20260304_Final_ParkBoard

CITY OF HENDERSON

2026 PARKS & RECREATION MASTER PLAN UPDATE FINAL DRAFT PRESENTATION

CITY OF HENDERSON

FINAL DRAFT PRESENTATION

2026 PARKS & RECREATION MASTER PLAN UPDATE

1. Process Recap 2. Mission & Brand 3. Needs & Priorities 4. Master Plan Vision 5. Action Plan

PROCESS RECAP Community workshops Needs Assessment completed Vision workshop Vision recommendations development begins Action Plan phase begins 24

25

26

27 Primary election (6/9/26)

Public opinion survey begins

Plan Adoption (3/17)

Stakeholder interviews & focus groups

Presentation to Park Board

Existing system inventory & data collection Project kick-off

PRMIP Outreach begins Final Draft Master Plan

MISSION & BRAND This purpose statement is intentionally outcomeoriented and frames P&R as a community enrichment service that supports a quality-of-life above baseline using two core pathways for impact: 1. “Connect our community” reflects both P&R’s role as an essential service provider and its role in connecting residents physically (to parks, trails, and facilities) and socially (to each other through programs, events, and shared spaces).

2. “Exceptional experiences” communicates that P&R’s parks, facilities, trails, programs, and services are designed and delivered to provide consistently high levels of value to participants.

“We connect our community through exceptional experiences.”

MISSION & BRAND “Parks & Rec Make IT Possible,” reflects Henderson’s distinctive culture: a reputation for hard work and finding ways to get things done, both big and small.

This brand helps to educate residents about the many community outcomes that would not be possible without P&R (the “IT”): + Quality of life + Economic vitality + Community safety + Healthy communities + Sustainability/resilience + Equity + Play

NEEDS & PRIORITIES Focus groups and interviews Site and facility evaluations Recreation trends analysis Operational assessment Community workshops Programs assessment

Financial assessment Demographic analysis Level of service analysis Online community survey Community benchmarking Statistically-valid public survey

NEEDS & PRIORITIES

NEEDS & PRIORITIES Dedicated Project Webpage HendersonPRMasterPlan.org Stakeholder Interviews 20+ hours of stakeholder interviews and focus groups with representatives from 15 city departments, as well as the police and fire unions.

Community Workshops Total of 11 separate public workshops throughout the city utilized a series of exercises to obtain feedback from hundreds of participants.

Statistically-valid Public Opinion Survey Administered via by mail, telephone, and web. Results +/‐4.8% at the 95% level of confidence, and geo-coded by Ward.

NEEDS & PRIORITIES

VISION VISION SUBSYSTEMS: 1. Improving & Activating Existing Parks 2. Resilient By Design – Parks 3. Resilient By Design – Facilities 4. New Parks 5. Operations & Finance 6. Programs & Events 7. Connectivity 8. Indoor Recreation

VISION PROGRAM LIFECYCLE PORTFOLIO:

VISION RBD CASE STUDIES BY TYPOLOGY:

VISION | WEST HENDERSON REC. CAMPUS

VISION | WEST HENDERSON REC. CAMPUS

ACTION PLAN PROCESS: 1. Analysis of current funding structure w/ scenario planning.

2. Action plan sequences projects/policies into near term “quick wins,” mid-term priorities, and longrange initiatives.

3. Implementation is framed around both capital delivery and lifecycle operations (O&M).

4. Plan is organized around ten (10) guiding objectives, with early objectives focused on protecting the financial foundation of the system.

5. Each objective includes multiple, supporting actions to guide implementation.

ACTION PLAN GUIDING OBJECTIVES: 1. Provide stable, long-term funding for operations and maintenance to meet both current requirements AND future increases as the system grows.

2. Raise awareness of the comprehensive “value” of the Henderson Parks & Recreation Department and system.

3. Increase cost recovery rate from 17% to 25%, while ensuring equitable access to all facilities and programs is maintained.

4. Update P&R design guidelines to reflect changes in contemporary recreational trends and an increased focus on heat and drought resilience.

5. Make strategic improvements to aging existing parks to increase activation, resilience, and safety.

ACTION PLAN GUIDING OBJECTIVES: 6. Expand access to indoor recreation and aquatics facilities, programs, and events.

7. Increase program and event participation by eliminating equity and access barriers.

8. Continue to pursue P&R’s longstanding aspirational goal of providing 5.5 acres of parkland per 1,000 population by building new parks in growing and underserved areas.

9. Increase efficiency and reduce long-term costs by better leveraging available technologies and systems to streamline maintenance and operations processes.

10.Use improvements to walkability and connectivity to increase the utilization and activation of existing parks and facilities.

ACTION PLAN GUIDING OBJECTIVES:

CITY OF HENDERSON

2026 PARKS & RECREATION MASTER PLAN UPDATE FINAL DRAFT PRESENTATION