Henderson Arts and Culture Master Plan - Draft

1 ARTS LAUNCH HENDERSON THE CITY'S ARTS & CULTURE MASTER PLAN

city must devote to establish and successfully operate the program

TAKE62.ACTION

An executive summary that highlights the plan's features and the work that was done to develop it

A full community engagement report for the planning process, including survey data

CONTENTS

A detailed action plan for city staff and leadership to successfully implement the arts and culture program

The full Henderson Public Art Policy

A blueprint for the city to formally establish the arts and culture program including process, policies, and Resourcesgovernancethe

SUMMARY06.

REPORTENGAGEMENTA2.

DREAM56.FUND46.OPERATIONALIZE38.FORMALIZE32.VISION12.BIG

Ambitious opportunities for the city to explore well into the future

PUBLICA1. ART POLICY

Funding models for the city to implement the plan

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The vision for arts and culture in Henderson along with concepts for projects, programming, facilities, and partnerships

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Ward I - Michelle Romero

Amanda Golden Matt Leasure

Staff Steering Committee

Julia Williams, Henderson Symphony Orchestra

JoyceKevinLisaChuckBrianAngelaFergusonSummersKendallAshbyTovarSigmanMallari

Ward II - Dan Shaw

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Designing Local Planning Team

Mayor Debra March

Alexandria Arrieche, Henderson Symphony Orchestra

Shakita Kirkland, Henderson Public Libraries Michelle Nelson, Resident Kate Peraza, Henderson Public Libraries

Acknowledgements

Henderson Arts Council

Henderson Mayor Henderson City Council

Tiffany Reardon

Josh Lapp

Matthew Byron, Blue Tea Group Windom Kimsey, TSK Architects

Shari

Ward III - John F. Marz

Ward IV - Dan H. Stewart

Angela Brommel, Nevada State College

Bench Mural, Army Street

EXECUTIVE SUMMARY

Henderson is a city with a longstanding upward trajectory and now is a unique moment to continue that forward movement with a largescale focus on arts and culture. Over the previous decades the City of Henderson along with its partners have undertaken numerous arts and culture efforts. This plan builds off these previous informal efforts and seeks to formalize an arts and culture program in order to take the city to the next level of success in the arts.

Why AN ARTS & CULTURE MASTER PLAN FOR HENDERSON?

Henderson is an improbable model of human ingenuity and American ambition, grit, and economic success. Against all odds, the people of Henderson have fashioned a vibrant desert oasis with world-class parks and recreation; a thriving downtown core; and a large and growing population. Now is the time for Henderson to set its sights even higher. This document, Arts Launch Henderson, is a blueprint for the city to stake a claim as the leading arts and culture community in Southern Nevada.

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Key to arts and culture in Henderson is creating a cultural arts program that first and foremost is focused on the community. Arts & Culture Henderson, as the program is known, will serve residents and continue the legacy of investments in the livability of the community.

While art for arts sake is a more than valid reason for the City of Henderson to invest in arts and culture there are numerous positive outcomes from these investments. Many of these outcomes align with city priorities as laid out in the most recent strategic plan. These outcomes include increasing livability, improving economic vitality, reinforcing quality education and ensuring that arts and culture programming is part of a high-performing city government.

ABOUT HENDERSON

In addition to public engagement this plan is built upon intention. From the beginning the planning team and city staff determined that this plan should not only be visionary but should also be highly actionable. The plan would also need to be highly policy driven and one of the first outcomes of the planning process was the development of the Henderson Public Art Policy. The plan is also built upon the city's other planning efforts. Throughout the document you will see efforts derived from the Strategic Plan, the Parks and Recreation Master Plan and other planning efforts the city has undertaken.

What is in the plan?

PLAN FOUNDATIONS

This document provides a blueprint by which Henderson can stake its claim as the foremost community for arts and culture in Southern Nevada. We begin by establishing a vision for arts and culture in Henderson and detailing the projects, programs, facilities, and partnerships that can be capitalized upon to advance strategic objectives. We then go in depth into the details of how to operationalize and fund ambitious new initiatives through a formal Arts & Culture Henderson program — as well as how this program would function. Finally, we dream big to explore potential projects that could launch Henderson into a bright, colorful future, with a detailed action plan that ensures the work gets done.

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While the COVID-19 pandemic forced most community engagement to the virtual realm, significant feedback for the plan was achieved nonetheless. The planning team hosted regular biweekly meetings as well as regular meetings with the Henderson Arts Council. Several members of this group, as well as a number of other stakeholders from Henderson’s arts community (38 total) also sat for 1-on-1 meetings with the planning team. A total of 17 focus groups with 188 participants — some from arts organizations like the Henderson Symphony Orchestra and others from the general public — helped cast a vision for the plan. And a survey circulated by city leaders achieved 1,245 responses; additional public feedback was collected during Henderson Poetry Week in spring 2021.

Community Engagement Highlights

All planning efforts took into account Henderson’s recent Strategic Plan, as well as its Parks and Recreation Master Plan and others, as detailed throughout this document.

The Arts Launch Henderson planning process was designed to incorporate stakeholder feedback, public opinion, site audits, and the city’s previous strategic planning efforts into a bold, specific, and actionable new plan to advance Henderson’s arts and culture scene.

8 Group12Focus17Stakeholders38Focus188Survey1245RespondentsGroupAttendeesGroupsDiscussionsBYTHENUMBERS

*See Appendix 2 for the full engagement report, including survey data.

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Arts & Culture Henderson will be the premiere community arts program in Southern Nevada that offers cultural programming, facilities, educational opportunities, and public art for the resi dents of Henderson.

THE VISION

Demand for arts-oriented educational programming is strong among the youth of Henderson. Arts & Culture Henderson will provide opportunities for them to engage with the arts, and for their family members to participate as well.

Priority 3: Utilize the arts and creative placemaking for economic development

Henderson has a unique history that deserves recognition and celebration. The city is also poised for a vibrant future that can be built upon the many diverse residents of the community.

Priority 6: Ensure affordability and accessibility in projects and programming

Priority 1: Focus on community arts

OUR PRIORITIES

Priority 2: Further integrate the arts into the Parks and Recreation system

Henderson boasts many vibrant, desirable places for leisure, business, and education. Arts & Culture Henderson will utilize the arts to further enhance these special places, and use them to drive economic activity through increased visitation.

Henderson has the ability to offer world-class arts and cultural opportunities to its residents. Arts & Culture Henderson will work to ensure that these opportunities are broadly available to all residents, regardless of their income level.

Priority 5: Provide educational and engagement opportunities for all ages

Priority 4: Celebrate the history of Henderson and promote cross-cultural exchange

In a region built on tourism, Henderson stands out for its focus on residents. Arts & Culture Henderson will prioritize providing cultural opportunities inspired by and targeted to Henderson residents.

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Henderson is renowned for its world-class parks and recreation system. Arts & Culture Henderson will seek to integrate arts and culture into all aspects of that system.

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This chapter establishes a community-driven vision for Arts & Culture Henderson, with concepts for the Projects, Programs, Facilities, and Partnerships that will help realize that vision.

VISIONING

Mural, Nevada State College

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Sunshade, Anthem Hills Park

Mural, NevadaSURVEY SNAPSHOT* *See appendix for full results WOULD YOU LIKE TO SEE MORE PUBLIC ART IN HENDERSON? Yes, I would like to see more temporary and permanent installations - 53% Yes, I would like to see more temporary installations - 17% Yes, I would like to see more permanent installations - 13% No, I would not like to see more public art in Henderson - 6% Unsure - 10%

Keys to Success:

• In order to advance equity in Henderson artists from underrepresented communities should be selected for public art projects directly, rather than through the typical RFP process, when that process is determined to be a barrier to their participation

Celebrate Cultural Heritage and Diversity

Henderson's Parks are nationally recognized for their quality and accessibility and they provide the perfect opportunity for integrating public art into the community. As the project team was developing this plan, the team undertook an audit, visiting over half of the existing parks in Henderson to understand opportunities to impact existing parks as well as possibilities as new parks are developed in the future. The following are strategies that the team has developed as a result the park audit and overall trends and opportunities in public art.

• If no artist representing the segment of the community can located that meets the required skill set that is needed, cultural liaisons from within underrepresented communities should be hired as consultants when historic or cultural arts projects are being conceived, to prevent harm through community engagement efforts that ensure content accuracy and cultural sensitivity.

• Public art in existing parks should be paid for out of the Public Art Fund that is created through the establishment of the Public Art Ordinance.

STRATEGIES FOR PUBLIC ART IN PARKS

Intentionally engaging a broad range of artists is critical to helping the city ensure that its art represents and celebrates the full diversity of Henderson’s residents.

