PROCESS RECAP
Community workshops
Needs Assessment completed
Vision workshop
Vision recommendations development begins
Action Plan phase begins
Public opinion survey begins
Existing system inventory & data collection Stakeholder interviews & focus groups
Project kick-off
PRMIP Outreach begins Primary election (6/9/26)
Presentation to Park Board Plan Adoption (3/17)
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
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
New Parks
Operations & Finance
Programs & Events
Connectivity
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:
