.

TravelNevada, also known as the Nevada Division of Tourism, long has focused its marketing efforts on outdoor recreation.

Recent efforts include a partnership with Outside Magazine to promote the state and the filming of Nevada recreation areas for Google Maps Street View. TravelNevada’s media relations department annually brings in reporters and bloggers to tour Nevada’s recreation areas, and TravelNevada’s social media efforts include a fast-growing Instagram account that features daily pictures of Nevada landscapes and recreation areas.

The basis for this focus on outdoor recreation is twofold: it’s big business and Nevada has the goods.

First, outdoor recreation is a multi-billion industry in the United States. Visitors to federal lands and waterways in 2012 alone resulted in $51 billion in spending1 , according to the Federal Interagency Council on Outdoor Recreation. Nevada gets a small slice of that: in rural Nevada (all counties except Washoe and Clark),which includes federal land, visitors spent $22 million on outdoor recreation in 2013, according to Dean

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Runyon Associates & Bureau of Economic Analysis2. The potential to increase that number is there, as Nevada has an abundance of public land available for recreation. Which leads to the second basis for promoting outdoor recreation: Nevada has the goods.

Nevada has a wealth of recreation areas, including land overseen by various federal agencies as well as state parks.

The 6.3 million-acre Humboldt-Toiyabe National Forest covers most of Nevada and includes the popular Mt. Rose Wilderness in northern Nevada; the federal Bureau of Land Management oversees large swaths of Nevada desert, including such recreational sites as Sand Mountain, the popular off-roading site in Churchill County; and the U.S. Fish and Wildlife Service manages such sites as Stillwater National Wildlife Refuge in Fallon, a nationally recognized bird-watching area. Nevada also is home to Great Basin National Park near Ely as well as 23 state parks, including such regional favorites Sand Harbor State Park in Incline Village and Fort Churchill State Historic Park in Lyon County. And with the recent designation of two new national monuments in Nevada — Tule Springs Fossil Beds in Las Vegas in 2014 and the Basin and Range National Monument in central Nevada in 2015 — there is the potential to bring in more visitors to Nevada for outdoor recreation. promoting outdoor recreation in nevada For the past few years, TravelNevada has targeted its marketing efforts to a millennial audience (people born in the early 1980s to the 2000s), based on a plethora of research indicating that this generation is very interested in travel and experiences.

Most recently, MMGY’S 2015 Portrait of American Travelers

report revealed that millennials are fueling growth in the demand for travel services3.

TravelNevada is mindful that these young travelers are attracted to scenic beauty and relaxation for resort or rural travel, as reported in the 2014 Nevada Commission on Tourism Millennial & Young Gen X Traveler Survey prepared

by Destination Analysts, Inc. (Note that “relaxation,” means different things to different people. A young person may consider physical activities as relaxation.)

As a result, TravelNevada’s recent marketing campaigns have emphasized scenic beauty and adventure. The agency’s website, TravelNevada.com, organizes the state’s travel options into four “worlds”: Adventure; Wanderlust, meaning road trips and ghost towns; Taste; and Originals, meaning only-in-Nevada places and experiences. Two of those worlds, adventure and wanderlust, are geared to those who appreciate outdoors, and offer up information on such experiences as off-road tours, hot springs and public recreation areas.

TravelNevada also works with outdoors-focused media and content organizations to promote Nevada to those audiences.

Recent efforts include a partnership with Outside Magazine.

TravelNevada worked with the publication to target people who best represent the state, and the magazine developed content around those characters. Kelly Carroll, a ranger at Great Basin National Park, was featured4 as well as David Wise, a Renobased Olympic skier5.

Another recent partnership, this one with Google, resulted in video of several Nevada outdoors destinations on Google Maps Street View feature, further familiarizing potential visitors with Nevada’s treasured recreation spots. For this project, TravelNevada’s content manager wore the Google Trekker — a 40-pound camera device — and trekked through various recreational spots, including Pyramid Lake in Washoe County and Lovelock Cave in Pershing County. All videos can be seen on the TravelNevada website, and on Google Maps Street View feature.

To better understand what drives visitors to Nevada’s rural areas, one can consider TNS Global’s Travels America Data for rural Nevada. Thirteen percent of all travelers to rural Nevada in 2015 took a scenic drive, 11 percent went to the mountains, and 9 percent visited a national or state park. Seven percent went hiking, 7 percent engaged in photography and 5 percent participated in wildlife viewing. The list of activities goes on and on, and indicates a healthy interest in experiencing Nevada’s great outdoors.

Nevada is an interesting state. Best known for the playground of Las Vegas, it has a wealth of hidden treasures in its many parks and recreation areas. From the stark beauty of the Great Basin and Mojave deserts to the lush mountain playgrounds of Lake Tahoe and the Ruby Mountains, Nevada offers so much opportunity for hiking, bicycling, rock climbing, skiing, road trips and other exploration. It’s truly A World Within.

A State Apart. ■ ————————————————————————————————————— 1. Outdoor Recreation: Jobs and Income, 2012. http://www.fs.fed.us/ research/docs/outdoor-recreation/recreation-economy.pdf 2. That’s on TravelNevada.biz, under statistics, Rural Nevada Travel Impacts.

3. I don’t have the report but read about it in TravelPulse. http://www. travelpulse.com/news/destinations/mmgy-study-otas-out-cruising-inmillennials-driving-travel-growth.html 4. http://www.outsideonline.com/2030586/kelly-carroll 5. http://www.outsideonline.com/2039881/david-wise 6. Discover the Facts, http://travelnevada.biz/resources/5/DTF_2015_ Q4.pdf 7. TNS Travels America Data from Jennifer.

TravelNevada also regularly brings in media, including writers, bloggers, videographers and social media influencers, for trips and tours that involve visits to Nevada’s outdoor recreation sites. A media familiarization tour held May included stops at Sand Mountain Recreation Area in Fallon and Great Basin National Park near Ely. Last, TravelNevada maintains an active social media program, with a presence on Facebook, Twitter, Instagram, YouTube, Pinterest and Flickr. The Instagram channel, which showcases daily images of Nevada recreation areas, including such sites as Keystone Canyon and Galena Creek Recreation Area in Reno, has proven especially popular. In November 2015, TravelNevada’s Instagram feed hit 10,000 followers, up significantly from the year before after a concerted effort to promote the state’s outdoor recreation sites on the channel. As of April 28, the channel has 17,600 followers. there’s room to grow outdoors Visitor volume for Nevada was 55 million in 2015, up 2.9 percent from 53 million in 2014 , with most of those visiting Las Vegas. A look at the fourth quarter (October, November and December 2015) alone shows 10,424,265 visitors to Las Vegas, a 4.3 percent increase over the fourth quarter of 2014. Looking at the same data for Washoe County and rural Nevada counties — places where many Nevada recreation areas are located — shows slightly larger growth (although the volume of visitors is much smaller). Washoe County’s fourth quarter visitation was 1,133,836, up 6.3 percent from the fourth quarter of 2014; visitation to all other Nevada counties for the fourth quarter was 1,217,333, up 7.2 percent from the fourth quarter of 2014.

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