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City of Henderson
COMMISSION FOR ACCREDITATION OF PARK AND RECREATION AGENCIES
SELF-ASSESSMENT REPORT AND
VISITATION REPORT
2014 CAPRA STANDARDS, 5TH EDITION
CITY OF HENDERSON PUBLIC WORKS, PARKS AND RECREATION
ROBERT HERR, DIRECTOR CITY OF HENDERSON, NEVADA
VISITATION DATES
MAY 16–18, 2016VISITATION TEAM:
KIM CONRAD, CHAIR
BARBARA BURKHOLDER
TROY HOUTMAN
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Table of Contents
Introduction..................................................................................................................................15
Agency Overview.........................................................................................................................16
1.0 - Agency Authority, Role, and Responsibility.....................................................................19
1.1 - Source of Authority .....................................................................................................19
1.1.1 - Approving Authority/Policy Body..................................................................................20
1.1.2 - Citizen Advisory Boards/Committees..........................................................................................22
1.2 - Periodic Timetable for Review of Documents..................................................................24
1.2.1 - Document Approval Authority.....................................................................................................26
1.3 - Jurisdiction...........................................................................................................................28
1.4 - Mission ..........................................................................................................................29
1.4.1 - Agency Goals and Objectives ..........................................................................................30
1.4.2 - Personnel Involvement.................................................................................................................31
1.5 - Vision ............................................................................................................................33
1.6 - Policies, Rules, Regulations, and Operational Procedures..............................................34
1.6.1 - Administrative Policies and Procedures ...............................................................................35
1.7 - Agency Relationships ..................................................................................................37
1.7.1 - Operational Coordination and Cooperation Agreements.............................................................39
2.0 - Planning................................................................................................................................42
2.1 - Overall Planning Function within Agency........................................................................42
2.2 - Involvement in Local Planning ...................................................................................43
2.3 - Planning with Regional, State, and Federal Agencies......................................................47
2.3.1 - Community Comprehensive Plan with Park and Recreation Component....................................50
2.4 - Park and Recreation System Master Plan ................................................................51
2.5 - Strategic Plan ...............................................................................................................54
2.6 - Feasibility Studies................................................................................................................55
2.7 - Site Plans..............................................................................................................................57
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2.8 - Historical and Cultural Resource Management Plans....................................................58
2.9 - Community Involvement ............................................................................................60
2.10 - ADA Transition Plan.........................................................................................................63
3.1 - Organizational Structure ............................................................................................66
3.2 - Administrative Offices........................................................................................................67
3.2.1 - Support Services...........................................................................................................................68
3.3 - Internal Communication .............................................................................................70
3.4 - Public Information Policy and Procedure ..................................................................71
3.4.1 - Public Information and Community Relations Responsibility.....................................................72
3.4.2 - Community Relations Plan...........................................................................................................73
3.4.3 - Marketing Plan.............................................................................................................................74
3.4.3.1 - Marketing Responsibility.....................................................................................................75
3.5 - Utilization of Technology....................................................................................................76
3.5.1 - Management Information Systems .......................................................................................78
3.6 - Records Management Policy and Procedures..................................................................80
3.6.1 - Records Disaster Mitigation and Recovery Plan and Procedures................................................81
4.0 - Human Resources................................................................................................................82
4.1 - Personnel Policies and Procedures Manual ..............................................................82
4.1.1 - Code of Ethics ......................................................................................................................84
4.1.1.1 - Staff Acceptance of Gifts and Gratuities..............................................................................85
4.1.2 - Recruitment Process.....................................................................................................................86
4.1.3 - Equal Opportunity Employment and Workforce Diversity .................................................88
4.1.4 - Selection Process..........................................................................................................................89
4.1.5 - Background Investigation ....................................................................................................91
4.1.6 - Employee Benefits........................................................................................................................92
4.1.7 - Supervision...................................................................................................................................95
4.1.8 - Compensation Plan.......................................................................................................................97
4.1.9 - Performance Evaluation...............................................................................................................98
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4.1.10 - Promotion.................................................................................................................................100
4.1.11 - Disciplinary System..................................................................................................................102
4.1.12 - Grievance Procedures...............................................................................................................104
4.1.13 - Termination and End of Employment......................................................................................106
4.2 - Staff Qualifications ....................................................................................................107
4.3 - Job Analyses for Job Descriptions ...........................................................................108
4.4 - Chief Administrator ..................................................................................................110
4.4.1 - Leadership Succession Procedure..............................................................................................112
4.5 - Workforce Health and Wellness Program......................................................................113
4.6 - Orientation Program.........................................................................................................115
4.6.1 - Employee Training and Development Program.........................................................................116
4.6.2 - Professional Certification and Organization Membership.........................................................117
4.7 - Volunteer Management....................................................................................................118
4.7.1 - Use of Volunteers.......................................................................................................................119
4.7.2 - Volunteer Recruitment, Selection, Orientation, Training, and Retention..................................120
4.7.3 - Supervision and Evaluation of Volunteers.................................................................................122
4.7.4 - Recognition of Volunteers..........................................................................................................123
4.7.5 - Liability Coverage for Volunteers..............................................................................................124
4.8 - Consultants and Contract Employees.............................................................................125
5.0 - Financial Management......................................................................................................127
5.1 - Fiscal Policy ................................................................................................................127
5.1.1 - Comprehensive Revenue Policy .........................................................................................128
5.1.2 - Agency Acceptance of Gifts and Donations...............................................................................130
5.1.3 - Grants Procedures.......................................................................................................................131
5.1.4 - Private, Corporate, and Non-Profit Support Procedures............................................................132
5.2 - Fiscal Management Procedures ...............................................................................133
5.2.1 - Authority and Responsibility for Fiscal Management................................................................134
5.2.2 - Purchasing Procedures .......................................................................................................134
5.2.2.1 - Emergency Purchase Procedures.......................................................................................136
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5.3 - Accounting System ....................................................................................................137
5.3.1 - Financial Status Reports.............................................................................................................138
5.3.2 - Position Authorization Procedures.............................................................................................139
5.3.3 - Fiscal Control and Monitoring Procedures.................................................................................140
5.3.4 - Independent Audit ..............................................................................................................142
5.4 - Annual or Biennial Budget ......................................................................................143
5.4.1 - Budget Development Guidelines................................................................................................144
5.4.2 - Budget Recommendations..........................................................................................................145
5.5 - Budget Control Procedures..............................................................................................146
5.5.1 - Supplemental/Emergency Appropriations Procedures...............................................................147
5.5.2 - Inventory and Fixed Assets Control...........................................................................................149
6.0 - Programs and Services Management..............................................................................151
6.1 - Recreation Programming Plan .................................................................................152
6.1.1 - Program and Service Determinants............................................................................................155
6.1.2 - Participant Involvement..............................................................................................................158
6.1.3 - Self-Directed Programs and Services.........................................................................................159
6.1.4 - Leader-Directed Programs and Services....................................................................................160
6.1.5 - Facilitated Programs and Services..............................................................................................162
6.1.6 - Cooperative Programming..........................................................................................................164
6.2 - Program Objectives ...................................................................................................165
6.3 - Scope of Program Opportunities.....................................................................................166
6.3.1 - Outreach to Diverse Underserved Populations ..................................................................168
6.4 - Community Education for Leisure Process....................................................................172
6.4.1 - Community Health and Wellness Education and Promotion.....................................................173
6.5 - Participant and Spectator Code of Conduct...................................................................175
7.0 - Facility and Land Use Management................................................................................178
7.1 - Parkland Acquisition Procedures....................................................................................178
7.2 - Areas and Facilities Development Policies and Procedures..........................................181
7.2.1 - ADA Existing Facility and Site Access Audit............................................................................183
7.3 - Defense Against Encroachment Procedures...................................................................1846
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7.4 - Disposal of Lands Procedures..........................................................................................186
7.5 - Maintenance and Operations Management Standards ..........................................187
7.5.1 - Facility Legal Requirements.......................................................................................................189
7.5.2 - Preventative Maintenance Plan..................................................................................................190
7.6 - Fleet Management Plan....................................................................................................192
7.7 - Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures.....................................................................................................................................................193
7.7.1 - Building Plans and Specifications..............................................................................................194
7.7.2 – Land and Lease Records............................................................................................................196
7.8 - Environmental Sustainability Policy and Program.......................................................197
7.9 Natural Resource Management Plans and Procedures..................................................200
7.9.1 - Recycling and/or Zero Waste Plan.............................................................................................203
7.10 - Maintenance Personnel Assignment Procedures..........................................................205
7.11 - Capital Asset Depreciation and Replacement Schedule..............................................206
8.0 - Public Safety, Law Enforcement, and Security..............................................................209
8.1 - Codes, Laws, and Ordinances ..................................................................................209
8.1.1 - Staff Liaison to Law Enforcement Officers...............................................................................211
8.2 - Authority to Enforce Laws by Law Enforcement Officers ....................................212
8.3 - Law Enforcement Officer Training.................................................................................213
8.4 - Public Information on Laws, Ordinances, Rules, Regulations, and Policies...............214
8.4.1 - In-Service Training for Staff on Public Safety and Law Enforcement......................................215
8.4.2 - Handling of Disruptive Behavior Procedures.............................................................................216
8.4.3 - Traffic Control, Parking Plans, and Crowd Control...................................................................218
8.4.4 - Handling of Evidentiary Items Procedures.................................................................................219
8.5 - General Security Plan ...............................................................................................220
8.6 - Emergency Management Planning..................................................................................221
8.6.1 - In-Service Training for Staff on General Security and Emergency Management.....................223
8.6.2 - Emergency Risk Communications Plan.....................................................................................224
8.6.3 - Care and Shelter Procedures.......................................................................................................225
9.0 - Risk Management..............................................................................................................227
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9.1 - Risk Management Policy..................................................................................................227
9.1.1 - Risk Management Plan and Procedures .............................................................................228
9.1.2 - Accident and Incident Report Procedures..................................................................................229
9.1.3 - Personnel Involvement and Training..........................................................................................231
9.2 - Risk Manager.....................................................................................................................232
9.3 - ADA Compliance and Face-to-Face Resolution.............................................................232
10.0 - Evaluation, Assessment, and Research..........................................................................234
10.1 - Systematic Evaluation Processes .............................................................................234
10.1.1 - Responsibility for Evaluation...................................................................................................240
10.1.2 - Staff Training on how to Evaluate Programs, Services, and Facilities....................................241
10.2 - Outcomes Assessment.....................................................................................................242
10.3 - Performance Measurement............................................................................................244
10.3.1 - Level of Service Standards.......................................................................................................245
10.4 - Needs Assessment............................................................................................................246
10.5 - Program and Service Statistics......................................................................................249
10.5.1 - Recreation and Leisure Trends Analysis..................................................................................250
10.5.2 - Community Inventory...............................................................................................................252
10.5.3 - PRORAGIS..............................................................................................................................253
10.6 - Research Investigation....................................................................................................254
10.6.1 - Quality Assurance.....................................................................................................................257
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Visitation Report Introduction
The visitation team will include a brief introduction about the overall context in which the team members approached their task. This might include the types of data gathering processes undertaken, the types of individuals interviewed, and materials reviewed.
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Introduction
Just minutes from the glitter of the Las Vegas Strip, the City of Henderson is an oasis in the Mojave Desert. Referred to as the “other side of Southern Nevada,” the City of Henderson is nestled among three of the most renowned man-made attractions in the nation: the neon of Las Vegas, the engineering marvel of Hoover Dam and the tranquil beauty of Lake Mead. Officially incorporated in 1953, Henderson has grown into a community of small town values with big city efficiencies. The largest full-service city in the state of Nevada, Henderson has is a premier residential community where family is valued and quality public services are provided.
As a residential community of over 286,000 people, Henderson offers residents and visitors alike an abundance of unique attractions, miles of trails and open spaces, outstanding recreational facilities, and renowned resorts, restaurants and shopping.
The City of Henderson the proud recipient of the National Gold Medal Award for Excellence in Park and Recreation from the National Recreation and Park Association (NRPA) in 2014 and 1999.
The city’s Public Works, Parks and Recreation Department is accredited through the Commission for Accreditation of Park and Recreation Agencies (CAPRA) and is committed to providing residents with a variety of life-enriching experiences. These opportunities are available at 64 neighborhood and community parks; 11 aquatic facilities; eight recreation centers, including two centers for adults 50+; Henderson Bird Viewing Preserve; dog parks; sports complexes; and skate parks. Over 355,000 registrants use parks and recreation services and programs annually. In a recent statistically valid survey, 98 percent of residents responding were satisfied with the maintenance of city parks and recreation facilities, and 95 percent were satisfied with the quality of parks and recreation programs and classes.
We have been an accredited agency for 15 years and are seeking reaccreditation for the third time.
Contact information: Shari Ferguson, CPRP, Assistant DirectorCity of HendersonPublic Works, Parks and Recreation Department240 Water StreetHenderson, NV 89015702-267-4159 (office) 702-267-4001 (fax)[email protected]
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Agency OverviewCity of Henderson Public Works, Parks and Recreation Department
240 Water St. MSC 131, Henderson, NV 89009-5050
I. Community Demographics A. Predominant form(s) of government in the tax jurisdiction (i.e., manager, mayoral,
commission):
Chartered in 1965 as a Council and Manager form of government, the Mayor and City Council address the legislative needs of the city with four City Council members representing residents within distinct wards and elected at large. The City Manager is appointed by the City Council to administer the overall city organization.
B. Population of tax jurisdiction:286,273 City of Henderson Community Development & Service DepartmentJanuary 2015 estimate
C. Population of metropolitan service area:2,027,828 2013 U.S. Census Estimate
D. Age profile of tax jurisdiction:Under 5 5.9%5-14 12.8%15-19 6.2%20-34 18.5%35-49 22.0%50-64 20.4%65-79 11.5%80- 2.7%U.S. Census Bureau 2010 Demographic Profile Data
E. Income profile of tax jurisdiction:Median Household Income $63,8300-10k 4.9%10-15k 3.4%15-25k 7.7%25-35k 9.1%
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35-50k 13.2%50-75k 20.4%75-100k 13.7%100 - 150k 16.2%150+ 11.3%U.S. Census Bureau 2014
F. Racial diversity of the tax jurisdiction:White 78.8%Black or African American 5.7%American Indian and Alaska Native .5%Asian 7.9%Native Hawaiian and Other Pacific Islander .4%Hispanic or Latino (of any race) 13.8%City of Henderson Community Development & Services Department
II. Agency CharacteristicsA. Operating budget:
$33,578,052 Fiscal Year 2015-2016Parks and Recreation Divisions OnlyMonthly Financial Report December 2015
B. Capital budget: $28,706,388 Fiscal Year 2015-2016Parks and Recreation SummaryCapital Improvement Plan FY16-FY21
C. Full-time employees:183 Parks and recreation only
D. Part-time/seasonal employees:965 Parks and recreation only (varies seasonally)
E. Parkland acreage: 1,306 developed park acreageResources Information Management (RIM) February 2016
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F. Significant agency awards and/or recognitions:CAPRA Accreditation (2001, 2006 and 2011)1999 and 2014 National Gold Medal Award2015 Bicycle Friendly Community Silver Award (Nevada’s first)Heritage Park Senior Facility LEED Gold from US Green Building CouncilRecognized as a Playful City USA for 8 years (only community in Nevada)Tree City USA designation for 24 years2015 National Institute of Senior Centers awarded Heritage Park Senior
Facility’s docent program with an Excellence Award2015 Arroyo Grande Sports Complex and Russell Road Recreation Complex
softball fields were named Best Sports Fields by the National Softball Association (NSA)
III.Physical CharacteristicsA. Geographic size of tax jurisdiction (square miles):
More than 105 square miles
B. Describe significant rivers, lakes, mountain ranges, which influence the community:Lake Las VegasLake Mead National Recreation AreaColorado RiverSloan Canyon National Conservation Area
IV. Cultural CharacteristicsA. Significant social and/or cultural factors that influence the agency's delivery of service:
The City of Henderson is adjacent to Las Vegas, a well-known international vacation destination. Although in proximity to Las Vegas, the City of Henderson has been able to blend big city amenities with small town values. People live and relocate here because of Henderson’s high quality of life, premier facilities and family-oriented atmosphere.
Henderson’s median income is above the national average. The population is well educated and tech savvy. A typical Henderson resident has a median income $64,489, attended college, is female, Caucasian, married, and age 35-44. Approximately 76 percent of program participants are ages 18 and over.
As the City of Henderson is located in the Mojave Desert, city government and residents must deal with issues related to our arid environment, including of the worst droughts in recorded history.
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1.0 - Agency Authority, Role, and Responsibility
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
Delineation of jurisdiction and authority are the foundation upon which the park and recreation agency is organized. Policy and rule-making functions and the development of procedures to implement policy create the organizational framework. The mission establishes the organizational purpose, and goals and objectives establish the strategic direction. Organization values affect how the agency through its leadership and staff relate to other governing bodies, agencies, organizations and how it incorporates input from citizens and staff.
1.1 - Source of Authority
Standard: The source of agency authority or legal basis of operation and the extent of powers shall be identified in a legal document such as the state statute, local charter, city ordinance, or park district code.
Suggested Evidence of Compliance: Provide legal citation and, if appropriate, date of resolution by local governing entity or legal authority (i.e., enabling act, support documentation, ordinance; if permissive state authority, provide charter).
Agency Evidence of Compliance: Incorporation June 17, 1953; Assembly Bill 574 – Chapter 240; Signed Assembly Bill by Secretary of State; Senate Bill 192 of the 1971; Nevada Revised Statutes – Chapter 266.261; Nevada Revised Statutes – Chapter 266.275; City of Henderson City Charter – Section 2.200; Henderson Municipal Code Chapter 2.27.010
The City of Henderson was incorporated on June 17, 1953. Through District Court, Henderson applied to become a city in 1957, and in the same year appeared in Nevada Revised Statutes (NRS) Chapter 266 for the first time. Until 1965, the city was established through NRS. In legislation of 1965, Assembly Bill 574, Chapter 240 was passed, reorganizing and reincorporating the city and ultimately establishing its charter. The Secretary of State signed Assembly Bill No. 574 on April 1, 1965.
In 1970, the legislature conducted an interim study about the many discrepancies found among Nevada cities. Senate Bill 192 of the 1971 legislature repealed and replaced former NRS Chapter 266, extensively amending many city charters. Therefore, the current citation found on the City of Henderson charter is Statutes of Nevada, 1971, Chapter 266.
Nevada Revised Statutes, Chapter 266.261 gives the city authority to acquire, improve, equip, 14
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operate and maintain, concert to, or authorize park projects. Nevada Revised Statutes Chapter 266.275 and Section 2.200 of the Henderson City Charter give the City Council authority to regulate the use of public parks, buildings, grounds, and rights-of-way and to prevent the unlawful use thereof.
According to Henderson Municipal Code, Chapter 2.27.010, the purpose of the Parks and Recreation Department is to regulate the use of city-owned and/or operated parks and park facilities in order that all persons may enjoy and make use of the parks and park facilities and to protect the assets and resources of these community properties.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.1.1 - Approving Authority/Policy Body
Standard: The agency organizational structure shall provide for one public entity responsible for policy-making functions. This entity usually has taxing power and must approve the budget; it holds title to property. It also serves an important function in providing input to improve and expand park and recreation programs, services, and facilities.
Suggested Evidence of Compliance: Provide a chart or diagram and narrative description of the organizational structure, interrelationship of organizational components and powers of authority over policy-making; show the relationship of the agency to its approving authority and provide the approving authority bylaws or charter.
Agency Evidence of Compliance: Henderson City Charter; Mayor-Council/about; City Manager Organization Chart; Nevada Revised Statutes Chapter 266; Department Organization Chart; Henderson Municipal Code, Chapter 2.27, Section 2.27.010
Incorporated in 1953, the City of Henderson has a council/manager form of government, in which an elected City Council establishes city policy and a City Manager is appointed by the City Council. The City of Henderson’s charter (Article I, Section 1.060) provides for an elected Mayor and four Council members, elected at large with staggered terms, who are
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responsible for all the city’s policy-making functions. The Mayor and City Council appoint the positions of City Manager, City Attorney, and City Clerk per Article I, Section 1.090 of City Charter.
The City Manager is responsible for the city’s policy direction, strategic planning and oversight of all departments and divisions. The current reporting structure to the City Manager includes two Assistant City Managers, Municipal Court administrator, Business Administration manager, Communications and Council Support, Finance, Intergovernmental Relations director, and Police. The Director of the Public Works, Parks and Recreation Department reports to one of the Assistant City Managers.
Public Works, Parks and Recreation Department staff design, construct and maintain city infrastructure and equipment and ensure safe and properly maintained facilities, as well as maintain and coordinate activities and events within the community at parks and recreation facilities. The department is comprised of a director and two assistant directors. Division heads report to an assigned assistant director, with the exception of Administration, which reports to the director. Department divisions include:
1. Administration2. Facilities Management 3. Infrastructure, Design and Construction4. Recreation5. Support Services
According to the Henderson City Charter – Chapter 266, Statutes of Nevada 1971 (Article II, Section 2.080), the City Council may make and pass all ordinances, resolutions and orders necessary for the municipal government and management of the affairs of the city. Article II, Section 2.110 also grants power to the City Council to control property of the “corporation” and purchase, receive, hold, sell, lease, convey and dispose of property for the benefit of the city. The city may sell or lease real property in Clark County, Nevada, acquired by the city pursuant to federal law from the United States of America according to Section 2.320. Nevada Revised Statutes (NRS) also gives authority to the City Council to control the property of the city (NRS 266.265), including parks and public grounds (NRS 266.275).
NRS 266.600 provides authority to the City Council to control city finances, appropriate money for corporate purposes, collect taxes within the city for general and special purposes, divide the city into districts for the purpose of local taxation, and collect a license fee or tax on any private business within the limits of the city and regulate it by ordinance.
Chapter 2.27, Section 2.27.010 of the Municipal Code defines the purpose of parks and recreation, which is “to regulate the use of city-owned and/or operated parks and park facilities
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in order that all persons may enjoy and make use of the parks and park facilities and to protect the assets and resources of these community properties.” Section 2.27.030 sets the rules and regulations regarding use of park, recreation facilities and trails.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.1.2 - Citizen Advisory Boards/CommitteesStandard: There shall be citizen boards/committees that are advisory to the agency and the
approving authority that appoints them. Advisory boards engage the community and serve as advocates for the advancement of programs, facilities, and services.
Suggested Evidence of Compliance: Provide list of boards/committees with membership, authority, responsibilities and duties, terms of office, meeting minutes.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 2.50 Advisory Boards; September 2, 2014 City Council Agenda; Ordinance No. 3211 ; Bicycle Advisory Committee Members; Bicycle Advisory Committee Minutes; Blue Ribbon Commission Members; Blue Ribbon Commission Minutes ; Commemorative Beautification Commission Members; Commemorative Beautification Commission Minutes; Parks and Recreation Board Members; Parks and Recreation Board Minutes; Senior Citizens Advisory Commission Members; Senior Citizens Advisory Commission Minutes
The Public Works, Parks and Recreation Department provides administrative and staff support to five of the city’s boards and commissions related to parks and recreation. Chapter 2.50 Advisory Boards in Henderson Municipal Code (HMC) was revised in its entirety and adopted by the City Council on Sept. 2, 2014, through Ordinance No. 3211. Individual chapters in HMC govern each committee, commission, and board as follows:
Bicycle Advisory Committee – Chapter 2.50.310 Blue Ribbon Commission on Educational Excellence and Youth Opportunity –
Chapter 2.50.315 Commemorative Beautification Commission – Chapter 2.50.350
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Parks and Recreation Board – Chapter 2.50.365 Senior Citizens Advisory Commission – Chapter 2.50.390
The Bicycle Advisory Committee promotes bicycling as a mode of commuter and recreational transportation within the community. The committee consists of seven citizens, six appointed by the Mayor and City Council, and one appointed by the Bicycle Advisory Group, which is comprised of city staff. Terms expire four years from the date of appointment. Our assistant director attends these meetings.
The Blue Ribbon Commission on Educational Excellence and Youth Opportunity reviews local, regional and national issues concerning excellence in education and opportunities for the development of youth in local communities and recommends the implementation and/or promotion of those approaches that show the greatest promise for the enhancement of the quality of life for all youth within the City of Henderson. The commission consists of 21 members, including students and adults. Terms of office for adult members run concurrent with the Mayor’s term of office. Terms of office for student members is for all the years the student attends high school, expiring July 31 after their final year. The Recreation superintendent or designee acts as the board liaison at meetings.
The Commemorative Beautification Commission’s (CBC) purpose is to nominate for commemoration those individuals who, through exceptional effort, have contributed in a substantial manner to the general betterment of the city and its inhabitants and to identify streets, highways, public parks and other public areas within the limits of the City of Henderson for potential beautification. The commission consists of seven members appointed by the Mayor and City Council. The CBC meets each month, and the Parks superintendent or designee acts as the board liaison.
The Parks and Recreation Board serves as an advisory board to the Public Works, Parks and Recreation Department’s senior director, City Manager, and City Council for all public park plans to determine compliance with the adopted elements of the Henderson comprehensive plan. It also makes recommendations for compliance with the intent of the parks and recreation master plan and recommends park development standards and amendments for adoption by the City Council, which address the needs of the city’s residents. Eleven citizens are appointed to this board by the Mayor and City Council, and it meets monthly. Our director and assistant director serve as board liaisons.
The Senior Citizens Advisory Commission advises and makes recommendations or reports to the City Council on subjects of particular interest to senior citizens. Such subjects may include, but are not limited to, transportation, housing, utility rates, recreation and cultural arts, employment, and other matters concerning the health, safety and welfare of senior citizens and encouraging a physically active and healthy lifestyle. The commission consists of 11 members
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appointed by the Mayor and City Council. The Recreation superintendent or designee acts as the commission liaison at its monthly meetings.
Terms of office and expirations for the Commemorative Beautification Commission, Parks and Recreation Board and Senior Citizen Advisory Commission are outlined in HMC 2.50.040. Terms are concurrent with the term of the nominating City Council member, but commission and board members may not serve longer than eight years unless two-thirds of the City Council vote to confirm the appointment or as otherwise established by ordinance.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.2 - Periodic Timetable for Review of Documents
Standard: All documents designated for periodic review shall be reviewed on a regular basis according to an established agency review schedule. For example, if the agency has determined that a document should be reviewed annually, the agency shall provide evidence that the document is reviewed annually and include a copy of the most recent annual review. Several standards in the accreditation process require that adopted plans, policies and procedures be reviewed and updated at various intervals. In those cases, the agency shall provide evidence that the document was reviewed and updates pursuant to the period specified in the standard.
Standards with a review requirement are:1.4.1 Agency Goals and Objectives1.6.1 Administrative Policies and Procedures2.4 Park and Recreation System Master Plan2.5 Strategic Plan3.4.2 Community Relations Plan3.4.3 Marketing Plan3.6 Records Management Policy and Procedures3.6.1 Records Disaster Mitigation and Recovery Plan and Procedures4.1 Personnel Policies and Procedures Manual4.1.2 Recruitment Process4.1.8 Compensation Plan
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4.3 Job Analyses for Job Descriptions4.5 Workforce Health and Wellness Program4.6.1 Employee Training and Development Program5.1.1 Comprehensive Revenue Policy6.1 Recreation Programming Plan6.2 Program Objectives6.4 Community Education for Leisure Process7.1 Parkland Acquisition Procedures7.2 Area and Facilities Development Policies and Procedures7.5 Maintenance and Operations Management Standards7.5.1 Facility Legal Requirements7.9.1 Recycling and/or Zero Waste Plan8.5 General Security Plan8.6.2 Emergency Risk Communications Plan9.1 Risk Management Policy10.4 Needs Assessment10.5.1 Recreation and Leisure Trends Analysis
Suggested evidence of compliance: Provide the agency review schedule for the document, program, policy or procedure referenced in the enumerated standards.
Agency Evidence of Compliance: Review Schedule
The city and department’s plans, programs, policies and procedures are reviewed on a regular basis as can be seen on the attached schedule. The table lists the documents, frequency of review, dates of review, and the job title of the person responsible for the document.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.2.1 - Document Approval Authority
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Standard: All documents designated for approval by the appropriate approving authority shall be approved or adopted in a manner consistent with the agency process and procedure for adoption of policies, rules, regulations, and operational procedures, except that the agency budget and park and recreation system master plan must be adopted or approved by the entity responsible for policy-making.
Standards with an adoption or approval requirement are:1.5 Vision2.3.1 Community Comprehensive Plan with Park and Recreation Component2.4 Park and Recreation System Master Plan2.5 Strategic Plan2.10 ADA Transition Plan3.4 Public Information Policy and Procedure4.4.1 Leadership Succession Procedure 5.4 Annual or Biennial Budget 8.1 Codes, Laws, and Ordinances9.1 Risk Management Policy9.1.1 Risk Management Plan and Procedures
Suggested Evidence of Compliance: Provide documentation that the agency budget and park and recreation system master plan have been duly adopted or approved by the entity responsible for policy-making and that other documents designated for approval by the appropriate approving authority have been approved in a manner consistent with the agency process and procedure for approval of policies, rules, regulations, and operational procedures.
Agency Evidence of Compliance: Strategic Plan Poster : Vision; City Council Workshop – Strategic Plan; COH Comprehensive Plan Draft 2005; Comprehensive Plan Adoption; Comprehensive Plan Update; Parks and Recreation Master Plan – 2009; Parks and Recreation Master Plan Adoption; COH 2014-2019 Strategic Plan; Strategic Plan adoption; ADA Transition Plan; ADA Transition Plan adoption; ADA Transition Plan update; Media Contact and Response Policy; General Security Plan; 2015-2016 Budget Adoption; Municipal Code changes; POL 1.3.005 Risk Management; Risk Management Plan
1.5 Vision: The Mayor and City Council adopted the city’s mission and vision statements on November 20, 2013 , as part of the overall 2014-2019 Strategic Plan.
2.3.1 Comprehensive Plan: The City Council adopted major changes and updates on February 7, 2006. An agreement for consulting services to update the Henderson Comprehensive Plan was approved at the City Council meeting on April 21, 2015 (CA-6).
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2.4 Parks and Recreation Master Plan: The City Council adopted the plan at a council meeting on April 21, 2009.
2.5 Strategic Plan: As mentioned above, the city’s 2014-2019 Strategic Plan was adopted at a City Council workshop on November 20, 2013 .
2.10 ADA Transition Plan: The city’s ADA Transition Plan was first approved in 1992 and is updated as needed. The Human Resources Department is currently updating the plan, which is scheduled to be completed within the next year. Progress made on various projects is updated as they are completed, with the last update completed in February 2016.
3.4 Public Information Policy and Procedure: The department’s Media Contact policy was revised and approved by the director on February 16, 2016. As with all other policy updates, an email was sent to all department staff.
4.4.1 Leadership Succession Procedure: The department’s General Security Plan (p. 23) addresses the chain of command in the absence of the director. The director approved the plan on February 11, 2016. 5.4 Annual Budget: The city’s budget for fiscal year 2015-2016 was adopted at a City Council meeting on May 19, 2015 (PH-30).
8.1 Codes, Laws, and Ordinances: All proposals and adoptions of new or amended codes, laws, and ordinances are regularly approved by the City Council at publicly noticed City Council meetings. Council meetings are held on the first and third Tuesdays of each month. An example of this is when changes to Henderson Municipal Code regarding the Parks and Recreation Board were approved on September 2, 2014 (UB-40).
9.1 Risk Management Policy: The Public Works, Parks and Recreation Department Policy Manual is scheduled for a regular review by the management team at least every three years or as needed. The Risk Management Policy (POL-1.3.005) was approved by the department director and risk manager on January 12, 2016.
9.1.1 Risk Management Plan and Procedures: The department’s Risk Management Plan was approved by the department director and risk manager on February 10, 2016 (p.38).
Agency Self-Review: Met Not Met
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City of Henderson
Visitor Evaluation: Met Not Met
1.3 - Jurisdiction
Standard: The specific geographical boundaries of the agency's jurisdiction shall be set forth by geographical description and map.
Suggested Evidence of Compliance: Provide a map with geographical boundaries of jurisdiction and service areas, including location of facilities identified.
Agency Evidence of Compliance: City of Henderson Boundary Map; Henderson City Charter; Council Wards; Printable Maps; Interactive Maps; Parks and Trails Interactive Map; Henderson Happenings
The City of Henderson, located just seven miles from the famed Las Vegas Strip and even fewer miles from Lake Mead, has clearly defined geographical boundaries. The Henderson City Charter, Section 1.040 Ward: Creation; boundaries , states the city must be divided into four wards with the boundaries of these wards established and changed by ordinance. The boundaries will be changed whenever the population in any ward exceeds the population in any other ward by more than 5 percent.
City Geographic Information Services (GIS) staff updates city maps and makes printable and interactive maps available on the city’s website. The program for interactive maps has the ability to map parks, trails, and amenities (basketball courts, multipurpose rooms, tennis courts, etc.). Information is also provided in the city’s Henderson Happenings publication (p. 45 of winter 2016 edition).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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1.4 - Mission
Standard: There shall be an established mission statement that defines the direction and purpose of the agency. The agency mission is the purpose or reason for the existence of the agency and establishes the long-term direction for the agency services and activities.
Suggested Evidence of Compliance: Provide the established mission statement.
Agency Evidence of Compliance: Vision, Mission, Values and Priorities; Environmental Scan Invite; Results of Environmental Scan; City Council Workshop – Strategic Plan; Current and Previous Strategic Plans; Strategic Plan Poster; Department purpose update
The City of Henderson’s mission statement is to “Provide services and resources that enhance the quality of life for those who live, learn, work and play in our city.”
The city’s culture is defined by its mission, vision and values. These elements were revised in 2013-2014 using an inclusive approach that involved elected officials, management and front-line staff. In 2013, all city employees were invited to a series of environmental scanning meetings in which they were asked what they believed to be the most urgent strategic challenges facing the city. The areas for which employees were asked for feedback were: technology; socio-demographics; political/regulatory changes and challenges; economic vitality; services/sustainability; workforce issues; quality of city programs/services; ecology/environment. Department directors took these results and used the data in the development of strategic plans for each department.
On November 20, 2013, the Mayor and City Council held a workshop to review the strategic planning package. City senior leadership and the City Council then elevated items that were multi-department oriented and long-term challenges to become components of the citywide Strategic Plan. The current Strategic Plan is for the period of FY2014-2019.
Every office and public meeting space has a poster depicting the city’s vision, mission, values and priorities. Many employees also have this information displayed on the backs of their badges.
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The city’s Public Works Department and Parks and Recreation Department merged in January 2014, with a director overseeing operations. At that time, both departments had their own purpose and vision statements. The Public Works, Parks and Recreation Department’s senior leadership team created a merged department purpose statement on October 29, 2014: “To provide premier services and sustainable infrastructure to meet the existing and future needs of our community.” In the same meeting, it was decided that the department would also adopt city’s mission and values. An email was sent to department employees on November 3, 2014.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.4.1 - Agency Goals and Objectives Standard: There shall be established, measurable goals and objectives for the agency and
for each organizational component within the agency. Such goals and objectives shall be directed toward accomplishing the agency mission, be reviewed periodically and distributed to all appropriate personnel.
Suggested Evidence of Compliance: Provide the measurable goals and objectives for each organizational component, with evidence of periodic review and distribution.
Agency Evidence of Compliance: Strategic Plan; Strategic Plan development process; Major Challenge Areas (MCAs) ; Master Plan Agenda Item; City of Henderson Parks and Recreation Master Plan (goals p. 189); IPO spreadsheet; Quarterly IPO update reminder; Annual Master Plan update; Strategic Plan Update; Strategic Plan Progress Report
The city has a Strategic Plan that was adopted in 2014. As part of the Strategic Plan development process, each department was asked to identify its major challenge areas (MCAs) and then to link performance objectives and action items for staff to those MCAs. Since 2014, the department’s MCAs have been reviewed and updated annually .
In 2009, the City Council adopted the City of Henderson Parks and Recreation Master Plan. The
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Master Plan includes short-, mid-, long-term and ongoing goals (p. 189) that staff has subsequently linked to department MCAs and thus to the city’s Strategic Plan.
For 2015 and 2016, the Public Works, Parks and Recreation Department identified five MCAs. Goals and objectives were assigned to specific divisions and sections in alignment with MCA performance objectives and action items. To provide a level of accountability, these annual objectives are incorporated into individual performance objectives (IPOs). IPOs are reviewed with staff and progress is updated quarterly. An annual update is also prepared regarding the status of the goals established in the Parks and Recreation Master Plan. Progress on the city’s Strategic Plan is distributed to staff periodically, and a final Progress Report is issued at the end of each year.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.4.2 - Personnel InvolvementStandard: The agency shall have an established process for acquiring and considering input
from personnel at various levels of the organization in the development of goals and objectives.
