Implementation structure
Implementation requires meaningful action. And meaningful action requires structure, a sensible order to how we make progress, one step at a time. The leaders of Downtown Answers have adopted a structure similar to the configuration of modern economies - that of statewide, meta regional and neighborhood.
Unlike the "old" way of doing things - typically federal, state and local - modern economies and societies organize themselves in the abovementioned categories. We live in an economy, where regions (not political jurisdictions) are areas with a shared labor market, broadcast area, and centers for trade and commerce all compete for economic relevance. Regions are most effective when they have a connected city at their core. High quality neighborhoods that attract and keep the talent necessary to be successful in the information age are another component of successful regions. The Downtown Answers vision relates to all three of these categories and will adopt a parallel structure to achieve our vision.
The statewide components of our vision will be catalyzed and coordinated through local state leadership, and the Downtown Carson City Institutional Alliance.
The Carson City Office of Business Development will direct the regional components of our vision, making steady use of development authority committees and the broad membership.
Similarly, the Downtown Carson City Consortium will lead neighborhood implementation efforts, focusing appropriately, and in partnership with Carson City on the Central Business Improvement District. The Consortium will also make use of a committee structure to implement the vision. Successful implementation for all three organizational levels will require the pro-active partnership and leadership of many other public and private entities and organizations.
Principles
The Downtown Answers leaders have agreed to follow these guiding principles as we implement the vision:
Collaborative
We will actively seek partnerships that will help to achieve our vision. We view the State of Nevada and Carson City as key partners. In addition, Carson City’s other 16 counties have a stake in downtown's future; we will seek their support. We will also build alliances with the many other entities and organizations with responsibility and ability to effect positive change downtown.
Public leadership/market-led implementation
We recognize that state and local municipal leaders will need to provide the community foundation for market-led implementation. We pledge to work with such leaders to identify the most cost-effective public investments. We will seek implementation strategies that are market-based. By combining our spirit of community with our spirit of enterprise, we can realize the future that we have envisioned.
• Targeted -- We will prioritize how we spend our resources so that we can accomplish this vision effectively.
• Community-based -- Downtown Carson City is everybody's downtown. We will continue to involve the public and seek their input.
• Common information base -- We will work from a common base of information to improve downtown. Where necessary, we will secure the needed studies and research to be certain that decisions are made based on sound information.
• Sustainability -- We will seek a Carson City reputation as a place that respects the local and global environment and develops in ways that are healthy, sensitive and sustainable.
• Humanitarian -- We embrace a vision for our city that is about much more than buildings and places; visions are about people and their ability to live fulfilling and productive lives. Human service issues such as caring for our homeless population are worthy of further examination and discussion. We commit to work with community leaders to address this and other humanitarian issues.
• Vigilance -- We view this vision as a "living vision" that will be updated and supplemented over time.
Implementation tools
Downtown Answers leaders will formally request the support of elected officials, form blue-ribbon panels, and proactively share the vision through a speakers' bureau to build support and make progress. We will continue to seek the input of the public and all of the information generated for this vision will be shared with Carson City to be used in future updates of the downtown master plan.
We base all implementation strategies on Carson City’s master plan, Envision Carson City, one of the region's most enduring and respected strategies. As the blueprint for the community growth and development the capital city is at the core for the region. Incorporating the Downtown Answers vision into Envision Carson City will further institutionalize the ideas and provide another important catalyst for implementation. www.carson-city.nv.us (follow development services links to Planning Department)
We further base implementation strategies on Northern Nevada Development Authority’s regional economic development strategy for the entire NNDA region. This initiative, termed the “NorthernNVision” strategy initiative, will help determine and market the unique assets of seven northern Nevada counties: Carson City, Churchill, Douglas, Lyon, Mineral, Pershing and Storey. AngelouEconomics (AE), a nationally recognized economic development consulting firm out of Austin, Texas, lead the region in this important endeavor. www.angeloueconomics.com/northernnvision/Reports/reports.
In step with the Nevada Commission on Economic Development (NCET), Nevada Development Authority (NDA), Economic Development Authority of Western Nevada (EDAWN), Northern Nevada Development Authority (NNDA) and Sierra Pacific Power Company we are a “Can-Do” member and pledge to execute downtown Carson City’s vision as a part of the regional economic development strategy. www.target2010.org).
Urban Land Institute (ULI) Adding value to insight provided to Carson City in a Project Analysis Session at the 2007 Annual Meeting, implementation strategies and recommendations of ULI fellows will be followed.
Timeframe
Implementation will occur in three phases: near-term (first three years), mid-term (four to 15 years) and far-term (16+ years). This is intentional, as many of the recommendations can be completed right away, while others will require significantly more discussion, analysis and planning.
