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The Truckee Meadows Annual Report provides TMRPA, our partners, and residents with information to gauge the ongoing effects of growth and to assess cumulative impacts. Keep scrolling and you’ll get into the data that shapes our Truckee Meadows.
HOME MEANS NEVADA
Pricing out what is costs to live in Washoe County, both rental and ownership information, our median income and vacancy rates
The 2019 Regional Strategy for Housing Affordability outlines 35 actions designed to address key regional housing issues. These issues were identified in order to adapt the way the region works on housing to better keep pace with changing needs and demands in the future. To achieve the vision that, “all residents of the Truckee Meadows have access to a continuum of safe, accessible, and affordable housing options in neighborhoods that offer access to opportunity and a high quality of life,” the region will need to collaborate. TMRPA was tasked with various actions and has created the Affordable Housing Tracker in order to aide the Region in the following initiatives:
Action Item 0.3 – Maintain a Centralized Regional Inventory of Residential Land and Assets
Action Item 4.2 – Establish a Regional Preservation Early Warning System
Reliable and readily available information about residential land and other housing assets in the region will support more efficient and impactful use of resources. To implement this, TMRPA has created an inventory of affordable housing, specifically subsidized housing projects and contract details. TMRPA compiled this information by using local and state resources. Staff has created an interactive map which will be updated on an annual basis, in which affordable housing can be spatially analyzed and assessed.
MANAGING OUR GROWTH
Land use in total built acres (gross) historically and in more recent years both jurisdictionally and by tiers, TMRPA land use regulatory project counts
TRUCKEE MEADOWS JOBS
The average employment rate, covered employment by industry in Washoe County and the difference in percent share of total covered employment since 2015
Established on May 9, 1868 and incorporated in 1903, the City of Reno covers 108 square miles and is home to over 273,000 residents. The City operates under charter with a Council-Manager form of government. Five elected Council Members represent each of the five wards, plus one at-large Council Member and the Mayor. For the 2023/2024 Fiscal Year, the total budget was approximately $862M, with a general fund budget of approximately $321M, 17 departments and 1,470 employees, the City provides a variety of municipal services to its residents. These include police, fire, emergency dispatch, courts, parks and recreation, street and traffic maintenance, wastewater and stormwater management, planning and development, business licensing, and others. Home to the beautiful Truckee River, the City of Reno is a thriving urban center known for world-class colleges, vibrant culture, diverse outdoor activities and innovative industries.
In its 2023 Annual Report, the City of Reno highlighted its efforts to implement the Truckee Meadows Regional Plan, which are summarized below.
For Population Growth, the ReImagine Reno Master Plan encourages a more diverse mix of housing. To this end, Reno planning staff initiated a code clean-up, which include additional housing initiatives related text changes to support affordable housing. The City waived fees and contributed funds to facilitate the construction of affordable housing units and worked with Washoe County to expand homeless services facilities.
Regarding Regional Form, the ReImagine Reno Master Plan contains the City’s Structure Plan map designates the locations of two adopted regional centers, four types of connecting corridors, three types of neighborhoods, and three types of employment areas. Each of these types of areas have policies that work in tandem with citywide policies to more clearly define the geographical locations that are infill/redevelopment priority areas for the City. In 2023, there was one annexation adopted totaling ±112.4 acres. There were also four Master Plan map amendments adopted.
For Public Facilities and Services, the City’s Concurrency Management System ensured the provision of adequate public facilities and infrastructure to support existing and planned development. Generally, private developers were responsible for building infrastructure for their projects. In 2023, the City and TMRPA staff continued to coordinate on use of the Consensus Forecast and TMRPA’s spatial disaggregation modeling work, and additional work on public facility and service planning efforts.
In terms of the Natural Resources section, the City has streamlined the energy benchmarking program to the Building Energy Analysis Manager (BEAM) platform, retrofitted lighting in 27 parks, completed the States first community solar project, received a $500,000 grant to plant trees, and won a subaward for geothermal education. The City actively participated in the development of the Natural Resources Plan and worked on a Parks, Recreation, and Open Space Master Plan. Finally, in November of 2023, the City Council adopted the Parks, Recreation, and Open Space Master Plan, which was driven by priorities established in the City’s Reimagine Reno Master Plan.