Suggested Evidence of Compliance: Provide examples of the methods utilized to obtain input from personnel at various levels of the organization (e.g., surveys, focus groups, etc.) and how the organization’s goals and objectives are communicated to all personnel.
Agency Evidence of Compliance: Environmental scan exercises; staff input in Master Plan process; senior staff review of Major Challenge Areas; assignment of Individual Performance Objectives; employee survey; Performance Objective worksheet; IPOs assigned to division team
We strive to continually improve in the area of internal communication and staff involvement on developing goals and objectives. A variety of mechanisms are used such as meetings, surveys and performance evaluations to engage staff at all levels.
Meetings/Focus Groups
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Development of the city’s Strategic Plan began with each division and section identifying the most important issues they saw facing them during the next year. In August 2013, all department staff were encouraged to participate in environmental scan exercises that resulted in the collection of over 5,000 topics across nine strategic categories. This is information was used to identify major challenge areas (MCAs).PROS Consulting, LLC, solicited feedback from employees for the City of Henderson Parks and Recreation Master Plan (developed in 2009). Staff input (p. 141) from focus groups helped to shape our goals and objectives for the next ten years.
Performance EvaluationsAt the start of the fiscal year, Major Challenge Areas (MCAs) are reviewed by the director, assistant directors, and division heads and updated as needed. Goals and action steps are then established and distributed for supervisors to assign to staff (p. 4) as part of their annual individual performance objectives (IPOs).
SurveysAn employee survey is conducted annually in February or March. Surveys are distributed via hard copy and electronically to all city employees. Survey results are tabulated and presented to the executive team, which is comprised of city management and directors. 2015 Employee Survey Results showed that 66 percent of employees citywide felt that their input is solicited by their departments as part of the strategic planning process and our department staff , including part-time staff, (question #13) rated this 2.78 out of 4.00.
Staff is informed of major challenge areas, strategic goals, performance objectives and IPOs in a spreadsheet prepared for each assistant director, which is then distributed and objectives assigned (highlighted green on the spreadsheet) throughout each division’s team.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.5 - Vision
Standard: The agency shall provide an adopted Vision Statement that is aspirational, far
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reaching, and states where the agency is going. It should be available to the approving authority, staff, and participants.
Suggested Evidence of Compliance: Provide evidence of adopted vision statement that is
available to the approving authority, staff, and participants.
Agency Evidence of Compliance: Vision Statement; Refinement of Vision Statement; Adoption of Vision; Posters of Vision; City of Henderson Website; Badges; Capital Improvement Plan; Speech by Mayor; Speech by Council; Purpose Statement Update; Parks and Recreation Master Plan - 2009
The city’s vision, refined by the Mayor and City Council and senior management in 2010, is “To be America’s premier community.” The current vision statement was officially adopted by the City Council on July 8, 2010 (NB-066, p. 45).
Being America’s premier community means the city strives to be the leader in delivering municipal services to the community. The vision statement is reinforced via posters displayed throughout city buildings and on the city’s website. It is reinforced to staff through training and employee badges, official documents such as the introduction for the Capital Improvement Plan (p. 4), and in speeches given by the Mayor and Council.
In addition to the vision statement, each city department has a purpose statement. With the merger of the Public Works Department and Parks and Recreation Department, a new purpose statement was approved by the director in 2014 and an email was distributed to all department staff.
Note: As mentioned above, the city’s vision statement was revised and adopted in 2009. The Parks and Recreation Master Plan prepared in April 2009, cites the city’s previous vision statement.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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1.6 - Policies, Rules, Regulations, and Operational Procedures
Standard: There shall be delegation of responsibilities for the policy-making functions of the approving authority and the administrative functions of the chief administrator and staff.
Suggested Evidence of Compliance: Show delegation of responsibilities among approving authority, chief administrator, and staff regarding development and implementation of policies, rules, regulations, and operational procedures.
Agency Evidence of Compliance: Henderson Municipal Code (HMC), Chapter 2.27; Approving Authority; Revisions to HMC; Administrative Policies; Executive Team review; Citynet screenshot of Admin policies; POL-1.1.001; Department Org Chart; Citynet screenshot of department policies; Recreation Services Manager job description; New/updated policy email
Rules and regulations regarding the use of parks and park facilities are contained in Henderson Municipal Code (HMC), Chapter 2.27. According to HMC 2.27.030 (Section B. Permission of certain activities), the director has the authority to approve certain activities (e.g., dunk tanks, hot air balloons, animal events) in a park, recreation facility, or trail. The director or their designated representative has the authority to approve after-hours parking (Section A Hours), reservations (Section C Reservations), permits for alcohol and mobile food service (Section G Food, Beverages, Alcohol.), use of personal cooking apparatus (Section Q Fires, Cooking.), sale of merchandise (Section V Sale of Merchandise.) and conducting business (Section W Conducting Business.). The assistant director overseeing parks and recreation is working with the City Attorney to make revisions to HMC Chapter 2.27, which will be forwarded to the director, city management, and eventually the City Council for approval.
Citywide policies, maintained by the Human Resources Department, are available in Administrative Policies. These policies are reviewed by the executive team and are approved by the director of Human Resources, City Attorney and City Manager. Employees may access this information on Citynet (intranet) or request a hard copy.
We have a policy in place for initiating new policies and procedures (POL-1.1.001). The policy states that staff may propose a new policy where a need exists, but their division head must approve it prior to development. A draft policy is then reviewed by the division head (refer to organization chart for designated division heads) and then discussed with senior staff (all department division heads, assistant directors and director). The procedures outlined in the policy address revisions and how to revoke a policy that is deemed no longer valid. Instructions are also included as to the format and numbering system. Procedures for standard operating procedures (SOPs) are included in the policy as are statements that staff is responsible for knowing and
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following policies and procedures.
Policy manuals are located at each work site and are available on the department’s Citynet page (intranet). Staff is responsible for knowing and following applicable policies pertaining to their job descriptions (second page). Once approved, copies of new policies are sent for distribution to all department employees and to update site copies.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
1.6.1 - Administrative Policies and Procedures Standard: There shall be policies and procedures, encompassing administrative aspects of
the organization that are kept up-to date, reviewed periodically, and made available to pertinent administrative and supervisory personnel.
Suggested Evidence of Compliance: Provide access to the agency policies and procedures, demonstrate how they are made available to personnel, and provide evidence of periodic review by the approving authority and administrators.
Agency Evidence of Compliance: COH Administrative Policy Manual; CityNet screenshot ; Admin Policy Update email; PWPR Department Policy Manual; POL-1.1.001 – Establishment of a Department Policy and SOP Manual; Email update for PWPR policies; CityNet screenshot for PWPR Policies; COH Financial Management Policy Statements; COH Financial Mgmt Policy Stmt Council Adoption; CityNet screenshot of Financial Policies; Henderson Municipal Code; Revised code agenda item; City of Henderson agenda search; COH Development Code ; COH Development Code Council Action
Public Works, Parks and Recreation Department staff have various sources for policies and procedures available to them at a citywide and departmental level.
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City of Henderson Administrative Policies: These policies are established and administered by the Human Resources Department and are available on CityNet. Policy updates are emailed to all employees.
Public Works, Parks and Recreation Department Policy Manual: These policies are established by the department’s Administrative and senior staff and updated as noted on the date of each policy. This document is scheduled for a regular review every three years (POL-1.1.001). Policies that are interrelated to other departments are co-signed by the appropriate department directors or City Attorney. Policy updates are emailed to all Public Works, Parks and Recreation employees and are available electronically on CityNet. Each manager has a hard copy manual available as well.
Financial Management Policies: These policies are established and administered by the Finance Department and are revised and adopted as needed by the City Council. The last revision was completed on November 4, 2014. All City Council actions are available to the public through the city’s website and staff may also access this information through CityNet.
City of Henderson Municipal Code: Established and administered by the City Council, these ordinances and codes govern all city operations. The code is revised and adopted as needed by the City Council. All council actions are available to the public through the city’s website .
City of Henderson Development Code: These ordinances and codes govern zoning and land use, including the development of parks and recreation facilities. The ordinances and codes are revised and adopted as needed by the City Council. The most current version of the Henderson Development Code was adopted on January 19, 2010. The entire code, as well as the latest revisions approved by the City Council, is available to the public through the city’s website under Henderson Municipal Code, Title 19.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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1.7 - Agency Relationships
Standard: There shall be ongoing liaison roles with complementary organizations, such as nearby park and recreation agencies, social service organizations, and other governmental units and regulatory bodies.
Suggested Evidence of Compliance: Provide evidence of cooperative efforts, including a list of staff with liaison responsibility. This information may be evidenced through Memoranda of Agreement, Memoranda of Understanding, Cooperative Agreements, etc.
Agency Evidence of Compliance: Matrix of agency collaboration; NRPS Executive board; NRPA national conference – meeting, staff responsibility; County Safekey site list; Las Vegas Urban League Contract; Henderson Community Foundation – website, agreement; HopeLink of Southern Nevada, Sponsored event; Open Doors, Open Schools agreement; Southern Nevada Regional Planning Coalition meeting minutes; Get Outdoors Nevada Day; Regional Open Space and Trails Work Group
The department is committed to establishing and maintaining effective channels of communication with other agencies as well as developing relationships in the spirit of cooperation for the betterment of the community. As a result, staff liaisons are assigned to collaborate with nearby park and recreation agencies, social service organizations, and other governmental units and regulatory bodies in an effort to facilitate our goals and objectives. Examples include, but are not limited to:
Local Parks and Recreation Agencies Nevada Recreation and Park Society (NRPS) is a nonprofit professional association
that promotes recreation and parks as an essential service in Nevada. We are actively involved in NRPS along with other agencies throughout Nevada. Currently, our staff members hold the positions of president-elect and vice president-south, while other staff members serve on committees for educational conferences on topics pertinent to the parks and recreation field.
National Recreation and Park Association (NRPA) held its 2015 national conference in neighboring Las Vegas. We worked closely with other local agencies as well as staff at NRPA to coordinate various aspects of the conference. Three of our staff members chaired committees; specifically the coordination of volunteers, design and implementation of a leisure park in the exhibit hall, and marketing/signage. Several others served on committees to help make the event a success.
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Before- and after-school Safekey program partners with local parks and recreation agencies (Clark County, City of Las Vegas, City of North Las Vegas, Boulder City) and the Clark County School District meet quarterly to discuss the individual operations of Safekey programs across the Las Vegas Valley and work to keep them consistent.
Social Service & Nonprofit Agencies Las Vegas Urban League –Youth Enrichment and Administration staff coordinate
financial assistance for Henderson families requesting child care. Participants wishing to enroll in our youth enrichment programs are required to apply with the Urban League before being considered for the city’s financial assistance program.
Henderson Community Foundation (Friends of Parks and Recreation Fund). To increase the ability to accept donations, the department entered into an agreement with the nonprofit foundation and created a Friend of Parks and Recreation Fund. Two of the three fund advisors are the Parks superintendent and Recreation superintendent. The third is a private citizen.
HopeLink of Southern Nevada. This Henderson based nonprofit provides a variety of services and events to low income families and individual. For many years the city has co-sponsored a back-to-school event hosted at Valley View Recreation Center.
Governmental Units, Regulatory Bodies CCSD and the City of Henderson have a cooperative agreement to exchange use of
facilities for maximum benefit to the Henderson community. Our staff liaison is the Recreation superintendent.
Southern Nevada Regional Planning Coalition (SNRPC) is governed by a ten member board appointed by various local governments from their own memberships. The coalition is responsible for developing plans for coordinated land use planning and establishing projections for population. The board may also carry out and manage strategic plan recommendations from the Nevada Strategic Planning Authority. Two Henderson City Council members serve on this committee as advocates for parks and recreation.
Regional Open Space and Trails Work Group (ROST) is a part of SNRPC (see above). Comprised of representatives from local, state and federal agency partners in Southern Nevada, the group meets monthly to work on a regional trail system, to discuss trail/open space topics, and to organize the annual Get Outdoors Nevada Day. Members from our various parks and recreation divisions hold positions on this group and work cooperatively within this multi-jurisdictional coalition.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
1.7.1 - Operational Coordination and Cooperation AgreementsStandard: There shall be established agreements with other agencies, organizations, or
individuals that entail cooperative use and maintenance of facilities, programing, facility design, land development, finances, etc.
Suggested Evidence of Compliance: Provide examples of cooperative agreements.
Agency Evidence of Compliance: Nevada Revised Statutes Chapter 407.068; Open Schools, Open Doors agreement; School district MOU; Southern Nevada Regional Planning Commission ; Henderson Seniors’ Auxiliary; River Mountains Trail Partnership; Boy Scouts of America, Las Vegas Area Council; Clear Council Law Group; SPRAT Theater Group
Our department follows Nevada Revised Statutes (NRS) guidelines for the cooperative use of facilities with other agencies, such as the Clark County School District (CCSD). Specifics for these agreements are set forth in NRS Chapter 407.068, which covers joint use, scheduling, policies and procedures, future development aspects, maintenance and operations stipulations and insurance issues.
Clark County School District (CCSD) and the city cooperate through an open schools, open doors concept. In the cooperative agreement with CCSD, we schedule all school district facilities within the city for recreation purposes. As part of the agreement, the city participates in the planning and design of future school grounds. School facilities are available for recreation scheduling outside of regular school hours. Additionally, we work cooperatively with CCSD on the routine maintenance of shared athletic fields at Thurman White Middle School, Brown Middle School and Basic High School. At each of these facilities, the city installed lights on the properties to further benefit both district and city use. A memorandum of understanding was established in conjunction with the Open Schools, Open Doors Community Access Agreement that provides CCSD swim teams designated practice space at Heritage Park Aquatic Complex in consideration for funds it provided to help build the facility.
Southern Nevada Regional Planning Coalition (SNRPC) is governed by a ten member board
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appointed by various local governments from their own memberships. The coalition is responsible for developing plans for coordinated land use planning and establishing projections for population. The board may also carry out and manage strategic plan recommendations from the Nevada Strategic Planning Authority.
Henderson Seniors’ Auxiliary, a registered 501 (c) 3, has worked with us for many years to support and sponsor programs for residents over the age of 50. This agreement includes permission for the auxiliary to use Heritage Park Senior Facility’s address as its official mailing address.
River Mountains Trail Partnership is a group of stakeholders and users that meet once a month and review trail usage along with any vandalism reports or areas that need more attention. The advisory council makes recommendations to the governing bodies on what they would like to see improved on the trail or items that they would like to see added. The agencies represented are the Bureau of Reclamation, City of Henderson, Lake Mead National Recreation Area, Railroad Pass Hotel and Casino, City of Boulder City, Regional Transportation Commission of Southern Nevada and local users. These agencies report the use of the trail and any large events that may impact the trail. The group keeps the public informed of what is happening on the trails through social media.
Boy Scouts of America, Las Vegas Area Council and the city have a written agreement to allow the scouts to use our parks, archery range, and other amenities in exchange for volunteer service projects (Eagle Scout projects) that enhance city-owned facilities and parks.
Clear Council Law Group, a Nevada corporation, coordinates with staff at Heritage Park Senior Facility to provide a monthly Free Will Friday presentation and free legal services to seniors.
SPRAT Theater Group, also a Nevada corporation, teaches seniors about movement, painting, storytelling and improv in exchange for a classroom at Heritage Park Senior Facility.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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VISITATION REPORT SUMMARY FOR
CATEGORY 1.0 - AGENCY AUTHORITY, ROLE, AND RESPONSIBILITY
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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2.0 - Planning
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
Planning activities are essential to effective agency management. Frequently, they are the responsibility of a permanent component of the agency; however, they may be performed by staff from various units or contracted to an outside professional consultant. Complex demands for services and limited public resources require that the park and recreation agency carefully research operational alternatives and plan future programs. Precise guidelines should establish the parameters of planning tasks and responsibilities. The strength of the planning unit's leadership is a major ingredient in a productive and effective planning effort. This competence may be reflected both in academic training and in prior professional experience. The chief administrator should be closely involved in the planning process. A direct relationship between planning personnel and the chief administrator enhances the ability for the planning personnel to collect data and make recommendations, and the chief administrator's ability to make informed decisions.
Strategic planning is vital to high performing organizations and involves organizational and community input to identify and come to agreement on vision, mission, and values that support and guide the systems, structures, and strategies as a framework for organizational progress to achieve results.
These standards examine the types of planning necessary for administrators to efficiently and effectively manage both day-to-day and long-term operations of a park and recreation agency.
2.1 - Overall Planning Function within Agency
Standard: The agency shall have planning functions with established responsibilities, including at least one staff member or consultant with planning capability.
Suggested Evidence of Compliance: Provide the responsibilities and functions of the planning entity. Provide resumes of training and experience for staff and/or consultants who have planning capabilities.
Agency Evidence of Compliance: Job Descriptions – Assistant Director, Park Project Manager, Park Planners; Staff Review minutes; Resumes – Park Project Manager, Park Planners, Planner
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II; Development Application
Our assistant directors, park project manager and park planners all have major responsibility for planning within the department and through collaboration with consultants and other agencies. The Community Development & Services Department meets regularly with our Park Planning section to discuss parks and recreation planning. Park Planning works very closely with neighborhoods, businesses, developers and residents throughout Henderson in planning for future development.
The Park Planning section has one park project manager, park planners, and a planner II. Their responsibilities include the acquisition, planning, design and construction of all neighborhood and community parks, sports fields, trails, preserves and streetscapes. Additionally, Park Planning reviews all new development application submitted through the Community Development & Services Department. This includes annexations, master-planned communities, subdivisions and commercial projects.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.2 - Involvement in Local Planning
Standard: The agency shall be involved in local planning, e.g. comprehensive planning, strategic planning, and capital improvement planning by reviewing development proposals, monitoring the decisions of planning and zoning boards or commissions and participating on task forces and committees that will impact parks and recreation services within the jurisdiction.
Suggested Evidence of Compliance: Demonstrate the role of the agency in local planning through personnel assignments and documentation of involvement, e.g. minutes, agendas, and cooperative agreements.
Agency Evidence of Compliance: City of Henderson Capital Improvement Plan (CIP); CIP process; City of Henderson, Open Space and Trails Plan; Collaboration on Open Space and
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Trails Plan; City of Henderson, Compreh e nsive Plan ; Henderson Strong; Questionnaires; Henderson Strong staff involvement; City of Henderson Parks and Recreation Master Plan; Planning Commission staff involvement; Bureau of Land Management staff involvement; Communication with the BLM; Parks and Recreation board liaison; Commemorative Beautification Commission liaison; Blue Ribbon Commission liaison; Senior Citizens Advisory Commission liaison; Inspirada agreement; Inspirada trail connections; Cadence meeting notes; Union Village status report
The department is heavily involved in local planning through multiple planning processes, including working closely with many boards and commissions. This active participation provides us with the opportunity to address issues affecting our communities such as recreation, resource management, sustainability and overall quality of life. The extent of participation varies from long-term commitments such as advisory positions to informal meetings. Following are some examples of our involvement in local planning.
City Planning The City of Henderson Capital Improvement Plan (CIP) is a citywide process and
requires collaboration from multiple departments, including the Public Works, Parks and Recreation Department. The plan contains a list of projects, descriptions, financial information, related projects, and justifications for planned capital projects over the next five years. These projects include LEED certified buildings, water conservation plans, parks, trails and more. Our director serves as the department representative (see cover page).
The City of Henderson, Open Space and Trails Plan was developed through coordination and collaboration between the Parks and Recreation and Community Development & Services Departments. The city worked with Clark County, Bureau of Land Management and the Bureau of Reclamation to assist with continuity of open spaces and connectivity of trail systems. The plan identifies areas within the city for nature preserves, natural areas, streetscapes, medians, homeowners’ association lands, community parks, neighborhood parks, and sports complexes. Since the adoption of the document, five of twelve landmark projects have been constructed or improved upon. Three more are in a pre-planning phase.
City of Henderson, Comprehensive Plan was developed by the City Council, Citizens Advisory Committee, city staff, and plan update forum participants. The plan highlights areas in which Henderson aims to build a stronger community. The focus is divided into five different themes: balanced land uses, quality development, integrated desert environment, connected places, and arts and culture. The city is currently in the process of updating the comprehensive plan, called Henderson Strong, with the Community
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Development & Services Department taking the lead. Initial meetings with staff, along with questionnaires , have been completed our staff. Henderson Strong is at special events to get as much public input as possible. An updated Comprehensive Plan is scheduled for completion in August 2017. Our assistant director serves as the department representative.
The City of Henderson Parks and Recreation Master Plan represents a comprehensive approach to addressing the needs of the community for parks, recreation facilities, programs and maintenance. An assistant director serves as our department representative.
The City of Henderson Planning Commission was created by ordinance in 1969. It consists of seven members, one appointed by each City Council member, and three appointed by the Mayor. Their terms run concurrent with the Council member who appointed them. This commission oversees the approval or denial of all projects and the conditions placed upon them by the city. Staff from our Park Planning division attend these meetings to ensure the nature of the department’s conditions is understood by the Planning Commission. We participate in reviewing all city proposed planning and development projects. The Park Planning project manager serves as the board liaison.
Southern Nevada Public Land Management Act (SNPLMA). As the Bureau of Land Management (BLM) sells off public land, monies from these sales are set aside for funding projects within Southern Nevada’s public lands. We work collaboratively with staff from other departments on these projects: Community Development & Services Department to select and submit applications for projects, Finance Department for the tracking and reporting of federal funds for each project, and our Public Works staff for construction and inspection of projects. Communication with the BLM continues through the entire project with the city providing quarterly progress updates. The Park Planning project manager serves as the department representative.
Parks and Recreation Boards and Commissions The City of Henderson Parks and Recreation Board serves as the advisory board to
the director, City Manager, and City Council for all public park plans and recommends park development standards. The assistant director serves as the board liaison.
Commemorative Beautification Commission (CBC) nominates for recognition residents who have substantially contributed to the beauty of the city, and develops plans for the beautification of streets, highways, public parks, and other public areas within city limits. The CBC meets each month, and the Parks superintendent or designee acts as the board liaison.
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Blue Ribbon Commission on Educational Excellence and Youth Opportunities reviews local, regional, and national issues concerning excellence in education and opportunities for the development of youth in local communities, and recommends the implementation or promotion of those approaches that show the greatest promise for the enhancement of the quality of life for all youth within the city. The commission meets each month and the Recreation superintendent or designee acts as the board liaison.
Senior Citizens Advisory Commission (SCAC) makes recommendations to the City Council on subjects of interest to senior citizens and others similarly situated. The SCAC meets each month. The Recreation superintendent or designee acts as the commission liaison.
Non-Governmental Service Providers/Developer Turnkey Parks Inspirada. The city partnered with Inspirada Builders for the development of multiple
parks in the Inspirada master-planned community. The city’s Residential Construction Tax was exempted for Inspirada to develop area parks and trail improvements. Inspirada has completed the construction of four parks along with trail connections as of 2015, and ownership was turned over to the city. Approximately three more parks are anticipated to be constructed prior to final master-plan buildout.
Cadence . The City of Henderson partnered with The LandWell Company for the development of multiple parks within the Cadence master-planned community. As with Inspirada, the city’s Residential Construction Tax was exempted for Cadence to develop area parks and trail improvements. Cadence will build based on the number of approved building permits. Once the parks are built, Cadence will turn them over to the city to maintain. Nine parks expected to be constructed at buildout.
Union Village (#5.1-5.4). The City of Henderson partnered with Union Village for the development of trails, a trailhead, and a park within the Union Village master plan. The city’s Residential Construction Tax was exempted for Union Village to develop the park, trailhead, and trail improvements. Union Village will build the amenities based on the number of approved building permits. Once the facilities are built, Union Village will turn them over to the city to maintain.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
2.3 - Planning with Regional, State, and Federal Agencies
Standard: The agency shall have a working relationship with the regional, state, and federal agencies to ensure the coordination of planning efforts that affect the delivery of parks and recreation services within the jurisdiction.
Suggested Evidence of Compliance: Define the role of agency personnel and documentation of involvement (minutes, agendas, cooperative agreements) in regional, state, and federal agencies planning.
Agency Evidence of Compliance: Southern Nevada Regional Planning Coalition (SNRPC); SNRPC Board; Nevada Strategic Planning Authority; SNRPC Board minutes; Regional Open Space and Trails Work Group (ROST); ROST meeting notes; Regional Transportation Commission of Southern Nevada (RTC); Meeting notes – Trail collaboration; Partnership with CCSD to renovate tennis courts; Open Schools, Open Doors community access agreement; State of Nevada, Department of Health and Human Services, Division of Public and Behavioral Health; licensed child care email correspondence; Out of School Time Quality Standards Committee; Nevada Recreation and Parks Society; NRPS committee members ; Bureau of Land Management (BLM); 2016 land sale auction; National Recreation and Park Association; national conference committee
We work with numerous regional, state and federal agencies to enhance and impact planning efforts in the City of Henderson. A few examples are listed below.
Regional AgenciesWe work with several regional planning groups and have staff members attending regular meetings (when applicable) to represent the city and to provide input.
Southern Nevada Regional Planning Coalition (SNRPC) is governed by a ten member board appointed by various local governments from their own memberships. The coalition is responsible for developing plans for coordinated land use planning and establishing projections for population. The board may also carry out and manage strategic plan recommendations from the Nevada Strategic Planning Authority. Two Henderson City Council members serve as advocates for parks and recreation on this committee.
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Regional Open Space and Trails Work Group (ROST) is a part of SNRPC (see above). Comprised of representatives from local, state and federal agency partners, the work group meets monthly to discuss the progression of a regional trail system and related trail/open space topics. The committee works to ensure trails within the City of Henderson are connecting to the larger regional trail system while also conforming to the current City of Henderson Master Bicycle and Trails Plan. Members from multiple parks and recreation divisions hold positions on this group and work cooperatively within this multi-jurisdictional coalition.
Regional Transportation Commission of Southern Nevada (RTC) and Clark County. The city coordinated with Clark County and the RTC as part of the Southwest Valley Trail Connection Work Group. This work group developed a set of evaluation criteria by which preferred alignments of the southwest valley trail connection were determined.
Clark County School District (CCSD) and department staff work together to assist in the planning of future school locations. Our Park Planning division extracts the dedication of school sites as part of the development process and works with CCSD regarding the renovation of city facilities on CCSD property (e.g., tennis court conversion to pickleball courts). We have a long-standing cooperative agreement with CCSD for the exchange of public facility usage. Our Recreation superintendent is the liaison for joint use of city and CCSD facilities.
State Agencies State of Nevada, Department of Health and Human Services, Division of Public and
Behavioral Health The state is working with local providers of licensed child care programs to address and make recommendations regarding the Nevada Administrative Code, Services and Facilities for Care of Children. Since our ABC, Etc. is a preschool program licensed through the state, our preschool administrator attends the work group to make recommendations on staffing requirements and other issues.
In 2011, the state legislature passed Assembly Bill (AB) 362, which gave school-age out-of-school time (OST) programs temporary exemption from child care licensing. A task force was created to prescribe standards and make recommendations concerning licensing of OST programs. Three of our staff members participated in the meetings to provide feedback on standards and recommendations that would impact our day camps and after-school programs. In 2014, the Recreation superintendent (p. 7) also served on the OST Quality Standards Committee to create an assessment tool, which gives staff the ability to evaluate programs and identify opportunities for growth.
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Nevada Recreation and Park Society (NRPS) . The purpose of this nonprofit professional association is to promote recreation and parks as an essential service in Nevada. We are very actively involved in NRPS and encourage staff at all levels to participate. Currently, our staff members hold the positions of president-elect and vice president-south, while other staff members serve on committees for educational conferences on topics pertinent to the parks and recreation field.
Federal and National Agencies Bureau of Land Management (BLM) The City of Henderson coordinated with the BLM
on the 2016 land sale auction. The city reviewed parcels recommended for sale by the BLM, provided feedback based on planned public facilities, including park and recreation facilities, and recommended parcels of land for nomination. As the BLM sells off public lands, monies from these sales are set aside for the funding of projects within the Las Vegas Valley’s public lands through the Southern Nevada Public Land Management Act (SNPLMA). The City of Henderson, along with other local jurisdictions, submits applications for funding approval to the BLM. Our Park Planning manager serves as the liaison to the BLM for these projects.
National Recreation and Park Association (NRPA) held its 2015 national conference in neighboring Las Vegas. We worked closely with other local agencies and NRPA staff to coordinate various aspects of the conference. Three of our staff members chaired committees, including the coordination of volunteers, design and implementation of a leisure park in the exhibit hall, and marketing/signage. Several others served on committees to help make this event a success.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.3.1 - Community Comprehensive Plan with Park and Recreation Component
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Standard: The jurisdiction with land use authority within which the agency operates shall have a comprehensive plan adopted by the governing authority that dictates public policy in terms of transportation, utilities, public facilities, land use, recreation, and housing. In some jurisdictions the comprehensive plan is called the general plan or the land use plan. Zoning for the jurisdiction is based upon the comprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or recreation component that discusses how the jurisdiction intends to meet the needs for parkland and public recreation facilities in concert with other land use priorities.
Suggested Evidence of Compliance: Provide the current plan, with date of official approval.
Agency Evidence of Compliance: City of Henderson Comprehensive Plan; Council Minutes December 2014; Henderson Strong; City of Henderson Parks and Recreation Master Plan; Open Space and Trails Plan; West Henderson Land Use Plan
The city has a comprehensive plan that was adopted in February 2006; revisions were made in June 2014, and adopted by the City Council in December 2014. Revisions included updates to the West Henderson Land Use Plan (PH-35 and PH-37) and Chapter 7, sub-area plans (PH-36). The comprehensive plan provides guidance on transportation, utilities, public facilities, land use, recreation, and housing. It also includes a component for park and recreation facilities (Chapter 4-7) and a map for future land use (p.61). The plan is currently in the process of being updated in its entirety through the Henderson Strong initiative.
Proposed developments within the city are given parkland requirements, which calls for 5.5 acres per 1,000 residents—the standard stated in our City of Henderson Parks and Recreation Master Plan (Chapter 7, p.185).
These documents, along with the Open Space and Trails Plan and the West Henderson Land Use Plan, provide the framework for future parks, trails and recreation facilities.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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2.4 - Park and Recreation System Master Plan
Standard: The agency shall have a comprehensive park and recreation system plan that provides recommendations for provision of facilities, programs and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and affected agencies, organizations, and groups shall be engaged in the planning process.
Suggested Evidence of Compliance: Provide the current plan with documentation of official approval; describe update process; and describe a phased implementation program with linkage to the agency's capital improvement budget. The system master plan shall include:
a. Agency mission (1.4);b. Agency objectives (1.4.1);c. Recreation and leisure trends analysis (10.5.1);d. Needs assessment (10.4);e. Community inventory (10.5.2); andf. Level of service standards (10.3.1).
Agency Evidence of Compliance: Henderson Parks and Recreation Master Plan; Master Plan adoption agenda item; Annual update; Trends report; Example of mapped amenities
The City of Henderson Parks and Recreation Master Plan was adopted by the City Council on April 21, 2009. Elements of that plan were incorporated into the city’s Comprehensive Plan. Examples include the goal of having 5.5 acres of parks per 1,000 residents (p. 22) and the need to increase the availability of walking and biking trails in the city’s central, southwest, and northeast regions (p. 28).
The annual update process for the master plan includes reviewing the eight major themes and providing information on the accomplishments and future plans for each. The update is then accepted by the director or their designee. We are currently discussing the possibility of updating the master plan within the next two years, pending funding availability.
A phased approach (p. 189) to accomplish goals of the master plan include short-, mid-, long-term, and ongoing goals. The timeframes are:
Short term – to be accomplished between July 2009 and June 2012 Midterm – to be accomplished between July 2012 and June 2015
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Long term – to be accomplished between July 2016 and June 2019 Ongoing – repeated on an annual basis during the entire time period.
The Capital Improvement Plan (p. 183) is mentioned in the master plan so that a listing of future capital needs, ongoing reinvestments in existing infrastructure, and a listing of new facilities is included. The City Council and staff were involved in a priority ranking of five areas, which include infrastructure/reinvestment, neighborhood/community parks, recreation centers, west side sports facility and a signature park.
The following elements are also included in the plan:
Agency Mission – The master plan includes the city’s vision statement and the department’s purpose statements at the time the plan was adopted (p. 187). These have since been updated but are still aligned with the plan.
Agency Objectives – The final section of the plan outlines themes, initiatives and goals (p. 188) to ensure successful plan deployment. Themes and associated initiatives include:
1. Maintain Infrastructure and Provide Safety and Security Ensure funding for ongoing maintenance Develop park maintenance best practices Maintain infrastructure Reduce vandalism costs Increase safety and security
2. Increase Land Standards Increase community park land acres Increase land acquisitions and standards Maintain active and non-programmable balance
3. Alignment With Community Needs Expand and develop core programs Increase and improve programming space Increase household participation rate
4. Renovate and Expand Expand facilities and amenities according to community needs Develop ongoing renovation programs for existing facilities Further develop marketing plan
5. Enhance Quality and Service Demand Develop customer satisfaction system Build on service excellence and reduce service variation Develop customer requirements
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Increase alternative revenue Refine pricing Develop strategy for ongoing operational resources Establish cost recovery goals
7. Operational Excellence Develop sustainable practices Build effectiveness through documented processes and standards Measure organizational performance Drive innovation
8. Improve Culture Increase cultural survey ratings Improve service training Improve internal communication Develop Enhance employee competencies
Recreation and Leisure Trends Analysis – The demographics and trends information (p. 42) for the master plan were developed by the Environmental System Research Institute and American Sports Data. Trends data include population growth by detailed age segments and gender (p. 43-48) and a recreation and sports trends report.
Needs Assessment – A program needs assessment (p. 139) was conducted during the master plan process and provided a prioritized list of recreation program needs for our residents. A facility needs assessment (p. 114) was also part of the process, which evaluated both quantitative data from a statistically valid survey and qualitative data from focus group meetings, key leader interviews and public forums.
Community Inventory - Service area maps (p.103) were included in the master plan to assess the distribution of parks and recreation services across the city’s boundaries. Service area maps were developed for major assets such as various types of parks, sport courts, trails, dog parks, aquatic facilities and recreation centers. Beyond master plan efforts, the city’s GIS staff maps certain amenities (e.g., pickleball courts) in the surrounding area to aid in our planning efforts.
Level of Service Standards – The master plan consultant evaluated park facility standards (p. 99) using a combination of resources from NRPA guidelines, recreation activity participation rates reported by American Sports Data (as it applied to activities that occur in the United States and in the Henderson area), community and stakeholder input, findings from the prioritized needs assessment report, and general observations
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made by the consultant. A facility standard Matrix (p. 101) for types of parks, outdoor amenities, and recreation facilities illustrates additional facilities or amenities needed for the estimated population in 2018.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.5 - Strategic Plan
Standard: An agency shall have a strategic plan, approved by the approving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period of time, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable to demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization. The strategic plan is a tool to implement the Parks and Recreation System Master Plan.
Suggested Evidence of Compliance: Provide the agency's strategic plan, date of approval by approving authority, evidence of last review, and indicate progress being made in implementing the plan.
Agency Evidence of Compliance: City Strategic Plan; Past and present strategic plans; Strategic Plan Workshop agenda; Strategic Plan progress report; Major Challenge Areas; Individual Performance Objectives; Parks and Recreation Master Plan; Review of Master Plan
The City of Henderson updates its Strategic Plan every few of years. The most current plan (2014-2019) supports the city’s priorities and initiatives while charting a course that provides direction and focus, and serves as a mechanism to assess and measure the city’s progress toward addressing its strategic issues. An infrastructure management and reinvestment program is a key feature of the Strategic Plan that will focus on infrastructure including parks, trails, city facilities, and roads to maintain the quality of life for current and future residents alike.
On November 20, 2013, the City Council hosted a workshop to review the strategic planning
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package. Senior leadership and the City Council then elevated items that were multi-department oriented and long-term challenges to become components of the citywide Strategic Plan. A progress report was completed in 2015.
The Strategic Plan plays an important role in the identification of major challenge areas (MCAs) for our department, which are then addressed in annual Individual Performance Objectives (IPOs) for managers. For example, a priority in the Strategic Plan is to look at maturing neighborhoods. Major challenge areas with maturing neighborhoods include balanced land use and street design guidelines.