Nevada State College

Public Art in Every Park

Henderson's parks, which are nationally recognized for their quality and accessibly, provide the perfect opportunity for integrating public art into the community. The Parks and Recreation Department has worked to ensure there are placemaking installations within new parks, but an additional goal of Arts & Culture Henderson should be that every park and every recreation facility feature a public art piece.

• For new parks, 1% of the construction cost should be allocated to public art, either voluntarily or in conjunction with the Percent for Art in Capital Improvement Projects Ordinance detailed on page 35.

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PROJECTS

PUBLIC ART IN PARKS

Artists can paint simple metal trash cans fairly inexpensively, and new site-specific trash cans can be designed and fabricated by local artists in limited numbers.

Basketball Courts

Splash Pads

Splash pads like the ones at Aventura Park and Madeira Canyon Park can be used as pallets for murals. Future splash pads could also integrate sculptural or other functional elements designed by artists.

Restrooms Enclosures

Playgrounds could be retrofitted with artistic installations, or designed from the ground up by local artists, as with Domino Park in Brooklyn or Maggie Daley Park in Chicago.

IMPACTSCALE/HIGHLARGEIMPACTSCALE/LOWSMALL

Key Opportunities Include:

Artistic Trash Cans

Bike Racks

Creative bike racks, like the ones installed at Amador Vista Park, are a simple way to add local flair to a place. Metal artists can easily design racks that are site-specific and unique to Henderson’s geography and culture.

Playgrounds

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Recreational and utilitarian surfaces and structures can easily serve as canvases for functional art designed by local artists, for little more than the cost of paint and labor. Fabricated elements, while more expensive, can be used selectively for maximum impact.

Basketball courts present a surprising opportunity for murals that are fun, playful, and interactive. Local artists can be hired to create integrate their art into the outlines of a court.

Many restrooms, particularly in older parks, are constructed with smooth-faced CMU block that are the perfect canvas for a mural.

Functional Public Art Program

TYPICAL TRASH CAN

TRASH CAN

BIKE

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TYPICAL BIKE RACK

RACK POSSIBILITIES

POSSIBILITIES

• Henderson Multigenerational Center

• Anthem Hills Park or Trailhead

SCULPTURE PARK

• Henderson Bird Viewing Preserve

• Whitney Mesa Nature Preserve

• Schools within Henderson

• Create a new standalone site that can become a destination for all events and art opportunities in Henderson

Henderson should generate place-based excitement and engagement by implementing a large-scale temporary public art program that aims to provide fun, whimsical, and ephemeral experiences of public art for residents and visitors.

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TEMPORARY PUBLIC ART

• Outside the Henderson Events Center

Location opportunities include:

AN ONLINE HUB FOR ARTS & CULTURE HENDERSON

• Water Street Events Plaza

• Partner with local tourism groups to build a more robust arts and culture components of their sites, for use by tourists and residents alike

The city has recently revamped its website, making much needed improvements. Arts & Culture Henderson should enhance its web presence to make events, public art, and programming more readily accessible to the public, by employing one of the following strategies:

• Silver Spring Recreation Center or Pittman Wash Trail

• Enhance the current site by including the public art collection, enhancing the events section, and creating a better way to access it (e.g., with a link to redirect to the page)

A sculpture park in Henderson would have the potential for great impact and set Henderson apart from other communities in the region. A new such park could be sited and designated a sculpture park now, whether in conjunction with a partner such as Nevada State College or simply through the city itself, or an existing park could have space identified within it for this purpose.

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Mural, Wells Park

Survey Snapshot* *See appendix for full results Which community event offering is most important to you? Performing Arts - 43%Festivals & Fairs - 40% Literary Arts - 3% Public ArtVisual4%Arts - 10%

• Juneteenth Celebration

SPECIAL EVENTS

• St. Patrick's Day Festival

PROGRAMS

• Winter Festival

The city should maintain the current lineup of special events, many of which are beloved by residents and visitors. Each event should regularly evaluated with the event-specific success metrics that are developed by staff and presented as part of the yearly Arts & Culture Henderson Work Plan detailed on page 45.

• Vegas Golden Knights Viewing Parties

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EXISTING CITY SPONSORED EVENTS

• American Indian Heritage Celebration

• Veteran’s Day Celebration

• Henderson Hot Rod Days

HENDERSONEXISTING

• Fourth of July

• Ho’olaule’A Festival

• Battle of the Bands

• Aki Matsuri

• Arts Festival of Henderson

This event would be a partnership between Henderson Libraries, Nevada Humanities, and Clark County School District to provide opportunities for children and families to connect to books, authors, and the love of reading. Eventually this festival could grow into a largescale literacy festival that included pub book crawls, open mic nights, slam poetry, writers workshops, and more.

HEALING & ADAPTIVE ARTS PROGRAM

The Arts Festival is an annual Mother’s Day tradition in Henderson that has the opportunity to expand beyond its current form to become the premiere arts festival in Southern Nevada..

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SPRING FORWARD FAMILY MUSIC FESTIVAL

This broadly accessible annual festival on the Water Street Plaza would feature diverse, award-winning family music acts from around the globe. Henderson residents would be treated to audience sing-alongs, dance and movement, and an inspiring sense of community.

INTERACTIVE ART FESTIVAL

EXPANDED ART FESTIVAL OF HENDERSON

HENDERSON READ'S CHILDREN'S BOOK FESTIVAL

DANCE FESTIVAL

With a strong culture of dance in Henderson, a dance festival is a natural fit for the community, with opportunities for young people and other residents to access high quality dance education and entertainment.

The healing arts are creative practices that promote healing, wellness, coping, and personal change. Traditional healing arts employ music, art, dance/movement, poetry/writing, and drama therapies, facilitating psychological awareness and communication through artistic expression. A Healing and Adaptive Arts Program would bring healing arts into the public sphere, with therapists trained to positively impact mental and physical health through the arts.

Henderson could create an annual interactive art festival featuring captivating installations in the Water Street District or other areas like Cornerstone Park, Whitney Mesa Park, and/or the exterior of the Dollar Loan Center, inspired by Glow in Santa Monica, Blink in Cincinnati, North Forest Lights at Crystal Bridges, and Nuit Blanche in Paris. Such a festival would attract Henderson residents, regional visitors, and tourists to the area, generating significant economic activity in the process.

SIGNATUREPROPOSED

EXISTING FACILITIES

The Water Street Amphitheater adjacent to Water Street Plaza was also renovated in 2021, with major improvements to the audio-visual system and the integration of permanent seating for 400+. Events in the amphitheater can be broadcast live to the jumbo-screen on the side of Lifeguard Arena, while events on the plaza can be live streamed to both the jumbo-screen and the amphitheater for ease of viewing.

The Water Street Plaza was recently renovated to develop a festival street between Basic Road and Atlantic Avenue adjacent to Lifeguard Arena, home of the Henderson Silver Knights. This $13+ million investment positioned the plaza to host both small and large events that can accommodate more than 2,000 people.

Existing Small Amphitheaters

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Dollar Loan Center was constructed as the home of the Henderson Silver Knights, and it will also host city sponsored events such as performances of the Henderson Symphony Orchestra. Both its indoor and outdoor spaces can be further programmed by the city for largescale arts and culture events.

Dollar Loan Center

Several small amphitheaters are set within Whitney Mesa Nature Preserve, Silver Springs, Henderson Bird Preserve, Heritage Park, and Capriola Park, and can be rented by the public for performances or other uses.

Water Street Amphitheater

Water Street Plaza & Festival Street

Survey Snapshot* *See appendix for full results Which community event offering is most important to you? Lack of Offerings - 69% Location - 40% Time -27% Cost - 28%

EXISTING MID-SIZED VENUES

3 Reynolds Hall Theater at The Smith Center 361 Symphony Park Avenue, Las Vegas, NV 89106 2,050 Public

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FACILITIES TO EXPLORE

1 W. Ham Concert HallUNLV 4505 S Maryland Pkwy, Las Vegas, NV 89154 1,832 Public

Public feedback, along with research, shows there is a strong demand for an indoor performing arts facility that would seat 800–1,200 patrons. Though the Water Street Plaza & Amphitheater provides access to a mid-sized venue in Henderson, year-round programming is limited by the fact of these venues being outdoors. Overall, there is limited access to mid-sized venues both regionally and in Henderson. Only 41% (136,977) of the Henderson population are within a 10-minute drive of a mid-sized facility in the region. A city-owned facility to meet the demand could be created in collaboration with the Clark County School District, with Henderson programming the space but providing special access to the district for various school and art programs.