For Regional Coordination, the City continues to build on current initiatives to collaborate with regional partners and ensure that Reno is an attractive place for existing and future employers and residents. Investments in infrastructure, public safety, and quality of life amenities are a key focus, along with working with other local government and nonprofit agencies to address critical regional issues such as housing affordability.
The City of Sparks, incorporated in 1905 and covering 36.6 square miles with over 113,000 residents, operates under a Council-Manager form of government. The City operates under a charter with a Council-Manager form of government. The Mayor serves as the executive branch of the government. The Mayor is separately elected at large in the City and serves as the chair of the City Council and as a voting member of the Redevelopment Agency. The Mayor presides over meetings of the City Council and has veto authority, which only may be overturned by a 4/5 vote of the Council.
In 2023, the population of Sparks, a city in Nevada, grew by 1.86% compared to the previous year, representing an increase of 2,081 persons. Between 2010 and 2020, the city experienced a growth rate of 38%, with an increase of approximately 23,900 persons. The population growth rate was highest in the 1950s and 1970s, with rates of 103% and 67% respectively. Since 1970, Sparks has seen a steady increase in population, averaging 4% annually through 2010. However, there were a few years in the early 2010s when the population decreased by 2.3% overall.
In 2023, the City of Sparks focused on sustainable development, including goals to enhance environmental and fiscal sustainability, adapt to climate variability, and support renewable energy initiatives. The city also actively participated in the 2024 Regional Plan Update Working Group, providing data and feedback for the Public Infrastructure Plan. This participation aids in regional population and employment modeling, which informs transportation and water planning processes. Additionally, the city contributed to various regional analytical efforts by fulfilling data requests. Key capital improvement projects completed in FY22/23 included sanitary sewer rehabilitations, storm drain improvements, street rehabilitation, and park enhancements, with a total expenditure of approximately $19.65 million. Notably, the redevelopment of Victorian Square continued to be a high priority, even after the termination of Redevelopment Area #1, with significant investments funded through lodging tax proceeds.
The City of Sparks partners with the Washoe County HOME Consortium to administer HOME funds, including a significant allocation from the HOME American Rescue Plan (ARP) for assisting individuals and households experiencing homelessness or at risk of homelessness. In 2023, several projects in Sparks received HOME and HOME ARP funds for affordable housing development and rehabilitation. The city was also allocated $1.5 million from the State of Nevada General Fund for rental assistance programs and received $2.87 million from the Home Means Nevada Initiative to purchase land for affordable housing development. Despite delays due to environmental reviews, the city anticipates assisting numerous households through its housing rehabilitation programs in the upcoming fiscal year. The report underscores the city’s commitment to addressing housing needs, promoting sustainable development, and ensuring regional growth aligns with the TMRP principles and policies.
Established in 1861, Washoe County was one of the original nine counties in Nevada. The County, which includes the Reno and Sparks metropolitan area, is the second most populous in the state. As of the July 1, 2021 Governor’s Certified Population Estimate, Washoe was home to a total of 485,113 residents. The unincorporated Washoe County portion of the total population estimate is 113,306 residents.
Envision Washoe 2040, Washoe County’s updated Master Plan, was adopted in early 2024. In regards to the Population Growth sections of the Regional Plan, Washoe County’s Master Plan is guided by the consensus forecast and prioritizes addressing housing affordability, access, and diversity. They are committed to providing solutions for the housing needs of residents throughout the County, and in October 2023, a Housing Fellow joined the County to focus exclusively on housing affordability and supply issues for a 12-month period. When considering Regional Form, Washoe County is dedicated to working closely with partner agencies to manage growth in the region and pursue shared goals, such as regional economic vitality, land use compatibility between jurisdictions, and an effective and interconnected transportation system. In 2023, the County reviewed four Projects of Regional Significance and six Master Plan Amendments.
The Public Facilities and Services sector highlighted key capital improvement projects, such as the Washoe County Safe Camp which provides a sanctioned safe location with various supportive services for people currently living outside for a total project cost of $5,300,000. Another project is the Washoe County Sheriff’s Office Bunk Replacement Project, which replaced wooden bunks for safer and more sanitary bunks for inmates and staff, for a project cost of $1,647,876. The county also emphasized a wholistic approach to water and wastewater management, considering things such as groundwater recharge and source water protection.
In terms of Natural Resources, Washoe County made strides in treating and monitoring invasive species such as goat grass. The county also advanced a number of designs for restoration of historic projects as well as trailhead and access path projects, contributing to recreation access and conservation efforts. Another highlight of the County’s efforts include partnering with the Forest Service and utilizing sheep grazing for fuels reduction on the Arrowcreek open space parcels.