The City of Henderson Parks and Recreation Master Plan represents a comprehensive approach to addressing the needs of the community for parks, recreation facilities, programs and maintenance. The master plan supports the city’s commitment to infrastructure (p. 190) as outlined in the Strategic Plan. The Strategic Plan specifically states the importance of quality parks, trails, and city facilities such as recreation centers to maintain the quality of life for current and future residents. A review of the master plan’s initiatives and goals is conducted on an annual basis.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.6 - Feasibility Studies
Standard: Studies shall be conducted to determine the feasibility of proposed facilities.
Suggested Evidence of Compliance: Provide examples of recent feasibility studies such as market, cost benefit, site, transportation, environmental and economic analyses.
Agency Evidence of Compliance: West Henderson Land Use Plan Update; I-215 Preliminary Engineering Report; Complete Streets Evaluation Process in the City of Henderson; McCullough Hills Environmental Assessment
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We actively use feasibility studies to research, investigate, and provide answers to the development and operation of public recreation facilities. Consultant services are primarily used to address the unique issues inherent with different projects. Each development project has been analyzed through consultants and with overview by city staff for market and cost analyses, environmental, site, program capability, transportation, and cost benefits.
West Henderson Land Use Plan Update – Adopted December 2014The planning process for the West Henderson Land Use Plan update included data collection and analysis, establishing a vision and goals, strategic choices, and strategies and implementation methods. The area considered West Henderson is mainly vacant and was identified as an important growth area. The need to plan for the area was important, and the update reflects current market conditions (2.10) and creates an environment supportive of growth, quality of life, and economic sustainability. Guiding principles for the project are economic development (2.3), housing, transportation (2.29), infrastructure, and parks, recreation, open space and trails (2.35).
I-215 Preliminary Engineering Report – December 2014The I-215 Engineering report provides information for improvements along an existing sewer maintenance access road. The report includes information on existing conditions (p. 2), and provides recommendations for improvements to provide a safe and complete trail. Within the recommendations are proposed elements that are required in order to provide safe public access. The report includes recommendations for trail crossings at roadways (p. 9) and cost estimates (p. 16) for proposed elements. Additional options are included in the event future opportunities arise.
Complete Streets Evaluation Process in the City of Henderson – May 2014The Complete Streets Evaluation Process was completed to provide an evaluation process for streets that could be candidates for complete streets. The study provides the information to identify and assess corridors for implementation. It was not dedicated to new projects; information was included to pinpoint methods for identifying those existing roadway networks for possible conversion. The objective is to provide a process to establish best practices guidelines. The report includes best practices (chapter 2), benefits (5-1), and concept development and costs (chapter 6).
McCullough Hills Trail Environmental Assessment – January 2012The city completed a necessary environmental study for McCullough Hills Trail due to its location within Sloan Canyon National Conservation Area. The purpose of the study is to provide an overview of the project and affected environment (p. 39) to determine if there are any environmental (p. 71) or cultural effects (p. 84) due to trail construction. If such elements were to be found, the study provides mitigation measures (p. 97).
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.7 - Site Plans
Standard: There shall be site plans to guide the use of existing and the development of future areas and facilities. A site plan is a depiction of a park site of that is drawn to scale and delineates features such as building and facility locations, roads and trails, use areas and utility easements.
Suggested Evidence of Compliance: Provide a representative sampling of the agency’s area and facility site plans.
Agency Evidence of Compliance: NRS Statutes 278.160 - Master Site Plans ; Biweekly review; Master Plans – McCullough Vista Park, I-215 Trail, Inspirada master-planned community, Cadence Central Park
We develop a master site plan for all parks, trails, open space and facilities. Each master site plan must be developed in accordance with the standards set forth in Nevada Revised Statutes, Chapter 278.160--Master Site Plans. The master plan shows standards including, but not limited to, a recreation and open space element, which must include a recreation plan showing a comprehensive system of recreation areas, including, without limitation, natural reservations, parks, parkways, trails, reserved riverbank strips, beaches, playgrounds and other recreation areas and, when practicable, the locations and proposed development thereof.
Master site plans are used to identify programming, opportunities and constraints, needs, and environmental impacts. Our Park Planning and Operations Engineering, and Quality Control divisions meet biweekly to review current and upcoming projects, which include parks, trails, open space and master-planned areas. In these meetings, all aspects of park design from
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conceptual and construction techniques to turnover and closeout requirements are discussed.
The following are the most recently developed master site plans: McCullough Vista Park 1-215 Trail Inspirada master-planned community- Capriola, Potenza, and Aventura Parks Cadence master-planned community- Central Park
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.8 - Historical and Cultural Resource Management Plans
Standard: Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction’s comprehensive plan or the agency’s park and recreation system master plan.
Suggested Evidence of Compliance: Provide the historical and cultural plan(s).
Agency Evidence of Compliance: The City of Henderson Comprehensive Plan; Update to Comprehensive Plan; City of Henderson Historical Preservation Plan; Agreement between COH and State Historic Preservation Office; City of Henderson Development Code – 19.9.3; Sloan Canyon National Conservation Area Open House; City of Henderson Open Space Plan (p.24); Sloan Canyon Petroglyphs; Wickiup Image; Wickiup Interpretive signage
We consider resource management planning to be a key component in the development and maintenance of park and recreation facilities. Some sources for historical and cultural resource management planning include:
The City of Henderson Comprehensive Plan . This plan highlights principles for quality development (p. 28, Chapter 3, Principle 8). One of these principles states that neighborhoods that have cultural, architectural or historical significance shall
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be preserved. Also included in the plan are three principles supporting and developing public spaces and parks for arts and culture (p. 44, Chapter 6, Principal 1-3). The city is in the process of updating its Comprehensive Plan, which is scheduled to be completed in 2017.
City of Henderson Historical Preservation Plan – The city was incorporated in 1953. During its 60th anniversary celebration in 2013, a process began to develop a plan to identify significant historic resources. A map included in the plan identifies properties constructed prior to 1970 (by decades starting with the 1920s). On June 16, 2015 (CA-5), the City Council approved an agreement with the State Historic Preservation Office to develop phase I of a Historic Resources Survey Plan. The plan will help create the framework necessary to make decisions related to historically significant places and structures. It will be accomplished in two phases over a two-year period. Phase I consists of research and community outreach to complete the citywide historic context. The expected completion date of phase I is June 2016. Phase II consists of the actual development of the plan and conducting an intensive survey of identified areas. The results of the Historic Resources Survey Plan should be the basis for the local historic register and for incorporating preservation strategies for identified resources worthy of preservation into municipal planning, land use and development process, if necessary.
City of Henderson Development Code. The city recognizes the need to encourage the preservation of natural features and historic landmarks as outlined in Chapter 19.9.3 Resource Preservation (p.5).
Sloan Canyon National Conservation Area. We participated with numerous other government agencies to partner in the preservation of a 48,000-acre national conservation area. This area has many historical and culturally sensitive features (p. 24), including Native American petroglyphs.
Whitney Mesa Recreational Area – Wickiups The indigenous and nomadic people who lived and moved through the Whitney Mesa area constructed different dwellings depending on the season and permanency of their stay. To acknowledge the history and culture of these people, staff incorporated wickiups into the park’s features along with interpretative signage.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
2.9 - Community Involvement
Standard: The agency shall include community involvement in the planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individuals (i.e., all cultures, ages, and abilities) and local, regional, and national non-governmental community organizations, agencies, businesses, and service providers such as the Red Cross, Sierra Club, Trust for Public Land, YMCA/YWCA, Boys and Girls Club, and local foundations and employers are afforded opportunities for input.
Suggested Evidence of Compliance: Describe how the diverse interests (community organizations, businesses and individuals) of the community were involved in the planning process.
Agency Evidence of Compliance: Parks and Recreation Board; Bicycle Advisory Committee; Bicycle Advisory Committee goals; BMX stakeholder meeting; Site visit with Ricardo Laguna; Letter of support from Outside Las Vegas; Red Cross Shelter Fundamentals; Trust for Public Land coordination; Trust for Public Land Assessment; Henderson Seniors’ Auxiliary coordination; Veterans Conservation Corps collaboration; Project GREEN; Project GREEN request; Business Impact Letter; Customer feedback; Inspirada master-planned community; Inspirada park requirements; Resident information; Monthly updates to residents; Parks and Recreation Master Plan; Contact Henderson; Park and Open Space Amenities Survey; Feedback on amenities; Community Assessment; Program evaluations; Pricing study feedback
The City of Henderson has been recognized as one of the fastest-growing communities in the nation. As this growth is expected to continue, we value the importance of community involvement and input. Input is encouraged from residents of all cultures, ages and abilities through surveys, the public meeting process, interviews, focus groups and social media. The city works also with various community organizations, businesses and individuals. A few examples include: Community Organizations
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The Parks and Recreation Board reviews and comments on all plans for parks/trails/recreational facility development in the community. The board also represents the community, voicing its interests and needs to the city.
The Bicycle Advisory Committee is comprised of community members and city staff with the purpose of promoting the use of bicycles as a viable commuter option and to promote recreational riding. The goals established by the Bicycle Advisory Committee help shape the city by focusing on specific aspects of planning such as trail connectivity or increased involvement by the local business community.
We frequently solicit input from users and professionals with specific expertise in the types of facilities or parks being planned. For example, professional BMX bike rider and MTV television personality Ricardo Laguna and other members of the BMX community were consulted on the development of the BMX Track at Whitney Mesa Recreation Area. Laguna was also recently contacted to consult on the existing BMX track at Arroyo Grande.
The city coordinates with local and regional organizations for many park and trail planning efforts. An example includes input and recommendations of support from the Outside Las Vegas Foundation for the emergency mile marker program being established on city trails to ensure safety and consistency with future trails valley wide.
The city also completed staff trainings and emergency management exercises with the American Red Cross for plans on operating an emergency shelter.
The Trust for Public Land's Park Score index is the most comprehensive rating system ever developed to measure how well the 75 largest U.S. cities are meeting the need for parks. Henderson ranked #19 based on park acreage, facilities and investment and access.
We work with the Henderson Seniors’ Auxiliary on planning efforts for senior programming. One example includes monthly liaison meetings with the auxiliary’s executive board and Heritage Park Senior Facility staff.
The city worked with the Veterans Conservation Corp s in the planning of Summit Trail, which has the highest elevation of all trails in our jurisdiction. Veterans Conservation Corps developed schedules, participated in planning meetings, provided input on alignment and constructed much of the trail.
The City of Henderson's Project GREEN (Green Valley Ecology, Environment and Nature), is a 2.5-mile habitat restoration project located between Arroyo Grande Boulevard and Pecos Road along the Pittman Wash. Funded primarily by federal and state grants and donations,
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Project GREEN is dependent on volunteers, community organizations, and sponsors for the design, development, and long-term maintenance of the project. Volunteers recently provided input that changed the course of a major flood project from being a concrete lined channel to a naturalized drainage way with native plantings.
Businesses A business impact letter for facility rentals was sent in May 2015 to area businesses using
city facilities. Responses were used in staff recommendations (phased increases over three years) to the City Council.
The city works closely with the development community in the planning of parks and trails, such as the Inspirada master-planned community. As the community was planned, a development agreement and a park agreement were established as the framework for park requirements. Unique to this community were agreements on the management of an Inspirada-owned swimming pool in a new city park.
Individuals Park and trail planning projects include public review and input through neighborhood
meetings and focus groups. The city also keeps residents informed about park construction projects in their neighborhoods, including providing monthly updates to very active neighborhoods.
Development of the department’s master plan incorporated public meetings, interviews, an online survey and focus groups (p. 11).
The city’s Contact Henderson customer relationship management system solicits ongoing feedback from citizens about any topic related to the City of Henderson.
As part of the Downtown Investment Strategy resident outreach, a park and open space amenities survey gave the community the opportunity to provide feedback on preferred amenities to incorporate into Downtown Henderson. As a result, a master plan identifying open space and park amenities to meet the public’s needs tied for first place as the most important investment strategy. The master plan is now being developed.
A recent community assessment survey sent to Henderson residents provided the following results: 98 percent of residents responding were satisfied with the maintenance of city parks and recreation facilities, and 95 percent were satisfied with the quality of parks and recreation programs and classes.
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Every session, program evaluations and surveys are collected and used to evaluate classes, facilities and staff training.
The department underwent a comprehensive review of its parks and recreation program pricing structure and invited the public to provide feedback and share opinions. In all, 55,286 emails were sent out to users of our services and programs, and signs inviting feedback were posted at our facilities. We received 170 responses over a four-week comment period.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
2.10 - ADA Transition Plan
Standard: The agency shall develop and adopt a phased plan for the removal of barriers at existing recreation facilities, parks, and amenities owned or operated by the agency, pursuant to the requirements of the US Department of Justice Title II regulation issued September 14, 2010 and effective March 15, 2011.
Suggested Evidence of Compliance: Submit minutes of the approving authority meeting approving the transition plan, or a copy of the plan noting the dates and times when plan tasks were completed.
Agency Evidence of Compliance: Facilities transition plan; Parks transition plan; Council approval of plan; Transition worksheets; Consultant report; Meeting minutes; Standardized Design Guidelines; Park survey worksheet
The City of Henderson’s ADA Transition Plans for facilities and parks are currently being reviewed and were originally approved in 1992. The Risk Management division of the Human Resources Department tracks transition worksheets for recreation centers, which identify issues, recommended corrections/modifications and list dates of finalized actions. The city hired a consultant to check the compliance of various recreation and pool facilities. After receiving the consultant’s report, we met to discuss the consultant’s recommendations, which were then added to that facility’s worksheet.
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Per our Standardized Design Guidelines, the Park Planning section ensure all designs for play facilities (p. 25), play equipment (p. 26) and park amenities (p. 29) meet ADA regulations. The city’s senior liability/compliance analyst and Parks staff surveyed park locations and made notations to be used in updating worksheets.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 2.0 - PLANNING
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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3.0 – Organization and Administration
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
The organizational structure provides alignment of responsibility and delegation of authority to enable the agency to carry out its mission. The roles, responsibilities and structure should be clearly understood by staff and the public.
Administrative reporting systems provide management information on the activities of the agency. Properly designed administrative reports will reflect comparative data and trends on activities. An effective administrative reporting system ensures communications throughout the chain of command.
Public information, community relations, and marketing are complementary functions within the agency. The functions overlap because they all deal with an organization’s relationships and employ similar communication tools. While they have the same ultimate purpose of helping assure an organization’s success, the purpose of each differs and each approaches the task from a different perspective.
To operate effectively, a park and recreation agency must have the support of its community. An agency can obtain such support by informing the public and news media of events that affect the lives of citizens in the community. By providing the news media and the community with information on agency administration and operations, a relationship of mutual trust, cooperation, and respect can be maintained.
An agency should make use of the many community organizations that exist in its jurisdiction and establish relationships with them. The park and recreation agency should play an active role in organizing community groups where they do not exist. By establishing such links with the community, the park and recreation agency learns of issues, needs, and opportunities and responds to them before they become problems. A well-organized community relations effort can act as an effective means of eliciting public support and can serve to identify problems in the making.
Effective market research, planning, product and program development, strategies, and objectives for delivering demand-driven, high quality programs and services contribute to successful park and recreation operations. Marketing is a process for accomplishing agency mission and objectives by developing, pricing, making accessible, and providing accurate and timely information about recreational opportunities that satisfy the wants/desires of target markets.
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All park and recreation agencies perform certain marketing functions; the scope of their work however, depends on their size and mandate. Among the functions are user inquiry, development of an agency marketing philosophy and marketing plan, and development of operational procedures and policy guidelines to implement that philosophy. The complexities of marketing and related research functions require that all agency staff be appropriately educated about marketing and its application across functions.
3.1 - Organizational Structure
Standard: The agency shall establish a staff organizational structure that reflects its methods of operation, its relationship to the community, and the relationships among the different organization components.
Suggested Evidence of Compliance: Provide a chart showing the agency’s organizational structure, interrelationships among organizational components, and the function of each component. Organizational components are the major subdivisions of the organization, e.g. departments and divisions. Indicate how this information is made available to staff and the public.
Agency Evidence of Compliance: Org chart with positions; Department organizational chart; Org chart on city website; Organizational restructure memo; Group email; City Manager Organizational Chart; Email to staff on assignment changes; Org chart on Intranet
In January 2014, the City of Henderson Parks and Recreation Department merged with the Public Works Department. This new department became known as the Public Works, Parks and Recreation Department. It has two assistant directors, one of whom oversees Recreation, Parks and Facilities Management divisions. The other assistant director is assigned the Infrastructure Design and Construction and Support Services divisions. The Administrative division reports to the director. An organizational chart reflecting divisions and sections of the department is posted on the city’s website.
The merge was part of an overall citywide effort to streamline services and to create functional efficiencies that would benefit employees and members of the public using our services. Organizational components within the department had to be evaluated because of the new organizational structure. A memo from the senior director was prepared for consideration by the city’s Critical Position and Critical Review Committee. Once changes were approved, an email was sent by the director to all department staff regarding the new organizational structure.
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As a result of the merge, a new organizational structure was developed based on a hierarchical approach that shows the relationship of the department to other inter-city agencies. The City Manager Organization Chart , posted on the city’s website, illustrates that the City Manager reports to the Mayor and City Council. The Public Works, Parks and Recreation Department’s director reports to one of two Assistant City Managers as does other departments, including Community Development and Services, Cultural Arts and Tourism, and Economic Development and Redevelopment.
Organizational structural and assignment changes are made available to staff through group email s followed by updates to the organizational chart, which is available to staff on CityNet, our intranet site (also known as SharePoint).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.2 - Administrative Offices
Standard: The agency administrative offices shall be accessible to the public and staff. There shall be administrative, meeting and storage space, and equipment adequate to perform the agency's functions and responsibilities.
Suggested Evidence of Compliance: Provide documentation that describes the types of office space and administrative equipment used by the agency and how access is provided to the staff and the public.
Agency Evidence of Compliance: Photos of Administrative Offices; City of Henderson Space Assignment Guidelines; SOP 2.4.004 Technology Assignments by Position
Our administrative offices are located insid3 Henderson City Hall on the third floor. These offices and administration staff are fully accessible by the public during city business hours, which are Monday through Thursday 7:30 a.m.-5:30 p.m. This office space consists of a public lobby and waiting area, private offices, open workstations, copy/file rooms, conference rooms and a break room.
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The private office areas behind the public lobby are accessible by city staff via secured door access controls. Two conference rooms are directly accessed through this public lobby and via the staff office area for employees to meet privately with members of the public if necessary. All of these areas are fully compliant to the adopted ADA accessible requirements.
The City of Henderson Space Assignment Guidelines document was created in 1998 during the design of the City Hall expansion and renovation project and it continues to be used for all office and cubicle standards on all capital building projects.
The department follows standard operating procedure (SOP) 2.4.004 Technology Assignments by Position when assigning and tracking technology equipment. In addition, the following standard office equipment is available for all employees:
ComputersCisco phonesXerox machinesFax machinesOverhead projectorsAudio visual/remote VCR/DVD pull cartsPaper cutter/trimmer
Electric staplersHeavy-duty staplersElectric 3-hole punchesHeavy-duty 3-hole punchersDocuSeal laminatorDolliesPaper shredderComb binding machine
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.2.1 - Support ServicesStandard: Sufficient and appropriate equipment, technology, clerical and administrative
staff shall be provided to enable the professional staff to perform their appropriate functions.
Suggested Evidence of Compliance: Describe the equipment, technology, and services used to support professional staff.
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Agency Evidence of Compliance: Department org chart; Tech Services; Software training; Help Desk; Assigned budget analyst (p. 5); Outlook; PBX system; Technology equipment
Our staff is supported by administrative personnel in each area who work closely with professional employees to enhance and augment their responsibilities and functions. Examples of these full-time positions include administrative assistants, analysts, accounting clerk, Human Resources staff, and training specialist who provide a wide variety of operations support including, but not limited to, training, payroll, vendor payments, personnel items, answering phones, analyzing data, coordinating contracts, etc.
In addition, we have a Tech Services section (Administration division) that supports professional staff in all technical areas including registration software (RecTrac) and Asset Management software (Maximo). This division also supports staff on computer and phone issues. The city’s Department of Information Technology provides training on major software and technical support (Help Desk) for problems that are beyond the technical expertise of staff.
We receive additional support from the Finance Department for grants, purchasing, and budget transfers, etc. We work with an assigned budget analyst (p. 5) to prepare needed documents and information.
All staff has access to computers and city electronic mail (Outlook) is also available for effective communication within and outside the organization. City telephones are equipped with a PBX system, and key staff has access to cell phones as deemed necessary by their job duties.
All staff is provided with technological equipment including desktop computers, iPads, etc. and the budget to purchase office supplies and equipment necessary to perform their supporting roles.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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3.3 - Internal Communication
Standard: A communication system shall be established to ensure the accurate and timely transfer of internal information among staff.
Suggested Evidence of Compliance: Provide a communication matrix illustrating how internal communications are managed by the agency.
Agency Evidence of Compliance: Marketing and Community Relations Plan; Communication Matrix; Staff minutes emailed and posted; Assistant City Managers Report emailed and posted; City Manager’s video; City employee newsletter; Contact Henderson
Internal communications systems are important. Our objective is to keep internal customers aware of key aspects of city and department operations, and to ensure the effective, timely and accurate transmission of critical information.
The various media used to transmit information internally are listed in the Marketing and Community Relations Plan for Parks and Recreation Services’ Communication Matrix and include, but are not limited to, the following:
Staff meeting minutes (emailed and posted) Assistant City Manager’s report (emailed and posted) City Manager videos (City’s intranet) City employee newsletter (City’s intranet and hard copies) Customer relations management software – Contact Henderson (internal activity notes)
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.4 - Public Information Policy and Procedure65
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Standard: The agency shall have approved policies that govern what information shall be released, when it should be released, and by whom it should be released and that demonstrate the agency’s commitment to inform the community and news media of events involving the agency.
Suggested Evidence of Compliance: Provide the written statement of policy and procedure, indicating approval by the proper authority.
Agency Evidence of Compliance: Marketing and Community Relations Plan; Media Policy POL-1.5.004; Online News Release Archive; Media coverage
The City of Henderson’s leaders view effective public information, marketing and community relations as a priority. The Communications & Council Support office (CCSO), which resides in the City Manager’s Office, oversees communication functions for the city as a whole and coordinates communication for all departments.
We take a strategic approach to public information through our Marketing and Community Relations Plan for Parks and Recreation Services (p. 9). Our policy for media contact and response (POL-1.5.004) states that all public relations and media activities should be coordinated with CCSO. Staff who are contacted by the media are to immediately contact their assigned public information officer as soon as possible so they can coordinate a prompt reply. Copies of current new releases are accessible to the public on the city’s website. A summary of city-related media coverage from the prior day is emailed daily to city leadership and department managers.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.4.1 - Public Information and Community Relations Responsibility Standard: A specific position in the agency shall be designated to direct the public
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information and community relations functions. The position serves as a point of control for information dissemination to the community and the media. The intent of the standard is to establish the authority and responsibility for developing and coordinating the agency's community relations function in an identifiable position.
Suggested Evidence of Compliance: Provide the position description that reflects responsibilities for public information and community relations functions.
Agency Evidence of Compliance: Public Information Officer; PIO Assignments
The public information officer is responsible for developing, managing and disseminating public information as well as the management of community relations, media relations and marketing functions for the department.
Our department is assigned two public information officers from the Communications and Council Support Office. These two positions are responsible for our strategic marketing and promotions efforts including, but not limited to:
Administration of a citywide strategic marketing and public relations program that effectively promotes parks, facilities, services, programs and events to all residents and patrons outside city limits who turn to us for their recreation needs
Coordination of all print, radio and television media coverage Serving as our public information officer and spokesperson Maintaining 250+ department-specific pages on the city’s website Coordinating all messaging (e.g., programs, closures due to maintenance, etc.) Serving as a liaison to the Communications and Council Support Office Assisting in the planning of ground breakings and grand opening celebrations for new
parks and facilities Developing 360-degree views of parks to promote picnic and facility rentals Branding programs and opportunities to enhance reach Creating banners and displays in facilities Managing the city’s social media assets
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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3.4.2 - Community Relations PlanStandard: The agency shall have an established community relations plan that identifies
and addresses community needs for all segments of its service population, which is evaluated periodically for effectiveness.
Suggested Evidence of Compliance: Provide the community relations plan and latest evaluation. The community relations plan shall address the following:
a. Community relations policies for the agency;b. Process and procedure for establishing contact with community organizations
and other community groups; c. Training needs for staff and community.
The community relations plan and marketing plan is often included in a single document.
Agency Evidence of Compliance: Marketing and Community Relations Plans for Parks and Recreation Services; 2015 Community Assessment Survey
Our community relations plan is included within our Marketing and Community Relations Plan for Parks and Recreation Services, which was reviewed and updated in January 2016. This section of the plan identifies and addresses needs from all segments and demographics of the community. It highlights key community organizations within our jurisdiction with which relationships have been established. Fostering positive relationships enables us to identify, address and meet community needs and provides opportunities to find solutions to needs before they become obstacles. The plan also outlines our community relations policy (p. 17), public input process (p. 5), and training and staff development (p. 19) opportunities and processes.
The 2015 Community Assessment Survey was mailed to residents across the city in November 2014. This survey determines satisfaction levels and service priorities for city services. Of the residents surveyed who had an opinion, 99 percent indicated that they were satisfied with Henderson as a place to live, 84 percent were satisfied with the accessibility and openness of public information and 81 percent were satisfied with the availability of information about programs and services.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
3.4.3 - Marketing PlanStandard: The agency shall have an established marketing plan, based on market research
that is evaluated periodically for effectiveness. The fundamental principle of marketing is to gain an understanding of customer needs, wants, concerns and behaviors. The marketing plan addresses the appropriate mix of communications tools to promote agency programs, facilities, events and services and to provide accurate, timely and useful information to the various segments of the target audience.
Suggested Evidence of Compliance: Provide the plan and latest evaluation. The plan shall include:
a. Marketing objectives;b. Situation assessment, to include:
1. Examination of demographic trends2. Economic climate
c. Market coverage by alternative providers;d. Segmentation, targeting, and positioning;e. Marketing mix; f. Marketing methodsg. Evaluation criteria and methods.
Research is important to support segmentation, targeting, and positioning. Common evaluation methods include surveys, focus groups, customer comment cards, and mystery shopping.
Agency Evidence of Compliance: Marketing and Community Relations Plan for Parks and Recreation Services; eHappenings report
The Marketing and Community Relations Plan for Parks and Recreation Services outlines marketing objectives (p. 5); situation assessment, including target audience and demographics (p. 6); market coverage by alternative providers (p. 7); segmentation, targeting, and positioning (Marketing Plan and Social Media – p. 10); marketing mix and methods (p. 8); and evaluation methods (reports – Appendix). The plan is reviewed and approved annually.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
3.4.3.1 - Marketing ResponsibilityStandard: A specific position shall be designated to direct the marketing function.
Marketing functions shall be the responsibility of a permanent position of the agency that works closely with all agency units in developing, coordinating, and implementing the agency marketing plan.
Suggested Evidence of Compliance: Provide the position description that includes responsibility
for marketing.
Agency Evidence of Compliance: Public Information Officer job description; Communication Business Partners by Department list
The Communications and Council Support Offices Public Information & Marketing section manages all marketing, public relations and communication efforts for the city. Public information officers are assigned to various departments with responsibility for developing, implementing and executing public information, community relations, media relations, crisis communications, marketing and communication plans. Two public information officers are assigned to parks and recreation sections. Additional staff provides assistance in supporting marketing efforts, including graphic artists.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.5 - Utilization of Technology
Standard: Technology shall be used to enable the agency to operate more efficiently and 70
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effectively. The agency should research and apply such resources progressively.
Suggested Evidence of Compliance: Provide examples of progressive adoption, upgrade, installation, and/or use of technology. Examples could include but are not limited to communications and security systems, energy and records management systems, data management and sharing systems, lighting and irrigation systems, work orders and work assignment applications, financial systems, and class registration systems.
Agency Evidence of Compliance: Contact Henderson; Cell phones; Microsoft office; CityNet; Facebook; Twitter; MailChimp; Millenium; Maximo; Maxicom; GIS; SVC Strantrol Virtual Controller; Stranco CO2 Control System; Peoplesoft; CIPAce; Contract Management; Vermont Systems’ RecTrac
We utilizes multiple technology-based information systems to manage and collect data; administer programs; filter, determine, and record activity levels for park and recreation programs; and assist staff in performing processes that support the healthy operations of the department. Technology-based programs used include, but are not limited to, the following:
Communications Contact Henderson is a customer relations management software that tracks work
orders and customer inquiries. Cell phones are issued to designated positions for increased communication efficiency. Microsoft Office products and CityNet (intranet site also known as SharePoint)
information portal are used throughout the department. The majority of our employees have email addresses to increase internal electronic communication.
Facebook and Twitter are social media networking and presence applications used by Public Information and Marketing to enhance our presence on the Web, promote events, and engage customers.
MailChimp is a mail contact management system that enables Public Information and Marketing to send electronic campaigns as needed and one electronic newsletter monthly (e-Happenings) to more than 50,000 people who have opted to receive such information. MailChimp enables us to track how many people open each campaign, how many click the links and how many forward the newsletter to another person.
Security Millennium is a control system used to manage access to many city facilities. Employees
scan their programmed ID badges in front of a reader and punch their security codes to gain access the facility and/or certain areas of the facility.
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Facility Management & Work Orders Maximo is a comprehensive solution for managing physical assets on a common
platform in asset-intensive industries. It offers built-in mobile access, out-of-the box mapping, crew management and analytical insight.
MAXICOM is comprised of a network of components that monitor, update, and adjust irrigation schedules for each site based on environmental factors. This automated irrigation and meter reading system can also generate status reports on water consumption.
GIS is a system designed to capture, store, manipulate, analyze, manage, and present all types of spatial and geographical data.
SVC Strantrol Virtual Controller is a Windows-based software used for remote control and monitoring of Strantrol chemical controllers in our pools.
Stranco CO2 Control System is used to control the pH balance to maximize the life of our pools by using carbon dioxide. This system results in less maintenance and increased safety.
Financials, Human Resources & Contracts PeopleSoft includes financial and Human Resources components, and is accessible by
most staff, allowing for quick access to financial and Human Resources records, such as time sheets.
CIPAce software controls all the information on capital improvement projects. Contract Management Tracking System (CMTS) is used citywide for a centralized
approach to managing bid and contract information. The system is organized into four distinct modules: bids, contracts, reports and administration. It has increased knowledge of and access to data, increased opportunities for joint contracts through knowledge of other contracts, decreased the number of redundant contracts, and decreased the number of databases tracking bid and contract information.
Class Registration Vermont Systems’ RecTrac is a computerized database system that handles all activity
registrations (including online), facility reservations, pass management, point of sale and cash register functions, and household financial transactions.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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3.5.1 - Management Information Systems Standard: The Agency shall have management information systems that can produce
reliable statistical and data summaries of agency activities, such as daily, monthly, and annual reports for use in management decision-making. The reports shall provide comparative data and statistics.
Suggested Evidence of Compliance: Provide examples of recent statistical and data summaries and describe their use in management decision-making.
Agency Evidence of Compliance: Participation reports; Daily revenue reports; Human resources records; Revenue report; Expenditure report; Monthly Financial Status Reports; Annual Budget report; Annual Financial report; Monthly Financial Status Report; Contact Henderson reports; Maxicom reports; OSHA reportable safety performances; Cannon Cochran Management Services, Inc (CCMSI)
Various statistical and data reports help our team to make decisions related to their operations. They include, but are not limited to, participation, financial, customer relations, water use, and safety.
Reports are submitted each month from every section/division. The Recreation division sections submit monthly participation reports that break down enrollment for all classes and activities by activity category. Vermont Systems’ RecTrac, the computerized registration program we use, produces daily revenue reports that are submitted to the Finance Department to reconcile bank deposits.
We generate monthly reports using the online database system PeopleSoft, which includes a financial and Human Resources component and is accessible by most staff, allowing for quick access to financial and Human Resources records. Data from PeopleSoft is used to create revenue and expenditure reports to monitor financial information.
We receive monthly financial status reports covering citywide finances. Other financial documents include annual budget and annual financial reports. Our Administrative section generates a monthly financial status report showing how our department uses special funds not including General Fund accounts.
We also use the Contact Henderson customer relations management software to receive customer
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inquiries. The program enables us to run reports for similar cases (tags), activity summary (frequently asked questions), average response time, and others.
The Parks staff uses Maxicom, an automated irrigation system and meter reading system, to generate status reports on water consumption and to make adjustments as needed to irrigation schedules.
Monthly senior staff meetings are held to discuss operations and OSHA reportable safety performances. The information is used to minimize workplace risks, lower costs of occupational injuries, increase productivity and remain in compliance with associated laws. The Risk Management division of the Human Resources Department uses Cannon Cochran Management Services, Inc. (CCMSI) to enter claims and the Fire Department’s Emergency Management/Safety division accesses information on CCMSI’s iCE (claims analysis and reporting tool) for reporting.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.6 - Records Management Policy and Procedures
Standard: The agency shall have established policy and procedures for control, maintenance, and retention of records that are periodically reviewed. Records management policies and procedures address retention, disposal, access, disclosure and distribution of documents, including freedom of information requests, and they must be consistent with legal requirements.
Suggested Evidence of Compliance: Provide records management policy and procedures and a copy of the most recent review.
Agency Evidence of Compliance: Nevada Revised Statutes, Chapter 239; Henderson Municipal Code, Chapter 2.47; Parks and Recreation retention schedule; Public Works retention schedule; Records Directives; Records Operating Procedures
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Nevada Revised Statutes Chapter 239 and Henderson Municipal Code Chapter 2.47 contain requirements on records management. Chapter 2.47 notes the Records division of the City Clerk’s Office shall establish, maintain, and operate a record center for storing and receiving records for all city offices pending their disposition in a manner prescribed by law.
Our records retention schedule for parks and recreation was last reviewed in February 2013 and the public works schedule in April 2015. We follow established city records directives and records operating procedures, which are updated by the City Clerk’s Office as noted.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
3.6.1 - Records Disaster Mitigation and Recovery Plan and ProceduresStandard: There shall be an established records disaster mitigation and recovery plan and
procedures that are periodically reviewed for protecting records, storing them and recovering critical information after a disaster.
Suggested Evidence of Compliance: Provide the records disaster mitigation and recovery plan and procedures and a copy of the most recent review.
Agency Evidence of Compliance: Records Emergency Action Plan; Essential records master list
Our department follows the city’s Records Emergency Action Plan , which was last updated by the City Clerk in July 2013. This plan identifies critical documents associated with the department, archived formats, retention duration, priority rankings, stored location, backup locations and prevention/mitigation strategies.
The plan address steps to protect records (p. 7) and response procedures (p. 19) in case of fire, water damage, earthquakes or other disasters. In case of an emergency, a response team with contact information, duties, and backup staff are designated in the plan (p. 11).
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 3.0 – ORGANIZATION AND ADMINISTRATION
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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4.0 - Human Resources
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
To produce the level of quality that customers have come to expect, organizations must employ qualified employees. Qualified personnel bring to the organization the knowledge, skills, and abilities in specialized areas that are needed to design and deliver the benefits that customers seek from recreation and park experiences. Organizations that employ quality individuals who are capable of packaging and delivering experiences can attract and retain a strong and satisfied customer base; organizations that compromise on hiring quality may face difficulties in remaining competitive.
Employing qualified individuals is not only one of the most important functions of recreation, park, and leisure services organizations; it is also one of the most expensive. Generally, more than half of the operational expenditures of recreation and park organizations are allocated to personnel salaries and benefits. Considering the vital importance of hiring quality employees and the associated expense, it is essential for management to have a working knowledge of the principles, practices, and procedures for employing personnel in the recreation, park, and leisure services field. A well-prepared personnel policies and procedures manual provide a consistent road map for human resources decision making as well as standardized procedures. The development of a personnel policies and procedures manual may include a systematic and comprehensive outline of how the organization administers the policies and procedures for both the professional and non-professional employees, fair employment practices, and how it communicates to all employees the specific expectations of employment and finally, how the organization deals with complaints, grievances, and morale problems.
4.1 - Personnel Policies and Procedures Manual
Standard: There shall be established policies that are reviewed periodically and govern the administration of personnel procedures for both professional and nonprofessional employees. The personnel policies and procedures manual shall be available to each employee, as appropriate to the position.
Suggested Evidence of Compliance: Provide the personnel policies and procedures manual and the date of latest review. The personnel practices shall include procedures for:
a. Selection, hiring, and dismissal;b. Benefits including retirement, insurance, leaves, and other benefits;c. Salary schedule;
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d. Incentive system; ande. Staff development program.
Agency Evidence of Compliance: City of Henderson Administrative Policies and Employee Guidelines; City of Henderson Civil Service Rules; Teamsters Local 14 Blue Collar, Clerical/Technical and Supervisory contracts; Parks and Recreation Department Policy ; Non-represented employee compensation philosophy ; Training calendar for all employees ; Training offers email; OSHA 10 Training
The city has established personnel practices including procedures for selection, hiring and dismissal, retirement, hospitalization, annual leave, vacation, other benefits, increment policy, salary schedule, incentive system and staff development programs.
City of Henderson Administrative Policies and Employee Guidelines, City of Henderson Civil Service Rules, Teamsters Local 14 Blue Collar, Clerical/Technical and Supervisory contracts and Parks and Recreation Department Policy govern the administration of various personnel. The above referenced documents are reviewed on a periodic basis. If changes, updates or written revisions are made, the information is reformatted, signed and the review date is updated.
The city has implemented a performance-based incentive system called Halogen, which ties an employee’s job duties to their department’s MCAs and tracks the each employee’s progress quarterly. At the end of each fiscal year, an annual employee appraisal occurs and employees are incentivized based on their progress throughout the year and whether the progress exceeds expectations, meets expectations, or needs improvement.
The city also has STEP (Safety, Teamwork, Excellence, Professionalism) awards, which are peer-to-peer awards given when exemplary performance of STEP is recognized.
Staff development is conducted at the city and department levels. A training calendar managed by Human Resources is on Citynet for all staff and is updated regularly. Our department also has a training specialist on staff to provide job specific training. Examples include OSHA 10 and OSHA 30 training.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met78
City of Henderson
4.1.1 - Code of Ethics Standard: There must be an established statement of ethical principles for agency
personnel that provide a clear understanding of ethical responsibility involving issues as related to the park and recreation system, business dealings with other entities, interrelationships with other organizations and agencies, and interactions with participants.
Suggested Evidence of Compliance: Provide the code of ethics.
Agency Evidence of Compliance: NRS 281A – Ethics in Government; Henderson Municipal Code 2.40.020 - Ethical Standards for City Employees; City of Henderson Administrative Policy A-06 - Ethics; City of Henderson Administrative Policy B-13 – Solicitation of Donations; POL-1.2.002 Employee Code of Conduct; POL-1.2.004 Part-Time Staff Performance and Disciplinary Process; POL – 1.2.001 Acceptance of Unsolicited Gifts and Bequests; Part-Time Staff Orientation Manual; Coaches’ Code of Ethics
City of Henderson public employees are governed overall by NRS 281A – Ethics in Government , which establishes a code of ethical standards to govern the conduct of public officers and employees.
Henderson Municipal Code 2.40.020 establishes a city Ethics Committee that consists of the Mayo Pro Tem, City Manager, City Attorney and the director of Human Resources. The committee ensures that state ethical standards are applied in public service to the city, a process is provided by which public servants may identify and resolve ethical issues, and public confidence and trust in the integrity of public servants is promoted.
The city has established Ethics and Solicitation of Donations administrative policies. Through these policies, staff has a clear understanding of their responsibility as it relates to the city; department; business dealings with other entities; inter-relationships with other organizations, agencies, and participants; and the handling of donations.
In addition, we have several policies specifically related to ethical behavior, including POL-1.2.002 Employee Code of Conduct, POL-1.2.004 Part-Time Staff Performance and Disciplinary Process and POL – 1.2.001 Acceptance of Unsolicited Gifts and Bequests. These policies outline compliance standards and disciplinary consequences that hold employees to ethical conduct in
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the workplace. They cover a range of subjects that include, but are not limited to: stealing, falsification of data, insubordination, violence, attitude, and acceptance of gifts and the solicitation of donations.
We developed a code of conduct for part-time, temporary and seasonal employees, which is included in the Part-Time Staff Orientation Manual.
Volunteer coaches must abide by a Coaches’ Code of Ethics set forth by the National Youth Sports Coaches Association (NYSCA).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.1.1 - Staff Acceptance of Gifts and GratuitiesStandard: The agency shall have an established policy for the acceptance of gifts and
gratuities by staff members.
Suggested Evidence of Compliance: Provide the policy on acceptance of gifts and gratuities by staff members.
Agency Evidence of Compliance: Henderson Municipal Code 2.40.040 – Prohibited conduct and gifts; Department Policy POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests
City of Henderson employees are governed by HMC 2.40.040 Prohibited Conduct and Gifts , which establishes guidelines for the acceptance of gifts, services, favors, employment, emoluments or economic opportunities by public servants. We established department policy POL-1.2.001 on the Acceptance of Unsolicited Gifts and Bequests. It provides guidelines for the acceptance of unsolicited contributions to expand funding sources to meet current and future community needs and to fulfill the department’s mission.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.2 - Recruitment ProcessStandard: There shall be a comprehensive recruitment process to attract qualified
personnel that is based upon established recruitment procedures with specific recruitment objectives that are reviewed periodically. It is understood that in certain cases an agency is required to handle its personnel through a state or local civil service merit system, and is, therefore, linked to that system in the recruitment of its park and recreation personnel. Agencies are obligated to comply with all applicable statutes and policy statements.
Suggested Evidence of Compliance: Provide recruitment procedures, recruitment objectives, and last review.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 6 – Civil Service Rules; Department Policy POL-5.1.005 Part Time/Seasonal Employees New Hires, Promotions, Transfers and Separations; Teamsters Local No. 14 Blue Collar Labor Agreement; Teamsters Local No. 14 Clerical-Technical Agreement; Teamsters Local No. 14 Supervisors Labor Agreement; HR Executive Steering Committee Critical Position Justification Form; HR Executive Steering Committee; Blanket approval; Job Announcement and Advertising Checklist; Local colleges; National associations; H.I.R.E; Transfer and promotional opportunities; City-published user guides
The recruitment process follows the applicable rules and regulations outlined in the Civil Service Rules Chapter 6.04 , City of Henderson administrative policies and workplace practices, Public Works, Parks and Recreation policies and procedures and the terms outlined in any applicable labor agreements. (Teamsters Local No. 14 Blue Collar Labor Agreement; Teamsters Local No. 14 Clerical-Technical Agreement; Teamsters Local No. 14 Supervisors Labor Agreement).
In 2008, the city established a review process to fill vacated positions. Department managers and/or supervisors are required to submit a critical position justification form to the H R Executive Steering Committee when a vacancy is critical enough to the city that they believe it should be opened for recruitment. It should be noted that certain positions have “blanket
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approval” and do not require approval through this process. Requests are presented to the committee for approval by the appropriate division liaison and/or Human Resources business partner at a regularly scheduled committee meeting.
The city uses a variety of recruitment methods to attract qualified personnel, including its online application system, postings on the city’s social media sites, posting in local colleges and national association websites, and hosting and attending job fairs to recruit part-time employees and to ensure a large and diverse candidate pool for vacancies.
Prospective employees may apply online through H.I.R.E, the city’s online application system, which is a web-based platform powered by NeoGov software. The city also uses H.I.R.E. for transfer and promotional opportunities. This system tracks and manages all applicant and recruiting data throughout each step in the recruitment process. Assistance for internal and external users is offered through city-published user guides and online support from NeoGov.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.3 - Equal Opportunity Employment and Workforce Diversity Standard: There shall be an established policy regarding diversity with evidence of
implementation that assures equal opportunities for employment, promotion, and equity in employment working conditions and that complies with the American Disabilities Act.
Suggested Evidence of Compliance: Provide the equal opportunity and workforce diversity policy and show evidence of implementation.
Agency Evidence of Compliance: Henderson Municipal Code, Chapter 6.01.050 – Equal Opportunity Policy; City of Henderson Administrative Policy A-02 Equal Employment
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Opportunity; CityNet Screenshot; Equal Employment Opportunity and Workforce Diversity Update; City Demographics; Coastal Online Workplace Diversity Training; Coastal training curriculum; onboarding program; Department’s Part-Time Staff Orientation Manual
Henderson Municipal Code chapter 6.01.050 states that the city is an equal opportunity employer and makes employment decisions on the basis of merit. In accordance with applicable law, the city prohibits discrimination based on race, color, religion, sex, pregnancy, age, national origin or ancestry, disability, veteran status, sexual orientation, status as HIV positive, genetic information, gender identity and expression, or any other consideration protected by federal, state or local laws. All such discrimination is prohibited. The city's commitment to equal opportunity employment applies to all persons involved in the operations of the city and prohibits discrimination by any employee or agent of the city.
The city’s Equal Opportunity Policy was approved, adopted, and implemented in 1993. An update to these documents, the Equal Employment Opportunity and Workforce Diversity Policy, was approved and implemented in 2009 and in 2016. Administrative policies are available to all employees via the CityNet, the City’s intranet .
The city strives to achieve the ultimate goal of workplace diversity through recruiting and retaining a diverse workforce that reflects the population and socioeconomic circumstances of Henderson’s citizens. In accordance with policy, a variety of job search locations and strategies are used to recruit minority and female qualified individuals.
Full-time employees are required to complete diversity/eeo/sexual harassment training through the internal Coastal training curriculum every three years, and part-time employees (new and returning) are required to attend our department’s processing and onboarding program , which provides information on, but not limited to, the topics of diversity and harassment as well as an introduction and review to the Part-time Staff Orientation Manual. The manual includes information about city policies, clarifies staff expectations, and provides for disciplinary actions for those in found to be in violation of policies.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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4.1.4 - Selection ProcessStandard: There shall be comprehensive procedures for hiring personnel. The agency
shall also have a role in determination of skills and the personal attributes required for positions.
Suggested Evidence of Compliance: Provide selection process procedures and evidence that procedures are being followed. The procedures shall include information about the purpose, development, validity, utility, fairness, adverse impact, administration, scoring, and interpretation of all elements used in the selection process.
Agency Evidence of Compliance: Henderson Municipal Code/City of Henderson Civil Service Rules Chapter 6.04 – Recruitment, Assessment and Appointment; Department Policy POL-5.1.005 Part-time Seasonal Employees: New Hires, Promotions, Transfers and Separations; Teamsters Local No. 14 Blue Collar Labor Agreement; Teamsters Local No. 14 Clerical-Technical Agreement; Teamsters Local No. 14 Supervisors Labor Agreement; HR Department Job Announcement and Advertising Checklist; NeoGov Requisitions Critical Part-Time Position Request Procedure; Five Easy Steps to H.I.R.E; Guide to Reviewing Applications for Subject Matter Experts (SMEs); How to Create a Requisition; Human Resources New Hire Checklist
The City of Henderson follows applicable Civil Service Rules, City of Henderson administrative policies and workplace practices, Department Policy POL-5.1.005 Part-Time Seasonal Employees: New Hires, Promotions, Transfers and Separations, and the terms outlined in any applicable labor agreement to ensure a fair and effective selection process. The city and unions comply with all federal, state and local laws and executive orders pertaining to non-discrimination and equal employment opportunities. Employment with the city is at the sole discretion of the city.
All candidates are required to complete an application package for every vacancy, voluntary promotion and/or voluntary transfer and are evaluated on the information supplied in their applications and supplemental material, if required. Only the best qualified candidates are invited to participate further in the assessment process. Candidates may be given any combination of written, oral, physical agility or performance skills tests in accordance with applicable federal and state laws and standards. The purpose of the assessment process is to create a valid eligibility list from which vacancies may be filled. A hiring authority may elect to interview any candidate on an eligibility list. Resources assist hiring authorities through the process, including NeoGov Requisitions Critical Part-Time Position Request Procedure; Five Easy Steps to H.I.R.E; Guide to Reviewing Applications for Subject Matter Experts (SMEs); How to Create a Requisition.
Candidates who have been invited to participate in an assessment process may be disqualified if
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they fail to be on time for the scheduled assessment and fail to provide advance notification with sufficient justification (exceptions may be made for emergency situations as determined by the Human Resources Department); fail to follow instructions; have made a false statement or omission of any material fact, or attempted to or practiced any deception or fraud in the application process; and/or have exhibited dishonesty during any part of the assessment process. Upon completing the assessment process, candidates are ranked in descending order according to their overall performance. The candidate's performance during the assessment process, previous work experience, if applicable, and the results of individual selection interviews form the basis for the selection of a successful candidate.
Employment offers, whether to an internal or external candidates, are contingent upon the successful completion of a background review process, which may include, but is not limited to, a criminal background check, DMV records review, reference checks, credit check, drug screening, and physical and/or psychological examination (if required for the position). Applicants are provided with a copy of the background information if an offer of employment is rescinded along with instructions on adverse action. Refer to Standard 4.1.5 for background investigation standards and information.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.5 - Background Investigation Standard: The agency process for hiring personnel shall include procedures for a national
background investigation prior to appointment, including verification of a candidate's qualifying credentials, review of a candidate's civil and criminal record, particular attention to drug and child/adult-abuse records, and driving record for employees assigned to operate motor vehicles.
Suggested Evidence of Compliance: Provide the background investigation procedures and examples of background checks completed.
Agency Evidence of Compliance: Henderson Municipal Code 6.04.050 - Selection and Appointment of Employment; State of Nevada Employer Request for Child Abuse & Neglect
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Central Registry; Consent to Request Consumer Report & Investigative Consumer Report Information; Department SOP – 1.2.001 Volunteer Background Screening; Volunteer Background Check Consent Form
Employment offers, whether to an internal or external candidate, are contingent upon the successful completion of a background review process, which may include, but is not limited to:
Local/state/national criminal background check, sex offender registry, and state Child Abuse & Neglect Central Registry
Motor vehicle record review Verification of:
o Birth dateo Addresso Social Security numbero Education/licensure/certificationo Employmento Work history/references
Consumer report/credit check Controlled substances screen Medical/physical and/or psychological examination
Candidates under the age of 18 may be required to obtain parental/guardian consent prior to the city initiating the background review process. Volunteer background checks, which may include any or all of the aforementioned categories, are completed for individuals over 18 years of age and/or those who may work with senior citizens, children, youth or individuals with special needs prior to the performance of volunteer duties.
The Human Resources Department may recommend a conditional offer of employment be rescinded if the candidate fails to fully cooperate with the pre-employment processes, fails any part of the post-offer background review process, was previously terminated for cause (the city may consider the circumstances surrounding the for-cause termination and the time that has passed before making a hiring decision); or he/she was convicted of a crime that would adversely affect job performance, volunteer assignment or public safety (the city will consider the type of conviction and the time that has passed since being convicted before making a hiring decision). Falsification of information on any employment or volunteer application or consent/release form is grounds for disqualification/revocation/dismissal and any applicable civil or criminal penalties.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.6 - Employee Benefits Standard: There shall be an established employee benefits plan. Each of the benefits
provided to employees shall be described in terms of what is provided, under what conditions, and the extent of the benefit. Types of benefits often include administrative leave, holiday leave, sick leave, vacation leave, retirement program, health insurance program, disability and death benefits program, liability protection program, provision of clothing and equipment used by employees in performing park and recreation functions, employee education benefits, if any, and personnel support services to employees.
Suggested Evidence of Compliance: Provide the employee benefits plan.
Agency Evidence of Compliance: City of Henderson Administrative Policies Section C – Benefits and Compensation; Admin policies on CityNet; Full-time Regular Non-Represented Position Benefits; Full-time Regular Teamster Position Benefits; C ‐ 06 Donated Leave Policy ; C ‐ 07 Employee Assistance Program Policy; C ‐ 05 Family and Medical Leave and Extended Leave Policy; C ‐ 04 Leave and Holidays Policy; C-03 Break time for Nursing Mothers Policy; Teamsters Local No. 14 Blue Collar Labor Agreement; Teamsters Local No. 14 Clerical-Technical Agreement; Teamsters Local No. 14 Supervisors Labor Agreement
The Human Resources Department administers the city’s benefits program. Benefits vary by bargaining units as well as full-time and part-time status. Section C of the Administrative Policies outlines the benefit plan. City of Henderson Administrative Policies are available to all employees on CityNet. In addition, the city’s external website (non-represented and Teamster s ) lists all the benefits of city employment.
Benefits for full-time employees may include: Insurance: Medical, dental, vision, long-term disability, and life insurance Retirement: The city pays a percentage (28 percent) of the employee’s gross wages into
the State of Nevada Public Employees Retirement System (PERS) for all employees who 87
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work more than 19 hours per week or 988 hours per year. Social Security tax is not withheld from employees’ wages. The pension plan requires five-year vesting. The city also provides an IRC 457 (b) deferred compensation option for supplemental pre-tax retirement savings.
Retiree Medical Subsidy: The city contributes to a health insurance subsidy that is available to eligible retirees meeting the 10-year minimum service requirement.
Long-Term Disability: The city has a paid long-term disability insurance policy available after a six-month waiting period that replaces up to 60 percent of base earnings for up to two years if disabled from the employee’s own occupation and up to age 65 if disabled from other occupations.
Term Life Insurance: The city pays $60,000 or one times the annual salary, whichever is higher. It also offers optional supplemental term life insurance and optional cancer/catastrophic illness insurance.
Paid Time Off (PTO): Non-represented employees receive PTO for the purpose of vacations and absences for illness, FMLA, or other personal needs. Upon hire, an employee is granted 18 days of PTO (pro-rated from date of hire); 18 days for the second through fifth year, 26 days for the sixth through twelfth year, and 30 days for the thirteenth year and beyond.
Vacation: Represented employees earn vacation credits based on length of service. Annual leave accrues at 3.17 to 6.34 hours per month from the seventh to twelfth month of employment (varies by employee group); at 9.5 hours per month after the first year through the fifth year; at 12.67 hours per month from the sixth through the twelfth year, and at 15.83 hours per month upon completion of the twelfth year and beyond.
Sick Leave: Represented employees accrue sick leave at one shift per month from the date of hire.
Bereavement Leave: Four workdays of leave, with pay, are granted per occurrence for immediate family members.
PTO Sell Back: The city allows employees to sell back unused PTO each year for cash value. The amount of time allowed for sell back varies depending on the position and date of hire.
Work Week: Most employees work four 9.5-hour days (38 hours per week). Donated Leave Program: C ‐ 06 Donated Leave Policy outlines this benefit. Employee Assistance Program: C ‐ 07 Employee Assistance Program Policy outlines this
benefit. Family and Medical Leave of Absence (FMLA): C ‐ 05 Family and Medical Leave and
Extended Leave Policy outlines this benefit. Paid Holidays: This is described in C ‐ 04 Leave and Holidays Policy . Nursing Mothers: C-03 Break time for Nursing Mothers Policy outlines this benefit. Uniform and equipment allowances are provided for under Article 6 (p. 6) of each union
contract. (Teamsters Local No. 14 Blue Collar Labor Agreement; Teamsters Local No.
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14 Clerical-Technical Agreement; Teamsters Local No. 14 Supervisors Labor Agreement)
Benefits for part-time employees:
Retirement: Employees working less than 988 hours per year pay a percentage (7.5 percent) pre-tax contribution to the Alternative Retirement System (ARS). Social Security tax is not withheld from employee wages.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.7 - SupervisionStandard: There shall be constructive and effective supervision of all personnel to help
them grow professionally and improve programs and services. Supervision is an on-going and systematic process that is helpful for the well-being of the individual and agency. Important characteristics of effective supervision are the ability to communicate expectations, delegate authority commensurate with the assigned tasks, provide feedback, and motivate. There should be supervisory processes, procedures, or tools that highlight staff orientation, staff coaching, mentoring and training, performance review, and human resource policies affecting supervision of staff such as those dealing with harassment and discipline.
Suggested Evidence of Compliance: Provide examples of processes, procedures, or tools used to assure constructive and effective employee supervision.
Agency Evidence of Compliance: New or promoted supervisor checklist; Part-Time Staff Orientation Manual; PeopleSmart Courses; 2015 Pay for Performance Q&A; Civil Service rules; Administrative Policies; Department Policies; Administrative Policy A-3 Harassment; Administrative Policy A-5 Workplace Violence; Administrative Policy A-2 Equal Employment; Administrative B-15 Nepotism; Leading for Results Series
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The city takes a proactive approach to supervision. The focus is ongoing, systematic and provides employees the ability to give and receive feedback to develop positive performance.
Staff OrientationSupervisors of full-time employees are given a checklist to guide the orientation of new or promoted employees. The full list is available on the new or promoted supervisor checklist, but highlights from this document include sending staff to new employee orientation, review of city policies and review job expectations. Supervisors of part-time employees are given a Part-Time Staff Orientation Manual to direct the orientation of part-time staff. The manual is similar to the checklist for full-time staff and links supervisors and staff to applicable policies and program guidelines.
Staff Coaching and MentoringThe city provides a number of trainings to teach and inspire supervisors to effectively coach and mentor employees. Some examples of these trainings include: PeopleSmart Understanding Others, Dealing with Difficult People, Speed of Trust, Documenting Performance and Employee Behavior and Coaching Performance and Development.
Performance ReviewThe city’s Pay for Performance program has proven to be an effective structure through which to communicate expectations to employees, assign employees to projects and tasks, provide regular feedback and inspire the desire to excel. City employees receive quarterly and annual performance reviews from their supervisors. Employees’ expectations are established through Individual Performance Objectives (IPOs) and an expectation to serve according to the city’s values. IPOs are often directly linked to organizational objectives. Employees who meet and exceed expectations are eligible for compensation incentives based on the city’s ability to fund these incentives. In preparation for the annual review, all employees participate in quarterly updates, which document a communication exchange between the supervisor and the employee.
Human Resources PoliciesPolicies affecting the supervision of staff can be found in the Civil Service Rules, city Administrative Policies and Department Policies. Section 6.07 of the Civil Service Rules covers disciplinary actions. City administrative policies covering harassment, violence, discrimination and nepotism are provided as examples.
Training and DevelopmentThe Human Resources Department and the Public Works, Parks and Recreation Department provide supervisory training opportunities for all staff. A brief sampling includes:
Online Coastal trainings – including Diversity, ADA Effective Communication, Sexual Harassment, and Workplace violence.
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Introduction to Supervision Leading for Results Series PeopleSmart courses
Introduction to SupervisionThis 14-session course is for anyone in a supervisory role or those preparing themselves for future supervisory positions. Using a building-block approach to supervision, seven core course sessions are interwoven with seven classes critical to leadership competence.
Leading for Results SeriesThis series is offered for all levels of leadership. It prepares leaders to operate within city’s Administrative Policies, labor agreements and City Council mandates.
PeopleSmartThe PeopleSmart program is designed for managers, supervisors, team leaders and team members whose people skills are critical to the success of the organization. Participation in the program provides individuals with an awareness of their interpersonal strengths and weaknesses, inspiration to work on their interpersonal development, and strategies to put PeopleSmart skills into practice immediately.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.8 - Compensation PlanStandard: There shall be an established compensation plan and that establishes equity of
compensation among units within the agency that is reviewed periodically. The compensation plan for an agency shall take into account agency employment standards, agency skill needs, and compensation levels offered by other local employers.
Suggested Evidence of Compliance: Provide the compensation plan and a copy of its most recent review or update.
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Agency Evidence of Compliance: Non-represented Employee Compensation Philosophy; City of Henderson Administrative Policy C-1 – Non-represented Employee Compensation Policy; Agreement for Compensation and Classification review for represented positions; Wage Schedules (Non-represented and bargaining units); Teamsters clerical-technical contract
The city’s compensation plan is based on systematic components, including formal job descriptions, the job analysis and job evaluation process, formal pay structures, salary studies, and policies and regulations. The wage schedules and compensation plan are reviewed on a regular basis by the Human Resources Department.
In 2013, the Human Resources Department completed a comprehensive salary market comparison study for non-represented employees. It resulted in the establishment of the Non-Represented Employee Compensation Philosophy and Administrative Policy C-01 - Non-Represented Employee Compensation Policy. The philosophy outlines the methodology for the study as well as the philosophy of the city’s non-represented compensation, including total compensation, pay progression, and performance-based awards. The philosophy also provides for monitoring of the market every two years to ensure position competitiveness. The city has recently begun reviewing benchmarked positions as part of the two-year monitoring requirement.
The Human Resources Department and union representatives have also begun the process of reviewing represented positions for compensation competitiveness within the market. This review is currently in process. Therefore, backup documentation is currently unavailable aside from the agreement stating that the parties agreed to the classification and compensation review.
All city job classifications and compensation ranges are included in the wage schedules (non-represented and bargaining units), which are available to employees through CityNet. Part-time hourly pay rates are differentiated based on position requirements and degree of experience. Wage increases are negotiated for represented employees through formal contract negotiations and non-represented employees are eligible for annual salary increases or bonuses based on performance and current salary position within the market range.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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Standard: There shall be a fair and systematic procedure for annual or periodic appraisal of job performance. Personnel evaluation shall be utilized for the development and improved quality of the individual's performance on the job, as well as a basis for promotion, monetary increments, and dismissal. Although evaluation is a day-by-day process, there shall be periodic specific reviews with the employee. An employee's personnel file shall include a written annual evaluation.
Suggested Evidence of Compliance: Provide the procedures and a sample of completed performance evaluations without identifying personal information.
Agency Evidence of Compliance: Administrative Policy C-01; Halogen eAppraisal user guide; Part-time staff coaching form (blank); Part-time staff coaching form (completed); completed Halogen appraisal
As directed in Administrative Policy C-01, the supervisor of each full-time employee conducts a quarterly face-to-face performance evaluation of the employee as outlined in the Halogen eAppraisal user guide.
The employee has an opportunity to complete and submit a self-evaluation to the supervisor before the evaluation meeting takes place. Dialogue around the differences in ratings takes place in the joint meeting. Part-time, temporary, and seasonal employees are evaluated on a varying time schedule.
Employee performance evaluations enable supervisors to track individual goal setting and monitor project completion, drive empowerment, and increase performance and productivity. The performance evaluation is driven by city values, which flow into required success factors (competencies) for each level of employee. Department plans to improve performance are created jointly by the supervisor and employee by prioritizing success factors based on critical needs and then determining specific training or development activities in priority date.
The city recently purchased a new performance management system from Halogen and completed its first year of use within the organization. The new performance evaluation system better enables employees to understand the details of their job descriptions and the competencies important to their roles; see their goals and track their progress; complete development plans; and keep notes on challenges, successes, and failures. It also allows managers to align employee goals and development activities to business priorities. It takes a critical process to a new level, enabling the employee and supervisor to access and manage goals, performance and development on a quarterly basis with the final check-in completed at the end of the fiscal year.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.10 - PromotionStandard: There shall be an established policy and procedures available to all employees
defining the promotion process and the agency's role. The park and recreation agency may rely upon a state or local civil service commission, or other public or private external organization to administer one or more elements of the process in accordance with legal, professional, and administrative requirements.
Suggested Evidence of Compliance: Provide the policy and procedures, and indicate how they have been communicated to employees.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 6 – Civil Service Rules, 6.04.070 – Internal Transfers, Promotions and the Qualifying Period; Internal Career Opportunity COH All Users Email; City of Henderson Website – Employment; City of Henderson H.I.R.E. Website – Promotion and Transfer Opportunities; Teamsters Local No. 14 Blue Collar Labor Agreement (Article 7 & Article 10); Teamsters Local No. 14 Clerical-Technical Agreement (Article 7 & Article 10); Teamsters Local No. 14 Supervisors Labor Agreement (Article 7 & Article 10)
Non-Represented Vacancies Vacancies in a non-represented classified position may be filled by internal candidates from within the city. Vacancies may be filled from an existing eligibility list. If there is no eligibility list or the list has expired, the vacancy will be posted and an eligibility list will be created. The City Manager, in conjunction with the director of Human Resources, may authorize alternative internal recruitment processes (e.g., assigning employees to a classified position for which he/she is qualified) to facilitate modifications to the organizational structure, to enhance operational efficiencies, or to address any other legitimate operational concerns.
The vacancy is posted for a minimum of seven calendar days or limited by a predetermined number of applications. The posted vacancy will specify the title and salary range of the vacant
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position, a brief summary of the position's essential duties, minimum qualifications and the final date upon which employment applications will be accepted. Probationary employees are eligible to apply for vacancies for which they are qualified. However, a new probationary period will apply if selected to fill the vacancy.
Employees who meet the minimum qualifications and wish to compete in the recruitment process must submit a completed employment application and any required documents applicable to the specific position. The assessment process set forth in Section 6.04.020 of the Civil Service Rules is used to determine which employees are eligible for selection. Represented Vacancies Vacancies in the Teamsters Bargaining Units (Teamsters Local No. 14 Blue Collar Labor Agreement (Article 7 & Article 10), Teamsters Local No. 14 Clerical-Technical Agreement (Article 7 & Article 10), Teamsters Local No. 14 Supervisors Labor Agreement (Article 7 & Article 10) are filled by promotion from employees within the Teamsters Bargaining Units who have passed a competitive examination, meet the minimum qualifications, and are placed on an eligibility list. Notice of a position opening is posted in City Hall and distributed for posting in each department at least fourteen calendar days prior to the closing date. In-house promotions are determined by competitive examination. The testing methods are constructed in a manner to ensure job relatedness as provided by state and federal law, at the city’s discretion. The Human Resources Department has full responsibility for the design, development, administration and security of the exam. The director of Human Resources or designee will prepare and conduct examinations that contain questions designed to test for job-related qualifications. Such tests are formulated on a general competitive basis and should not be used to facilitate the hiring of any particular individual. In all examinations, a minimum eligibility rating is established by the director of Human Resources or designee. Minimum ratings are also established for each part of the test. Candidates must attain at least a minimum rating on each part of the test in order to receive a passing grade or be rated on the remaining parts of the test. The final rating is determined by totaling the earned rating on each part of the selection process in accordance with the weights established for each part prior to the date of the examination. At the conclusion of any examination, an eligibility list will be created consisting of the names of persons successfully passing the examination, arranged in order of final ratings received, from the highest passing score to the lowest. The eligibility list is certified and appointments are made by the department head or hiring manager from among the top five candidates. If there are two or less passing scores for a promotional recruitment, the department head or designee will interview the in-house applicants. If a selection cannot be made, the department head may interview candidates from an outside eligibility list. Once a selection is made for the vacancy, in-house candidates not selected will be notified in writing. Promotional eligibility lists remain in effect for six months from the date of certification.
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If a represented vacancy is not filled through the promotion of full-time represented employees, the second opportunity for placement will be offered to qualified probationary full-time, regular part-time and temporary employees who have worked at least three continuous months with the city. These employees will compete equally for such full-time positions. If they successfully complete testing for a position, they will be placed on a separate hire list. If no selection is made from this group, an outside recruitment will be undertaken.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.11 - Disciplinary SystemStandard: There shall be an established disciplinary system based on the code of conduct
and performance. The system shall specify the conduct expected of employees. Prohibitions should be specific, whereas approved behavior may be stated in general terms (e.g., courtesy, punctuality).
Suggested Evidence of Compliance: Provide the code of conduct and performance and the policies and procedures that guide the disciplinary system and how this information is communicated and made accessible to employees. Include copies of disciplinary action steps included in collective bargaining agreements, if applicable. This system shall address the following topics:
a. Compliance with agency statements; b. Unbecoming conduct; c. Appropriate appearance; d. Use of alcohol and drugs; e. Acceptance of gratuities, bribes, or rewards; f. Abuse of authority; and g. Proper care and maintenance of equipment.
Agency Evidence of Compliance: Henderson Municipal Code/Civil Service Rules 6.07 – Disciplinary Actions; Henderson Municipal Code/Civil Service Rules 6.06 – Performance Expectations; Henderson Municipal Code Chapter 2.40 – Ethical Standards for Public Servants;
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Teamsters Blue Collar Contract 2008-2012; Teamsters Clerical Technical Contract 2008-2012; Teamsters Supervisors Contract 2008-12; Department Policy 1.2.004 – Part-Time Staff Performance and Discipline; Department Part-Time Staff Orientation Manual; Department Policy 1.2.002 – Employee Code of Conduct; Administrative Policy B-06 – Drug and Alcohol Free Workplace
Non-Represented EmployeesThe disciplinary process for non-represented regular employees is outlined under Chapter 6.07 – Disciplinary Actions of the Civil Service Rules. The Civil Service Rules are available on the city’s intranet and are accessible on city’s website. All non-represented employees are expected to maintain certain behavior and performance standards and to adhere to the rules and procedures set forth in the Civil Service Rules, as well as to applicable regulations or policies set forth in the City Charter, administrative policies and procedures, ethics rules, employee agreements, department rules and any other official city rules. It is the policy of the Public Works, Parks and Recreation Department that all employees are expected to discharge their functions and roles in an effective, dedicated and safe manner.
The following types of discipline are not meant to set forth any necessary sequence of progressive discipline. The type of discipline issued depends upon the facts and circumstances of the incident.
Disciplinary action may call for any one of the following steps: Documented verbal warning Written reprimand Suspension Demotion (if appropriate and available) Performance Improvement Plan (PIP) Return-to-work agreement Dismissal from employment
Represented EmployeesThe discipline and disciplinary procedure for the three represented employee groups is administered in accordance with Article 24 of each labor agreement. The city uses disciplinary actions as a means to change and correct behavior rather than as a form of punishment or embarrassment. The city will normally apply discipline progressively. However, there will be times when non-progressive discipline, up to termination, may be warranted. A represented employee whose conduct, attendance or performance is considered unsatisfactory is subject to discipline. Depending on the nature and severity of the offense or performance problem, any one of, or combination of, the following types of discipline may apply: informal discipline (counseling/oral warning), written reprimand, suspension, decision-making leave, demotion, probation, and/or termination.
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Part-Time EmployeesEmployment of part-time, seasonal and temporary employees is considered at-will and may be terminated by either party, with or without notice, at any time, for any reason or for no reason. Each part-time, seasonal and temporary employee assigned to work in the Recreation division receives a Part-Time Employee Orientation Manual upon hire, which is reviewed during orientation. Included in this handbook is the Part-Time Staff Performance and Disciplinary Process Policy (1.2.004), which was established to ensure that deficiencies in conduct and performance of part-time employees are handled in a timely, effective and consistent manner.
The guiding principle of the conduct and performance policy is to ensure that the safety of our citizens and employees will not be compromised and a zero tolerance standard will be upheld for misconduct that violates safety standards. Corrective actions implemented by management staff are directed toward changing and correcting behaviors, not punishing an employee. Recreation division management staff will implement the corrective actions or recommend termination based on the part-time employee infraction, and may use one or all of the following tools to correct part-time staff conduct and performance deficiencies: coaching/counseling, temporary removal from the work schedule and termination of employment.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.1.12 - Grievance ProceduresStandard: There shall be an established grievance procedure, available to all employees.
The procedure shall identify matters that are grievable; establish time limitations for filing or presenting the grievance; establish steps and time limitations at each step in the grievance procedure; and establish criteria for employee representation. Formal grievance procedures shall be written in clear, concise terms.
Suggested Evidence of Compliance: Provide the grievance procedures and indicate how the procedures have been communicated to the employees. Include grievance procedures included in collective bargaining agreements, if applicable.
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Agency Evidence of Compliance: Henderson Municipal Code/Civil Service Rules 6.08.010 – Appeal Rights to the Civil Service Board; Teamsters Blue Collar Contract 2008-2012; Teamsters Clerical Technical Contract 2008-2012; Teamsters Supervisors Contract 2008-12; Part-Time Staff Orientation Manual; Department Policy 1.2.004 – Part-Time Staff Performance and Discipline
The Civil Service Board has the authority to hear non-represented employee appeals on disciplinary actions that result in suspension, involuntary demotion or termination (with exceptions as defined under Section 6.08.010) . A non-represented employee who is terminated during his or her probationary period does not have appeal rights.
The grievance procedure for represented employees can be found under Article 32 of all three labor agreements. The purpose is to settle all complaints, grievances and disputes between the city and the union as quickly as possible to ensure efficiency and promote employee morale. The procedure provides direction on the steps required to file a grievance and the consequences if grievances are not filed, processed or responded to within the time limits set forth in the contract. Probationary employees may not appeal separation from employment for performance or disciplinary reasons through the grievance procedure. The decision to terminate a temporary or part-time employee is final and is not subject to grievance or arbitration.
Nevada is an at-will state and as such part-time employees serve at the will of the city. Employment may be terminated by either party, with or without notice, at any time, for any reason or for no reason. A part-time employee terminated for misconduct or performance deficiencies may have his/her termination reviewed by the Public Works, Parks and Recreation Department director or designee. The request must be in writing within five calendar days of the termination and be delivered to the director’s office through the United States Postal Service with the postmark no later than five days from the date of termination. This written request must detail why the employee believes the termination is inappropriate; what, if any, inaccuracies exist in the investigative record; and, a current phone number and mailing address.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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4.1.13 - Termination and End of EmploymentStandard: There shall be established policies and procedures for termination and end of
employment.
Suggested Evidence of Compliance: Provide the termination and end of employment policies and procedures, and indicate how they have been communicated to employees.
Agency Evidence of Compliance: COH Municipal Code Chapter 6.07.030; COH Municipal Code Chapter 6.07.040 - Termination; Teamsters Blue Collar Contract (p. 48, 36, and 39), Teamsters Clerical Technical Contract (p. 48, 35, and 39); Teamsters Supervisors Contract (p. 47, 35, and 39)
Upon hire or promotion, each employee is given a copy of the employment policy/contract pertinent to the position they have accepted with regard to termination and end of employment. In addition, with each new contract that is negotiated, the city trains the affected work group and each supervisor who may oversee an employee in that work group. Also, the Civil Service Rules, Administrative Policies, and union agreements are available to employees electronically via CityNet.
Policies and procedures for termination of employment are outlined in Chapters 6.07.030 and 6.07.040 of Civil Service Rules in the Henderson Municipal Code Termination of employment for classified parks and recreation employees is addressed in all three labor union contracts.
Agreement between the City of Henderson, Nevada, and Teamsters Local No. 14 Representing the Public Sector (supervisors), July 1, 2008, through June 30, 2012, Article 38, p. 47 of this contract addresses reduction in force, Article 23 p. 35 addresses retirement, and Article 24 p. 39 addresses termination.
Agreement between the City of Henderson, Nevada, and Teamsters Local No. 14 General Sales Drivers, Delivery Drivers and Representing the Public Sector (Clerical-Technical). July 1, 2008, through June 30, 2012, Article 38, p. 48 of this contract addresses reduction in force, Article 23, p. 36 addresses retirement, and Article 24, p. 39 addresses termination.
Agreement between the City of Henderson, Nevada, and Teamsters Local No. 14 General Sales Drivers, Delivery Drivers and Representing the Public Sector (Blue Collar). July 1, 2008, through June 30, 2012, Article 38, p. 48 of this contract addresses reduction in force, Article 23, p. 35 addresses retirement, and Article 24, p. 39 addresses termination.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.2 - Staff Qualifications
Standard: The agency shall employ staff qualified to develop and operate programs and services in furtherance of goals and objectives. Staff shall be qualified for the positions as provided in the job descriptions and possess specified licenses and certificates. Park and recreation personnel shall have certification and/or educational training appropriate to the position.
Suggested Evidence of Compliance: Provide job descriptions for a representative sample of key positions and resumes for the current incumbents.
Agency Evidence of Compliance: Henderson Municipal Code/Civil Service Rules Chapter 6.03 – Job Descriptions and Compensation; Public Works, Parks and Recreation Licenses Certifications Registrations Permits by Position; City of Henderson Online Job Description Bank
The Public Works, Parks and Recreation Department employs competent and professional staff with a wide variety of educational and background experience. The Recreation division has a staff complement of 186 full-time positions and approximately 885 part-time positions, with 350 of these part-time positions being seasonal employment during the summer months. Staffing lists and a spreadsheet listing Public Works, Parks and Recreation Licenses, Certifications, Registrations, and Permits by position is maintained by the division.
Employment applications are collected and stored through the city’s online application system, which is a web-based platform powered by NeoGov. This system tracks and manages all applicant and recruitment data throughout each step of the recruitment process. Recruitments are administered through NeoGov by the Human Resources Department. Recruitments are assigned to a hiring manager within the Recreation division, who may access candidate and/or incumbent applications and resumes at any time during the recruitment process.
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The online application system also serves as the repository for all City of Henderson job descriptions. Classified positions are determined by the city and are assigned an appropriate job description. The Human Resources Department and department directors are responsible for the content of each job description. Classifications included within the Teamsters Bargaining Units are reflected in the appendix of each labor agreement. The Human Resources Department maintains a spreadsheet listing the minimum qualifications for each classification by salary group (hourly, management, professional and technical).
Each job description includes: job title; essential functions; minimum qualifications, including physical requirements, education, training, experience, licenses, certifications, and/or special requirements; and knowledge, skills and abilities. Job descriptions are a summary of the essential work required, but do not necessarily include all duties to be performed in a particular position.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.3 - Job Analyses for Job Descriptions
Standard: Established job descriptions for all positions shall be based on the job analysis and reviewed periodically.
Suggested Evidence of Compliance: Provide a job description for a full-time, part-time, temporary and internship position, and, if applicable, an example of a job analysis with last review. The job descriptions shall include, at a minimum:
a. Duties of each position;b. Responsibilities of each position;c. Tasks of each position; andd. Minimum level of proficiency necessary in the job-related skills, knowledge,
abilities, and behaviors.
Agency Evidence of Compliance: Henderson Municipal Code/Civil Service Rules Chapter 6.03 – Job Descriptions and Compensation; City of Henderson Online Job Description Bank ; Appendix A from Teamsters Blue Collar, Clerical Technical and Supervisor Labor Agreements ;
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Job Leveling – Template; Job Description Checklist; Job Description Development Checklist - Supplemental Requirements; City of Henderson Non-Represented Employee Compensation Philosophy
Employment applications are collected and stored through the city’s online application system, which is a web-based platform powered by NeoGov. This system serves as the repository for all City of Henderson job descriptions. All classified positions are determined by the city and are assigned an appropriate job description. The Human Resources Department and department directors are responsible for the content of each job description. Classifications included within the Teamsters Bargaining Units are reflected in the appendix of each labor agreement. The city works with the union when establishing new classifications to be included within the bargaining unit or to revise a current classification.
Each job description includes: job title; essential functions; minimum qualifications , including physical requirements, education, training, experience, licenses, certifications, and/or special requirements; and knowledge, skills and abilities (KSAs). Job descriptions are a summary of the essential work required but do not necessarily include all duties to be performed in a particular position.
The Human Resources Department develops job descriptions with the assistance of a subject matter expert as identified by the department director. A job analysis or desk audit of a position may be performed to determine the minimum education and/or training (or acceptable related degrees), licenses and/or certifications, and the work and/or volunteer experience required for the position. The subject matter expert determines the KSAs for the position, the percentage and relative importance the KSAs have to the position, the need for the KSAs at the time of hire, and all of the duties that would require the particular KSA. A job description development checklist is used to determine the physical requirements, physical activities and working conditions of each position. All new and revised job descriptions are effective upon the approval of the director of Human Resources or designee. New classifications are also leveled against current classifications in order to determine the wage assignment and FLSA status.
Job descriptions are periodically reviewed as part of the city’s compensation program. The compensation program sets total compensation including base pay, performance awards and benefits. Base pay is the most prominent component of compensation and is monitored on a regular basis (every two years) to ensure continued competitiveness.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
4.4 - Chief Administrator
Standard: The agency shall have a chief administrator responsible to the approving authority for the management, direction, and control of the operations and administration of the agency and with authority to perform such responsibilities. The chief administrator shall be employed full-time, year-round, and be qualified by experience, education, certification, and/or training in park, recreation, leisure services, tourism, or related disciplines. These qualifications shall be verified and demonstrated specifically as to how it is related to park and/or recreation management.
Suggested Evidence of Compliance: Provide the chief administrator position description and the resume of the current incumbent. If she/he is from a related discipline, provide a summary of how the person’s qualifications relate to park and/or recreation management.
Agency Evidence of Compliance: Professional Biography – Robert Herr, Public Works, Parks and Recreation Director; Director of Public Works, Parks and Recreation Job Description; Assistant Public Works, Parks and Recreation Director Job Description; Assistant PWPR Director’s Resume
Robert (Rob) Herr was named director of the Public Works, Parks and Recreation Department in October 2015 and is the chief administrator of the department. Rob is licensed as a professional engineer with the State of Nevada. He manages several city functions, including engineering, facilities management, park planning and maintenance, quality control, recreation programming, support services, survey/right of way and traffic services.
Rob serves on the Executive Advisory Committee of the Regional Transportation Commission of Southern Nevada as well as the Technical Advisory Committee of the Clark County Regional Flood Control District.
Under his leadership, in 2015 the City of Henderson was recognized as having one of the 100 Best Fleets in America by the National Association of Fleet Administrators (NAFA). From more than 38,000 public fleets in North America, NAFA annually reviews 12 areas of competency including accountability, use of technology, collaboration, efficient turnaround and resources. Additionally, Heritage Park Senior Facility and Heritage Park Aquatic Complex were recognized
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by the Building Owners and Managers Association as the Government Building of the Year in 2015.
Prior to his appointment, Rob served as the assistant director of the Public Works Department from August 2005 to October 2015. He started with the city in 2004 as the traffic engineer working on major transportation projects and engineering design. Before joining the City of Henderson, Rob worked for Clark County, Nevada, from 1996 to 2003 as the principal civil engineer. His previous experience includes working for engineering firms in the private sector.
Rob is a graduate of Northern Arizona University with a degree in civil engineering.
In the event that Rob is out of town, off-duty or unable to act, he has designated one of two Public Works, Parks and Recreation Department assistant director s to act on his behalf.
The Recreation division of the Public Works, Parks and Recreation Department is led by Assistant Director Shari Ferguson. She was named assistant director of the Parks and Recreation Department in December 2011. Prior to joining the city, she was the regional manager for Collier County Parks and Recreation (Florida) from 2006 to 2011.
Shari is responsible for the management, planning, direction and coordination of the Recreation division operations. She is a Certified Parks and Recreation Professional and holds a master’s degree in public administration from Hodges University (Florida), a master’s degree in biomechanics from Dalhousie University (Nova Scotia, Canada), a bachelor’s degree in Kinanthropolgy from the University of Ottawa (Canada) and an associate bachelor’s degree in graphic design from Southwest Florida College.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.4.1 - Leadership Succession Procedure
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Standard: The agency shall have an established procedure to ensure that leadership is available when the agency's chief administrator is incapacitated, off duty, out of town, or otherwise unable to act.
Suggested Evidence of Compliance: Provide the written procedure, such as continuity plan, which indicates approval by the proper authority.
Agency Evidence of Compliance: General Security Plan; Out of office email
In our General Security Plan approved by the director, chain of command is addressed under the supervision section (p. 23). If the director and both assistant directors are unavailable, a division head will assume responsibilities. One of the managers will be named as acting director if division heads are not able or available. An email is sent to notify city management and department staff when this occurs.
To prepare staff for future leadership roles, we are finalizing a formal succession plan. The goal is to address both current and future needs by establishing a process to identify competencies for positions and perform a periodic review and assessment of readiness. The written procedures to address absences of senior leadership will be more formalized in this upcoming plan.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.5 - Workforce Health and Wellness Program
Standard: The agency shall have an employee health and wellness program showing periodic evaluation of the program status.
Suggested Evidence of Compliance: Provide evidence of the agency’s employee health and wellness program, level of participation and most recent evaluation.
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Agency Evidence of Compliance: Employee Fitness Committee; Employee Fitness Committee Survey 2016; Employee Benefits; Health and Wellness Fair; Living Right Bulletin; Bike It or Hike It; Bike to Work Day; Lazy Man Triathlon; Lunch and Learn Trainings; Healthy Henderson; Don’t Gain It, Maintain It; Employee Discount Network ; Corporate Games ; Corporate Games events
The city has a Human Resources Department led Wellness Committee and a Public Works, Parks and Recreation Department led Employee Fitness Committee for city employees. Each committee consists of employees from various departments. The Wellness Committee’s goal is to facilitate and promote healthier lifestyles. The Employee Fitness Committee’s purpose is to introduce employees to fitness and cycling activities and support the City of Henderson as the healthiest workforce in Nevada. In January 2016, the two committees merged to combine talents and resources in a coordinated shared purpose. Each year, a survey is conducted to obtain feedback on the previous year’s program and to gather feedback for upcoming events.
All of the following programs are designed to enhance the fitness, health and wellness of staff and include, but are not limited to:
Employee Benefits . All employees are allowed 24/7 access to an employee benefits website where they can find detailed information about employee benefit programs, including health insurance benefit summaries, forms, customer service numbers, frequently asked questions, direct links to online provider network directories, EAP, 457 Deferred Compensation, FMLA, voluntary benefit information and more.
Health and Wellness Committee. This committee hosts a yearly event that has included flu shots, skin cancer screenings and blood pressure checks. The Public Works, Parks and Recreation Department staffs a booth at this yearly event to promote its fitness classes and the benefits of parks and recreation. The committee also sends out a monthly wellness bulletin called Living Right.
Employee-Only Events
o Bike It or Hike It . This event provides incentives to employees submitting selfies taken at city trailhead markers.
o Bike to Work Day . This is annual event encourages employees to participate in a Bike to Work Day. Each year the event is adjusted to meet the needs and feedback of employees. Breakfast is typically provided as an incentive.
o Lazy Man Triathlon . This event invites employees to complete a partial or full triathlon throughout the month of May. In response to employee
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feedback from those not interested in swimming, biking and running, the event has expanded to include relay teams that allows employees to partner with others to complete the triathlon. Those meeting their stated participation goals are entered into a raffle to win rewards.
Lunch and Learn Trainings . The city provides training for employees on topics such as sun exposure/skin cancer screening; balancing work, family and school; and physical health. Employees can access all available trainings on CityNet and training notifications are also distributed to all employees via email.
Healthy Henderson . Employees may receive a fitness card at no cost, which provides entry to all of our fitness rooms and walking tracks. In addition to access, each employee’s performance (laps, classes, minutes) are tracked. Points can be earned and redeemed for prizes through this incentive-based program. Currently, 631 employees participate. The Healthy Henderson Committee hosted its second annual Don’t Gain It, Maintain It employee challenge that focuses on maintaining pre-holiday weight or losing weight during the holidays for a chance to win prizes. Teams of employees and individuals competed in the 13-week event.
Employee Discount Network . Employees may take advantage of special offers and discounts for health and wellness programs or products as they become available. New information is posted by the Human Resources Department.
Corporate Challenge . The city participates in the annual Corporate Challenge hosted by the City of Las Vegas, where there are a variety of events.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.6 - Orientation Program
Standard: There shall be an orientation program for all personnel employed by the agency.
Suggested Evidence of Compliance: Provide outline of the orientation program and a
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representative example of materials distributed at an orientation. The orientation program should include:
a. Philosophy, goals, and objectives; b. The history and development of the agency; c. Pertinent sociological and environmental factors of the community and specific
neighborhoods in which the individual is to serve (environmental scan); andd. Review of program/parks policies and procedures manuals, job duties, staff
procedures, first aid and safety concerns and guidelines and forms review.
Agency Evidence of Compliance: Part-Time Staff Orientation Manual; Parks Division Operations Manual; Youth Enrichment Orientation
The processing of new full-time city employees is completed through the onboarding module of the city’s online application system, which is a web-based platform powered by NeoGov. Each new hire is required to complete a checklist (determined by type of employment and assigned department) that directs them to a document bank to review information related to their employment. On the first day of employment, new hires are required to view training modules related to safety, city policies, procedures and benefits.
The Recreation division requires new part-time employees to complete a processing and onboarding orientation developed by our department’s training specialist in conjunction with Human Resources. New hires cannot begin work until they attend the orientation. In addition to the general orientation for part-time staff, orientation programs are also provided for sections that include information specific to the program (e.g., Youth Enrichment).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.6.1 - Employee Training and Development ProgramStandard: There shall be a program of employee development which is available to
employees throughout the agency. It should be based on needs of individual employees, future organizational needs, and is evaluated and updated periodically. The program
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must notify personnel of available and/or required training, maintain training records, and assure that required training programs are attended. The program should incorporate in-service training and succession planning to ensure the continued effective performance of the organization after the departure of key staff.
Suggested Evidence of Compliance: Describe the scope and components of the employee development and training program, provide an outline of training offered (mandatory and discretionary), and provide lists of participants for the prior calendar year, and last review.
Agency Evidence of Compliance: City of Henderson Training Calendar; All staff training announcement example; Code Adam; Code Adam roster; FEMA ICS courses; CPR; All staff trained by Coastal; Coastal training; IPO feedback; Policy 1.2.005 Professional Memberships, Trainings, Conferences and Licenses; Nevada Recreation and Park Society; The National Recreation and Park Association
We have several resources available to send staff to internal training sessions, workshops, conferences, and school courses for development opportunities. The city offers an internal training program, which is outlined on the Citynet and is accessible to all employees. Courses are available in classroom and online formats and are advertised at least once per month to all staff. Staff can request to attend sessions or supervisors may identify training and development opportunities during the pay for performance process. An example of an internal training offered was Code Adam (roster). An example of a required class is the FEMA ICS courses and CPR training.
All staff are required to complete training through the Coastal training online program.
The pay for performance evaluation process provides for initial individual assessments and end-of-period evaluations to identify training and development opportunities. This process, by linking to the city’s strategic goals, connects expectations and development goals to organizational priorities. The process requires meetings between the employee and supervisor at the beginning of the review period and quarterly thereafter until the review period’s end.
In addition to internal training, the city permits employees to attend training through conferences and other organizations. Department policy 1.2.005 outlines the process by which an employee or supervisor can initiate such a request. The Nevada Recreation and Park Society offers an annual conference and other development opportunities for members. The National Recreation and Park Association also provides opportunities and professional development through online courses and webinars.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.6.2 - Professional Certification and Organization MembershipStandard: Professional staff shall be active members of their professional organization(s)
and pursue professional certifications within their respective disciplines. "Active" means more than holding membership, including attendance at meetings, making presentations, participating in committee work, holding elected and appointed positions, and participation in educational opportunities.
Suggested Evidence of Compliance: Provide a list of staff with professional certifications and also provide a list of staff that have actively participated in a professional organization during the prior calendar year, indicating the nature of participation. The following are examples for park and recreation professionals e.g. Certified Park and Recreation Professional (CPRP), Certified Park and Recreation Executive (CPRE), Certified Therapeutic Recreation Specialist (CTRS) for park and recreation professionals.
Agency Evidence of Compliance: Department Policy 1.2.005 Professional Memberships, Trainings, Conferences and Licenses; Parks and Recreation Staff Certifications and Memberships.
We have always supported active membership in the National Recreation and Park Association (NRPA), Nevada Recreation and Parks Society (NRPS), and other professional organizations. Our staff members currently hold the NRPS executive board positions of president-elect and members at large.
Our team also holds a wide variety of professional memberships and certifications. A department staff certifications document provides an overview.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
4.7 - Volunteer Management
Standard: There shall be a volunteer management function within the agency, including a comprehensive volunteer management manual that includes policies and procedures related to the management of volunteers.
Suggested Evidence of Compliance: Provide the volunteer management manual.
Agency Evidence of Compliance: City of Henderson Human Resources The Volunteer Connection Website; Volunteer Connection Program Guidelines; Volunteer Connection Application; Department SOP 1.2.001 Volunteer Background Screening; Department Volunteer Manual; Department Policy 1.1.006 – Department Volunteer Program; Department Policy 1.2.003 – Community Service Work Program
The Human Resources Department provides the volunteer management function. Volunteer Connection Program Guidelines were established by the Human Resources Department to provide an overview of the tools and resources available to assist departments in recruiting volunteers. It includes information on departmental requests for volunteers, posting volunteer opportunities, becoming a volunteer, orienting volunteers and how the city tracks volunteer hours. The Human Resources Department administers the volunteer program and assists departments in all areas of the volunteer recruitment, processing and tracking.
A business analyst in our Administration division is responsible for the overall coordination and management of our department’s volunteer program. We use volunteers as well as individuals with mandated community service hours.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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4.7.1 - Use of VolunteersStandard: Volunteers shall be used by the agency in a variety of positions.
Suggested Evidence of Compliance: Provide list of functions in which agency volunteers are used, the extent of use, and examples of volunteer position descriptions.
Agency Evidence of Compliance: City of Henderson Volunteer Connection; Volunteer Connection Program Guidelines; Volunteer Connection Application; Volunteer Opportunities ; PWPR Department Volunteer Manual; Department Policy 1.1.006 – Department Volunteer Program; Department Policy 1.2.003 – Community Service Work Program; Volunteer hours
A business analyst in our Administration division is responsible for the overall coordination and management of our department’s volunteer program. The use of volunteers provides an opportunity for us to address local needs by engaging residents and discovering creative ways to meet expanding needs with limited resources. Without volunteers, many valuable programs and projects would be unable to operate at the level of service we enjoy today. Volunteers bring assistance to strapped programs, enhance the city’s identity and build a sense of purpose across the community and the organization.
The Human Resources Department administers the volunteer program and assists departments in volunteer recruitment, processing, and tracking. Volunteer opportunities are listed on the city’s website. Below are some examples of positions available:
Henderson Bird Viewing Preserve –volunteer Heritage Park Senior Center – dining room assistant Heritage Park Senior Facility (Senior Services) – docent Outdoor Recreation – Trail Watch volunteer Sports – Youth sports coach
By increasing cooperative efforts with community volunteer organizations such as high school clubs and student government, National Charity League, Boy Scouts of America, Nevada State College, and the University of Nevada, Las Vegas, we have been able to recruit and retain volunteers for operational support. Our Volunteer Manual provides direction and structure for the volunteer opportunities as well as volunteer job descriptions (p. 17).
The Recreation division provides opportunities for individuals who have been ordered by the court or other programs mandating community service hours to complete those community service hours. These volunteers assist in various capacities at Heritage Park Senior Facility and in our parks, including Anthem Hills Park, Arroyo Grande Sports Complex, Morrell Park, Rodeo
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Park, Russell Road Recreation Complex, and Stephanie Lynn Craig Park in order to fulfill court-ordered, social service, or other programs mandating community service hours. Our staff monitors, tracks, and reports on volunteer hours and community service on a regular basis.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.7.2 - Volunteer Recruitment, Selection, Orientation, Training, and RetentionStandard: There shall be an on-going function within the agency for the recruitment,
selection, orientation, training and retention of volunteers, including procedures on background screening. Background investigations shall be made for all volunteers who work routinely with vulnerable populations, especially youth, senior adults, and persons with disabilities.
Suggested Evidence of Compliance: Provide the agency’s recruitment, selection, orientation, training, and retention procedures. Provide the agency’s background investigation procedures for volunteers and evidence of implementation.
Agency Evidence of Compliance: Department Volunteer Manual; City of Henderson Website for Volunteer Opportunities; Contact Henderson; Board and Commission Interest Form; Department SOP 1.2.001 Volunteer Background Screening;
We highly value our volunteers. Our business analyst II oversees the processing of volunteers, and staff is encouraged to promote, recruit, retain, and help manage volunteers where possible. A variety of systems are used for volunteer recruitment including, but not limited to:
Volunteer information is listed in Henderson Happenings, which is distributed quarterly Information is posted on the city’s Website, including a link to the online volunteer
application Contact Henderson includes a menu item for volunteering with a tab for parks and
recreation Direct contact from our staff
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Information pamphlets on boards and commission s
Selection is dependent upon the volunteer passing a background screening and an interview to determine whether they are a good fit for the position in terms of qualifications, skills, and available hours. Background checks are completed for ongoing volunteers, including youth sports coaches, through SSCI Operation TLC2, the volunteer management and background screening program of the National Recreation and Park Association.
Individual sections provide an orientation/training appropriate for the type of work the volunteer will be doing. This might include one-on-one training in the specific work area and on-the-job training through shadowing an experienced employee. Specific volunteer certifications and trainings are required and conducted for some sections. For example, all volunteer coaches are required to attend and pass a training sponsored by the National Youth Sports Coaches Association (NYSCA) in order to become certified coaches.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.7.3 - Supervision and Evaluation of VolunteersStandard: Agency volunteers shall be monitored, shall receive supervisory visits, and be
evaluated regarding performance. Supervision and evaluation of volunteers is important to ensure adequate training is provided and to verify satisfactory conduct and performance. The degree to which the agency supervises and evaluates volunteers may vary depending on the role of the volunteers.
Suggested Evidence of Compliance: Provide written description of the monitoring system including current practices for supervisory visits, and examples of evaluations.
Agency Evidence of Compliance: Elder abuse; Food Handling Training; Parent Evaluations for Youth Coaches;
Heritage Park Senior Facility and the Sports section coordinate most of our department’s
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volunteers. All volunteers receive training on the city’s mission and vision, customer service, elder abuse (State of Nevada Aging and Disability Services Division ), communication and documentation, conflict resolution, food handling training (Southern Nevada Health District) and more. Full-time staff work alongside volunteers and are able to evaluate and provide regular feedback on their performance.
All new volunteers at Heritage Park Senior Facility are invited to a meet and greet held once a month. New volunteers meet seasoned volunteers representing the type of activities that the volunteers will be performing (e.g., meal servers, special events, crafts, activity leaders, library aides, Mini Mart, greeters, etc.). New volunteers begin working with paid staff and with seasoned volunteers for a period of one to two weeks to assess whether the position/work they are assigned to is a good match for them and for the facility. Volunteers are monitored and supervised by paid staff daily. They are regularly given verbal feedback and coaching as needed.
In sports and classes, volunteers are evaluated in writing by the customers they serve as well as by paid staff. This includes class instructors and youth sports coaches. The Sports section’s full-time staff supervise volunteer coaches onsite and make observations about performance. In addition, part-time field staff (monitors) is also responsible for observing and supervising volunteer coaches. The outcome of program evaluations and observations are used by full-time staff to discuss performance with volunteers.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.7.4 - Recognition of VolunteersStandard: There agency shall recognize volunteers for their contributions. Recognition may
take many forms, depending on the nature of volunteer roles.
Suggested Evidence of Compliance: Provide a description of the recognition program and recognitions given over the past calendar year.
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Agency Evidence of Compliance: Heritage Park Senior Facility Volunteer Appreciation Celebration; End of Year Activity for Blue Ribbon Commission; Commission Member Appreciation Letter
We conduct volunteer recognition programs throughout the year. Some examples include an annual volunteer celebration at Heritage Park Senior Facility for Senior Services volunteers; appreciation celebration for all boards and commissions presented by the Mayor and City Council; and end-of-year events (Unfinished Business - 1) for the Blue Ribbon Commission. These gatherings include certificates of appreciation, refreshments and/or activities to show appreciation. All board and commission members also receive a letter of thanks from the Mayor.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.7.5 - Liability Coverage for VolunteersStandard: Agency volunteers shall be covered for negligence liability.
Suggested Evidence of Compliance: Provide documentation indicating coverage of volunteers for negligence liability.
Agency Evidence of Compliance: City of Henderson Evidence of Insurance; Insurance Policy – Who is insured page; City of Henderson Liability Policy Declarations; National Youth Sports Coaches Association Initial Membership Information ; NRS 616A.130 Volunteers Covered Self-Insured Worker's Compensation
The city provides liability coverage for all employees and volunteers working within their scope of duties through a $15 million public entity excess liability policy. In addition, all volunteer coaches in our Sports section are required to be National Youth Sports Coaches Association (NYSCA) trained and certified. Coaches who complete the initial level membership with NYSCA are provided with $1 million general liability coverage from an A-rated insurance provider while acting as a coach during sports activities. The amount of liability coverage increases as coaches complete more NYSCA levels.
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Under Nevada law (NRS 616A.130), volunteers acting within the course and scope of their specified duties are covered under the city’s self-insured worker’s compensation program. The city also covers specifically identified (registered) volunteers for worker’s compensation. The city actively transfers the risk of volunteer and other activities over which it does not have operational control, or wherever it is fiscally responsible to do so.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
4.8 - Consultants and Contract Employees
Standard: The agency shall have policies and procedures regarding the use of consultants and contract employees.
Suggested Evidence of Compliance: Provide the agency’s policies and procedures regarding the use of consultants and contract employees.
Agency Evidence of Compliance: Parks and Recreation Pricing Study; Department Policy POL-5.1.006 Contracted Instructor Services ; Contract Instructor’s Packet ; Request for Statement of Qualifications (SOQ) ; NRS Chapter 338
The city uses consultants for work on special projects such as our pricing study and master plan.
We use contracted employees for the delivery of classes, events and programs.
We also use various consultants and contracted instructors to enhance the quality of services we provide to the community. Department Policy POL-5.1.006 Contracted Instructor Services outlines the policy and procedures governing the recruitment process to obtain new professional independently contracted instructors. Contracted instructors are used for various recreation classes and workshops. A comprehensive contract instructors’ packet outlining policies and procedures is provided to these prospective instructors. A written agreement defines the contract terms, scope of work and compensation.
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Selection of consultants for design purposes and other professional services is made according to our Request for Statement of Qualifications (SOQ) revised May 2014. When selecting firms to provide services for upcoming projects, we use the SOQs that were submitted. This document follows Nevada Revised Statute Title 28 – Public Works and Planning, Chapter 338 – Public Works.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 4.0 – HUMAN RESOURCES
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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5.0 - Financial Management
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
Financial management is the process of planning for, acquiring, and using funds to achieve predetermined organizational goals and objectives. The increasing demand for more and better services, continuing upward spiral of costs, increasing emphasis on fiscal responsibility and accountability, and the unwillingness of taxpayers support higher taxes, are all forcing park and recreation organizations to become more effective and efficient in all aspects of their financial operations. Parks and recreation managers must possess the ability to secure, organize, and control the financial resources of the organization to assure the success and survival of their organizations. Formal fiscal control and monitoring procedures enable an agency to establish accountability, to comply with funding authorizations and restrictions, to ensure that disbursements are for designated and approved proposes and to alert agency management to possible problems.
5.1 - Fiscal Policy
Standard: Fiscal policies setting guidelines for management and control of revenues, expenditures, and investment of funds shall be set forth clearly in writing, and the legal authority must be clearly established.
Suggested Evidence of Compliance: Provide fiscal policies and legal authority.
Agency Evidence of Compliance: NRS Chapter 354 - Local Financial Administration; Henderson Municipal Code 2.10.030; City Manager Job Description; Henderson City Charter NRS 266 sec 3.130; Financial Management Policy Statements; Quarterly financial statement; Annual Financial statement; Budget Final Approval; Department Policy 1.4.002 Patron Refunds; Department Policy 1.4.013 Financial Assistance; Department Policy 1.4.010 Handling of Funds; Department Policy 1.4.004 Delinquent Customer Accounts; Government Finance Officers Association’s (GFOA) Certificate of Achievement
The City of Henderson is provided fiscal and legal authority as granted by Nevada Revised Statute 354 Section 472 and Henderson Municipal Code 2.10.030 , which states that the City Manager shall have charge and supervision over all accounts and records of the city. Henderson City Charter NRS 266 sec 3.130 states that all money collected by the city, except for taxes, shall be received by the Chief Financial Officer and that the City Council, City Manager or City Attorney is authorized to collect all money, including taxes. The city follows the document
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entitled Financial Management Policy Statements, as administered by the Finance Department. The purpose of these policies is to ensure that financial resources are available to meet the present and future needs of the citizens of Henderson. This policy framework mandates the pursuit of the following fiscal objectives: budget, revenues, expenditures, fund balance/net assets, capital expenditures and improvements, debt, investments, intergovernmental relations, grants, fiscal monitoring, financial consultants, accounting, auditing, and financial reporting and internal controls.
The Public Works, Parks and Recreation Department is a component of the overall citywide system and is included in the city’s quarterly and annual financial statements. We are responsible for submitting our own fiscal budget request to Finance. Final approval of the annual budget rests upon the City Council. Our fiscal monitoring includes policies on patron refunds, handling of funds, delinquent accounts, and financial assistance for our patrons.
The City of Henderson maintains a strong policy of fiscal responsibility and accountability. For the past 33 years, the Finance Department has received the prestigious Government Finance Officers Association’s (GFOA) Certificate of Achievement for Excellence in Financial Reporting. This process includes recording every department’s available funding sources, revenue, expenditures, and budget.
Agency Self-Review: Met Not Met
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5.1.1 - Comprehensive Revenue Policy Standard: There shall be an established revenue policy that is periodically updated
regarding fees and charges for services and the strategies and methodologies for determining fees and charges and levels of cost recovery.
Suggested Evidence of Compliance: Provide the policy on fees and charges, the current fee schedules or cost-recovery procedures, and the most recent review or update.
Agency Evidence of Compliance: Financial Management Policy 200-03 (p. a12); Pricing study
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report; Revenue plan; Pricing study recommendations to council; Approved pricing policy; POL- 1.4.009 Cost Recovery Program; POL-5.6.001 Commercial Use of Parks and Recreation Facilities; Department Policy POL-1.4.009 Financial Assistance; Henderson Happenings (p67)
Financial Management Policy 200-03 (p. a12) governs user costs for programs and services offered by the city. The policy calls for the identification of direct costs, indirect costs and cost recovery goals for services and programs. It also identifies a regular review of user rates and prices every two years to ensure programs are meeting cost recovery goals and to recommend adjustments where necessary.
In January 2014, the city hired Zion Bank to develop a Pricing Policy and Revenue Plan. Employees at all levels in the department participated in an exercise to collect cost data for a cost recovery analysis. From that information and additional research, we presented the pricing study with recommendations to the City Council on July 7, 2015 . The updated department Pricing Policy and Revenue Plan was approved by City Council on July 7, 2015. The department’s Cost Recovery Program policy outlines how to establish new rates and charges, how to change rates and charges, and how to adjust or waive rates. Appropriate rates for access to parks and recreation facilities for use by commercial organizations or programs is addressed in Department Policy POL-5.6.001 Commercial Use of Parks and Recreation Facilities.
The City of Henderson recognizes the need to provide increased subsidies to citizens who are struggling financially. Department Policy POL-1.4.013 Financial Assistance provides for financial assistance to patrons who request and qualify for payment support for select recreation programs and services. Primary assistance is funded through the State of Nevada Child Care and Development Program (CCDP) to provide financial assistance for individuals who participate in Youth Enrichment programs (e.g. Safekey and Teen Scene). The second form of financial assistance is provided by the City of Henderson for select parks and recreation programs. Information on these financial assistance opportunities can be accessed in our Henderson Happenings program guide (p. 67).
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5.1.2 - Agency Acceptance of Gifts and DonationsStandard: The agency shall have an established policy for the acceptance of gifts and
donations.
Suggested Evidence of Compliance: Provide the policy on acceptance of gifts and donations.
Agency Evidence of Compliance: Nevada Revised Statutes Chapter 268.008, Section 6; POL-1.1.008 Disposal of Public or Donated Lands; POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests
According to Nevada Revised Statutes Chapter 268.008, Section 6, an incorporated city such as the City of Henderson “may receive bequests, devices, gifts, and donations of all kinds of property and do what is necessary to carry out the purposes of such bequests, gifts and donations with full power to manage, sell, lease or otherwise dispose of such property in accordance with the terms of such a bequest, device, gift or donation.”
If it becomes necessary to dispose of lands that were donated to the department for recreational use, we follow the terms of such donation according to department policy POL-1.1.008 Disposal of Public or Donated Lands.
We will accept unsolicited contributions to expand funding sources to fulfill our mission. Department Policy POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests outlines the procedures staff must adhere to in these circumstances. The department adheres to all local, state, and federal regulations regarding gifts and donations and maintains a record of these funds that are received and distributed.
Agency Self-Review: Met Not Met
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5.1.3 - Grants Procedures Standard: Where feasible and appropriate, the agency shall procure regional, state, federal
and/or other applicable agency grants to supplement funding through an established
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procedure to research, coordinate and implement grant opportunities. Prior to grant procurement, agencies shall evaluate how application, approval, implementation and management processes will be coordinated.
Suggested Evidence of Compliance: Provide the procedure to procure grants along with a summary of grants received by the agency for the past five years, including identification of the following: project descriptions, grantor, date awarded, grant amount and agency match.
Agency Evidence of Compliance: Grants and contributions listing; Grant application; Award notification; Council approval; Grants Process Manual; Financial Management Policy 900: Grant Guidelines
We actively seek assistance from local, state, and federal governments for land procurement and improvements, primarily in the construction and maintenance of trails. Recreation sections look to supplement funding for programs such as senior nutrition, Outdoor Recreation, and Safekey supplies. Recreation centers look for funding opportunities to improve facility access and amenities. A listing of the grants currently in our system has been provided along with application and award notification and City Council approval CA-10 examples.
A City of Henderson Grants Process Manual is produced by the Finance Department and is to be followed per Financial Management Policy 900-01: Grant Guidelines. Grant applications follow procedures as outlined in the Grants Process Manual, which encompasses the grant clearinghouse and direction on seeking, applying for, and administering grants. Further guidelines on grants can be located in Financial Management Policies 900-02, 900-03, and 900-04.
Agency Self-Review: Met Not Met
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5.1.4 - Private, Corporate, and Non-Profit Support ProceduresStandard: Where feasible and appropriate, the agency shall solicit private, corporate, and
non-profit support to supplement agency funding through an established procedure to research, coordinate and implement alternative funding options. Prior to acceptance of
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support the agency shall evaluate the terms of acceptance and how the implementation and management process will be coordinated.