Artemus

2 Judy Bayley Theatre - UNLV 4505 S Maryland Pkwy, Las Vegas, NV 89154 550 Public

4 Nicholas J. Horn Theatre - CSN 3200 E Cheyenne Ave, North Las Vegas, NV 89030 524 Public

5 Water Street Plaza & Amphitheater 240 S Water St, Henderson, NV 89015 400 Public

Number Name Address Capacity Ownership

MID-SIZED PERFORMING ARTS FACILITY

EXISTING MID-SIZED VENUE ACCESS

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EXISTING BLACK BOX THEATRES

WATER STREET BLACK BOX THEATER

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FACILITIES TO EXPLORE

Currently Henderson has no public or non-profit performance facilities accessible to the community, and only 15% (50,307) of Henderson residents have easy access to black box theaters outside Henderson. Public input indicated the need for a smaller black box theater that would seat 200–400 patrons for smaller, community-based events. Such a space could also serve as the storage and practice facility for the Henderson Symphony Orchestra.

West Charleston Library Lecture Hall 6301 W. Charleston Blvd. Las Vegas, NV 89146 276 Public

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1771 Inner Circle Drive, Las Vegas, NV 89134 283 Public

Alta Ham Fine Arts, Las Vegas, NV 89119 175 Public

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7

13

2

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5

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West Las Vegas Library Performing Arts Center 951 W Lake Mead Blvd, Las Vegas, NV 89106 295 Public

1025 S First St. #110, Las Vegas, NV 89101 95 Non-profit

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Troesh Studio Theater at The Smith Center

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3920 Schiff Dr, Las Vegas, NV 89103 155 Non-profit

361 Symphony Park Avenue, Las Vegas, NV 89106 240 Non-profit

Clark County Library Performing Arts Center 1401 E Flamingo Rd, Las Vegas, NV 89119 399 Public

City of Las Vegas - Charleston Heights Arts Center 800 Brush St, Las Vegas, NV 89107 365 Public

Poor Richards Players 528 S Decatur Blvd, Las Vegas, NV 89107 150 Non-profit

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Whitney Library Concert Hall

Art Square Theatre

5175 E Tropicana Ave, Las Vegas, NV 89122 198 Public

BackStage Theatre - CSN 3200 E Cheyenne Ave, North Las Vegas, NV 89030 100 Public

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Historic 5th Street School 401 S 4th St, Las Vegas, NV 89101 400 Public

The Space 3460 Cavaretta Ct, Las Vegas, NV 89103 250 Non-profit

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1 Las Vegas Little Thearter

Summerlin Library Performing Arts Center

Black Box Theatre - UNLV

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Myron’s Club at The Smith Center

361 Symphony Park Avenue, Las Vegas, NV 89106 200 Non-profit

EXISTING BLACK BOX THEATRES ACCESS

Windmill Library Performing Arts Center 7060 W Windmill Ln, Las Vegas, NV 89113 294 Public

Number Name Address Capacity Ownership

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SMALL AMPHITHEATER PROGRAM

Most Henderson residents (88%, or 295,692 residents) can access a small amphitheater within a 10-minute drive. Due to their popularity, additional locations should be sought for these amenities to ensure a geographic distribution throughout the community, with priority for locations currently undeserved by cultural amenities and those with view-sheds facing interesting natural features, the skyline of the Strip or Downtown Las Vegas, or other notable landmarks. Long-term, the Parks and Recreation Department should aim to construct these in all regional parks (designated in the Parks Master Plan) that are not primarily sports fields; community parks should be considered for small amphitheaters on a case by case basis. The small amphitheaters should be both programmed by the city and offered for rent to generate revenue for Arts & Culture Henderson.

FACILITIES TO EXPLORE Number Name Address Coordinates 1 Heritage Park 350 S Racetrack Rd, Henderson, NV 89015 -114.95374136.030982, 2 Silver Springs Recreation Center 1951 Silver Springs Pkwy, Hender son, NV 89074 -115.07458836.044753, 3 Henderson Bird Viewing Preserve 350 E Galleria Dr, Henderson, NV 89011 -115.00189536.075291, 4 Capriola Park Capriola Park, 2155 Via Firenze, Henderson, NV 89044 -115.12645835.949385, 5 Whitney Mesa Nature Preserve 1990 Patrick Ln, Henderson, NV 89014 -115.06225436.074982, EXISTING SMALL AMPHITHEATER S

EXISTING SMALL AMPHITHEATER ACCESS

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The Henderson Symphony Orchestra (HSO) is one of the key partnerships of the City of Henderson. The HSO has long produced free events that ensure that classical music is accessible to residents of Henderson and the entire Southern Nevada Region and the city provides financial support. Previously the HSO performed a the Henderson Pavilion and they will continue performances at the Dollar Loan Center. In addition the HSO partners with the city to produce smaller scale events on Water Street and throughout the community.

Henderson Symphony Orchestra

The Henderson Library system is an active and growing system with four library branches and one under-construction as of the adoption of this document. The library system and the city have partnered on a number of programming opportunities in the past and will continue to do so well into the future.

Clark County School District

The City of Henderson and Clark County School District have long had a strong partnership. Examples of this include regular performances of Basic High School and Coronado High School at city events and programming partnerships with Thurman White Middle School and Whitney Ranch Recreation Center. There are ample opportunities for expanded partnerships between these two entities in the future.

University of Nevada Las Vegas - College of Fine Arts

The City of Henderson regularly partners with the College of Fine Arts at UNLV. Recent partnerships include pottery students participation during the Arts Festival, singers from UNLV performing the National Anthem at the Veterans Day Ceremony, and assistance with a Call for Artists. The city will continue to pursue partnership opportunities with the College of Fine Arts in the future.

Henderson Libraries

Nevada State College

PROGRAMMING PARTNERS

Nevada State College (NSC) was established in 2002 and is located on a 509-acre site at the base of the McCullough mountain range in the southeastern corner of Henderson. As a vibrant and growing institution, NSC has not only frequently partnered with the City of Henderson but also executed a number of public art projects on their own. Ongoing collaborations include murals, programming, and opportunities should continue to be explored well into the future.

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Nevada Arts Council

WESTAF (Western States Arts Federation)

The NEA is the independent federal agency whose funding and support gives Americans the opportunity to participate in the arts, exercise their imaginations, and develop their creative capacities. The Arts Endowment supports arts learning, affirms and celebrates America’s rich and diverse cultural heritage, and extends its work to promote equal access to the arts in every community across America. The City of Henderson regularly seeks and receives NEA funding for projects and programming.

GRANT & FUNDING PARTNERS

The Nevada Arts Council is a state agency dedicated to enriching the cultural life of the state by supporting, strengthening, and making excellence in the arts accessible to all Nevadans. The Nevada Arts Council, a division of the Department of Tourism and Cultural affairs, receives funding from the State of Nevada, the National Endowment for the Arts, and other private and public sources. The City of Henderson receives financial and technical support from the Nevada Arts Council and will continue to pursue funding opportunities in the future.

Nevada Humanities Council

WESTAF is a regional nonprofit arts service organization dedicated to strengthening the financial, organizational, and policy infrastructure of the arts in the West. Through innovative programming, advocacy, research, technology, and grantmaking, WESTAF encourages the creative advancement and preservation of the arts regionally and through a national network of customers and alliances. The City of Henderson has received WESTAF grant funding in the past and will continue to seek funding and other partnership opportunities in the future.

Nevada Humanities connects and transforms communities by sharing and amplifying the stories, ideas, experiences, and traditions of the diverse people of Nevada. Founded in 1971, Nevada Humanities is one of 56 independent state and territorial humanities councils affiliated with the National Endowment for the Humanities (NEH). The City of Henderson partners with Nevada Humanities on programming opportunities and grant funding and will continue to pursue these opportunities in the future.

National Endowment for the Arts (NEA)

In order to assist the city in achieving its overall vision the program must be formalized by the Mayor and City Council. This section details the different strategies for formalizing this program generally versus the public art program specifically.

FORMALIZE

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Mural, Nevada State College

CULTURAL IMPLEMENTATIONARTS

ENHANCING THE HENDERSON ARTS COUNCIL

The City of Henderson Parks and Recreation Department established the Henderson Arts Council to build upon the city’s current art and cultural offerings. The council, which is comprised of key community members, advises the city’s development of arts and culture–related programs and policies, and has guided this planning effort.

As the city moves forward with the implementation of Arts Launch Henderson, the City's Arts and Culture Master Plan, the Henderson Arts Council should expand its role into advising Arts & Culture Henderson on a yearly work plan, educational and partnership opportunities, and city events and programs.

Meetings of the Arts Council are currently held monthly, but could potentially be bi-monthly or quarterly given additional staffing demands with the Public Art Program implementation described in this plan.

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IMPLEMENTING PUBLIC ART POLICIES

The recommended policies outlined on page 37 have been developed for the Public Art and Beautification Commission to create an efficient, transparent, and successful Public Art Program. These policies will operationalize the Public Art Program as established by the Public Art Ordinance, and should be used as the basis for decision making. The full policies can be found in the appendix section A1.

• Establish a definition for “public art”

• Create a Public Art Acquisition Account

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Currently the Public Art Program is an informal outgrowth of the desire for more public art in the city. By adopting the Henderson Public Art Ordinance, City Council will formalize the Public Art Program as part of Arts & Culture Henderson and set it up for future success.