As noted previously, throughout the year, Washoe County made significant progress in updating their Master Plan through extensive public outreach, input from various committees, and comprehensive background research. More information is available at www.envisionwashoe2040.org. Overall, the County demonstrated a proactive approach to address population growth, enhancing public facilities and services, preserving natural resources, and collaboratively planning for future development in the Region during 2023.
The Washoe County HOME Consortium (WCHC) is a collaborative partnership between the City of Reno, the City of Sparks, and Washoe County. It oversees the management and allocation of Affordable Housing Trust Funds provided by the State of Nevada and HOME Investments Partnerships Program funds granted by the U.S. Department of Housing and Urban Development (HUD). In 2023, the WCHC utilized $1,496,462 to support tenant-based rental assistance programs which provide funding for qualifying households to pay for the security/utility deposits, application fees, and sometimes monthly rental assistance for those experiencing financial hardship.
Several affordable housing projects were approved in 2023 under the HOME program. These included both new construction and rehabilitation initiatives aimed at offering housing options to low-income individuals and seniors. These projects were: Arrowleaf on Harvard, Hawk View Apartments, Sutro Senior Sanctuary, and the Empowerment Center II, for a total amount of $3,463,101. Additionally, there was one recertification for a Community Housing and Development Organization, for the Community Services Agency.
The Sun Valley General Improvement District is a quasi-municipal entity established in 1967 under Nevada Revised Statue, Chapter 318 and is chartered to provide water, sewer, garbage, and recreation services throughout the Sun Valley community. SVGID acts as a local governmental agency for the residences of Sun Valley and continually monitors State, Regional and local issues that could potentially affect the District’s customers. SVGID board members and staff actively serve on several local boards such as: The Western Regional Water Commission, Northern Nevada Planning Commission and Truckee Meadows Water Reclamation Facility Management Committee.
SVGID conducts near and long-term planning for its current service area and the approved service boundary. The water and wastewater master plan identifies the infrastructure that meets the current needs of its residents and the future improvements required to service its build out. The SVGID Board of Trustees establishes water and wastewater rates, sets policies and maintains a close relationship with its constituents to ensure that the community needs are being met. The District works with other local agencies as members of the Nevada Association of Counties to promote growth, business and quality of life.
For the 2023 Annual Report Sun Valley General Improvement District’s water capital improvements included System Mapping GIS for $2,300.63 and SCADA VPN upgrade for $25,031.76. These projects were also part of the wastewater capital improvements; additional $2,300.62 for system mapping and additional $25,031.76 for SCADA VPN upgrade. We will closely evaluate our operations over the next fiscal year and provide any relevant information for the 2024 Annual Report.
Truckee Meadows Water Authority (TMWA) is a not-for-profit, community-owned water utility overseen by a seven-member Board of Directors from Reno, Sparks and Washoe County. TMWA was formed in 2001 and currently serves over 440,000 residents in the Truckee Meadows. TMWA’s primary objective is to provide reliable, high-quality water service to its customers in an efficient, cost-effective manner.
In 2023, the Truckee Meadows Water Authority (TMWA) continued its mission as a not-for-profit, community-owned water utility serving over 440,000 residents in the Truckee Meadows region, overseen by a seven-member Board of Directors from Reno, Sparks, and Washoe County. TMWA’s primary goal is to provide reliable, high-quality water service to its customers in an efficient and cost-effective manner. TMWA’s service area covers approximately 162 square miles, with an additional 50 square miles added after the consolidation of other water districts into TMWA. The service area falls within the planning boundary of the Western Regional Water Commission (WRWC) and the Truckee Meadows Regional Planning Agency’s (TMRPA) Truckee Meadows Service Area (TMSA).
Population Growth (PG) projections play a significant role in TMWA’s long-term water resource planning. TMWA relies on its preferred population projection model to ensure regional water resources can meet future growth demands over a 20-year horizon. The 2020-2040 Water Resource Plan (WRP) outlines TMWA’s water resources portfolio and strategies to meet customer demands while considering potential impacts of climate change on water supply.