Suggested Evidence of Compliance: Provide the procedure to solicit private, corporate and non-profit support along with a summary of such support received by the agency for the past five years including identification of the following: project descriptions, grantor/sponsor, date awarded, and value of the contribution and method of recognition.
Agency Evidence of Compliance: POL- 1.4.012 Department Sponsorships; COH Sponsorship Guidelines & Procedures; City Council Commendation Arbor Day Calendar; Donations; Event sponsorships; Memorial donations
Department Policy POL- 1.4.012 Department Sponsorships covers the policies and procedures to follow when entering into sponsorships agreements on behalf of the city. Sponsorships are mutually beneficial relationships for the department and must support the goals, mission, and vision of the city. In addition, the city provides spec i f i c g u i de li nes for developing and managing sponsorships for city facilities, parks, e v en t s , programs and services.
We offer opportunities to private, corporate, and nonprofit groups and individuals to assist the city in the form of sponsorships and donations. This type of funding acquisition ranges from donations at Heritage Park Senior Facility for meal services to sponsorships for Bark in the Park (special event). Individuals may also make a tree or bench memorial donation for installation in one of our park locations.
Agency Self-Review: Met Not Met
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5.2 - Fiscal Management Procedures
Standard: There shall be established procedures for the fiscal management of the agency.
Suggested Evidence of Compliance: Provide the procedures for the fiscal management of the agency.
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Agency Evidence of Compliance: NRS 332 – Purchasing, Local Government; Purchase and Payment Process; Financial Management Policy Statements; Purchasing Card Program Policies and Procedures; Priority Based Budgeting Presentation; Budget Manual; Analyst Roundtable Agenda
Nevada Revised Statutes NRS 332 sets forth financial regulations and procedures that the City of Henderson must follow, thus the Finance Department has established financial management policy statements and guidelines based on NRS 332. Additionally, policies and procedures for purchasing are outlined for employees, including Policy and Procedure, Purchase and Payment Process, Financial Management Policy Statements and Purchasing Card Program Policies and Procedures.
The Finance Department also designed the Priority Based Budgeting Presentation. This budgeting plan is a requirement of Financial Management Policy Statement 100-02. The Finance Department works with each department to establish its base budget and adjust it for anticipated inflationary impacts to enable departments to continue to provide current established service levels. The Budget Manual also contains an operating budget calendar, base budget guidelines, and instructions for personnel and/or program funding, technical infrastructure, and capital outlay. Each department has a financial analyst from the Finance Department assigned to them for a single point of contact on budgeting issues.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
5.2.1 - Authority and Responsibility for Fiscal ManagementStandard: The agency's chief administrator shall be designated as having the authority and
responsibility for the fiscal management of the agency. Although an agency's chief administrator is ultimately responsible for all agency fiscal matters, the size and complexity of the agency may dictate the need to delegate responsibility for fiscal management functions to an identifiable person or component within the agency.
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Suggested Evidence of Compliance: Provide documentation demonstrating clear delegation of fiscal authority for the agency.
Agency Evidence of Compliance: Director of Public Works, Parks and Recreation Job Description
Our director has authority and responsibility for the fiscal management of the department. The job description for the director states that an essential function of this position is “directing and overseeing the development and administration of the department’s annual operating budget in collaboration with the City Manager’s Office; forecasts the need for additional operating funds; monitors and approves expenditures.”
Agency Self-Review: Met Not Met
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5.2.2 - Purchasing Procedures Standard: Agencies shall have established procedures for the requisition and purchase of
agency equipment, supplies, and services.
Suggested Evidence of Compliance: Provide the procedures for the requisition and purchase of agency equipment, supplies, and services, including:
a. Bidding procedures;b. Criteria for the selection of vendors and bidders; andc. Procedures for disbursement of petty cash and issuance; andd. Use of procurement cards, if applicable.
Agency Evidence of Compliance: Procedures for All Purchases; Accounts Payable Policy and Procedures Nov 2015; Purchasing Card Program Policies and Procedures; Purchase Order request procedure; Invitation to bid procedure; Bid Sample - Uniforms and Apparel; Bidding summary; Petty Cash Policies and Procedures; Chief Financial Officer
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The City of Henderson has decentralized purchasing procedures where each department authorizes purchases, as well as a central purchasing office that supports large purchases and the competitive bidding process. The Finance Department has established a Policy and Procedure, Purchase and Payment Process to follow.
According to the Finance Department’s Accounts Payable Policy and Procedures Nov 2015 and Purchasing Card Program Policies and Procedures, employees are to use purchasing cards (credit cards) for single purchases under $5,000 as allowed by the employee’s established limits, whenever possible, or submit a Purchase Payment Authorization (PPA) through the PeopleSoft Financial System. For purchases over $10,000 an Online (ONL) Purchase Requisition form must be used (with a few exceptions) to request a purchase order.
The Purchase Procedure, Accounts Payable Process and Procedure and the invitation to bid procedure identify the steps for a formal bid process, including when and how to follow the process. A sample bid along with a project bidding summary have been attached for review.
In conducting official city business, it sometimes becomes necessary for authorized staff to make certain minor payments more rapidly than established purchase and payment channels allow. Petty Cash Policies and Procedures provide for the establishment and maintenance of departmental petty cash funds and serve as a guide for "change funds" (established for the purpose of tendering change to cash customers at certain cash collection points such as recreation centers and swimming pools). The Chief Financial Officer (department head of the Finance Department) authorizes the establishment of petty cash funds.
Agency Self-Review: Met Not Met
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5.2.2.1 - Emergency Purchase ProceduresStandard: There shall be established procedures for emergency purchases within the
agency to secure equipment or services in a swift and efficient manner.
Suggested Evidence of Compliance: Provide the procedures for emergency purchases.
Agency Evidence of Compliance: Nevada Revised Statute 332.112 – Purchasing: Local
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Governments; Henderson Municipal Code 2.24.080; Henderson Municipal Code 2.24.090 - Emergency measures to maintain peace and order; Henderson Municipal Code 2.24.100 - Public works director—Duties and responsibilities; Policy and Procedure, Purchase and Payment Process
Nevada Revised Statute 332.112 defines an emergency as “results from the occurrence of a disaster such as, but not limited to, fire, flood, hurricane, riot, power outage, or disease; or may lead to impairment of the health, safety, or welfare of the public if not immediately attended to.” The City Manager or City Council must declare the emergency.
Henderson Municipal Code 2.24.080 states that at the inception of and during a disaster or emergency, the City Manager or his designee “may, through requisition or contract with private parties or other government entities, obtain vital services, supplies and equipment needed to protect life and property and implement the plan; and may bind the city for the value thereof without being required to comply with the normal purchasing procedures, if compliance with those procedures would unreasonably hamper or impair the implementation the plan.”
Municipal Code 2.24.90 indicates the City Council and/or City Manager may redirect funds for emergency use and 2.24.100A2 allows for the Public Works, Park and Recreation director to accept funds from the federal government or the state and use those funds for the purpose of removing debris.
The Finance Department covers emergency purchases in its Policy and Procedure, Purchase and Payment Process. In case of a minor emergency, a purchase and payment authorization form may be used or purchasing cards if available, with an explanation of the emergency and who declared it attached.
Agency Self-Review: Met Not Met
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5.3 - Accounting System
Standard: The agency shall have a comprehensive accounting system to ensure an orderly, accurate, and complete documentation of the flow of funds. The accounting system
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shall facilitate rapid retrieval of information on the status of appropriations, expenditures and revenue any time the information is required.
Suggested Evidence of Compliance: Provide a description of the accounting system.
Agency Evidence of Compliance: Financial Management Policy Statements; Handling of Funds Manual; NRS Chapter 353A – Internal Accounting and Administrative Control; RecTrac ; PeopleSoft; PeopleSoft Expenditure Report
According to the city’s Financial Management Policy Statements, accounting practices and financial reporting must conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board, American Institute of Certified Public Accountants, and the Government Finance Officers Association.
Our department maintains its records and prepares financial statements in accordance with generally accepted accounting principles as detailed in our Handling of Funds Manual and in compliance with governmental accounting and auditing standards. All financial transactions at each recreation site are brought to the Administrative office, and are then forwarded to the Finance Department. Electronic accounting systems such as RecTrac and PeopleSoft are used in the accounting and transaction processing. Our analysts and accountants in the Finance Department are ultimately responsible for accounting and bookkeeping.
Since July 2004, the City of Henderson has used PeopleSoft as its Human Resources and financial management enterprise software. The software is used for general ledger, payroll, purchasing, accounts payable, and accounts receivable. PeopleSoft is fully interfaced with several more specialized systems used throughout the city for revenue collection, utility billing, commercial card transactions, courts, parks and recreation, animal control, and central permitting. PeopleSoft enables departments to monitor budgets in real time via encumbrance accounting. Users have easy access to online budget overviews, can drill down to see transaction details, and have the ability to run numerous reports and queries.
Agency Self-Review: Met Not Met
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5.3.1 - Financial Status ReportsStandard: The agency shall periodically, monthly at a minimum, provide financial status
reports. Each appropriation and expenditure shall be classified according to function, organizational component, activity, object, and program.
Suggested Evidence of Compliance: Provide financial status reports for the previous three months. Financial status reports shall include, at a minimum:
a. Initial appropriation for each account (or program)b. Balances at the commencement of the regularly defined periodc. Expenditures and encumbrances made during the periodd. Unencumbered balancese. Revenue status
Agency Evidence of Compliance: PeopleSoft Software Commitment Control Home Page; Financial Management Policy Statements; Example of monthly financial statement; Expenditure report; Revenue Report; Sample Budget Inquiry; Revenue Projection
The Finance Department uses a computerized financial accounting module through PeopleSoft, which is accessible by staff via the city’s intranet. It allows quick access to financial records as required by the city’s Financial Management Policy. Using this software, monthly reports such as financial statements, expenditures and revenue are generated and distributed to staff.
According to Financial Management Policy Statement 1000-01, monthly reports comparing expenditures and revenues to the current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the city’s financial position are to be prepared for review by the City Manager and City Council.
Agency Self-Review: Met Not Met
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5.3.2 - Position Authorization ProceduresStandard: The agency shall have established procedures for maintaining control over the
number and type of authorized filled and vacant positions to ensure that persons on the payroll are legally employed and that positions are in accordance with budget authorizations.
Suggested Evidence of Compliance: Provide the position authorization procedures and budgeted positions.
Agency Evidence of Compliance: Monthly Financial Status Report October 2015; PeopleSoft HR Module Menu ; Staff Complement as of 063015; Critical Position Justification Form; Critical Needs Hiring Committee; Recruitment Report 112515; Hiring Committee approval; City Council (CA-18)
The Finance Department prepares a variety of revenue and expenditure reports in addition to the Monthly Financial Status Report. Its online computerized system, PeopleSoft, is accessible by all full-time staff and allows quick access to financial records and budget availability. These reports enable supervisors and superintendents to monitor the payroll budgets of their programs during the course of the year. A Human Resources component of PeopleSoft is used alongside the financial component to track time and payroll information.
The Finance Department creates and distributes a staff complement report each month that indicates all budgeted positions and the departments they occupy. All requests for new hires are processed through the Critical Needs Hiring Committee for approval before any recruitment commences. This includes full-time and part-time employees. A recruitment report is kept within the Administration section indicating which positions were approved by the Hiring Committee for recruitment. Only the City Council (CA-18) may take action to change the staff complement.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
5.3.3 - Fiscal Control and Monitoring Procedures
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Standard: The agency shall have established procedures used for collecting, safeguarding, and disbursing funds. The procedures shall enhance security and accountability of all monies received by the agency.
Suggested Evidence of Compliance: Provide the fiscal control and monitoring procedures. The fiscal control and monitoring procedures shall include:
a. Maintenance of an allotment system, if any, or records of appropriations among organizational components;
b. Preparation of financial statements;c. Conduct of internal audits; andd. Persons or positions authorized to accept or disburse funds.
Agency Evidence of Compliance: Financial Management Policy Statements; PeopleSoft Software Expenditure Report; Public Works, Parks and Recreation Expenditure Report October 2015; eProcurement or voucher processing; Purchasing Security List; A Purchasing Card Request form; Monthly spreadsheet; Monthly report; City of Henderson Cash Receipts Manual; Handling of Funds Manual; Department Policy POL-1.4.010 Handling of Funds; Training every two years; Financial Management Policy Statement 1200-02; Annual audit; Award contract to audit company
The Public Works, Parks and Recreation Department adheres to City of Henderson Financial Management Policy Statements when completing any and all financial transactions. While the department director is ultimately responsible for all expenditures and budgets, superintendents, managers, and supervisors are responsible for reviewing budgets and staying within the given parameters. Budgets are tracked and reviewed on a continual basis. Refer to the PeopleSoft Software Expenditure Report and the Public Works, Parks and Recreation Expenditure Report October 2015, located in reaccreditation folder 5.3.3.
In order for staff to use the PeopleSoft system for eProcurement or voucher processing, an access form must be approved by the senior director before it is submitted to the Finance Department. This document determines the type of access the employee will have. The three roles include a requestor (able to enter requisitions or edit/view them), approver 1 (approval of requisitions less than $10,000) and approver 2 (approve requisitions for any amount). We grant approver 1 rights to analyst IIIs and senior management levels. Approver 2 classifications are reserved for division heads and above. Refer to the PeopleSoft Procurement Access Form and Purchasing Security List located in folder 5.3.3.
A similar system is used for access to a purchasing card (p-card). A Purchasing Card Request form determines the limits for single transactions, cumulative monthly amounts, number of
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transactions per day and or per month, and the dollar limit per day. The form is approved by the director and then submitted to the Finance Department. In keeping with the city’s internal audit, a monthly spreadsheet containing missing approvals and/or receipts, monthly transactions of $2,500 or more, and statements in excess of $15,000 is distributed to each department. We also prepare a monthly report on the use of p-cards. Each p-card statement is reviewed by our Administrative staff. From this review, a monthly report is created and distributed to management staff regarding the top vendors used by divisions, taxes paid, and changes in monthly spending amounts.
The Finance Department also provides guidelines for handling payments such as cash, checks or credit cards through the City of Henderson Cash Receipts Manual, which stipulates that each department is responsible for complying with the policies and procedures outlined in the document. Departments are also to develop written operating procedures regarding the handling of funds. Our department created the Handling of Funds Manual based on the Finance Department’s cash receipt manual, which gives more specific instructions to our staff.
We adopted a department policy regarding the safeguarding of revenue to ensure public trust (Department Policy POL-1.4.010 Handling of Funds). This policy addresses security measures that include using locked safes and cash drawers, issuing receipts for each transaction, and not sharing passwords. The policy also dictates that staff who may have the occasion to handle funds must attend training on the Handling of Funds Manual every two years or as major changes occur.
In accordance with Financial Management Policy Statement 1200-02, every three years the city requests proposals from all qualified firms, including current auditors, if their past performance has been satisfactory, and the City Council selects an independent firm of certified public accountants to perform an annual audit of the books of accounts, records and transactions, certifying the city’s financial statements.
The internal auditor prepares an annual audit plan of city operations based on a risk assessment of the audit universe, including our department. The plan also includes proposed operational audits for a subsequent five-year period. Two Public Works, Parks and Recreation Department audits are proposed during the next five-year plan. The internal auditor also regularly collaborates with us on any issues that arise outside of planned audits. External audits of the city’s financial statements are completed on an annual basis by certified public accountants. The current audit firm is Piercy Bowler Taylor & Kern Certified Public Accountants as awarded at the May 4, 2010 City Council Meeting UB-041.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
5.3.4 - Independent Audit Standard: There shall be an independent audit of the agency's fiscal activities conducted
annually or at a time stipulated by applicable statute or regulation. The audit may be performed by the government's internal audit staff (external to the agency being audited) or by an outside certified public accounting firm.
Suggested Evidence of Compliance: Provide the most recent independent audit and management letter, or most recent Comprehensive Annual Financial Report (CAFR) and provide the response to the audit recommendations.
Agency Evidence of Compliance: Comprehensive Annual Financial Report; City Council Meeting 120115 Audit Findings
Piercy Bowler Taylor & Kern Certified Public Accountants is currently under contract with the city to provide annual independent audits of financial statements. These audits cover individual departments, audits required under grant agreements, as well as the City of Henderson as a whole.
A copy of the city’s Comprehensive Annual Financial Report (for fiscal year ending June 30, 2015) was presented to the City Council in December.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
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5.4 - Annual or Biennial Budget
Standard: There shall be an annual or biennial operating and capital improvements budgets, including both revenues and expenditures. Operating budgets include both capital and operating expenses, cover a one-year or two-year period and capital improvements may extend five or six years with annual review. The nature of an agency's budgetary system may be determined by the kind of system in use by its governmental authority.
Suggested Evidence of Compliance: Provide the current and approved operating and capital improvements budgets.
Agency Evidence of Compliance: City of Henderson Final Budget FY2016; Capital Improvement Plan FY16-21; FY17 Budget Performance Plan Preparation Manual; Budget Revenue Projections
Our department prepares operating budgets and a capital improvement budget each fiscal year. A budget manual is published by the Finance Department to provide a guideline for staff involved in the process. Refer to the FY17 Budget Performance Plan Preparation Manual located in the reaccreditation large document section and the Capital Improvement Plan Program Guide.
Even though the City Council hears the budget in April and officially adopts it in May, its preparations begin at least six months prior, with projections of reserves, revenues, and expenditures limit requirements. Prior to April 15, the City Manager submits to the City Council a tentative operating budget for the fiscal year commencing the following July 1. The City Clerk publishes for two consecutive days the notice of public hearing related to the tentative budget scheduled for the third Tuesday in May. This provides citizens the opportunity to provide input on the budget. The operating budget includes proposed expenditures and the means of financing them.
Agency Self-Review: Met Not Met
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5.4.1 - Budget Development GuidelinesStandard: The agency shall establish guidelines to inform the heads of organizational
components of the essential tasks and procedures relating to the budget preparation process. The guidelines shall include instructions for preparing budget request documents and for providing adequate justification for major continuing expenditures or changes in continuing expenditures of budget items. Information should be included regarding operating impact.
Suggested Evidence of Compliance: Provide the budget development guidelines.
Agency Evidence of Compliance: Financial Management Policy Statement 100-03; FY17 Budget Manual; Analyst round table; Base Budget; City Council Budget Adoption PH-050
Every employee plays a role in performance budgeting, whether in its formulation, preparation, implementation, administration, or evaluation. Ultimately, the department head, through the City Manager, is accountable to the City Council for the performance of staff in meeting specific objectives within resource allocation limits.
Per Financial Management Policy Statement 100-02, with each budget cycle a Budget Handbook is issued to all departments and managers, which outlines the budget calendar and specifies when budget tasks are to be completed within identified timelines. The handbook serves as the primary guide to budget preparation.
The staff member accountable for the program is responsible for preparing cost estimates for the remainder of the current fiscal year; projecting base budget requirements; and developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical.
The City’s Budget Committee consists of a subset of the senior management team as appointed by the City Manager. This team is responsible for preparation of materials and meeting facilitation. Based on departmental business plans and City Council goals, the Budget Committee makes funding decisions that best promote the overall priority goals and financial stability of the city. The recommendations of the Budget Committee are presented to the City Council for final approval.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
5.4.2 - Budget RecommendationsStandard: Major organizational components shall provide recommendations, based on
operational and activity analysis, for use in the development of the agency's budget.
Suggested Evidence of Compliance: Provide examples of agency component recommendations and evidence of their consideration in the budgeting process. Recommendations shall include:
a. Assessment of current and future personnel needs; b. Costs per program element;c. Line items.
Agency Evidence of Compliance: Program priorities; City of Henderson Strategic Plan 2014-2019; Priority Based Budget Presentation
During the budget planning process, the department assesses current and future conditions, programs, and needs. At this time, staff examine current programs or positions for possible trade‐offs, reductions or elimination.
All programs and services are assessed for their value and priority to the citizens of Henderson. Consideration is given to all programs and services and their role in meeting strategic goals and the department’s service level goals.
Performance Budgeting is an annual process that offers a way to make sound management decisions based on service delivery performance and affirms continuous improvement programs.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
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5.5 - Budget Control Procedures
Standard: The agency shall have procedures for budget control with periodic reporting of revenues and expenditures, and continuous management review.
Suggested Evidence of Compliance: Provide the procedures for budget control within the agency and examples of periodic reports.
Agency Evidence of Compliance: Public Works, Parks and Recreation Revenue Report October 2015; PeopleSoft Software Expenditures Report; Budget control email; Purchasing cards report ; Overtime report ; Budget Transfer-Augmentation Forms; Financial Management Policy Statement 100-06; Budget Performance Plan Preparation Manual
Budget control and monitoring is decentralized within the department. Supervisors, managers, and coordinators play a role in the implementation of the budget, which is monitored by the director, assistant director, superintendents and analysts. Once the fiscal budget is approved by the City Council, the Finance Department provides updated accounts reflecting approvals. These accounts have been decentralized to subordinate supervisors at the superintendent level, where appropriate.
The parks and recreation Revenue Report is created monthly and distributed to senior staff members and select managers for review. Expenditures Reports are also distributed monthly to staff for review and feedback. These documents are prepared with current data and comparison analysis to previous years along with budget forecasts.
In addition to multiple citywide budget control measures, we also monitor and evaluate the use of budget dollars through monthly reports on purchasing cards and overtime.
Budget Transfer-Augmentation forms are used for adjustments in budget allocations from department to department. Financial Management Policy Statement 100-06 allows for transfers to be completed that best reflect the needs and priorities of the city and enables the city to plan, control, and overall manage its programs, services and finances. The Budget Performance Plan Preparation Manual discusses using the Budget Transfer-Augmentation form in detail.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
5.5.1 - Supplemental/Emergency Appropriations ProceduresStandard: The agency shall have established procedures for requesting supplemental or
emergency appropriations and fund transfers to meet circumstances that cannot be anticipated by prior fiscal planning efforts. Mechanisms of adjustment may include transferring funds from one account to another and/or requesting that additional funds be granted for agency needs.
Suggested Evidence of Compliance: Provide the supplemental/emergency appropriations procedures.
Agency Evidence of Compliance: Emergency Purchasing Procedures; Financial Management Policy Statement (1400); Henderson Municipal Code Chapter 2.24 Emergency Management;
The Finance Department has established written procedures for all departments to follow regarding the request for supplemental or emergency appropriations and fund transfers. These written procedures are contained in the Financial Management Policy Statements. (1400).
Financial Management Policy Statement 400-07 enables the city to establish a fund that will provide contingencies or transitional funds during an unforeseen fiscal emergency. This contingency fund equals one-quarter of one percent of General Fund revenue. This fund is used to bridge any gap that would occur as a result of a dramatic economic downturn or during a state of emergency.
Henderson Municipal Code Chapter 2.24 Emergency Management states that the City Manager “may, through requisition or contract with private parties or other government entities, obtain vital services, supplies and equipment needed to protect life and property and implement the plan; and may bind the city for the value thereof without being required to comply with the normal purchasing procedures, if compliance with those procedures would unreasonably hamper or impair the implementation the plan.” Municipal Code 2.24.90K indicates the City Council and/or City Manager may redirect funds for emergency use and 2.24.100A2 allows for the Public Works director to accept funds from the federal government or the state and use those funds for the purpose of removing debris.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
5.5.2 - Inventory and Fixed Assets ControlStandard: The agency shall have established procedures for inventory control of property,
equipment, and other assets to prevent losses and unauthorized use, and to avoid both inventory excesses and shortages. There shall be a complete and current listing of agency assets.
Suggested Evidence of Compliance: Provide procedures for inventory and fixed asset control.
Agency Evidence of Compliance: Annual Physical Capital Asset Inventory FY15; Non-Capital Asset Inventory FY16; Financial Management Policy Statements (500) ; Department Capital and Non-Capital Asset Inventory Policy POL-1.1.005; Asset Transfer Form; Capital asset report; Public Works, Parks and Recreation Policy POL-1.4.001 Disposal of City Surplus Property
The City of Henderson’s Capital Assets Policies and Procedures states that departments are responsible for the proper custody of capital assets under their control. Department heads are to ensure capital assets are appropriately tagged, maintained, inventoried and safeguarded. Additionally, departments should assign responsibility for control of certain non-capitalized items that require special attention. (Annual Physical Capital Asset Inventory FY15, Non-Capital Asset Inventory FY16)
Financial Management Policy Statements (500) states that within the resources available, each fiscal year the city must maintain capital assets and infrastructure at a sufficient level to protect the city’s investment, to minimize future replacement and maintenance costs, and to continue to provide adequate service levels.
Departments must charge newly purchased capital items to a 700000 series account. The Finance Department reviews payment and contribution data and records capital assets as required for
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financial reporting. Assets are assigned to the department and individual as indicated on the source documents (requisition, PO, payment request form, and/or invoice).
Departments must charge newly purchased non-capital asset items to project number Z0003. Department staff reviews payment and contribution data and records non-capital assets as required for financial reporting. Assets are assigned to the department and individual as indicated on the source documents (requisition, PO, payment request form, and/or invoice). (Department Capital and Non-Capital Asset Inventory Policy POL-1.1.005 ) On occasion an asset used by one department may be transferred to another. In order to transfer responsibility to the receiving department, an Asset Transfer Form is completed and submitted to Finance.
A physical inventory of all capital and non-capital assets is completed annually. In early spring, Finance issues every department a report of all capital assets in their custody. Reports are available in both paper copy and Excel format, and are sent to each department head or designated person at least eight weeks prior to the end of the fiscal year.
Disposal of assets should conform to Public Works, Parks and Recreation Policy POL-1.4.001 Disposal of City Surplus Property. This policy clarifies how staff is to dispose of surplus property, including who approves the disposal and the procedures to be followed.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 5.0 – FINANCIAL MANAGEMENT
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
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Provide clarification for all unmet fundamental standards:
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6.0 - Programs and Services Management
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
A program is a means to leisure and recreation as well as a vehicle to deliver benefits to participants. High-quality programming is a dynamic process that continues as the recreation experience unfolds.A systematic and well-researched analysis should be completed in determining what programs and services should be provided by the agency. The public park and recreation program should be coordinated with related programs of other governmental, for-profit and non-profit organizations in the community, such as schools, voluntary agencies, and churches, to provide maximum coverage with a minimum of duplication, as well as to reduce competition.
The primary responsibility of the park and recreation professional is to provide programs by which leisure and recreation experiences and environments enhance the well-being and quality of life for participants. Certain program and service determinants give direction to what is provided and assessed. These determinants are: conceptual foundations of play, recreation, and leisure; agency philosophy, goals and objectives; constituent interests and desired needs; and community opportunities for the public. Program and service objectives must be benefits-focused. Many agencies put objectives in “SMART” format (specific, measurable, achievable, realistic, and timed) to assure that objectives are measurable and they use logic modeling to focus their objectives on outcomes and impacts.
The recreation programming plan includes all elements and services of the public park and recreation agency’s programming functions, including activity selection, type and scope of programs and outreach initiatives. While related to a master or comprehensive plan, the recreation programming plan shall be an outgrowth of other strategic and program forecasting tools. Park and recreation agencies should have a program that educates the public about the intrinsic and extrinsic benefits that leisure (time, activity, experience) and participation in self-directed and leader-directed recreation activities provide. It should include the three (3) behavior domains: psychomotor (manipulation and coordination of physical skills and abilities), affective (interests, appreciations, attitudes and values) and cognitive (intellectual skills and abilities). A leisure education program consists of six (6) components:
1. Awareness of self in leisure; 2. Appreciation of leisure;3. Understanding self-determination in leisure;4. Making decisions regarding leisure participation;
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5. Knowledge and use of resources for facilitating leisure; and 6. Promoting social interaction.
Examples include:● Cooperative agreements with local schools to develop classes, workshops or events to
inform children and adolescents of leisure benefits.● Community presentations regarding leisure benefits at libraries, senior citizen centers,
special recreation associations, and at business and industry meetings.● Distributing a “benefits” CD or website hyperlink to educate, publicize, and inform of
agency programs and services through various social media outlets (Facebook, Twitter, etc.) and public cable TV channels.
● Organizing and categorizing agency publications and photos according to the benefits associated with targeted programs and services, e.g., benefits of nature walks for senior populations and benefits of outdoor play for children.
● Marketing and advertising the benefits message in agency telephone messages, employee newsletters, and policy manuals, on staff apparel, facility and vehicle signage.
● Including benefit statements in brochures and program descriptions so that prospective participants will see what they can gain from participating in programs.
● Including the question of “How have you benefited from this program?” in program evaluations, causing the participant to reflect on the benefits of the program.
● Including the benefits of programs and services on agency websites and in email/e-blasts, press releases and public service announcements.
● Conducting benefits-based program research studies.● Conducting and reporting follow-up assessments and data analyses.
6.1 - Recreation Programming Plan
Standard: The agency shall have a recreation programming plan covering 3-5 years that is updated periodically and a current-year implementation plan. The plan shall address all programs and services of the agency’s programming functions, including activity selection, type and scope of programs and outreach initiatives.
Suggested Evidence of Compliance: Provide the current recreation programming plan and describe the update process. This plan shall address how the agency delivers services to persons of all ages and abilities, how it develops program offerings and it shall include the following elements:
a. Program objectives (6.2); b. Program and service statistics (10.5); c. Program and service determinants (6.1.1);
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d. Recreation and leisure trends analysis (10.5.1); and e. Community inventory (10.5.2).
Agency Evidence of Compliance: Recreation Programming and Business Plan; Performance expectations; Marketing Plan; Revenue and expenditure reports; Programming matrix; PRORAGIS
Using a customer-driven, outcome-oriented and collaborative approach, the Recreation division continues to play a central role in maintaining and enhancing the quality of life in Henderson. The Recreation Programming and Business Plan (RPBP), reviewed by staff on an annual basis and approved by the department director, carries out this responsibility by:
Providing quality programs, services and facilities Partnering with existing community agencies and organizations to provide programs and
services Facilitating the development and provision of new facilities, programs and services
The RPBP is a product of previous recreation programming plans, sections from the former Parks and Recreation Five-Year Plan, and elements of proposed recreation business plans. This document provides direction to staff to meet the current and future needs of Henderson residents.
The document starts with an overview of the basic premise of programming, benefits of recreation, service determinants, agency philosophy, and core programs of the Recreation division. From there, each section (e.g., Aquatics) or special program area (e.g., special events) supervisor, with the assistance of their area manager, is responsible for addressing their specific customer base data and operational information and trends. The plan’s conclusion is specific programming and operational objectives based on data and information.
The following key sections of the RPBP include, but are not limited to:a. Program Objectives. (p. 28) In consideration of the city’s Strategic Plan, the department’s
revenue and cost recovery goals, registration software (RecTrac) reporting, participant evaluations, needs assessment surveys, and trend and operational information, staff are given annual performance expectations to maintain quality customer service and programs, address operational concerns and meet financial goals.
b. Program and Service Statistics (p. 22). Staff review elements from the RPBP including the marketing plan, city and/or service area demographic information (p. 19), community inventory (p. 20), SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis (p. 21), key performance indicators for the Recreation division, program life cycle
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information (p. 23), and financial data (revenue and expenditure reports) to create recreation programs that will serve our residents.
c. Program and Service Determinants. (p. 6) This section outlines the key concepts of play (programming matrix) as they relate to service delivery choices, age groups, and types of supervision. The Recreation division strives to be customer driven and balanced and to offer programs and services that help to develop the social, physical, and mental well-being of individuals, families, organizations and agencies within the community. There are several key determinants provided by our recreation programs and facilities, which include Conceptual Foundations of Play, Recreation and Leisure, Organizational Vision and Mission, Constituent Interests and Desired Needs, Constituent-Centered Culture, Desirable Experiences for Clientele, and Community Opportunities.
d. Recreation and Leisure Trends Analysis. (p. 14) We use PRORAGIS, the National Recreation and Park Association database, to benchmark against other parks and recreation agencies. Predicted trends and risks (p. 28) are also included for the specific facility or service area.
e. Community Inventory. (p. 20) Each section or specialized program area (e.g., Outdoor Recreation) completes a community inventory each year for their service area. Staff identifies commercial businesses, nonprofits, and/or other local agencies offering similar programming or services. With this information, we are able to avoid duplication of service and identify potential partnerships to enhance recreational opportunities.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.1.1 - Program and Service DeterminantsStandard: A systematic and studied approach shall be taken in determining what
programs and services shall be provided by the agency.
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Suggested Evidence of Compliance: Provide documentation and examples demonstrating that the
six (6) program and service determinants are used in providing programs and services. The programs and services provided by the agency shall be based on the
a. Conceptual foundations of play, recreation, and leisure;b. Organizational agency philosophy, mission and vision, and goals and objectives;c. Constituent interests and desired needs;d. Creation of a constituent-centered culture;e. Experiences desirable for clientele; andf. Community opportunities.
Agency Evidence of Compliance: Recreation Programming and Business Plan; Learn-to-Swim classes; NRPS Program Awards; Comprehensive Annual Budget; Community Survey; Program evaluations; Internet feedback; Community outreach; Boards and commissions; Step awards; Programming Matrix; Bird Viewing Preserve; Volunteers; Sponsors; Recreation programs; Financial assistance
Within the Recreation Programming and Business Plan (p. 6) are the six determinants used in providing programs and services in the City of Henderson.
a. Conceptual Foundations of Play, Recreation and Leisure . Recreation promotes family unity, builds strong bodies, improves self-esteem and reduces stress. The city supports this by providing programs including, but not limited to:
Learn-to-Swim classes (p. 56) Henderson Senior Games Summer camps Health and fitness Instructional classes Senior activities Archery Hikes and 5K fun runs Open and covered picnic areas BMX tracks Special events
b. Organizational Agency Philosophy (p. 10), Mission and Vision (p. 6), and Goals and Objectives (p. 28). The department’s philosophy for the delivery of recreation programs is to provide quality-driven service and innovative recreation opportunities. This is defined by, but is
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not limited to: Exceed or meet residents’ expectations Full inclusion for all programs and events Safety of residents, participants and employees
The Recreation division provides the following services in support of the vision and mission of the city, which are:
Vision: To be America’s premier community Mission: Provide services and resources that enhance the quality of life for
those who live, learn, work and play in our city.
Providing quality recreation programs is a critical component of making the city’s vision a reality. City leaders have committed significant funds (p. 5) over the years toward parks and recreation services to ensure they are staffed and planned to a premier standard. Henderson residents often cite our programs, services and facilities as an important part of their quality of life.
Based on trends, fiscal performance, attendance figures, and other factors, annual programming objectives are established. Objectives include specific action steps to be completed.
c. Constituent Interests and Desired Needs . The department provides programs in a range of areas. Formal and informal customer feedback is solicited in a variety of ways to ensure that programs are customer driven and meet the needs of as many people as possible. This includes surveys, advisory groups, and presenting to community organizations. These strategies help to determine program satisfaction, use, and quality, and also help to identify additional needs. In order to determine constituents’ needs, we use several methods to collect information, including but not limited to:
Community-wide surveys Program evaluations Internet feedback Community outreach Boards and commissions
d. Constituent-Centered Culture . We promote a constituent-centered culture throughout the organization to ensure that people who contact us, participate in our programs or use our services for the first time will feel welcome and engaged. We first do this during new employee orientation (slide 2) to discuss the city’s values (safety, teamwork, excellence, and professionalism). All ages and abilities are able to participate in our programs, and
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we ensure that there is a variety of programs available to choose from.
e. Desirable Experiences for Clientele . We strive to deliver a comprehensive and balanced program of recreational activities that meets the needs and desires of the community. The three general ethical areas of responsibility that are addressed in programming these experiences for our patrons include:
Human-Social Responsibility – We provide services without discrimination (p. 3) or preference in regard to age, ethnicity, culture, race, ability, gender, language preference, religion, sexual orientation, socioeconomic status, or nationality.
Community Responsibility – We provide a variety of leisure services and programs that demonstrate our commitment to addressing the needs of the community. Numerous partnerships have been established with other agencies and organizations to ensure the community has access to as many resources as possible.
Environmental Responsibility – Outdoor recreation programming and events provide patrons many opportunities for environmental and open space protection education and exposure.
f. Community Opportunities . We provide many ways for the community to get involved with parks and recreation programs, and we offer many events and programs with excellent opportunities for volunteers to be involved or for sponsors to be recognized in the community. We also have a wide range of recreation programs and services for all ages that are offered year round, and through financial assistance we create opportunities to overcome barriers that may otherwise prevent individuals’ access to the benefits our programs offer.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.1.2 - Participant Involvement
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Standard: The development of agency programs and services shall involve participants.