CREATING THE HENDERSON PUBLIC ART ORDINANCE

The proposed Public Art Ordinance will do the following:

• Retool the Commemorative Beautification Commission as the Public Art and Beautification Commission, with a focus on public art and placemaking efforts

PUBLIC IMPLEMENTATIONART

• Define the relationship between the Public Art Program and the Public Art and Beautification Commission

• Adopt the Arts Launch Henderson plan

• Direct the Public Art and Beautification Commission to adopt the Public Art Policy outlined in Appendix 1

PUBLIC ART POLICY OVERVIEW

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Creates a requirement for a yearly work plan for the Public Art Program and defines how the work plan will build consensus on what the program can accomplish each year.

6 COLLECTION MANAGEMENT POLICY

1 INTRODUCTION

Establishes the practices for acquiring artworks through the Public Art Fund. This detailed policy will ensure a transparent process for acquiring artwork and favors open ended selection processes in order to promote artistic excellence and further the goals and strategies of the program.

5 ACQUISITION POLICY

4 USE OF FUNDS

7 DONATION PROCEDURES

Establishes the procedure for maintenance of the future public art collection, as well as for pieces currently in the collection Direction for surveying the collection, working with future artists to establish a maintenance plan for any commissioned work, and inspection guidelines are included.

3 WORK PLAN

8 MAINTENANCE POLICY

Creates procedures for individuals or organizations who request to donate artwork to the city. These donations may be considered on a case-by-case basis, and requests for consideration shall be made to the Public Art and Beautification Commission.

9 MURAL GUIDELINES

Explains the various ways murals may be implemented and who will be responsible for approval, if approvals are needed, depending on the ownership of the site and the funding for mural implementation.

Details the parties responsible for public art in Henderson and the role that each plays in executing a successful Public Art Program.

Establishes the management practices of artworks acquired through the solicitation and donation processes. These pieces are considered part of the city’s Permanent Collection and must be cared for in accordance with the Maintenance Policy. The Collection Management Policy is intended to maintain the value of the city’s Permanent Collection and guard against inappropriate disposal of any of its pieces

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Details how Public Art Program funds may be used throughout the development and implementation of public art projects.

The full policies can be found in the appendix section A1.

Definitions for the overall Public Art Policy.

2 ROLES AND RESPONSIBILITIES

This section details the investments of resource the city must devote to establishing and successfully operating Arts & Culture Henderson.

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OPERATIONALIZE

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DEFINING AND BRANDING THE PROGRAM

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Organizational structure and branding is important for more than just the semantics each represents. Internal naming and structure conveys importance and defines what the city aims to emphasize. Currently the Arts and Culture Henderson, the city’s Cultural Arts Program is informally housed within the Parks and Recreation Department. To achieve the vision defined within this plan, the city should take the following steps to put arts and culture on par with its highly successful Parks and Recreation Program.

A departmental rebrand would help elevate arts and culture within the city and serve as a tool to bring the arts and cultural programming in line with excellence of the current parks and recreation programming.

INTERNAL DIVISION: Cultural Division

DEPARTMENTAL REBRAND: Parks, Recreation and Culture

The establishment of a Cultural Division within Parks and Recreation would acknowledge the work that is already happening within the department and help to streamline those functions.

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• Performing Arts (Existing)

Short Term

Visual and Public Art Coordinator

Business Analyst III

Other Positions:

The Business Analyst position would coordinate contracts and events, and help execute high quality programming and public art.

• Events Services Team (Existing)

Long Term Superintendent

A Cultural Manager would be tasked with managing all aspects of Arts & Culture Henderson, including producing events, operating facilities, and managing the Public Art Program.

Successfully operationalizing Arts & Culture Henderson will require staffing adjustments and additions. In the short term, current staff may be assigned pieces of the following roles. Longer term, these roles should be filled in their own right so that staff can devote their full attention to Arts & Culture Henderson.

The Visual and Public Art Coordinator would be tasked with managing all aspects of public art acquisition, maintenance, and review, as well as any other public art–related tasks within the city. They would coordinate with other divisions and departments, including Parks and Recreation, Redevelopment, Planning and Zoning, and any other department implementing public art projects, to ensure all guidelines are followed.

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Cultural Manager - Arts, Events, & Outdoor Recreation

• Production Team (Existing & New)

• Events Coordinator (Existing)

A Superintendent would be tasked with managing the overall Cultural Arts Division, allowing other staff to execute the program.

STAFFING THE PROGRAM

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• Identify specific public art opportunities for the year.

An annual Arts & Culture Henderson Work Plan would outline projects and programs to be administered in the upcoming fiscal year. City staff would develop the plan in preparation for annual budget submissions and review it with the Henderson Arts Council and Public Art and Beautification Commission. The following steps should be undertaken to develop the plan:

• Identify programs and projects utilizing identified funding and establish a timeline.

• Identify any additional staffing or consulting needs to execute proposed programming.

• Determine the availability of funds.

See the Action Plan section beginning on page 58 for further insight into the what the Yearly Work Plan should include.

YEARLY WORK PLAN

• Present the plan to City administration as part of the city budget review and approval process.

FUND

This section suggests funding models for Arts & Culture Henderson to implement the program outlined in this document.

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FUNDING POSSIBILITIES

In order to funding the implementation of an arts and culture program in Henderson, including public art, a variety of funding options will need to be pursued. These funding sources, some of which are already being used by the city are listed on the following pages

The City of Henderson has already successfully pursued a number of grants to fund arts and culture activities. Grants should be pursued from a variety of sources including but not limited to those listed below::

• National Endowment for the Arts

• Nevada Humanities Council

GENERAL FUND + ADDITIONAL FUNDING CONCEPTS

In addition to the general fund a portion of the city's marijuana tax revenue could be allocated towards public art. This would build upon other creative funding methods explored by other cities such as in Juneau, AK where a percentage of cruise ship fees is dedicated to public art or Sandusky, OH where a portion of their amusement part admissions tax is dedicated to public art.

Other funding sources specifically for public art that should be explored are detailed on the following pages.

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• Western States Arts Federation

• Local & National Private Foundations

GRANT FUNDING

• Bloomberg Philanthropies

Much of the funding for existing arts and culture projects by the City of Henderson come directly from the City's General Fund and these allocations should continue into the future.

• Nevada Arts Council

ADDITIONAL FUNDING CONCEPT: PERCENT FOR ART IN PRIVATE DEVELOPMENT

Option 3: Installing on-site artwork and contributing to Public Art Acquisition Account

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A. Submit documentation evidencing the escrow of funds for a work of art valued in an amount not less than 1% of the total construction costs, up to B.$100,000.Contribute 80% of the balance of the 1% of the total construction costs for deposit in the Art in Public Places Fund.

Option 2: Contributing to the Public Art Acquisition Account

Installing on-site artwork

Optionoptions:1:

C. The required amount would be discounted by 10% if a Clark County–based artist is used.

A. Contribute an amount equal to 80% of the 1% of the total construction costs for deposit to the Art in Public Places Fund.

application for approval of the art.

Location of Artwork if Option 1 or 3 is selected: Artwork must be located in an exterior place, defined as any place, public or private, outdoor and exterior to buildings or structures and exposed to public view, including, but not limited to, buildings and green spaces

A. Submit documentation evidencing the escrow of funds for a work of art valued in an amount not less than 1% of the total construction costs, up to B.$100,000.Submitan

This proposed public art requirement would apply to all private, non-residential development projects and all residential development projects with more than 4 units, including new construction, or the renovation or improvement of an existing building where 50% or more of a building is being modified, renovated, expanded, rebuilt, or improved by construction. The public art requirement for any single project would not exceed $100,000. Developers would have three

While this calculation is illustrative of what a potential percent for art in private development would yield, its accuracy is limited by a variety of factors. First and foremost we do not know how many projects would have hit the $100,000 per project cap thereby substantially limiting the percent for art contribution.

Permit Type

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Single Family Residences $201,770,461.90

Hotel, Motel-New $3,411,350.00 Total $300,699,450.40

Percent for Art Potential Yield $3,006,994.50

EXAMPLE SPOTLIGHT: 2021 CITY OF HENDERSON PERMIT VALUATION

PERCENT FOR ART IN PRIVATE SCOTTSDALE,DEVELOPMENTAZ

PERCENT FOR ART IN PRIVATE DEVELOPMENT, WEST HOLLYWOOD, CA

Condominium $39,785,153.20

Apts & Congregate Care $33,992,735.30

Comm, Industrial - New $21,739,750.00

In order to understand what a percent for art in private development would yield in Henderson we have examined the permit valuation totals in the City of Henderson for the construction of single family residences, condominiums, apartments & congregate care facilities, commercial and industrial new construction and hotel new construction.