The Regional Form (RF) component of TMWA’s operations involves providing municipal water service within the TMSA, supporting infill development in central corridors. Additionally, TMWA provided water to around 142,791 municipal water services with the majority being residential use, and added around 2,398 new water services to the system. TMWA does not manage growth directly but supplies water to new developments within the TMSA. Outside the TMSA, new development relies on individual wells or private water systems under the jurisdiction of the Nevada Public Utilities Commission.
TMWA invests in its Public Facilities and Services (PF), allocating significant capital spending for major maintenance and improvement projects in its infrastructure and water resources. These projects focus on water supply improvements, treatment, distribution, metering assets, storage, hydroelectric power generation, and customer service.
To preserve natural resources (NR), TMWA employs various plans and programs. The Drought Contingency Plan (DCP) promotes responsible water use and resilience during droughts. The Integrated Source Water Protection Plan which safeguards groundwater resources, and other water bodies that tributary to the Truckee River and could impact drinking water supplies. Furthermore, the Aquifer Storage and Recovery (ASR) program bolsters the groundwater supply. TMWA also became part of a Middle Truckee River Watershed Forest Partnership to create healthy forests that are resilient to fire since it could impact quality and sources of drinking water. Lastly, the Truckee River Fund (TRF) supports projects that protect and enhance water quality and resources in the Truckee River watershed.
In 2023, TMWA made significant strides in implementing the 2020-2040 Water Resource Plan, engaging stakeholders through workshops, surveys, and public comment processes. TMWA also approved the construction of the Orr Ditch Hydropower Plant, which aligns with greenhouse gas reduction goals and renewable energy mandates.
Another notable project is the OneWater Nevada Advanced Purified Water Project at American Flat, aimed at addressing multiple water management challenges by producing high-quality reclaimed water suitable for groundwater augmentation, conserving Truckee River water supplies, and enhancing water supply resiliency.
Overall, TMWA continues to play a crucial role in managing water resources, collaborating with regional entities through the Western Regional Water Commission (WRWC) and the Northern Nevada Water Planning Commission (NNWPC) to develop and implement integrated water resource plans and public policies for sustainable water management in the Truckee Meadows region.
The Washoe County School District (WCSD) was established in 1955 through the consolidation of 13 independent school districts in Washoe County, Nevada. The Nevada Legislature holds four primary responsibilities for public education, including providing a uniform system of common schools and specifying programs and courses of study. In 2016, voters approved a sales tax increase to fund school repairs and construction.
As a public entity, the WCSD is governed by a county-wide elected Board of Trustees that serves as the steward of the district’s values, vision, mission, and resources and plans and directs all aspects of the School District’s operations.
As a county-wide agency, the school district serves all 6,302 square miles of Washoe County and is run by approximately 8,000 staff members that serve 61,599 K-12 students in addition to students attending our Adult Education program. Additional school district characteristics can be found through the WCSD website on the Student Accounting Department webpage.
One of the key highlights from 2023 is the approval of the Facilities Modernization Plan (FMP) in December of that year. This comprehensive 15-year, $2.2 billion strategic roadmap aims to enhance operational efficiencies and ensure equitable prioritization of school facility projects. The FMP will serve as a guiding document for WCSD’s short-term Capital Improvement Program (CIP) and future updates to the long-term 2020-2039 Facilities Plan, aligning closely with the Truckee Meadows Regional Plan. This integration emphasizes the importance of collaboration between WCSD, TMRPA, and other stakeholders to address regional growth and provide quality public education throughout Washoe County.
The report also addresses the current and future enrollment trends in Washoe County. Despite a projected population increase per the TMRPA’s 2022 Consensus Forecast, WCSD anticipates a steady decline in student enrollment over the same period, primarily due to declining birth rates and other factors such as alternative schooling options. This trend has resulted in fewer immediate concerns about school enrollment capacities, a significant shift from previous years. Consequently, WCSD’s focus has shifted from addressing capacity issues to modernizing existing facilities to improve the educational environment and accommodate changing demographics and regional developments.
In terms of infrastructure projects, WCSD has completed several major expansions and new school constructions in 2023, including the opening of JWood Raw Elementary School. Looking forward, the WCSD’s five-year outlook emphasizes modernization projects rather than new capacity relief initiatives. Key projects include renovations and modernization of several schools, such as Mathews Elementary, Reed High School, and Palmer Elementary, slated to begin in 2025. Additionally, WCSD continues to invest in energy-efficient technologies and sustainability initiatives across its campuses, further demonstrating its commitment to long-term operational improvements and environmental stewardship.