Suggested Evidence of Compliance: Describe the process and provide examples of how the agency obtains and utilizes participant input. Participants shall have involvement in:
a. Recommending policy; b. Planning activities; c. Conducting activities; and d. Sponsoring activities.
Agency Evidence of Compliance: Pricing study; approved by City Council (UB-54); Cost Recovery Policy; Henderson Seniors’ Auxiliary; Mini mart; City of Henderson Parks and Recreation Master Plan; Programs are evaluated; Ballet evaluation; Contact Henderson; Sponsorships and donations; In-kind donations; Sponsorships
A sampling of how we involve participants in program development includes, but is not limited to:
Recommending Policy. In 2014, the department conducted a pricing study for parks and recreation services and programs. The process included public input (community meetings and a survey) (p. 50) which indicated strong support for higher subsidies for certain youth and senior programs. This information was then used to formulate recommendations (p. 4) regarding cost recovery, which were approved by City Council (UB-54) and translated into an updated Cost Recovery Policy.
Planning Activities. We work with organizations in the community to develop unique special interest programs, such as the Henderson Seniors’ Auxiliary , which helps by volunteering and providing weekly prizes for bingo, sponsoring special events, operating a mini mart that provides seniors with discounts on grocery items, raising funds to assist seniors with scholarships to take part in programs offered at our two senior centers. Many members of the auxiliary are also patrons at Heritage Park Senior Facility.
The public also played an important role in the City of Henderson Parks and Recreation Master Plan (p. 17) process. Residents were invited to participate in focus groups and surveys, and this input was used in the development of the master plan and its goals.
Conducting Activities. Programs are evaluated at the end of each class or program session throughout the year by staff, participants, and parents to assess each program’s effectiveness. Program evaluations assist by providing feedback and recommendations for improvement, which provides staff a critical self-assessment plan for the future.
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The public may make comments and suggestions via the city’s Contact Henderson customer relationship management system about how programs are offered.
Sponsoring Activities. We offer opportunities for private, corporate, and nonprofit groups and individuals to assist the city in the form of sponsorships and donations. This type of funding acquisition ranges from in-kind donations at Heritage Park Senior Facility to sponsorships for special events.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.1.3 - Self-Directed Programs and ServicesStandard: The agency shall offer self-directed recreation opportunities for individuals and
groups to participate without leadership, under only general supervision. Examples include picnic facilities, tennis courts, roadways in scenic areas, bridle trails, self-guiding nature trails, and open playgrounds.
Suggested Evidence of Compliance: Provide examples of how the agency provides self-directed recreation opportunities, including a list of such opportunities.
Agency Evidence of Compliance: Henderson Happenings; Recreation Programming and Business Plan; Programming Matrix ; Parks and Trails ; Skate Parks ; Splash Pads; Disc Golf ; Open Recreation Participation; Park Picnic Area and Trail Rentals; Swimming Pool Rentals; Tennis Courts; Rooms at Recreation Facilities
We provide diversified community recreation programs as outlined in our Henderson Happenings program brochure. The Recreation Programming and Business Plan includes a matrix to identify service delivery choices including free play, open recreation and rentals. A sampling of these self-directed opportunities for recreation includes, but is not limited to:
Free Play. The city offers multiple parks and trails, skate parks, splash pads, and disc
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golf courses for free play or self-directed recreation.
Open Recreation. These types of recreational opportunities are scheduled in spaces on a first come, first served basis for drop-in participants and includes open basketball, open paddle tennis, game rooms, fitness centers, racquetball courts and indoor tracks.
Rentals. We offer many types of rental opportunities to the public, including park picnic area and trail rentals, swimming pool rentals, tennis courts and rooms at recreation facilities
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.1.4 - Leader-Directed Programs and ServicesStandard: The agency shall offer leader-directed recreation opportunities that provide
recreation opportunities where participant involvement is directed by a leader, including skills instruction classes. Examples include tennis, crafts, dance; synchronized swimming performance; creative dramatics for children.
Suggested Evidence of Compliance: Provide examples of how the agency provides leader-directed recreation opportunities, including a list of such opportunities.
Agency Evidence of Compliance: Programming Matrix; Henderson Happenings
We offer a variety of leader-directed recreation opportunities for our citizens. These programs are led either by staff, volunteer activity leaders at the senior centers, or contracted instructors. As mentioned for self-directed programs, the Recreation Programming and Business Plan’s matrix identifies structured activities as a service delivery choice. A comprehensive list of programs is available in Henderson Happenings (the name of the contracted instructor, if applicable, is listed at the end of the class description).
Leader-directed programs and services include, but are not limited to:
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o Staff Led: Swimming lessons FIN (Fun Instructed Novice) recreational swim team Rec & Roll and On the Go (therapeutic recreation) Excursions (SeaWorld, Magic Mountain and Disneyland) Homeschooler Hikes All About Birds: Just for Kids Youth sport leagues (baseball/softball, basketball, and soccer) ABC Etc. (state-licensed preschool) Safekey and Teen Scene (before- and after-school programs) Kids Zone (camp for out-of-school time) 8-Ball and 9-Ball billiards tournaments for seniors Congregate meals and Meals on Wheels American Red Cross Pet First Aid
o Contracted Instructor Led: Quick Start Tennis (sports) – United States Tennis Association Mommy & Me Hip Hop (dance) – Sandy Tartadian Kidz Theater(drama) – Katia Ocanas Zentangle (art) – Suzanne Bowyer Date Night: Seafood (cooking) – Pete Hereld Tumbling Kittens (gymnastics) - Gymcats Hydro-Tone (aquatic fitness) – Lorelei Sprott Little Ninjas (martial arts) – Academy of American Kenpo Karate Piano, Guitar, Banjo, & Keyboards, Oh My! (music) – Jon Funk Driver’s Safety (workshop) - AARP
o Volunteer Activity Leaders: Bridge Bingo Asian Mah Jongg Bunco Pinochle Scrabble Canasta Poker
Agency Self-Review: Met Not Met
Visitor Comments:154
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Visitor Evaluation: Met Not Met
6.1.5 - Facilitated Programs and ServicesStandard: The agency shall facilitate assistance to individuals and groups of individuals
that provide or want to provide recreation programs and leisure services independently from the agency. An example of facilitated programs and services is an individual or group that wishes to start a community theater organization; the agency may help initially by providing a meeting place, some administrative help in publicity, and "seed money” with the intent that the organization will become self-sustaining. Demonstration projects may be utilized for this purpose.
Suggested Evidence of Compliance: Provide examples of how the agency provides facilitated recreation opportunities, including a list of such opportunities.
Agency Evidence of Compliance: Facility; Sports Field Allocation; Commercial Organization ; Nonprofit organizations; POL-1.6.001; Letter to nonprofit/charitable groups; BMX; Concessions; NRS 426; Waiver letter; Charitable Assistance administrative policy; NRS 372.3261; Charitable Assistance application; Henderson Seniors’ Auxiliary
We work with numerous external organizations and individuals to facilitate programs and services that enhance and expand opportunities available to the community. The following is a partial list of groups and agencies that we assist or have assisted in becoming independent, to provide a valuable leisure service to the community.
Facility and Sports Field Allocation. We allocate various city-owned facilities to third-party organizations so they may operate independent recreation programs. These groups may be commercial, and/or nonprofit organizations. The department has a policy (POL-1.6.001) regarding facility, trail, outdoor space and field allocation. Our staff has also worked with UNLV’s Small Business Development Center to assist commercial groups transition to nonprofit/charitable status in order for them to receive lower rates.
BMX – We have two BMX tracks in our inventory. In 2014, we bid out operation of the tracks and awarded the contract to a third party vendor. Within the agreement the vendor has open ride times for the public and will hold races sanctioned by USA BMX. There is a nominal cost for these racers.
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Concessions – We offer concession stands at parks throughout the city. In 2015, we went out to bid for the operation of these stands and awarded the bid to a third party vendor. We provide schedules to the vendor on a monthly basis and have open communication about any concerns that either party may have. A revenue share is part of the agreement. Based on NRS 426 all vending stands on public property must be run by people who are blind or visually impaired. The Nevada Department of Employment, Training and Rehabilitation evaluate such stands to see they are viable for them to operate. If it is determined that they are not viable for them to operate, they must provide the agency with a waiver letter letting the agency run those stands.
Charitable Assistance – The City of Henderson has an administrative policy that allows city departments to provide assistance to charitable organizations that have met the criteria of NRS 372.3261 provide service with the city limits. Each organization completes an application and submits it to the department from which they are seeking assistance. Each department has been allocated $2,500 in assistance each fiscal year.
Henderson Seniors’ Auxiliary – The Henderson Seniors’ Auxiliary and the City of Henderson have an existing agreement that enhances and enriches the lives of Henderson residents ages 50+ by providing support and sponsoring programs and services.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.1.6 - Cooperative ProgrammingStandard: The agency shall enter into cooperative agreements with public, commercial,
and nonprofit entities to provide programming.
Suggested Evidence of Compliance: Provide current examples of cooperative programming with documentation, such as Memoranda of Understanding (MOU), Memoranda of Agreement (MOA), or partnership agreements.
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Agency Evidence of Compliance: Clark County School District; Clark County Department of Family Services; Henderson Public Library District; State of Nevada’s Food Distribution Program; SPRAT Theater Group; Spirit Tae Kwon Do; HopeLink of Southern Nevada; American Red Cross; Nevada Early Intervention
Our department coordinates with public, commercial, and nonprofit entities to provide the maximum number of programs and activities with as little duplication as possible. Examples of cooperative programming include, but are not limited to:
Public Clark County School District and the City of Henderson have a joint-use agreement that
enables us to use each other’s facilities at no cost. Clark County Department of Family Services offers no-cost workshops for parents and
teens at our recreation centers. Henderson Public Library District operates a mini branch at Heritage Park Senior
Facility. State of Nevada’s Food Distribution Program offers the Senior Farmers’ Market
Nutrition Program at Heritage Park Senior Facility to improve the health of low-income seniors by providing fresh, unprepared fruits, vegetables, herbs and honey, and to support the agricultural community.
Commercial SPRAT Theater Group is a public business that partnered with Heritage Park Senior
Facility to provide free acting classes for seniors. Spirit Tae Kwon Do is a public business that partnered with our Youth Enrichment
section to provide martial arts lessons at our low-income sites.
Nonprofits HopeLink of Southern Nevada and the city co-sponsor an annual back-to-school event for
low-income families. American Red Cross works with us on training, exercises, and facility use for emergency
shelters. Nevada Early Intervention offers a no-cost class for children with and without
disabilities.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
6.2 - Program Objectives
Standard: There shall be specific objectives established for programs and services that are reviewed periodically. Objectives shall be specific and measurable as to the actual outcome or impact desired by the program or service so that progress on meeting objectives can be evaluated (see standard 10.2 Outcomes Assessment). Objectives shall be defined by program area, such as nature, dance, music, sports, fitness, special events and they can be further defined into levels such as beginner, intermediate and advanced.
Suggested Evidence of Compliance: Provide measurable objectives for each program and service area and the last review.
Agency Evidence of Compliance: Recreation Programming and Business Plan (RPBP) (p.28); Annual Goals and Objectives; Performance Measures
The department has specific goals and objectives established for all sections of the Recreation division’s operations. These goals and objectives are identified in the Recreation Programming and Business Plan (RPBP) (p.28) for each section/facility. The annual goals and objectives are reviewed monthly or quarterly and at the end of each fiscal year (June) as part of the annual review process for the RPBP (finalized by September).
Ongoing key performance indicators are also tracked and updated quarterly. These indicators are generally consistent each fiscal year and are included in the Recreation Programming and Business Plan (p.22).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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6.3 - Scope of Program Opportunities
Standard: The content of agency programs shall be related directly to stated program objectives and shall provide for individual differences of interests, abilities (mental, social, physical), and backgrounds. Activities selected shall be suited to and contribute toward fulfillment of the basic physical, emotional, social, and intellectual requirements of individuals. The agency should take into consideration the total community offerings; some opportunities may be offered by other organizations, private, public, and non-profit.
Suggested Evidence of Compliance: Provide a matrix or listing of programs by fields, demonstrating clearly how the agency provides opportunities for proficiency levels, socioeconomic levels, racial and ethnic backgrounds, ages, and genders.
Agency Evidence of Compliance: Recreation Programming and Business Plan; Matrix; Henderson Happenings; Therapeutic Recreation and Inclusion Services; ADA (Americans with Disabilities Act); Financial Assistance Program; Heart & Soul; Ho’olaule’a Pacific Islands Festival; ABC Etc.; Senior Nutrition Program; Youth sports program; Soccer program
The department provides diversified recreational opportunities in numerous program areas for all levels of skill and ability. The Recreation Programming and Business Plan summarize key program categories and helps to identify the diversity of the various delivery models. The matrix covers a variety of categories including age level, service delivery choices, personal benefits, community-based benefits, economic benefits, and environmental benefits to provide a comprehensive overview of program benefits for each recreation section in the department. More specific examples of opportunities for proficiency levels, socioeconomic levels, racial and ethnic backgrounds, ages and genders include, but are not limited to:
Proficiency Levels. The recreation program model tries to accommodate as many residents in the community as possible by offering opportunities for all ability levels and describing the core values of each recreation section. Our Henderson Happenings program guide illustrates programs that reflect activities offered with various ability levels for the participant, such as beginning and intermediate/advanced level (dance) classes and recreational and competitive teams (swim).
Therapeutic Recreation and Inclusion Services staff assists in providing reasonable accommodations for individuals with special needs. We promote a 100 percent inclusion policy for all programs and events. Recreation facilities are ADA (Americans with Disabilities Act) accessible. The city also uses Relay Nevada (dial 7-1-1) to assist those who are hearing impaired in obtaining information.
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Socioeconomic Levels. The department’s Financial Assistance Program provides opportunities for Henderson residents to participate in parks and recreation programs regardless of economic situation. The city also works with other financial assistance programs such as respite through Desert Regional Care and the Child Care Development Fund coordinated through the Las Vegas Urban League.
Racial and Ethnic Backgrounds. In honor of Black History Month, the city hosted Heart & Soul: A Celebration of Gospel and Black History. Activities included an African-American art exhibit, cultural dance performances, live gospel music, food concessions, and merchandise booths.
To celebrate Hawaiian and Pacific Islander culture, Henderson hosts the Ho’olaule’a Pacific Islands Festival every September. Last year’s entertainment included Chinese Lion/Lohan School of Shaolin, Taiko Kaminari Drummers, Nani Ola Hawaiian Dance Company, Laotian/Korean Dancers, and 9th Island Serenaders. Cuisine included traditional Hawaiian plates, barbecued chicken, and beach-style lunch plates.
Ages and Genders. Our program planning begins with provisions for age diversity in all services offered. Participants are classified as infant and parent (6 months to 3 years), preschool (3-5 years), youth (6-12 years), teens (13-17 years), adult (18 years and older), and seniors (60 years and up, although patrons ages 50 years and older may use our senior centers).
ABC Etc. is a state-licensed preschool program based at Valley View Recreation Center. It is designed for children 3-5 years of age with activities to learn motor skills and social interaction.
The Senior Nutrition Program, based at Heritage Park Senior Facility, delivers Meals on Wheels to qualifying homebound seniors. The program provides one hot meal each weekday, two frozen meals for the weekend, and two quarts of milk each week. A congregate meal (lunch) program is also offered Monday-Friday at Heritage Park Senior Facility and Downtown Senior Center.
Our youth sports program guides boys and girls through an organized program to develop fundamentals and promote team play. Leagues available include basketball, baseball/softball and soccer. Children are placed in a division based on their age level in school and their gender. For example, the soccer program is co-rec for children under 8 years of age, and is offered with boy and girl divisions for the older children.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.3.1 - Outreach to Diverse Underserved Populations Standard: The agency shall proactively extend programs and services to residents who may
be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access including physical, social and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status.
Suggested Evidence of Compliance: Identify underserved populations (provide methodology and data used for this analysis), describe specific barriers within the community that limit participation and provide examples of outreach programs and services offered by the agency to meet the needs of these populations and overcome barriers to access.
Agency Evidence of Compliance: Registration form (p. 89); Counter display; Administrative Policy; ADA Transition Plan; Henderson Happenings program (p. 3, Open Programs); Specialized programs (p. 79); City of Henderson Parks and Recreation Master Plan; Parkland standard of 5.5 acres; Financial Assistance; Reduced rate schedule; International Code Council; Summer Food Program; HopeLink of Southern Nevada; Matrix; Recreation Programming and Business Plan; Special events; Language Bank
We have made great strides in identifying underserved populations. The city provides programs to all citizens in the community regardless of physical, social, and mental ability; economic status; or location. Facilities and program opportunities are conveniently located throughout the community and are fully accessible and affordable. We can access demographic through the Community Development & Services Department. The grid below shows the population and percentage of residents who are living below poverty, who have a disability, who are 50 and older and who are 65 and older.
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Percent PopulationPersons below poverty level 9.8% 28,055Persons with a disability 10.3% 29,486Population ages 50 and over 36.4% 104,203Population ages 65 and over 15.5% 44,372Sources: U.S. Census Bureau American Community Survey 2009-2013, City of Henderson Community Development &
Services Dept.
We have attempted to address various barriers through a range of programs and services.
Physical, Social and Mental Abilities Those needing accommodation usually self-report it to us. If indicated on the registration form (p. 89), Therapeutic Recreation & Inclusion Services staff will contact the patron to discuss. Our recreation center front desks also displays on their counters that say “Supporting the Americans with Disabilities Act, if the patron has a physical/emotional/cognitive disability, call 702-267-4065.” This prompts our staff to ask about the need for accommodation.
The city provides reasonable accommodations for all of its programs and events per its Administrative Policy.
A large percentage of facilities, including all recreation centers, are ADA (Americans with Disabilities Act) accessible. There have been many upgrades and changes to parks, playgrounds and recreation centers to ensure compliance as outlined in the ADA Transition Plan.
For full telephone accessibility, patrons may use Relay Nevada by dialing 7-1-1 as listed in Henderson Happenings publication (p. 3, Open Programs).
We also offer specialized programs and special events for individuals with disabilities. They include Family Pool Party and Holiday Lights Tour (fall 2015 Henderson Happenings, p. 79).
GeographicalThe City of Henderson Parks and Recreation Master Plan is a comprehensive document that establishes clear policies for the development of park and recreation land and facilities. The master plan consultant used guidelines from NRPA, participation rates reported by American Sports Data as it applied to activities that occurred in the United States and the Henderson area, community and stakeholder input, and findings from the prioritized needs assessment. Service Area Maps (p. 97) and recommended standards are included for neighborhood parks, community parks, natural resources, playgrounds, group ramadas, family ramadas, volleyball courts, basketball courts, trails, dog parks, skate parks, aquatic complexes/indoor pools, and recreation centers. We continue to increase the parkland standard of 5.5 acres per 1,000 residents.
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Financial Information on low-income individuals and families is derived from various sources. Over 9,284 students were identified as homeless in the Clark County School District during the 2013-2014 school year (total enrollment was 314,643 students). Our Youth Enrichment section also works with the Clark County School District and with its Title I HOPE: Homeless Outreach Program for Education. There are times when we find out through this division that there is a child who needs help. This division provides extra tutoring and will pay for the child to attend Safekey (before- and after-school care).
The city has increased youth family participation by offering Financial Assistance programs to cover select program registration costs. The city also coordinates financial assistance for qualifying individuals or families from agencies such as Desert Regional Center and the Urban League to pay for recreation programs.
Based on schools with 75 percent of their student body eligible for free or reduced lunches, the city has identified two elementary and two middle schools for a reduced rate schedule (last paragraph under Rates) in our before- and after-school programs.
The International Code Council (PR-2) provides grant money to be used to fund scholarships for our Learn-to-Swim program. The scholarships pay for swim lessons for children through age four in an effort to reduce child drowning in the Las Vegas Valley.
Summer Food Program is a partnership with the State of Nevada Department of Agriculture and a local food bank to provide breakfast, lunch and dinner to qualifying areas, as determined by the state. These partnerships provide free nutritious meals to youth ages 2-18.
Our partnership with the nonprofit HopeLink of Southern Nevada helped to provide a support network for those needing assistance in Henderson, including hosting a back-to-school fair at Valley View Recreation Center to help low income and homeless families prepare for the upcoming school year. HopeLink determines who is eligible to attend based on their income level.
CulturalBased on demographics (p. 19) and the matrix in the Recreation Programming and Business Plans, staff review and identify gaps in cultural programming offered to each service area. Currently, the majority of cultural programs are offered as special events.
The City of Henderson offers a Language Bank comprised of employees who volunteer to provide assistance to non-English speaking customers, either in person or over the telephone. These volunteers often assist with translating printed text into other languages. Languages currently include, but are not limited to, American Sign Language, Arabic, Mandarin, French, German, Korean, Portuguese and Spanish.
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Visitor Comments:
Visitor Evaluation: Met Not Met
6.4 - Community Education for Leisure Process
Standard: The agency shall have a process to educate the general citizenry about the use of leisure time and the outcomes, benefits, values, and positive impacts of leisure and recreation services. The process shall be periodically evaluated for effectiveness. Educating the public about leisure and recreation shall be ongoing and systematic and should be done in cooperation with the community, e.g., schools, other leisure agencies, business, industry, and commercial recreation establishments.
Suggested Evidence of Compliance: Provide examples of the methods utilized by the agency to educate the community on the benefits, values, and impacts of leisure and recreation services to a diverse range of participants and non-participants. Provide the last review of effectiveness.
Agency Evidence of Compliance: Facebook post; Benefits of Youth sports; Hits to Website; Power of Parks; average # of visitors; Las Vegas Review-Journal; Community Survey
We work with the Communications and Council Support Office (CCSO) to effectively promote the benefits of parks and recreation. Methods include, but are not limited to, social media, city website, posters at recreation facilities, and newspaper articles.
In October 2015, we posted the benefits of walking 30 minutes a day with information about various trails in Henderson. This Facebook post reached 3,350 people resulting in 132 likes, comments and shares.
The benefits of participating in youth sports are listed on the city’s website. The number of hits to this page from July 2015 to January 2016 was 1,858, a decrease from the previous year
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possibly due to a new website design.
NRPA’s Power of Parks poster was displayed at recreation centers and indoor pools to educate patrons on the value of parks in their community. The facilities had over 1.7 million visits in fiscal year 2015.
CCSO staff worked with a Las Vegas Review-Journal reporter to promote how parks, trails, and pools offer a safe recreational experience. The online article was shared 84 times. The Review-Journal is the Las Vegas Valley’s largest newspaper with a daily circulation of 167,000.
The most recent Community Survey (p. 7) indicates that the Henderson Happenings publication (66 percent), printed newspapers (41 percent) and local television news (38 percent) were the top sources for information about the city’s programs and services.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.4.1 - Community Health and Wellness Education and PromotionStandard: The agency shall have policies, procedures, or programs to educate and promote
health and wellness in the community.
Suggested Evidence of Compliance: Provide the agency’s policies, procedures, or programs to educate and promote health and wellness in the community such as:
a. Physical activity;b. Healthy food and beverage offerings;c. Nutrition education; d. Substance abuse prevention.
Also provide examples of implementation.
Agency Evidence of Compliance: POL-1.6.003; Healthy Henderson ; Lighten Up Henderson; Healthy Henderson Fair; Stroll-n-Roll; Healthy Henderson Cookbook; Workshops and fitness
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classes (p.90) ; Lunch at the senior centers; USDA Commodity Food Program; Southern Nevada Health District; Vending machine promotion; milk program; Supplemental Nutrition Assistance Program; Certified personal trainers; Sports leagues; Henderson Games; Interactive CATCH (p. 43); Healthy Living Up2Me classes (p.36); Every 15 Minutes
Community health and wellness is a high priority for City of Henderson. Our department has a policy (POL-1.6.003) that encourages staff to offer health and wellness opportunities with consideration for special populations in the planning and implementation of these programs. The Healthy Henderson initiative is a core program that encourages and enables residents to get fit and stay healthy. The program includes fitness, health and wellness activities, community outreach and education, events, outdoor recreation activities, membership rewards and sponsorship opportunities.
Some events include an annual weight-loss challenge (Lighten Up Henderson), Healthy Henderson Fair, Henderson Stroll ‘n Roll , Healthy Recipe Contest and the Healthy Henderson Cookbook. Health and wellness workshops and fitness classes (p. 90 for index) are held throughout the city focusing on living healthy lifestyles and encouraging residents to make positive choices about health, wellness and nutrition.
Nutrition is a key component for living a healthy lifestyle for all ages. Therefore, a number of programs and services are provided for seniors, including lunch at the senior centers, Meals on Wheels for qualifying homebound residents ages 60+, and a USDA Commodity Food Program that assists low income seniors with food. We partner with the Southern Nevada Health District to analyze and assist in providing healthier food and beverage options in vending machines throughout our facilities including promotions to encourage healthy choices. In our 32 Safekey and Teen Scene sites, we provide free healthy snacks to all patrons after school, along with milk supplied by the USDA milk program. With the Supplemental Nutrition Assistance Program (SNAP), we offer a free food program in designated areas that meet federal nutrition guidelines and are for children ages 2-18.
Certified personal trainers are available at every fitness center and provide one-on-one personal training to help individuals reach their fitness goals and develop weight-loss plans. Physical fitness opportunities are also available in our seasonal sports leagues, which include basketball, soccer, baseball, floor hockey. We also host the Henderson Games to include sports and games such as track and field, pickleball, table tennis, tennis, basketball and volleyball. In addition, we offer weekly interactive CATCH (p. 43) (Coordinated Approach to Child Health) programs through our Youth Enrichment programs to incorporate physical fitness activities that help prevent obesity.
The city partners also with St. Rose Dominican Hospitals (Barbara Greenspun Women’s Care
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Center) to offer a free diabetes self-management and Healthy Living Up2Me classes (p. 36). Since 2001, we have partnered with the city s Fire Department, Police Department, and Clark County School District to support the annual Every 15 Minutes (2nd bullet point) alcohol prevention program, which stresses the dangers of drunk and distracted driving.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
6.5 - Participant and Spectator Code of Conduct
Standard: The agency shall have “code of conduct” guidelines for appropriate participant and spectator conduct at programs and events, and the agency shall proactively inform and remind staff, coaches, participants and spectators about the code of conduct.
Suggested Evident of Compliance: Provide the code of conduct for participants and spectators and describe how program participants, coaches, and spectators are informed of the code of conduct. The agency should collaborate with affiliate groups providing training for youth and coaches to inform and educate about the participant and spectator code of conduct.
Agency Evidence of Compliance: Patron Code of Conduct Policy; Patron Suspension; Patron Code of Conduct; Displayed Code of Conduct in Areas; Contract for Instructors; Third-party User Groups; Code of Conduct on City’s Website; Rules Posted in Program Areas; Patrons Sign Code of Conduct; Youth Enrichment Parent Handbook; Rule Book for Youth; Adult Sports Leagues Rule Book; Adult Sports Managers Meeting; National Youth Sports Coaches Association (NYSCA); Preseason Coaches Training Presentation; Volunteer Coach Agreement Form; Be Kind Initiative; Be Kind Initiative Committee; Be Kind Rack Card; Color Me Kind 5K Event; Be Kind Recognition; Anti-Bullying Policy; Incident Reporting through Contact Henderson
Our department has a policy for a Patron Code of Conduct (POL 1.3.004) that includes participants, parents, coaches and spectators of department-sponsored activities. Action taken against those violating code of conduct may include verbal warnings, written warnings,
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suspension, or permanent expulsion according to department policy POL-1.1.013 Patron Suspension.
Participants and ParentsThe Patron & Guest Code of Conduct is displayed in areas throughout recreation facilities, pools and parks and is included in the written contract for instructors and third-party user groups. Copies of the code of conduct are available to the public on the city’s website and upon request at our recreation facilities. Rules are also displayed in program areas depending on the amenity and the type of use. Heritage Park Senior Facility has its patrons sign a copy of the code of conduct to document that they are aware of it. This serves as a reminder if behavioral issues arise.
Parents/guardians of children enrolled in all Youth Enrichment programs receive a copy of our Youth Enrichment Parent Handbook (p. 12-14). It outlines the code of conduct for children and parents.
Codes of conduct are also included in every rule book for youth and adult sports leagues (example: soccer rule book, p. 4). Our staff also communicates the code of conduct message at each pre-season adult sports managers’ meeting.
SpectatorsSpectators are made aware of the code of conduct via facility signage and on our website.
CoachesVolunteer coaches must abide by the Coaches Code of Ethics set forth by the National Youth Sports Coaches Association (NYSCA) (p. 17). This is communicated verbally at pre-season coaches’ meetings and, in partnering with NYSCA, the code is delivered in pre-season coaches training and certification clinics. All coaches are required to sign the Coaches Code of Ethics and volunteer agreement form.
Our department takes a proactive approach in regard to patron conduct. To encourage positive behavior, the Be Kind Initiative and committee were established to promote kindness within facilities, parks and programs, to include an informational rack card, events (Color Me Kind 5K), and recognition for acts of kindness (Kindness is Key). In response to negative conduct, policy 1.0.001 defines bullying, characteristics of bullying and types of bullying. We also developed a reporting system where people can report incidents in person or confidentially via Contact Henderson (the city’s customer relationship program).
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 6.0 – PROGRAMS AND SERVICES MANAGEMENT
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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7.0 - Facility and Land Use ManagementNOTE: Standards marked with a star ( ) are fundamental standards,
and are required of all agencies seeking accreditation.
Physical resource planning is a process focusing on physical resources. The planning process conforms to the vision and mission statement of the controlling agency. Natural resources planning stretches across a continuum that has strict preservation at one end and complete modification at the other. The planning, development and management of physical resources are functions of all park and recreation managers, whether they are in the public, nonprofit, or for-profit sectors. Physical resources include natural undeveloped lands and waters, and developed areas including urban parks, special complexes (such as sports and aquatics), and buildings of various functions (such as fitness centers, community centers and interpretive centers.
Ready access to accurate land and facility records is a basic requirement for program planning and facility management. Floor plans with square foot areas for each program space allow programmers and facility managers to determine how to most efficiently use program spaces. Building plans and specifications are invaluable for facilities management and capital programming because they provide insight into the design, materials, and equipment used in construction. Information from these documents is often used to determine the remaining useful life of building systems. Grants to purchase parkland and construct recreation facilities from such programs as the 1965 Land and Water Conservation Act (LAWCON) and the 1978 Urban Park and Recreation Recovery Act (UPARR) place restrictions on use and disposition.
High-performing maintenance operations organizations ensure quality experiences through well-managed spaces and places. Customized systems’ approaches and solutions to operations management satisfy accreditation standards through the development, consistent use, and periodic review of management plans, policies, programs, and procedures as well as inspections and assessment schedules and records.
7.1 - Parkland Acquisition Procedures
Standard: The agency shall have established policies and procedures for the acquisition of lands for park, recreation, conservation, and historical-cultural purposes that are backed by legal authority and periodically reviewed. This authority usually originates in state enabling acts, is delegated to local governments and is implemented through local charters and ordinances.
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Suggested Evidence of Compliance: Provide policy and procedures for land acquisition, the citation of legal authority to acquire lands, and last review.
Agency Evidence of Compliance: City of Henderson Municipal Code –Title 19; NRS Chapter 268.008 General Powers; Assembly Bill No. 428 – Committee on Government Affairs, Chapter 596; Section 2.110 of the charter of the City of Henderson; Public Works, Parks and Recreation Department Policy POL-3.4.001 Acquisition of Park and Recreation Lands; Southern Nevada Public Land Management Act (SNPLMA); SNPLMA Implementation Agreement; Bureau of Land Management Recreation and Public Purpose Act; Recreation and Public Purposes Act Information Sheet; Public Works, Parks and Recreation Department Policy POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests; Sample Development Agreement, Avellino Park (See Section 3.01 (b), p.8)
The city has established policies and procedures for the acquisition of lands for the purpose of park, recreation, conservation and historical-cultural use. Policies and procedures are reviewed annually to ensure data is most current. The city also has other avenues for acquisition.
City of Henderson Municipal Code – Title 19 is comprised of codified ordinances, rules and regulations. Chapter 19.6.10 (p.356) provides information on development agreements. 19.7.2 (p.364) establishes provisions to preserve open space. Chapter 19.9.13 (p.541) provides information on park and recreation needs within proposed subdivisions.
As a municipal government, the city is empowered by state law to acquire land for park and recreational purposes ( NRS 268.008 ) . The statute allows for the purchase, receipt, holding and use of personal and real property wherever situated.
Statutes of Nevada, Page 2209 (Chapter 596, Assembly Bill 428) and Section 2.110 of the City of Henderson Charter grants the City Council the power to control the property of the corporation, erect and maintain all buildings necessary for the use of the city, and purchase, receive, hold, sell, lease, convey and dispose of property (wherever situated) for the benefit of the city, improve and protect, and do all other things in relation thereto which natural persons might do.
City of Henderson Public Works, Parks and Recreation Department Policy POL-3.4.001 Acquisition of Park and Recreation Lands . Lands acquired under this policy and other state and local regulations are used for park, recreation, conservation and historical-cultural purposes. Our department evaluates proposed park land based on location, size of parcel, needs of the community, encumbrances on the land, and existing and potential land uses of adjacent
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properties.
We have different procedures for land acquisition depending on the source of the funding. For example, land purchased with federal grant money through the Southern Nevada Public Land Management Act (SNPLMA) has very specific procedures that must be followed. SNPLMA enables the Bureau of Land Management to sell public land within a specific boundary. A portion of the revenue derived from land sales is set aside for parks, trails, and natural areas. Procedures for acquisition are outlined in the SNPLMA Implementation Agreement.
In addition, the city has used the Recreation and Public Purposes Act (RPPA) , administered by the Bureau of Land Management, to acquire land for several parks, trails and open spaces. These include Anthem East Trail, McCullough Hills Trail, River Mountains Loop Trail, Heritage Park and Equestrian Park. Procedures and guidelines for acquisition are laid out in the Recreation and Public Purposes Act Information Sheet.
City of Henderson Public Works, Parks and Recreation Department Policy POL-1.2.001 - Acceptance of Unsolicited Gifts and Bequests This policy outlines procedures set forth for acceptance of unsolicited contributions to enhance the development of facilities and/or leisure services.
The city works with land developers to form development agreements and park agreements that stipulate the inclusion of parks, trails and open space in development plans or land to be dedicated to the city for future park, recreation, conservation or historical-cultural purposes. A development agreement is the primary instrument used to acquire and establish the standards for the development of parks and other public facilities that are incorporated as part of a larger development and are authorized through Henderson Municipal Code Title 19.6.10.A Development Agreements (p. 356). The parks, trails, and open spaces are designed to city standards and, when completed, the land is dedicated to the city.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.2 - Areas and Facilities Development Policies and Procedures
Standard: The agency shall have established policies and procedures for the development
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of park and recreation land and facilities that are reviewed periodically. Policies and procedures should consider market projections, applicable open space and design standards and coordination with overall planning for the jurisdiction.
Suggested Evidence of Compliance: Provide land development policies and procedures, with the last review.
Agency Evidence of Compliance: Policy POL-3.4.004 Development of Parks, Trails, and Open Space; Paradise Pointe public meeting; City of Henderson Municipal Code Title 19.6.10.A ; Development Agreements; Code revisions; Residential Construction Tax (NRS 278.4983); City of Henderson Parks and Recreation Master Plan; Master plan updates; Standardized Design Guidelines; Guidelines update; Comprehensive Plan; Henderson Strong; St. Rose Parkway Trail Design Guidelines; Nevada Revised Statute (NRS) 278.0226; City of Henderson Capital Improvement Plan; Southern Nevada Public Lands Management Act (SNPLMA); SNPLMA Process
The department established Policy POL-3.4.004 Development of Parks, Trails, and Open Space , which was revised on January 13, 2016. For each new park or trail, this policy requires public meetings to receive citizen input, adherence to the Parks and Recreation Master Plan and the City of Henderson Comprehensive Plan, and approval of master plans for new parks by the city’s Parks and Recreation Board.
Under City of Henderson Municipal Code Title 19.6.10.A, Development Agreements , the city works with land developers to form development and park agreements that stipulate the inclusion of parks, trails, and open space in development plans. This has contributed helping the department to achieve goals outline in its master plan. Residential Construction Tax (NRS 278.4983) funds are assessed at the building permit stage for construction of these facilities. In lieu of the tax, developers have the option to construct park facilities subject to the city’s design requirements. Development agreements and other entitlement applications approved by the City Council are the most common instruments to facilitate this process. Development agreements are standard when working with developers building homes and parks/trails in the city. This code has gone through several revisions over the past few years.