• Clearwater, FL

Year CIP Dollars Percent for Public Art 2017 $33,434,793.00 $334,347.93 2018 $19,954,932.00 $199,549.32 2019 $23,549,406.00 $235,494.06 2020 $29,876,098.00 $298,760.98 2021 $127,573,685.00 $1,275,736.85

In order to understand what a percent for art in capital improvement projects would yield in Henderson we have examined the past five year totals for CIP projects in the City of Henderson.

• Peoria, AZ

EXAMPLE SPOTLIGHT: CITY OF HENDERSON PAST YEARS CIP

While this calculation is illustrative of what a potential percent for art in CIP projects would yield, its accuracy is limited by a variety of factors. First and foremost we do not know which projects have underground only components thereby restricting there inclusion as part of the municipal CIP requirement.

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• Las Vegas, NV

Peer Cities with Percent for Art in CIP :

All capital construction projects would qualify except regular road maintenance, underground infrastructure, and underground utility projects with no above-ground components other than roads. Projects with underground infrastructure, including utility projects, should be included when there are visual elements of the project above ground. The total budget of the project should include all underground components.

• Frisco, TX

• Mesa, AZ

• Scottsdale, AZ

A Percent for Art ordinance would designate 1% of all City Capital Improvement Projects (CIP) per year to the creation of public art in Henderson. Public art projects could be implemented as part of each individual CIP project, or the 1% allocation could be deposited into a fund for other public art projects. The policy guarantees that public art projects are planned each year, as long as CIPs are underway and municipal construction continues.

ADDITIONAL FUNDING CONCEPT: PERCENT FOR PUBLIC ART IN CITY CAPITAL IMPROVEMENT PROJECTS

• Reno, NV

PERCENT FOR ART IN CIP DENVER, CO

PERCENT FOR ART IN CIP, NASHVILLE, TN

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FOR ART IN CAPITAL IMPROVEMENT PROJECTS, PORT ST. LUCIE, FL EXAMPLESARTPUBLIC

PERCENT

54 PERCENT FOR ART IN CAPITAL IMPROVEMENT PROJECTS, PALO ALTO, CA

55 PERCENT FOR ART IN CAPITAL IMPROVEMENT PROJECTS, FRISCO, TX

PERCENT

FOR ART IN CRUISE SHIP DOCKING FEES, JUNEAU, AK

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In 2005, Nevada passed a tourism improvement district (TID) law that states the governing body of a municipality may create a TID for the purposes of creating; acquiring, operating, and owning projects located within such district, and without any election can acquire, improve, equip, operate, and maintain a project within it. Proceeds from certain state and local sales tax generated within the district can be used to finance the project.

TIDs have been utilized throughout Nevada to both finance and support investments in the arts. In Southern Nevada, the Palace Station TID supports Area 15, while the Symphony Park TID supports infrastructure work associated with the Smith Center for the Performing Arts and Discovery Children’s Museum.

TOURISM DISTRICTSIMPROVEMENT

TIDs could be formed to support the proposed the Mid-Sized Performing Arts Facility, as well as the Water Street Black Box Theatre.

Symphony Park TID: Smith Center for the Performing Arts & Discovery Children’s Museum

TOURISM IMPROVEMENT DISTRICT EXAMPLES

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Palace Station TID: Area 15

As a qualified TID, 3.13% of tax revenue — an estimated $688,000 annually for the 10 years the district will be in place — is directed to the area’s development. Revenue is distributed to the developer each year.

The City of Las Vegas pledged up to 75% of the amount of proceeds of taxes collected in the TID to the repayment of bonds issued to finance a project, including a parking garage and the related infrastructure, such as drainage, roadways, and pedestrian connection bridges.

DREAM BIG

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This section looks into Henderson’s future, with several concepts that present ambitious opportunities meant to inspire residents and city leaders.

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The City of Henderson currently has six large-scale recreation centers scattered throughout the community. Though all offer some arts and culture opportunities in addition to recreation, none provides a hub for arts and culture for the whole community. The Henderson Culture Arts Center could house a wide variety of arts classroom and performance spaces, and become a hub for arts in the region. Opportunities

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• Multimedia facilities

• Photography studio and lab

• Makerspace and 3D Printing

ARTSCULTURALHENDERSONCENTER

In the short term, some of these opportunities could be included in the proposed Entrepreneurship and Innovation Center.

• Studio space for artists

SOUTHERN NEVADA ARTS COUNCIL

This organization, built on the strength of its partners, could advocate for regional funding opportunities enabled by the Nevada State Legislature. Funding from this organization could provide operating support to organizations like the Henderson Symphony Orchestra and Las Vegas Philharmonic, along with regranting opportunities and direct artist support for artists in the region.

• Pottery studio & kilns

Regional collaboration between the municipalities of Southern Nevada has come and gone through the past decades, particularly in the arts. Large-scale regional collaboration could help support not only the work of municipalities, but also the work of anchor institutions and artists. A Southern Nevada Arts Council would be buttressed by Clark County, the City of Henderson, and the City of Las Vegas, along with other regional municipalities.

•include:Practice and storage space for local musicians

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HENDERSON MARKET DISTRICT

The City of Henderson currently supports several local farmers markets including one held outside the Henderson Multigenerational Center, one at Cornerstone Park, and the other on Water Street. By implementing creative placemaking principles, each of these markets could utilize a dedicated, covered, and artistically designed space that solidifies these markets in the minds of Henderson residents.

HISTORIC PRESERVATION PROGRAM

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Within the past 10 years, Henderson has undertaken both a Historic Preservation Planning effort and a survey of its historic buildings. Building on these efforts, the city could create a Historic Preservation Program that helps preserves historic buildings and also serves to celebrate and share Henderson’s unique story.

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The following action plan has been developed to help guide Arts & Culture Henderson's activities as program staff execute the Arts Launch Henderson Plan. This format, which features timeline and budget estimates, should be the basis for each Yearly Work Plan.

ACTION PLAN

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This plan is built around the six priorities that emerged from community feedback during the planning process. Each action item is placed within the priority to which it most closely corresponds, and those supporting multiple priorities are noted. In addition, each action item is connected to a category related to the program — Public Art, Programming & Events, Facilities, Operations, or Funding — and tagged with an implementation timeline ranging from short- to longterm.

ARTS & CULTURE PRIORITIES PRIORITY 1: FOCUS ON COMMUNITY ARTS PRIORITY 2: FURTHER INTEGRATE THE ARTS INTO THE PARKS AND RECREATION PRIORITYSYSTEM 3: UTILIZE THE ARTS AND CREATIVE PLACEMAKING FOR ECONOMIC PRIORITYDEVELOPMENT4:CELEBRATE THE HISTORY OF HENDERSON AND PROMOTE CROSSCULTURAL EXCHANGE PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL PRIORITYAGES 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING

HOW TO USE THIS ACTION PLAN

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The City of Henderson undertakes a Strategic Planning process to guide city operations and initiatives on a 5-year basis; the current strategic plan covers 2019–2023. Within the Henderson Strategic Plan, there are two specific items related to the Arts Launch Henderson, the city's Arts and Culture Master Plan:

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CONNECTING TO THE STRATEGIC PLAN

• LC.4.1a: Amend Parks Master Plan to include a Cultural Arts Master Plan

By implementing this plan, the Parks and Recreation Department is fulfilling these priorities. In addition, several other priories within the Strategic Plan connect to elements of the Action Plan. Items included in the Action Plan for the Arts and Culture Master Plan should be proposed for inclusion in the upcoming Strategic Plan for 2024–2029.

TIMELINESHORT-TERM:1-3 YEARS MEDIUM-TERM: 3-7 YEARS LONG-TERM: 7-10+ YEARS

Support Other Priorities: 3, 5, 6

Key Steps for Completion:

Evaluation

• Utilize location criteria to evaluate Regional and Community Parks for ideal locations for

• Propose expanded activities for the Arts Festival to the organizing committee and the Arts Council

Support Other Priorities: 5, 6

P1.1 Action: Expand Arts Festival of Henderson

Category: Facility

• Evaluate success following completion of the festival

• Research other successful Arts Festivals for best practices

Proposed Budget (10 year): $650,000

Project Narrative: Additional locations should be sought for Small Amphitheaters to ensure a geographic distribution throughout the community. Long term, the Parks and Recreation Department should aim to construct these in all Regional Parks (designated in the Parks Master Plan) that are not primarily sports fields. Community Parks should also be considered for small amphitheaters on a case by case basis. The Small Amphitheaters should be both programmed by the city and offered for rent in order to generate revenue for Arts & Culture Henderson.

• Develop ideal criteria for the desired locations of Small Amphitheaters in Henderson

• Develop success metrics for expanded festival (ie: additional visitors, number of artist applications, revenue generated etc)

Project Narrative: An annual Mother’s Day tradition in Henderson, the Arts Festival has the opportunity to expand and grow beyond its current form into the premiere Arts Festival in Southern Nevada.