The Clean Air Act mandates the U.S. Environmental Protection Agency (EPA) to establish and periodically review National Ambient Air Quality Standards (NAAQS) for six key pollutants: ozone (O3), particulate matter (PM2.5 and PM10), carbon monoxide (CO), nitrogen dioxide (NO2), sulfur dioxide (SO2), and lead (Pb). The primary objective of the Northern Nevada Public Health, Air Quality Management Division (AQMD) is to create and execute programs that ensure compliance with these standards.
Current Air Quality Status
Preliminary data for 2023 indicate that the southern part of Washoe County is likely to exceed the 24-hour and annual PM2.5, as well as the 24-hour PM10 NAAQS. Ozone levels are nearing the violation threshold, measured at 0.069 ppm, just below the 0.070 ppm NAAQS. Wildfire smoke in 2021 and 2022 has significantly contributed to these exceedances, although AQMD continues to implement programs like Ozone Advance to mitigate air quality issues.
Ozone Advance Program
The Ozone Advance program is a collaborative effort aimed at voluntary measures to improve air quality with five key goals:
Success in this program requires a multifaceted approach involving all partners to meet federal standards.
Population Growth (PG) and Regional Form (RF) Policies
The AQMD utilizes consistent planning assumptions, such as population and travel demand, to develop State Implementation Plans (SIPs) and Motor Vehicle Emissions Budgets. Encouraging strategies that minimize motor vehicle impacts and urban heat island effects is critical, especially in areas with limited transportation choices.
Public Facilities (PF) Policies and Transportation Conformity
The Regional Transportation Plan (RTP) and related amendments must align with air quality SIPs to meet federal standards. For Washoe County, transportation conformity analyses are essential for CO and PM10 in specific areas. The AQMD is revising the Second 10-Year Maintenance Plan for PM10, which ensures emissions remain within safe levels through 2036 and beyond, including updates to the Motor Vehicle Emissions Budget and potential contingency measures.
Natural Resources (NR) Policies
The AQMD advocates for the voluntary implementation of Regional Plan Natural Resources policies, interconnected with the Ozone Advance program. Policies like NR 10 (Urban Heat Island) and NR 11 (Air Quality) are emphasized to enhance long-term air resource protection, resilience to climate change, and connectivity of parks and open spaces to support active transportation networks.
Regional Coordination (RC) Policies
Air quality management is inherently regional. The AQMD promotes solutions across jurisdictions through reviews, presentations, and reports. The Ozone Advance program, while aimed at meeting federal air quality standards, also offers co-benefits for the environment, public health, and the economy.
Implementation and Challenges
The AQMD will continue to promote land use decisions that reduce vehicle miles traveled (VMT) and motor vehicle emissions, and mitigate UHI impacts. However, challenges include:
Opportunities
In 2024, several opportunities align with NR 10 and 11 policies:
The 2023 Truckee Meadows Annual Report outlines AQMD’s efforts to maintain and improve air quality through strategic planning, regional coordination, and community engagement. Addressing challenges and seizing opportunities will be crucial in ensuring compliance with federal standards and promoting sustainable development in Northern Nevada.
The Reno-Tahoe Airport Authority (RTAA) owns and operates the Reno-Tahoe International Airport (RNO) and the Reno-Stead Airport (RTS). RTAA is a quasi-municipal corporation that was created by the Nevada State Legislature and began operation on July 1, 1978. The RTAA is an independent entity that is not part of any other unit of local government and does not use local property or sales tax revenue to fund its operation. The mission of the RTAA is to maintain and grow aviation services and facilities, as part of the global transportation system, to transport people and goods to benefit the region, while also being financially self-sufficient.
The RTAA is an affected entity, as defined by Nevada Revised Statutes, due to its role as a regional agency having responsibility for planning or providing transportation facilities, specifically aviation transportation facilities.
In regards to policy section Population Growth, the RTAA takes the Consensus Forecast into account, however the most accurate forecast for airport demand levels and corresponding facility requirements must consider local, regional, national, and international demand for cargo, passenger airline, military, and general aviation activities. For Reno-Tahoe International Airport, the RTAA is currently using a Federal Aviation Administration-approved forecast that was created specifically for the 2018 RNO Airport Master Plan Update. For Reno-Stead Airport, the RTAA is currently using the FAA Terminal Area Forecast.