Timeline: Medium-term

Connection to Strategic Plan: LC.4.1a

• Implement Arts Festival Expansion

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PRIORITY 1: FOCUS ON COMMUNITY ARTS

Timeline: Short-term

• Continue evaluation of success yearly and implement festival changes as needed

Category: Programming & Events

P1.2 Action: Formalize Small Amphitheater Program

Key Steps for Completion:

Proposed Budget (yearly): $100,000

• Evaluate opportunities for expanding the Arts Festival based on local knowledge and best practices

Connection to Strategic Plan: LC.4.1a

• Select ideal site for Small Amphitheater location

Key Steps for Completion:

• Hire consultant team to conduct feasibility study

P1.3 Action: Explore the Potential of a Future Henderson Cultural Arts Center

Proposed Budget (for study): $150,000 - $200,000

Project Narrative: The City of Henderson currently has six large recreation centers scattered throughout the community. Though all offer some arts and culture opportunities in addition to recreation, none is a hub for arts and culture for the whole community. The Henderson Culture Arts Center could house a wide variety of arts classrooms and performance spaces, and become a hub for arts in the region.

In the short term, some of these spaces could be included in the proposed Entrepreneurship and Innovation Center.

• Develop yearly programming for Small Amphitheater

• Discuss with city leadership and partners the desire to create a Cultural Arts Center

• Hire team to construct proposed Small Amphitheater

Support Other Priorities: 3, 5, 6

• Internally evaluate and shortlist potential sites for a future feasibility study

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• Develop ideal site criteria for a Cultural Arts Center in Henderson

• Hire team to design proposed Small Amphitheater

Timeline: Long-term

Programming

• Develop rental program and marketing material

Small Amphitheaters and develop a priority list for implementation

Category: Facility

The budget included would cover the costs for a feasibility study of a potential Cultural Arts Center. The cost to implement a Cultural Arts Center could range from $20,000,000–$40,000,000.

Implementation

Connection to Strategic Plan: EV.3.3

P1.4 Action: Enhancing the Henderson Arts Council

• Discuss with city leadership the desire to implement the proposed ordinance

Key Steps for Completion:

• Create new meeting schedule

Proposed Budget: n/a Timeline: Short-term Support Other Priorities: 2, 5, 6

Project Narrative: A Percent for Art in Capital Improvement Projects Ordinance would encumber 1% of CIP projects each year for the commissioning of public art, which will usually be sited in, on, or adjacent to the building or project being constructed. If the artwork is not constructed on-site, the funds would be added to a Percent for Art Fund.

All capital construction projects qualify except regular road maintenance, underground infrastructure, and underground utility projects with no above-ground components other than roads. Projects with underground infrastructure, including utility projects, should be included when there are visual elements of the project above ground. The total budget of the project should include all underground components.

Key Steps for Completion:

P1.5 Action: Implement Percent for Public Art in City Capital Improvement Projects Ordinance

As the city moves forward with the implementation of this planning effort, the Henderson Arts Council should retain and expand its important role advising the Arts & Culture Henderson Program.

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• Present and request feedback Cultural Action Plan to Arts Council that lays out yearly operations of the Arts & Culture Program (yearly)

Category: Operations

• Passage of ordinance by council

Meetings are currently held monthly but could potentially be bi-monthly or quarterly.

• Review of proposed ordinance by the City Attorney

Project Narrative: The City of Henderson Parks and Recreation Department established the Henderson Arts Council to help build upon current art and cultural offerings. Members of the community serve on the council to advise and guide the city in the development of programs, policies, and the Arts Launch Henderson Plan.

Connection to Strategic Plan: LC.4.1a

• Develop a 'Roles & Responsibilities' framework for the Arts Council that clarifies how the Arts Council relates to the Art & Culture Program

Category: Funding

Proposed Budget: n/a Timeline: Short-term Support Other Priorities: 2, 6

Proposed Budget: n/a

Connection to Strategic Plan: EV.3.1d, EV.3.1g

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Support Other Priorities: 5, 6

Category: Funding

Project Narrative: Under Nevada law, the governing body of a municipality may create a TID, and proceeds from certain state and local sales taxes generated within the district can be used to finance proposed projects. A TID could be used to finance large-scale projects such as the Water Street Black Box Theater or a Performing Arts Facility.

Timeline: Long-term (as needed)

Key Steps for Completion:

• To be used on an as-needed basis

P1.6 Action: Utilize Tourism Improvement Districts (TID)

• Implement new structure and branding of the Cultural Division within Parks and Recreation

Proposed Budget: $25,000 - $50,000

Project Narrative: The establishment of a Cultural Division within Parks and Recreation would acknowledge the work that is already happening within the department and help to streamline those functions.

• Develop priority list for implementation.

Category: Operations

Proposed Budget: $150,000 (yearly) Timeline: Short-term / Ongoing Support Other Priorities: 1, 3, 5, 6 Connection to Strategic Plan: LC.4.2b

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Key Steps for Completion:

Category: Public Art

• Define structure of new Cultural Division within Parks and Recreation

P2.3 Action: Implement Departmental Rebrand

Timeline: Long-term Connection to Strategic Plan: LC.4.1a

Category: Operations

Proposed Budget: n/a Timeline: Short-term Connection to Strategic Plan: LC.4.1a

Project Narrative: By introducing public art in every park the city can build upon the goal of having a park within a 10 minute walk of every resident and adding to that goal having a piece of public art within a 10 minute walk of every resident.

The accomplishment of this goal would be two fold: adding art to existing parks and including art in new parks. There are 70 existing locations that would need public art added and we proposed to do this over 10 years. This would equate to 7 pieces per year with a budget just over $20,000 for each piece. In new parks, public art should be added either directly by the city or as park of the negotiation between the city and the developer constructing the park.

• Implement 7 pieces of public art each year for 10 years

P2.1 Action: Public Art in Every Park

Key Steps for Completion:

• Implement public art in each new park as it is constructed

P2.2 Action: Implement Cultural Division

PRIORITY 2: FURTHER INTEGRATE THE ARTS INTO THE PARKS AND RECREATION SYSTEM

P2.4 Action: Staff - Cultural Manager

Category: Operations

P2.5 Action: Staff - Visual Art Coordinator

Key Steps for Completion:

• Discuss internally and determine desire and optimal timing for rebrand

• Implement title change or hire for this role

Key Steps for Completion:

• Develop job description

Project Narrative: A departmental rebrand would help elevate arts and culture within the city and serve as a tool to bring the arts and cultural programming in line with excellence of the existing parks and recreation programming. This would likely become more imperative as large scale cultural facilities are constructed.

Project Narrative: The Public Art Coordinator would be tasked with managing all aspects of public art acquisition, maintenance, and review and any other public art tasks within the city. This role would coordinate with other Divisions and Departments as they would be tasked with the implementation of all city funded public art. This would include coordination with Parks and Recreation, Redevelopment, Planning and Zoning, and any other departments that are implementing public art projects.

• Determine whether this is an existing or new role

Key Steps for Completion:

Category: Operations

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Timeline: Short-term Connection to Strategic Plan: LC.4.1a

• Hire for this role

• Determine measures that would need to be taken in order to implement rebrand along with potential costs

• Implement rebrand

Proposed Budget: n/a Timeline: Short-term Connection to Strategic Plan: LC.4.1a, EV.3.3b

Proposed Budget: n/a

• Develop job description

Project Narrative: The Cultural Manager would be tasked with managing all aspects of Arts & Culture Henderson including producing events, operating facilities, and managing the public art program. This could be a new role within the department or an existing role that is designated with a new title. This could be done in conjunction with the creation of the Cultural Division.

• Establish a definition for ‘Public Art’

Project Narrative: In the long term a Superintendent would be tasked with managing the overall Cultural Division allowing other staff to further execute the program. This may be done in connection with the overall departmental rebrand.

• Create a Public Art Fund

Category: Operations

Category: Operations

Category: Operations

Proposed Budget: n/a Timeline: Short-term Connection to Strategic Plan: LC.4.1a

• Develop job description

Key Steps for Completion:

P2.6 Action: Staff - Business Analyst III Staff

Proposed Budget: n/a Timeline: Long-term Connection to Strategic Plan: LC.4.1a

Proposed Budget: n/a Timeline: Short-term Support Other Priorities: 1, 6 Connection to Strategic Plan: LC.4.1a

• Hire for this role

P2.7 Action: Staff - Superintendent

Project Narrative: Currently the Public Art Program is an informal outgrowth of the desire for more public art in the city. By adopting the Henderson Public Art Ordinance, the City Council will formalize the Public Art Program as part of Arts & Culture Henderson and set it up for future success. The proposed Public Art Ordinance will do the following:

P2.8 Action: Creating the Henderson Public Art Ordinance

• Define the Relationship between the Public Art Program and the ‘Public Art and Beautification Commission’

Project Narrative: The Business Analyst position would coordinate contracts and events and help execute high quality programming and public art.

Key Steps for Completion:

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• Develop job description

• Hire for this role

• Retool the ‘Commemorative Beautification Commission’ as the ‘Public Art and Beautification Commission’ with a focus on public art and placemaking efforts

Category: Funding

Support Other Priorities: 1, 6

Key Steps for Completion:

P2.9 Action: Implementing Public Art Policies

Support Other Priorities: 1, 6

• Study best method of implementing the ordinance and make any changes as necessitated by Community Development

Project Narrative: In order to create an efficient, transparent, and successful Public Art Program, the Public Art Policies located in Appendix A1 have been developed for the Public Art and Beautification Commission. These will operationalize the Public Art Program as established by the Public Art Ordinance and should be used as the basis for decision making for the program.

• Implement ordinance

Key Steps for Completion:

• Adopt the Plan

Key Steps for Completion:

• Direct the ‘Public Art and Beautification Commission’ to Adopt the Public Art Policy as outlined in plan.

Category: Operations

Connection to Strategic Plan: LC.4.1a

Proposed Budget: n/a Timeline: Medium-term

Connection to Strategic Plan: EV.3.1d

• Adopt the proposed ordinance

• The newly reformed Public Art and Beautification Commission will adopt the proposed policies

• Internally review the proposed ordinance

Project Narrative: A Percent for Art in Private Development Ordinance is the national best practice for cities that are comparable to Henderson. The ordinance would create a public art requirement that would apply to all private non-residential development projects and all residential development projects with more than 4 units, including new construction, or the renovation or improvement of an existing building. The public art requirement for any single project would not exceed $100,000 and could be implemented as part of the development or could be contributed to an in-lieu of fund.

P2.10 Action: Implementing Percent for Art in Private Development Ordinance

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Proposed Budget: n/a

Timeline: Short-term

P3.2 Action: Host Signature Interactive Art Festival

PRIORITY 3: UTILIZE THE ARTS AND CREATIVE PLACEMAKING FOR ECONOMIC DEVELOPMENT

• Develop event plan including budget and curation team

Proposed Budget: $1,000,000

Key Steps for Completion:

Category: Programming & Events

Key Steps for Completion:

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P3.1 Action: Develop a Sculpture Park

Project Narrative: Henderson has a unique opportunity in the region to create a yearly interactive art festival that draws both Henderson residents, visitors from around the region, and tourists. This festival could incorporate installations that are focused in the Water Street District or could be focused on various areas throughout the city like Cornerstone Park, Whitney Mesa Park, and the exterior of the Dollar Loan Center. The event would be inspired by past installations like Glow in Santa Monica, Blink in Cincinnati, North Forest Lights at Crystal Bridges, and Nuit Blanche in Paris.

Timeline: Short/Medium-term

• Determine optimal location for event

• Develop metrics for event success

Timeline: Long-term Support Other Priorities: 1, 2, 5, 6 Connection to Strategic Plan: LC.4.1a

• Explore partnership opportunities for the creation of a Sculpture Park

• Examine potential locations for the creation of a Sculpture Park including potential future parks

Category: Public Art

• Develop a plan for the design, development, and curation of a Sculpture Park

Support Other Priorities: 1, 5, 6 Connection to Strategic Plan: LC.4.1a

• Execute event

Proposed Budget: $500,000

Project Narrative: Though no location is proposed at this time a Sculpture Park in Henderson would have the potential to create a great impact and to set Henderson apart from other communities in the region. This park could be done in collaboration with one of the city's partners, such as Nevada State College, or could be done more directly by the City of Henderson. One possibility would be dedicating and designing a future park as a Sculpture Park or developing the site separately for this express purpose.

• Utilize metrics to evaluate event success

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Timeline: Short-term (ongoing)

• Develop a Call for Artists

Support Other Priorities: 1, 2, 5, 6

• Determine optimal location for event

Proposed Budget (study & implementation): $500,000 - $1,000,000

Key Steps for Completion:

Category: Facilities

Key Steps for Completion:

• Construct 'Henderson Market District' facility

Proposed Budget: $100,000

Connection to Strategic Plan: LC.4.3a

Category: Programming & Events

Project Narrative: The City of Henderson should implement a large-scale temporary public art program that aims to provide fun and whimsical public art opportunities for Henderson residents and visitors to drive place-based excitement and engagement. The location could be rotated yearly.

• Determine optimal location(s) for market development

P3.3 Action: Implement Large-Scale Temporary Public Art Program

Project Narrative: The City of Henderson currently supports several local farmers markets. By focusing on creative placemaking principles one or each of these markets could utilize a dedicated, covered, and artistically designed space that creates place and solidifies these markets in the minds of Henderson Residents.

P3.4 Action: Create the Henderson Market District

• Select artist and facilitate the installation

Connection to Strategic Plan: LC.4.1a

Timeline: Medium-term Support Other Priorities: 6

• Conduct feasibility and initial design study

Project Narrative: Within the past 10 years Henderson has undertaken both a Historic Preservation Planning effort, along with a survey of its historic buildings. These provide an opportunity for the city to create a Historic Preservation Program that will not only help to preserve existing historic buildings but also to expand the knowledge and help to celebrate the story of Henderson.

• Develop historic preservation standards that address the unique needs of the city

Key Steps for Completion (from Henderson Historic Preservation Plan):

Project Narrative: Parks and recreation is working in collaboration with the Bureau of Land Management to develop Sloan Canyon Park. This project creates a great opportunity to engaging Indigenous designers and artists to celebrate the history and the future of the Indigenous community in Henderson and Southern Nevada. The city could engage an organization like the Indigenous Design Collaborative to help plan for and design park improvements and artwork locations. Indigenous artists could also be direct selected to ensure that artwork by and for Indigenous people is included in the park.

• Direct select Indigenous artists to implement artwork into the new park

Proposed Budget: $300,000

Category: Programming & Events

Timeline: Medium-term

Key Steps for Completion:

P4.1 Action: Indigenous Focused Park & Public Art

This project should be a model for incorporating cultural elements into future parks.

Timeline: Medium-term Support Other Priorities: 2 Connection to Strategic Plan: LC.4.1a

• Hire Indigenous designer to assist with park planning and design

P4.2 Action: Historic Preservation Program

• Foster public understanding and involvement in the unique architectural and cultural heritage of the city

PRIORITY 4: CELEBRATE THE HISTORY OF HENDERSON AND PROMOTE CROSSCULTURAL EXCHANGE

• Promote the private and public use of historic places for the education, appreciation, and general welfare of the residents of Henderson

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Category: Public Art

• Identify places and structures of historical significance that help define a sense of place

Proposed Budget: $75,000 (yearly)

• Develop event plan including budget and curation team

• Develop metrics for event success

P5.1 Action: Facilitate Spring Forward Family Music Festival

Category: Programming & Events

Project Narrative: The literary community in Henderson and Southern Nevada is active and vibrant. The event would be a partnership with Henderson Libraries, Nevada Humanities, Clark County School District to provide opportunities for children and families to connect to books, authors and more. Eventually this festival could grow into a large-scale literacy festival, that could include pub book crawls, open mic nights, slam poetry, writers workshops, and more.

• Develop event plan including budget and curation team

Key Steps for Completion:

• Utilize metrics to evaluate event success

Timeline: Short-term Support Other Priorities: 1, 6 Connection to Strategic Plan: LC.4.1a

Proposed Budget: $150,000

Category: Programming & Events

Proposed Budget: $50,000

Timeline: Short-term Support Other Priorities: 1, 6 Connection to Strategic Plan: LC.4.1a

• Execute event

• Execute event

Project Narrative: This in intended to be an annual festival on the Water Street Plaza that will feature award winning family music acts. This accessible festival will have music acts from around the globe that will encourage audience sing-along, movement, inclusion and diversity.

Key Steps for Completion:

• Determine optimal location for event

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• Develop metrics for event success

P5.2 Action: Facilitate Henderson Reads Children's Book Festival

PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL AGES

• Utilize metrics to evaluate event success

• Implement Program

Proposed Budget: $150,000

Project Narrative: There is a strong culture of dance in Henderson and a dance festival would create opportunities for young people along with other Henderson residents to access high quality dance education and entertainment opportunities.

• Determine optimal location for event

• Develop event plan including budget and curation team

Category: Programming & Events

PRIORITY 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING

Key Steps for Completion:

• Develop outline of a Healing and Adaptive Arts Program

Proposed Budget: $50,000

Connection to Strategic Plan: LC.4.1a

Timeline: Medium-term Support Other Priorities: 1, 5

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P6.1 Action: Create Healing & Adaptive Arts Program

Project Narrative: The healing arts are creative practices that promote healing, wellness, coping and personal change. Traditional healing arts include music, art, dance/movement, poetry/writing, and drama therapies. These approaches combine artistic expression with psychological awareness and communication, and are led by therapists experienced in both areas. A Healing and Adaptive Arts Program would bring healing arts to the public sphere as well as into hospitals, support systems, and other key places in order to positively impact metal and physical health with the arts.