In 2023, two (2) previously vacant areas have successfully been developed. Projects were designed, constructed, owned, operated, and maintained by private developers under long-term ground leases with the RTAA. The RTAA typically selects development partners through a publicly advertised Request for Proposals (RFP) process. In addition to these projects in 2023, progress was made on developing one (1) additional vacant area at RNO. Construction on the below project is anticipated to begin no earlier than 2-3 years from now.
Capital projects, undertaken by the RTAA, for the Reno-Stead Airport are usually for the purpose of maintaining existing facilities (e.g., reconstruction of existing infrastructure, replacement of aging equipment, etc.) or constructing improved facilities to enhance safety and security, to address new regulatory requirements and standards, or to provide a higher level of service to our customers. Reno-Stead Airport has sufficient airfield capacity to accommodate foreseeable aviation demand.
Capital projects, undertaken by the RTAA, for the Reno-Tahoe International Airport are primarily focused on modernization and capacity. As identified in the 2018 RNO Master Plan Update and further confirmed by several targeted studies, significant capital projects are planned for the near and long term at RNO to address capacity. Many of these modernization and capacity projects have been grouped together under the MoreRNO program.
The RTAA remains committed to incorporating sustainability principles and practices into our operational, management, and administrative processes to ensure the economic viability, operational efficiency, and natural resource conservation of our two airports. During 2023, the RTAA’s sustainability programs continued to focus on four connected areas: Economic Viability, Operational Efficiency, Natural Resource Conservation, and Social Responsibility (EONS).
As an integral part of the support infrastructure for the Truckee Meadows community, the RTAA will always be an active and cooperative participant in the regional planning process for the continued betterment of the community.
NOT YET SUBMITTED FOR 2023, 2022 SEE BELOW
In the Truckee Meadows, solid waste disposal is handled by private contracts and recycling centers. Each municipality and general improvement district within Washoe County has the authority to enter into franchise agreements for collection, transport and disposal of solid waste and recycling. The Washoe County Health District oversees solid waste management within Washoe County. All solid waste and recycling are transported to WM owned transfer stations and recycling centers in Washoe County. Solid waste is ultimately disposed of at the WM owned Lockwood Regional Landfill located in Storey County. Recycling volumes are preprocessed in Washoe County at WM the Eco Center MRF on Commercial Row, then transported to Sacramento, California for final processing. Cleaned and separated recyclables are then sold as commodities domestically and internationally depending on market demands.
Waste Management has obtained an expansion permit from the Nevada Department of Environmental Protection, allowing them to provide waste disposal capacity for over 100 years at the Lockwood Regional Landfill in Northern Nevada. The landfill has been generating renewable energy since 2012 through a Landfill Gas–to–Energy facility, which converts methane gas produced at the landfill into electricity, powering around 2,000 homes annually. Waste Management plans to expand this green energy initiative in the community.
Recycling programs have been implemented in several areas, with overall participation at approximately 70%. Contamination rates in recycling loads can vary, impacting the viability of recyclable materials and increasing the carbon footprint of disposal. Waste Management focuses on education and outreach to minimize contamination, using various methods such as social and conventional media, in–person presentations, and self–serve educational materials. While progress has been made in establishing domestic markets for recyclable commodities, external factors like changes in petroleum pricing and supply chain interruptions have made market stability uncertain. Waste Management aims to include 25% recycled content in plastic products by supporting relevant legislation.
Waste Management has made efforts to enhance sustainability in its fleet by increasing the number of Compressed Natural Gas (CNG) fueled vehicles, with plans to replace older diesel trucks with cleaner–burning CNG ones. The Waste Management Eco Center in Reno offers a comprehensive solution for waste and recycling needs, including an Education Center to raise awareness about recycling processes.
Partnerships with GrayMar for household hazardous waste (HHW) processing have allowed Waste Management to provide drop–off options for residents throughout Washoe County, removing over one million pounds of HHW in the first year. Waste Management is exploring options for a transfer station in south Washoe County to accommodate the area’s significant growth and making capital improvements at the Incline Village transfer station. Waste Management continues to seek innovative ways to ensure a sustainable future and contribute to the Truckee Meadows community’s environmental well–being.
The Regional Transportation Commission (RTC) of Washoe County, established in July 1979, integrates the efforts of the Regional Street and Highway Commission, the Regional Transit Commission, and the Washoe County Area Transportation Study Policy Committee. This consolidation enhances the efficacy and efficiency of surface transportation planning and implementation in Washoe County, including the cities of Reno and Sparks, and surrounding unincorporated areas.