Timeline: Medium-term Support Other Priorities: 1, 5

Key Steps for Completion:

• Execute event

Connection to Strategic Plan: LC.4.1a

• Develop metrics for event success

• Explore potential partnerships for the execution of the program

• Utilize metrics to evaluate event success

Category: Programming & Events

P6.2 Action: Facilitate Dance Festival

P6.4 Action: Create Arts & Culture Henderson Web Presence

• Implement new website or revamp existing site

Support Other Priorities: 1, 5

Timeline: Short-term (ongoing)

Connection to Strategic Plan: LC.4.1a

Project Narrative: The Henderson Symphony Orchestra (HSO) is one of the key partnerships of the City of Henderson. The HSO has long produced free events that ensure that classical music is accessible to residents of Henderson and the entire Southern Nevada Region and the city provides financial support. Previously the HSO performed a the Henderson Pavilion and they will continue performances at the Dollar Loans Center. In addition the HSO partners with the city to produce smaller scale events on Water Street and throughout the community. Additional facilities and events will continue the partnership long into the future.

• Regularly collaborate with the HSO to identity event opportunities

Key Steps for Completion:

• Regularly maintain website

P6.3 Action: Continue Support of the Henderson Symphony Orchestra

Key Steps for Completion:

Connection to Strategic Plan: LC.4.1a

Proposed Budget: $10,000 - $20,000

• Continue with ongoing financial support

Project Narrative: The city has recently revamped its website, making much needed improvements. Arts & Culture Henderson should continue this work in order to ensure events, public art, and programming are more accessible to residents and visitors. The program should explore how to further enhance its web presence by one of the opportunities outlined on page 18.

Category: Operations

Timeline: Short-term

• Determine best method for implementing Arts & Culture Henderson web presence

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Category: Programming & Events

Proposed Budget: $100,000

• Explore regional funding opportunities

Project Narrative: Regional collaboration between the municipalities of Southern Nevada has come and gone through the past decades, particularly in the arts. Large-scale regional collaboration could help support not only the work of municipalities but also the work of anchor institutions and artists. The Southern Nevada Arts Council would be buttressed by Clark County, the City of Henderson, and the City of Las Vegas along with other regional Thismunicipalities.organization,

P6.6 Action: Explore Implementation of Performing Arts Facility

• Begin regular arts-focused conversations with regional municipalities

Timeline: Medium-term / Long-term

built on the strength of its partners, could advocate for regional funding opportunities that could be enabled by the Nevada State Legislature. Funding from this organization could provide operating support to organizations like the Henderson Symphony Orchestra and Las Vegas Philharmonic along with other regranting and direct artist support for public artists and others in the region.

Proposed Budget: n/a

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Key Steps for Completion:

Support Other Priorities: 1, 3, 5

• Conduct feasibility study

Category: Operations

Proposed Study Budget: $100,000 - $150,000

Proposed Implementation Budget: $10,000,000 - $20,000,000

• Determine opportunities to create a regional arts council

Timeline: Long-term

Project Narrative: Public engagement and stakeholder conversations showed there is a strong desire and demand for an indoor performing arts facility that would seat between 800 to 1200 patrons. An ideal opportunity exists to create such a facility in collaboration with the Clark County School District for use by various schools and art programs. This facility should be a City-owned facility that is developed in conjunction with the Clark County School District. Special access would be provided to the Clark County School District but the facility would be programmed by the City of Henderson.

P6.5 Action: Lead Formation of Southern Nevada Arts Council

Opportunities exist to enhance the partnership between the Henderson Symphony Orchestra, Clark County Schools, and the City of Henderson to create new and innovative programming for the entire Southern Nevada Region.

• Facilitate conversations with potential partners

Category: Facilities

• Determine optimal timing for long term implementation

Key Steps for Completion:

Proposed Study Budget: $50,000 - $75,000

• Facilitate conversations with potential partners

Timeline: Short-term / Medium-term Support Other Priorities: 1, 3, 5

Category: Facilities

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• Conduct feasibility study

Key Steps for Completion:

Proposed Implementation Budget: $2,000,000 - $5,000,000

P6.7 Action: Explore Implementation of Water Street Black Box Theater

• Determine optimal timing for implementation

Project Narrative: There is also a desire among the public and stakeholders for a smaller Black Box Theater that would seat between 200-400 patrons. This facility could be used for smaller, community based opportunities and events. In addition this location could be the storage and practice facility for the Henderson Symphony Orchestra.

P1.5 Implement Percent for Public Art in City Capital Improvement Projects Ordinance Funding 2, 6 n/a Short-term

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ACTION PLAN MATRIX

ProposedBudget Timeline

P2.1 Public Art in Every Park Public Art 1, 3, 5, 6 $150,000 annually Short-term

P1.2 Formalize Small Amphitheater Program Facility 5, 6 $650,000 Medium-term

Action Category Connecting Priorities

P1.4 Enhancing the Henderson Arts Council Operations 2, 5, 6 n/a Short-term

P2.3 Implement Departmental Rebrand Operations n/a $25,000$50,000 Long-term

P2.4 Staff - Cultural Manager Operations n/a n/a Short-term

P2.2 Implement Cultural Division Operations n/a n/a Short-term

P1.1 Expand Arts Festival of Henderson Events 3, 5, 6 $100,000 Short-term

PRIORITY 1: FOCUS ON COMMUNITY ARTS

Action Category Connecting Priorities ProposedBudget Timeline

P2.9 Implementing Public Art Policies Operations n/a n/a Short-term

P1.3 Explore the Potential of a Future Henderson Cultural Arts Center Facility 3, 5, 6 $150,000$200,000 Long-term

PRIORITY 2: FURTHER INTEGRATE THE ARTS INTO THE PARKS AND RECREATION SYSTEM

P2.5 Staff - Visual Art Coordinator Operations n/a n/a Short-term

P1.6 Utilize Tourism Improvement Districts (TID) Funding 5, 6 n/a Long-term

P2.8 Creating the Henderson Public Art Ordinance Operations n/a n/a Short-term

P2.6 Staff - Business Analyst III Staff Operations n/a n/a Short-term

P2.7 Staff - Superintendent Operations n/a n/a Short-term

P2.10 Implementing Percent for Art in Private Development Ordinance Funding n/a n/a Medium-term

P4.2 Historic Preservation Program Programming & Events n/a $75,000 (yearly) Medium-term

ProposedBudget Timeline

PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL AGES Action Category Connecting Priorities ProposedBudget Timeline

1,

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P5.2 Facilitate

PRIORITY 3: UTILIZE THE ARTS AND CREATIVE PLACEMAKING FOR ECONOMIC DEVELOPMENT

P3.4 Create the Henderson Market District Facilities 6 $500,000 $1,000,000- Medium-term

ProposedBudget Timeline

Action Category Connecting Priorities

P3.2 Host Signature Interactive Art Festival Programming & Events 1, 5, 6 $500,000 annually termShort/Medium-

P4.1 Indigenous Focused Park & Public Art Public Art 2 $300,000 Medium-term

P3.1 Develop a Sculpture Park Public Art 1, 2, 5, 6 $1,000,000 Long-term

Action Category Connecting Priorities

Facilitate

P5.1 Spring Forward Family Music Festival Programming & Events 1, 6 $150,000 annually Short-term Henderson Reads Children's Book Festival Programming & Events 6 $50,000 annually Short-term

PRIORITY 4: CELEBRATE THE HISTORY OF HENDERSON AND PROMOTE CROSSCULTURAL EXCHANGE

P3.3 Implement Departmental Rebrand Programming & Events 1, 2, 5, 6 $100,000 Short-term

P6.3 Continue Support of the Henderson Symphony Orchestra Programming & Events 1, 5 $100,000 annually Short-term

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PRIORITY 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING

P6.5 Lead Formation of Southern Nevada Arts Council Operations n/a n/a termShort/Medium-

P6.6 Explore Implementation of Performing Arts Facility Facilities 1, 3, 5

P6.7 Explore Implementation of Water Street Black Box Theater Facilities 1, 3, 5 $50,000$75,000 $2,000,000/$5,000,000 Medium-term

Action Category Connecting Priorities ProposedBudget Timeline

P6.1 Create Healing & Adaptive Arts Program Programming & Events 1, 5 $50,000 annually Long-term

P6.2 Facilitate Dance Festival Programming & Events 1, 5 $150,000 annually termShort/Medium-

$100,000$150,000 $10,000,000/$20,000,000 Short-term

P6.4 Create Arts & Culture Henderson Web Presence Operations n/a $10,000$20,000 Medium-term

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