RTC fulfills three main roles: serving as the Metropolitan Planning Organization (MPO), providing transit services, and constructing the regional roadway network. As the MPO, RTC engages in both short- and long-term multimodal transportation planning aligned with federal guidelines. The RTC RIDE system, including 19 fixed routes, RTC FlexRIDE, RTC ACCESS paratransit service, and RTC VANPOOL, facilitates approximately 5.3 million trips annually.
With regard to population growth and policies in PG, Chapter 3, Section 1 of the 2019 Truckee Meadows Regional Plan outlines policies on population forecasting, leveraging TMRPA forecasts for local planning, and strategies to promote affordable housing. RTC uses TMRPA’s consensus forecasts to populate Traffic Analysis Zones (TAZs) in its Travel Demand Model, predicting traffic congestion and analyzing potential roadway improvements and emissions data to comply with federal Transportation Conformity standards. Additionally, RTC has collaborated with TMRPA on an Affordable Housing Study to identify sites conducive to affordable housing near viable transit routes, aiming to alleviate transportation costs for low-income households.
Chapter 3, Section 2 emphasizes managing growth within the Truckee Meadows Service Area (TMSA) and prioritizing development in core areas over peripheral expansion. RTC’s project prioritization framework for the 2050 Regional Transportation Plan (RTP) aligns with these goals, favoring projects within the TMSA, especially in Mixed Use Core and Tiers 1-3, to enhance density and land use intensity. This strategy promotes efficiency and cost-effectiveness, reduces vehicle miles traveled (VMT), encourages alternative transportation modes, and supports RTP guiding principles and goals, ultimately benefiting regional air quality and compliance with federal standards.
Chapter 3, Section 3 aims to coordinate the provision of public services and facilities through established standards, addressing key elements like potable water, wastewater, flood control, transportation, and schools. RTC’s RTP includes a 20-year fiscally constrained transportation improvement project schedule, ensuring that projects can be implemented with available revenue sources. The RTC Capital Improvement Program (CIP) outlines the costs for projects within the first ten years of the RTP, forming the basis for the Regional Road Impact Fee (RIFF) Program. Most capital expenditures are directed towards the Mixed-Use Core and Tier 1 of the TMSA, with anticipated growth and corresponding transportation investment in Tiers 2 and 3 from 2031 to 2050.
Chapter 3, Section 4 discusses the management of natural resources, including air and water quality, open space, and sustainable development practices. RTC’s Sustainability Plan, an integral part of its guiding principles, focuses on implementing sustainable practices in projects and services. Efforts include the development of Complete Streets projects, an accessible bicycle and pedestrian network, and a formal active transportation program. RTC’s transit system, including Bus RAPID Transit, fixed routes, paratransit, intercity, and on-demand services, significantly contributes to regional sustainability. The FlexRIDE microtransit service, launched in 2019, now operates in multiple areas and provided nearly 138,000 rides in FY2024. Additionally, RTC aims to operate a 100% alternative-fueled fleet by 2035, with significant progress made through hybrid and zero-emission buses, and an upcoming hydrogen fuel cell initiative. Additionally, In FY2024, RTC was able to provide 5.3 million rides on RTC RIDE (fixed route) including over 1.4 million rides on the two RAPID routes.
Chapter 3, Section 5 focuses on the coordination among various jurisdictions and entities to implement the Regional Plan. RTC collaborates with Washoe County, the Cities of Reno and Sparks, and TMRPA, alongside other stakeholders, in developing the RTP. The project selection criteria incorporate safety, land use compatibility, multimodal connectivity, travel demand, and community input, aligned with regional and local policies. Projects are identified through previous RTPs, corridor plans, safety assessments, public comments, and input from multiple advisory committees.
RTC’s 2050 RTP was developed in collaboration with TMRPA, incorporating land use, population, and employment forecasts. The RTP’s project prioritization framework reflects the Regional Land
Designations, ensuring alignment with growth and investment priorities. RTC appreciates TMRPA’s assistance with the Capital Improvement Tracker analysis, contributing to the evaluation of RTC’s program. RTC is working on an RTP update, targeting approval in March 2025, continuing its commitment to coordinated regional planning and sustainable transportation development.
NOT YET SUBMITTED FOR 2023