The City of Henderson Parks and Recreation Master Plan is a comprehensive document that establishes a clear direction for the department’s core services, defines service priorities and capital investments, and outlines how services will be delivered (p 181). This document recommends that 5.50 acres of park land be provided for each 1,000 residents (p. 185). The plan has clear policies for development of park and recreation land and facilities. It has not been revised since its adoption in 2009 although annual updates are prepared by staff.
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The department developed comprehensive Standardized Design Guidelines to standardize the design of park and trail components. The intent is to provide the designer with a “look and feel” guideline. These guidelines are undergoing an update this year.
Nevada Revised Statutes mandate that the City of Henderson prepare a Comprehensive Plan that guides the growth and development of the entire city, recognizing the physical, economic, social, political, aesthetic, and other characteristics of the community. The intent is to allow communities to comprehensively address long-term growth issues related to land use, housing, transportation, jobs, utility services and facilities, and parks and open space. An example of a long-term growth plan that is part of the Comprehensive Plan is the St. Rose Parkway Trail Design Guidelines. The comprehensive plan is currently undergoing a complete update through a process called Henderson Strong.
Nevada Revised Statute (NRS) 278.0226 requires the preparation of an annual plan for capital improvements that must identify the costs that local government expects to incur; and the sources of revenue that the local government will use to acquire, maintain, operate and replace capital improvements. The City of Henderson Capital Improvement Plan summarizes all major capital investment projects, including park and recreation facilities, for the period FY 2016-2021, expected expenditures, the proposed funding source of each project, and an estimate of each project’s recurring operations and maintenance costs for budgeting purposes.
The Southern Nevada Public Land Management Act (SNPLMA) creates a special account into which 85 percent of proceeds of sales and other conveyances of public lands in the Las Vegas Valley are deposited. SNPLMA authorizes the Secretary of the Interior, in consultation with the Secretary of Agriculture, to expend the special account revenue for land acquisition; capital improvement; and development of parks, trails and natural areas in several counties throughout Nevada, including Clark County. It also provides funding for the development of parks, trails and natural areas in Clark County pursuant to a cooperative agreement with the local government. Nominations are submitted on an annual basis. The City of Henderson has been successful in applying for SNPLMA projects and has had 40 projects approved, totaling over $238 million for the design and construction of parks and trails in Henderson. These procedures and processes assist us in annually evaluating land development policies and in making adjustments as needed.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
7.2.1 - ADA Existing Facility and Site Access Audit Standard: The agency shall complete an access audit of all existing sites and facilities.
Pursuant to the US Department of Justice Title II regulation at 35.105, the agency must evaluate its existing facilities and sites against the most current final and enforceable Standard for Accessible Design.
Suggested Evidence of Compliance: Submit completed checklists, digital images and site reports
as evidence of completion of the access audit.
Agency Evidence of Compliance: Americans with Disabilities Act of 1990; 28 CFR Part 35; ADA assessment RFP; Valley View ADA review report; Transition Plans - Facilities, Parks; prioritized; CDBG funds
The Americans with Disabilities Act (ADA) became effective January 26, 1992. The U.S. Department of Justice published an implementing regulation that requires all of the more than 86,000 units of state and local government to include people with disabilities in every aspect of services provided by government. This guideline, known as the Title II guideline, can be found at 28 CFR Part 35.
In 2012, the city sent out an RFP requesting a complete ADA assessment of all our facilities. CH2M Hill was selected to conduct these assessments. Over the next two years, the majority our recreation facilities (including pools) were assessed and compliance surveys were prepared. From these surveys, transition plans were developed by the city’s Risk Management division (Facilities, Parks). The city’s Facility Management division evaluated the reports and prioritized repairs based on the available budget. In order to complete some of the larger repairs, the department applied for and received CDBG funds.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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7.3 - Defense Against Encroachment Procedures
Standard: The agency shall have procedures for protecting park and recreation lands and facilities from encroachment. The procedures should include progressive steps to address escalated encroachment issues.
Suggested Evidence of Compliance: Provide the procedures regarding defense against encroachment.
Agency Evidence of Compliance: Policy POL-1.1.008 Disposal of Public and Donated Lands; Policy POL-1.4.008, Nevada Department of Transportation (NDOT) Right-of-Way Occupancy Permits; Henderson Municipal Code Chapter 19.9.3 Resource Preservation; Henderson Municipal Code Title 19.7.2; Henderson Municipal Code Title 19.4.8 Hillside Overlay; Title 19.9.13.A Reservations for Parks and School Sites; Bureau of Land Management Recreation and Public Purpose Act; Henderson Municipal Code 5.28
The City of Henderson Public Works, Parks and Recreation Department established Policy POL-1.1.008 Disposal of Public and Donated Lands regarding the disposal of park lands owned or acquired by the City of Henderson or the Redevelopment Agency. The policy requires that public land currently used as a park will not be diminished and that every effort will be made to replace park and recreation lands with equal or better land in a location that best mitigates the loss of the facility.
The City of Henderson Public Works, Parks and Recreation Department established Policy POL-1.4.008, Nevada Department of Transportation (NDOT) Right-of-Way Occupancy Permits to ensure ongoing involvement by the department with right-of-way permits required by the Nevada Department of Transportation (NDOT) for facilities located within NDOT rights-of-way.
Henderson Municipal Code Chapter 19.9.3 Resource Preservation states “In reviewing subdivision layout and lot configuration, the Planning Commission is authorized to encourage preservation of natural features and historic landmarks. The Planning Commission must also ensure that the proposal complies with the resource-related standards of Chapter 19.7.”
Henderson Municipal Code Title 19.7.2 requires that common open spaces are set aside for the use and enjoyment of a development’s residents, employees or users. Common open space serves numerous purposes, including preservation of natural areas and resources, ensuring greater resident access to open areas and recreation, reducing the heat island effect, enhancing storm water quality, and providing public health benefits. Goals and requirements for common
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open space complement this code’s requirements for dedicated parks and open spaces, and serve similar purposes. Forty to 60 percent of the open space must be useable and 20 to 40 percent must be active recreational areas.
The City of Henderson Hillside Overlay Zoning District is applicable in all areas with slopes of 15 percent or greater, and establishes specific requirements for preservation of hillside areas per Henderson Municipal Code Title 19.4.8. This overlay district requires a minimum amount of natural area preservation, especially along the slope face areas, and they must be designated as such on the recorded and legal description for the subdivision. Density is transferred from these areas to more optimal locations within the subdivision and the designated natural areas are protected from disturbance throughout construction and by covenants thereafter.
Subdivision Design Standards within Henderson Municipal Code also provide provisions for preservation and dedication of park land. Preservation of natural features and historic landmarks through the configuration and design of subdivisions is encouraged by the Planning Commission per Henderson Municipal Code Title 19.9.3 Resource Preservation. Title 19.9.13.A Reservations for Parks and School Sites authorizes the Planning Commission to review proposed subdivisions in relation to park and recreation facility needs identified in adopted plans and recommend that sites within those subdivisions be reserved for such facilities.
We have also worked with the federal government by using the Recreation and Public Purposes Act (RPPA) as well as federal right-of-way acquisitions to acquire land for numerous parks, trails and open spaces. The reservation of land through lease and right-of-way applications ensures that sensitive lands and key recreational opportunities are preserved for the development of public facilities as surrounding federal land is auctioned for development.
The city’s Code Enforcement division has the authority from Henderson Municipal Code 5.28 to cite those in violation of having trees or plant material encroaching on public property.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.4 - Disposal of Lands Procedures
Standard: The agency shall have established procedures regarding the disposal of park and 177
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recreation lands to ensure that public recreational benefits are not diminished through the sale or transfer of parkland.
Suggested Evidence of Compliance: Provide the procedures for disposal of park and recreation land.
Agency Evidence of Compliance: Henderson City Charter Section 2.320; Policy POL-1.1.008 Disposal of Public and Donated Lands; City of Henderson Parks and Recreation Master Plan (p. 93); City of Henderson Comprehensive Plan (p. 22); Open Space and Trails Plan (throughout document).
Self-Review: Disposal of park and recreation lands is governed by Henderson City Charter Section 2.320 and Department Policy POL-1.1.008 Disposal of Public and Donated Lands.
Specifically, land can be disposed of in the following manner: Private negotiation and/or sale Advertisement of sealed bids, public auction And/or exchange for other lands
Recreation and public purpose lands cannot be disposed of without the approval of Congress. When it becomes necessary to dispose of public land currently being used for park or recreation purposes, the city will make every effort to replace it with equal or better land in a location that best mitigates the loss of the facility. In addition, the facility will be in conformance with the current City of Henderson Parks and Recreation Master Plan (p. 93), the City of Henderson Comprehensive Plan (p. 22) and Open Space and Trails Plan (throughout document).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.5 - Maintenance and Operations Management Standards
Standard: The agency shall have established maintenance and operations standards that are reviewed periodically for management of all park and recreation areas and
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facilities, including specialty facilities such as marinas, ice rinks, golf courses, zoological facilities, equestrian facilities, aquatic or athletic facilities, nature centers, where applicable. Parks, facilities and other recreational elements should be identified according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed via a park classification or maintenance classification system. Each of these areas should be assigned an appropriate set of maintenance standards including both recommended frequency and acceptable quality.
Suggested Evidence of Compliance: Provide the maintenance standards for all parks, facilities and specialty areas, including evidence of park maintenance classification according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed. Provide the most recent review or update.
Agency Evidence of Compliance: Park Division Operations Manual; Maintenance Mode levels 1-5; Examples of MMPs; Park Inspection Report; Recreation Facility Inspection Report; BVP Operations Plan; BVP Summary of Stakeholder meetings; Wildhorse Annual Management Plan; Wildhorse Monthly Report; Wildhorse Inspection; Aquatic Standard Operating Procedures
Our department is responsible for the operation and maintenance of all city parks, recreation sites and public grounds. The city has no marinas, ice rinks, or zoological facilities as part of its inventory of assets.
All policies and procedures for operation are contained in the Parks Division Operations Manual, which was reviewed and updated April 29, 2015. A memo, located at the beginning of the manual stating the review and update, was distributed to the Parks division on January 25, 2016.
The standards contained in this manual classify the frequency and level of service for all parks and recreation sites. The manual serves as a guide for employees to perform their duties. It also provides definitions of services performed, quality standards, and service frequencies for parks and recreation facilities.
Maintenance Management Plan (MMP)The Maintenance Management Plan used by the Parks division is located in the Parks Division Operations Manual (p. 1). The MMP describes work standards, procedures, and related expectations for quality of service provided. The MMP is a broad-based system used for park facilities, sports complexes, bike trails, and recreation centers. Several MMPs are included with this update. The maintenance management plans are based on:
Mode levels 1-5 (frequency of maintenance tasks). A mode 1 facility has a higher rate of
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maintenance frequency than does a mode 2 or mode 3 facility. In other words, a mode 1 facility will have daily maintenance tasks performed (e.g., recreation center or sports complex), while a mode 2 or 3 facility will have similar maintenance performed but less frequently. Mode 1 facilities cost more money to maintain than mode 2 or mode 3 level facilities.
Time standards (how long it takes to complete maintenance tasks) Cost of labor hours Materials and supplies needed for facility
Included are examples of the MMP put to practical use to determine the total cost of maintaining select parks.
Once this information is gathered, an operations budget can be generated, and the cost for maintaining the facility is then determined. All parks and recreation facilities are inspected on a monthly basis. A park inspection and recreation facility inspection is included in this update and is representative of the inspections throughout the Parks and Recreation divisions.
Henderson Bird Viewing Preserve (BVP)Our department manages a 100-acre bird preserve (nature area). The BVP Operations Plan , completed in 2007, continues to guide operation of the preserve. We are currently undergoing a comprehensive review of the master plan and operations plan and a new site plan is being prepared. Stakeholder meetings have been completed and a summary spreadsheet has been prepared.
Wildhorse Golf CourseThe City of Henderson owns a municipal golf course managed by a contracted private golf course management company. An annual management plan guides the operation and maintenance of the course and includes a budget. The city receives monthly reports from the management company and completes an inspection of the golf course on a quarterly basis.
Aquatic FacilitiesThe city owns three aquatic facilities with a combination of six indoor and outdoor pools, four seasonal pools and 17 splash pads. These facilities are maintained by the Aquatics Maintenance section. They follow the Aquatics Maintenance Standard Operating Procedure s for each location.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
7.5.1 - Facility Legal RequirementsStandard: There shall be a regular review of legal requirements related to facilities, such as
licenses, sanitary regulations, fire laws, and safety measures, and inspections of adherence thereto. Special attention should be given aquatic facilities, child care facilities, concessions, kitchens, and zoos.
Suggested Evidence of Compliance: Provide a matrix showing a representative sample of facilities and the types of regulatory permits, licenses or inspections that are required including copy of last review or update.
Agency Evidence of Compliance: Inspection Matrix; Nevada Revised Statute 444 – Sanitation; Clark County Health District – Public Water Facilities; Pool Inspection; Concession Inspection; Senior Facility Food Program Kitchen Inspection; Black Mountain Fire Inspection; AED inspection; Preschool Inspection
We comply with all local, state, and federal regulations related to the operations of our facilities (refer to Inspection Matrix). All licenses and recent inspection reports are kept on site.
All water recreation areas and facilities, including pools and splash pads, adhere to sanitation regulations as outlined in Nevada Revised Statutes Chapter 444 and as regulated by the Clark County Health District (pool inspection).
All concession buildings and kitchens are inspected on a regular basis to conform to health district standards.
All facilities are inspected regularly by City of Henderson fire inspectors. All city AEDs are inspected every other month by the Fire Department.
The Southern Nevada Health District inspects our licensed child care facility annually.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
7.5.2 - Preventative Maintenance PlanStandard: There shall be a comprehensive preventative maintenance plan to provide
periodic, scheduled inspections, assessment and repair, and replacement of infrastructure, systems and assets. This includes certifying, checking or testing for optimum operation based on applicable industry standards, local guidelines, city requirements and/or manufacturer's recommendation for maintenance and replacement of parks, with the intent to ensure that park assets are maintained for optimum use and safety and have the ability to reach or extend its full life cycle and expected return on investment.
Suggested Evidence of Compliance: Provide the preventative maintenance plan and examples of detailed preventative maintenance programs for identified parks, recreation areas and facilities with special attention given to playground equipment, aquatic facilities, pedestrian pathways, building infrastructure and other high impact assets, along with copies of completed, recent inspections and safety checks for a sampling of facilities/areas.
Agency Evidence of Compliance: Park Division Operations Manual; Monthly Facility and Park Inspections; Aquatic Standard Operating Procedures; pool testing log; Water quality reports; Facility Custodial Inspections; Playground safety and maintenance inspections; Certified playground inspectors; work orders; Equipment Repair Work order; Work order report; Asset Infrastructure Management (AIM); City’s Capital Improvement Plan
Parks division employees follow the Maintenance Management Plan, which is outlined in the Park Division Operations Manual (p. 35). Proactive, systematic inspections of facilities are conducted by the Facilities Maintenance division and parks and recreation supervisory staff on a regular basis to ensure safety and timely maintenance.
Recreation Services supervisors and Parks coordinators conduct monthly inspections at all parks, recreation centers, aquatic complexes, and senior facilities. Aquatics facilities are inspected per Aquatic Standard Operating Procedures, and pool water quality is monitored daily. Water quality tests and reports are performed and prepared weekly for all pools.
Under the current contract with ISS, our custodial contractor, inspections are required monthly at each recreation facility. ISS employees are trained prior to cleaning our facilities on
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disinfectants, hazardous chemicals, slips, trips and falls, blood and other potential infectious materials. ISS is required to have all required MSDS on site.
Playground safety and maintenance inspections provide documentation and work orders if needed. Parks coordinators check all playgrounds on a weekly basis. Certified playground inspectors inspect all playground areas on a monthly basis.
The results of all these inspections generate work orders (as needed) to fleet, playground maintenance specialists, aquatic technicians or our Facilities Maintenance division. These work orders are tracked and monitored through an online system, and a report is generated and distributed monthly reflecting the current status of each work order.
We developed a comprehensive asset management system that provides for the preventative maintenance and replacement of capital assets. Asset Infrastructure Management (AIM) is an Excel document that contains over 1,100 assets within our department that require major repairs and replacement every so many years. These repairs and replacements are high cost updates. Information in this document includes types of assets, location, life span, unit cost, funding source and fiscal years in which work was completed. The main purpose of this tool is to assist in the future planning of these assets by using formulas to anticipate when replacements and repairs are needed. This financial information by fiscal year is then balanced to the city’s Capital Improvement Plan.
Our department sets aside capital funds to reinvest in our current infrastructure. The inspections, condition assessments and AIMs report listed above assist us in identifying projects and allocating funds.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.6 - Fleet Management Plan
Standard: The agency shall have an established fleet management plan comprised of an inventory of all vehicles, rolling stock and other major equipment and inspection and replacement schedules.
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Suggested Evidence of Compliance: Provide the fleet management plan.
Agency Evidence of Compliance: Fleet Management Plan; FASTER software; Vehicle replacement inventory; Equipment Maintenance Training Program; Training records
City vehicles are managed by the Public Works, Parks and Recreation Department’s Support Services division. All fleet repairs and maintenance are performed by the City Shop’s qualified mechanics and service personnel.
The Fleet Management Plan addresses purchasing procedures; preventive maintenance; and inspection, repairs, inventory, and replacement schedules. Information for the plan comes partially from CCG FASTER, the fleet management software used by the city. FASTER has a 15-point system to determine replacement based on age, usage and maintenance costs. The city uses this program as a tool to help justify and prioritize vehicles for replacement.
Vehicles, heavy equipment and trailers are serviced according to the manufacturer’s manual or every 4,000 miles, whichever occurs first. All department vehicles use FOB keys to monitor mileage. There is also a vehicle replacement inventory that is updated yearly.
Parks and recreation equipment is maintained at the Parks Maintenance Shop, located at our Van Wagenen facility. We established an Equipment Maintenance Training Program for staff using our equipment. Staff must be properly trained on the equipment they use and must demonstrate competence in the equipment before they use it. Training records are kept with the Parks division analyst. Staff members must inspect equipment before each use.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.7 - Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures
Standard: There shall be policies and procedures for the management of and accountability for agency-owned equipment, materials, tools, and supplies, including
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procedures for purchase and distribution to authorized persons, proper training of appropriate personnel in use of equipment, safe and secure storage of equipment, and maintenance of all equipment in operational readiness and working order. Such property includes supplies, materials, tools, expendable items, vehicles, installed and mobile equipment, and personal wear items used by agency personnel.
Suggested Evidence of Compliance: Provide policy and procedures regarding agency-owned equipment and property.
Agency Evidence of Compliance: Parks Operations Manual; Job Offer checklist; Safety training program; Senior parks mechanic; Mechanic staff; Equipment inventory list; Pol-1.1.005 Department Capital and Non-Capital Asset Inventory; Pol-1.3.002 Security of Equipment; Pol-1.4.001 Disposal of Surplus Property; Pol-6.3.008 Purchase and Distribution of Equipment
We recruit applicants according to job specifications and job descriptions (p.14 of Ops Manual) identified in the Parks Operations Manual. The city screens prospective employees for safe driving records and substance abuse. We require a safety training program on all equipment used in department operations. This three-level program provides training on safe use, safe and secure storage, and proper maintenance of all equipment. Trainers are available for all levels and records are kept to ensure all personnel have received this training.
We have a Parks maintenance facility, where preventive maintenance and repairs of division equipment are performed. The senior parks mechanic maintains all service records and inventory of all park equipment. Preventative maintenance is performed on all equipment based on the specifications in its service manual.
Vehicle inventory is kept by fleet maintenance staff and all repairs are done by fully trained staff mechanics.
The equipment inventory list provides accountability for agency-owned equipment and property. Other individual policies serve to outline our procedures. Policies are also in place for:
Pol-1.1.005 Department Capital and Non-Capital Asset Inventory – framework for inventory of capital and non-capital assets.
Pol-1.3.002 Security of Equipment – equipment is locked up when not in use. Pol-1.4.001 Disposal of Surplus Property – clarifies how staff is to dispose of surplus
property and meeting the requirements to properly remove surplus from inventory. Pol-6.3.008 Purchase and Distribution of Equipment – outlines the procedures the Parks
division uses when equipment is purchased and distributed.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.7.1 - Building Plans and SpecificationsStandard: The agency shall have on file floor plans, specifications, and/or as-built drawings
for major facilities constructed since 1965. These records contain information necessary for efficient programming, quality facility maintenance and effective capital project programming. Projects funded with funds from governmental grant programs such as LAWCON and UPARR place restrictions on use and disposition.
Suggested Evidence of Compliance: Provide evidence that plans and specifications for facilities with greater than 10,000 square feet of indoor space constructed since 1965 are on file.
Agency Evidence of Compliance: Burkholder Trailhead plan; BlueBook; DSC online site; City Architect; List of all parks and facilities; Building plans and specifications; Facility inspection form; Department Policy POL-1.1.009; CIP projects
All floor plans, specifications, and/or as-built drawings for major facilities are scanned and stored electronically in our IT created program called BlueBook. In addition, these documents are stored on the Development Services Center (DSC) online site. The city architect has a list of all parks and facilities , including those greater than 10,000 square feet. Indoor facilities greater than 10,000 square feet include:
Black Mountain Recreation Center Downtown Recreation Center Heritage Park Senior Facility Heritage Park Aquatic Complex Henderson Multigenerational Center Henderson Pavilion Silver Springs Recreation Center Valley View Recreation Center Whitney Ranch Recreation Center
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Whitney Ranch Indoor Pool Link to Henderson Happenings is below.
All facilities are inspected on a monthly basis.
Capital Improvement projects (CIP) have been completed at each facility over the past 10 years. These projects include gym floor replacement, pool deck replacement, pool plaster replacement, park irrigation systems, etc.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.7.2 – Land and Lease RecordsStandard: The agency shall have records on file of all lands owned or property leased by or
for the agency. Each record shall include ownership, leases, legal description, and easements and covenants that restrict use or disposition. The records shall also include date and manner of acquisition. The manner of acquisition can limit right to use and dispose of parkland, for example acquisitions funded with funds from governmental grant programs such as LAWCON and UPARR place restrictions. Gifts and bequests often contain restrictive covenants that reflect the desires of donors.
Suggested Evidence of Compliance: Provide evidence that land records for land acquired since
1965 are on file.
Agency Evidence of Compliance: Land records; Leases land from BLM; Development agreement; Policy POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests
The city has records of all parks and recreation facilities built on city property since 1952. This information is located with the Survey/Right of Way section of our department. These records include:
Park/facility name Address
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ZIP code Legal description Size (acres) Recorder information Recording date GIS map reference GIS map recording date Use of facility Purchase price Method of purchase
The city also leases land from the BLM for certain parks, recreation and aquatic facilities. A copy of the RPP is included showing Heritage Park Senior Facility and Heritage Park Aquatic Complex as documentation.
The city also has agreements with development companies. When housing developments are constructed, the developer enters into agreements to build parks within the developments. When the park is built according to the park agreement, the city maintains the park.
Policy POL-1.2.001 Acceptance of Unsolicited Gifts and Bequests – describes the process for any gifts or bequests over $10,000. It is our policy to consider the acceptance of unsolicited contributions to expand funding sources to meet current and future community needs and fulfill the mission of the department.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.8 - Environmental Sustainability Policy and Program
Standard: The agency shall have an established policy on environmental sustainability that states the agency position on energy and resource conservation. The policy should address sustainable product purchasing; reduction and handling of waste; wise use and protection of land, air, water and wildlife; and sustainable design/construction of buildings and facilities.
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Suggested Evidence of Compliance: Provide the agency’s environmental sustainability policy and examples of projects and initiatives that demonstrate the agency’s commitment to implementation. Examples include ecosystem and green infrastructure plans/programs, capital improvements utilizing green/sustainable designs, carbon footprint analysis and reduction goals, internal/external communication and outreach programs.
Agency Evidence of Compliance: POL-1.1.004 Environmental Sustainability; Sustainability Plans; Sustainability Action plans; STAR Communities organization; STAR award – staff members involved; Environmental Surcharge tax; Environmental Management System (EMS) Information; Open Space and Trails Plan; Mayor Hafen speech on Performance contracting; Christmas tree Recycling program; Christmas tree report; Water conservation efforts; Turf reduction plan; Boulder Highway Improvement Project – Effluent Management Plan; Outdoor lighting contract
The City of Henderson has an established policy on environmental sustainability. The purpose of policy 1.1.004 is to emphasize that the city will protect, conserve, develop and use resources in a manner that will sustain the economy and natural environment of the City of Henderson for future generations, and that conservation and protection of natural resources are key elements of sustainability.
The city has also developed Sustainability Plans and Sustainability Action plans to guide us in resource conservation. Goals of the action plan are to increase the use of renewable energy in city operations, increase efficiency in new and existing buildings in city operations and throughout the community, reduce greenhouse gas emissions in city operations and throughout our community, protect the integrity of our community’s drinking water sources and associated ecosystems, increase recycling in city operations and throughout our community; promote green industry standards in city facilities, promote sustainable site design and development standards, and other sustainable initiatives.
The City of Henderson was recently awarded a 4-STAR designation from the STAR Communities organization which recognizes municipalities for excellence in sustainability. Several Public Works, Parks and Recreation staff members were part of the data-driven effort to secure this elite certification. Henderson is among only 17 other communities to achieve a 4-STAR ranking, and the 45th community nationwide to achieve certification from STAR Communities.
This 4-STAR certification confirms that the City’s dedicated effort to make our community and our organization more sustainable has been successful and truly impactful. The program looks at
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hundreds of metrics that assess parks & open space, housing, water conservation, infrastructure, public safety and community engagement among many others.
The city benefits from an Environmental Surcharge tax that is place on all energy bills. The city uses revenue from this surcharge for sustainable practices that include urban forestry, building automation equipment, reclaimed water use, green cleaning products used in parks and facilities, and other sustainable programs.
We work to ensure that operations are conducted in compliance with all federal, state, and local environmental laws and regulations, and that sustainability principles are incorporated into our operations (See Environmental Management System (EMS) Information).
A semi-annual report is also distributed to the public and shows the progress of all sustainable practices and goals.
The Open Space and Trails Plan was adopted in 2005 and is a guiding document for environmentally sustainable open space guidelines and trail construction and maintenance.
Many of our sustainability objectives are extended to the community and the Mayor and City Council support and mention them at city functions.
The city and our department actively encourage sustainability practices to promote environmental protection and ecosystem management in the community. Examples include, but are not limited to:
The Christmas Tree Recycling Program provides areas at select parks for people to drop off their Christmas trees after the holiday season. The trees are then chipped into mulch and used in our parks. This past holiday season we chipped 4,223 trees and all the mulch was used in our parks.
Water conservation efforts include: Turf Reduction Plan . In 2003, the city developed a plan to convert one million square feet of turf into xeriscape. In doing so, the city saves millions of gallons of water per year. The project started with existing parks and medians and was completed this year. Any parks constructed in the future will be built using xeriscape guidelines. As of February 2010, the city has converted 1,410,355 square feet of turf to xeriscape, surpassing our department goal of one million square feet. The total amount of annual water savings is over 76 million gallons. Recently, we have been working with the Southern Nevada Water Authority to discuss pinpointing other turf removal locations, specifically along Boulder Highway. It is estimated that an additional 700,000 square feet
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of turf could be removed, saving approximately 37 million gallons of water annually.
Water Reclamation. A program was developed as part of the Boulder Highway Beautification Project (Boulder Highway Improvement Project – Effluent Management Plan) that uses reclaimed water to maintain highway medians. The program saves drinking water and makes the water supply go further. In addition, because even well-treated wastewater contains more chemicals than we can measure, direct application to soils allows such pollutants to break down rather than polluting waterways where it would otherwise be discharged.
In 2015, splash pad water savings were achieved by modifying existing nozzles and reducing the number of orifices, permanently plugging up every other hole. Nozzles were changed to water savers, where available, and were modified to create a better reach. In addition, delay relays were installed to prevent restarting sequencing until the previous cycle ended, as well as creating a delay before the next cycle could start. These changes saved over $30,000 during the summer season.
Heritage Park Senior Facility and Heritage Park Aquatic Complex opened in January 2010. These facilities were built under LEED guidelines and are LEED Gold certified (LEED scorecards attached as evidence of compliance). Both facilities have numerous environmentally-friendly aspects, such as bike racks, bamboo flooring and geothermal wells to heat and cool the pools. By using geothermal wells to control heating, ventilating and air conditioning, the city saved $1.3 million in the first three years of the building’s operation. During construction, all waste was recycled.
The City of Henderson is the first major city in Nevada to use performance contracting in a visible, sustainable and premier way. The first project dates back to 2006 and include boiler replacement and improvements, exterior lighting replacements, plumbing improvements, window shades, replacement of sally-port doors and modifications, energy management control system upgrades and computer control power management software installation. Today, that first $2.2 million project now saves the city $500,000 in energy savings each year.
A Request for Proposals (RFP) was issued on June 15, 2015, to qualified energy services companies (ESCOs) for the energy savings performance contract for outdoor lighting. Two ESCOs submitted proposals and were interviewed and rated by a selection committee comprised of city staff on August 12, 2015. McKinstry, Inc. was deemed the best firm for this project and will be tasked with performing an investment-grade audit of all city outdoor lighting within our parks, trails, outdoor venues, plazas and exterior buildings. This audit will identify all potential conservation measures for which energy cost savings can be realized to ensure the project’s return on investment is realized within the established schedule. Once the audit has been
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completed and costs are identified and accepted, staff intends to negotiate the final implementation contract. The entire cost of the investment-grade audit will be paid via a grant through the Nevada Governor’s Office of Energy.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.9 Natural Resource Management Plans and Procedures
Standard: There shall be natural resource management plans for environmentally unique or sensitive areas such as valuable wetlands, riverbanks and woodlands and there shall be environmental protection procedures, such as for erosion control, conduct of nature studies, wildlife and habitat preservation, and protection of water supply reservoirs and water recharge areas. Even if the agency does not own or control the natural resource, there shall be procedures to encourage and ensure environmental stewardship through volunteer steward programs and/or interpretive education and other learning opportunities. The agency should work with other agencies to meet and promote environmentally sound maintenance and land management standards.
Suggested Evidence of Compliance: Provide the natural resource management plan(s) and procedures and examples of outreach and education.
Agency Evidence of Compliance: Municipal Code 5.28; Urban Forestry Program Plan; Department Policy POL-6.3.005; Open Space and Trails Plan; Open Space and Trails Plan – Preservation and development; Bird Viewing Preserve; Nevada Fish and Wildlife Department; Nevada Department of Wildlife; Bird Viewing Preserve volunteer program; River Mountains Loop Trail Management Plan; River Mountain Loop Trail annual inspection; Outside Las Vegas Foundation (OLVF); Agreement with OLVF; Get Outdoors Nevada; Southern Nevada Regional Planning Coalition; Regional Open Space And Trails Workgroup minutes; Environmental study for McCullough Hills; Cornerstone Park Management Plan; Cornerstone landscape
The city has made a strong commitment to acknowledging the importance of protecting its environmentally unique and sensitive areas. Our department, as a component of this larger effort,
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has a strong history of promoting environmental protection and ecosystem management in the community. Examples include, but are not limited to:
Urban Forestry Program – Henderson Municipal Code 5.28 is the city’s formal tree ordinance. This ordinance, along with the Urban Forestry Program Plan , regulates how trees are selected, maintained and replaced. The plan, implemented in 2010, will be reviewed and revised once a new urban forester is hired in the next few months. Department Policy POL-6.3.005 was also established to maintain Henderson’s status as a Tree City USA.
Open Space and Trails Plan - Prepared at the direction of the City Council, this document provides specific policy recommendations and analyses of key open space opportunities to guide the preservation and development of open space resources. The plan identifies 12 landmark projects that represent high-priority sites for conservation. It directs taking advantage of natural resources, ensuring the protection of sensitive lands, including hillsides, view sheds, natural drainage facilities, and areas containing wildlife, cultural, historical and biological resources.
Henderson Bird Viewing Preserve – In 1997, the city partnered with the Red Rock Audubon Society and the Bureau of Land Management to make its existing Water Reclamation Facility a dual purpose facility by building the 142-acre Henderson Bird Viewing Preserve (BVP) and Wetlands Park. This showcase facility offers the public an opportunity to view and learn about birds, creates a habitat for migrating species, provides food for many native animals in Nevada, preserves ecological assets for future generations, and offers ecological and wastewater treatment education. The city also partners with the Nevada Fish and Wildlife Department as well as the Nevada Department of Wildlife to increase the diversification of plant species, which in turn encourages wildlife habitat. The Henderson Bird Viewing Preserve also has its own volunteer program to help promote conservation.
River Mountains Loop Trail Management Plan – The plan is divided into seven categories: trail policies, use, operation, signage, enforcement, marketing, and reporting. Trail cleanups and adopt-a-trail are encouraged. Each year, staff from the city and the Bureau of Reclamation conduct a site visit to review the trail and its condition and determine if corrections are necessary.
Outside Las Vegas Foundation (OLVF) – The Outside Las Vegas Foundation is an organization dedicated to connecting people with the outdoors in Southern Nevada. It does this through education and volunteerism, including trail cleanups with various organizations. The City of Henderson is currently working on a plan in collaboration with OVLF to coordinate trail cleanups with large groups. Our staff also partners with other local agencies and groups for Get Outdoors Nevada.
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Regional Open Space and Trails Work Group (ROST) - ROST is a part of the Southern Nevada Regional Planning Coalition. Comprised of representatives from local, state and federal agency partners, the work group meets on a monthly basis to discuss the progression of a regional trail system and related trail/open space topics. The committee works to ensure trails within the City of Henderson are connecting to the larger regional trail system as well as conforming to the current City of Henderson Master Bicycle and Trails Plan. Representatives from multiple parks and recreation divisions hold positions on this group and work cooperatively within this multi-jurisdictional coalition.
McCullough Hills Trail Environmental Assessment - The city completed a necessary environmental study for the McCullough Hills Trail due to its location within Sloan Canyon National Conservation Area. The purpose of the study is to provide an overview of the project and affected environment (p. 39) to determine if there are any environmental (p. 71) and cultural impacts (p. 84) due to the trail construction. The assessment provides procedures for such instances, should they occur.
Cornerstone Park Management Plan – The plan was created because of the park’s unique setting. It has typical park amenities but rests on what was once a gravel pit. Ground water was discovered and water began to fill the pit, along with water runoff. The site is also home to a regional flood control facility and the water body serves as a detention facility. The landscape design includes riparian and marsh vegetation and the management plan provides direction for the needs of a multiple use facility.
The Parks Operations Manual addresses maintenance procedures such as integrated pest management (p. 30 - 104 Pest Control) and species selection for trees and shrubs (p.30 - 114 Planting).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.9.1 - Recycling and/or Zero Waste PlanStandard: There shall be a recycling and/or zero waste plan for park and recreation
facilities and administrative offices that is systematically monitored and periodically reviewed. The plan shall also include an educational component for both users and
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employees. The recycling and/or zero waste plan should include all major products suitable for recycling in the given region with an emphasis on making the recycling process easy and convenient for park and recreation users.
Suggested Evidence of Compliance: Provide a description of the recycling and/or zero waste plan for facilities and administrative offices and provide the last review with statistics on the amounts of materials recycled or the percent of total waste recycled for the most recent reporting period.
Agency Evidence of Compliance: Sustainability Action Plan; Green Report; Parks and Recreation Recycling Pilot project; POL 1.1.007 Recycling Plan; POL 1.1.004 Environmental Sustainability; Memo on Recreation Center Recycling; Christmas Tree Recycling Program Description and number of chipped trees; Republic Services flyer; Republic Services update to Council
Our recycling program supports the City of Henderson Sustainability Action Plan established in May 2009 by the City Council and subsequent Green Report in 2010. The recycling and/or zero waste plan is incorporated into the Sustainability Action Plan (Theme 3). We established a recycling and waste recycling pilot program in 2010 and have had success in our parks, recreation centers and other city facilities. From this pilot program, policies on both recycling and environmental sustainability were developed. Recycling trash cans have been installed at all sports complexes and large community parks. Every year, the city’s Commemorative Beautification Commission (CBC) purchases additional recycling containers to help the city’s goal of having recycling available at every park. We currently have 17 parks with recycling trash cans. The CBC approved funds to purchase 30 cans originally and continue to approve subsequent purchases (10 recycling trash cans in 2014, 5 in 2015, and 5 for 2016).
Recycling trash cans have also been installed inside all recreation centers and city buildings. It is estimated that we recycle over 2,000 cubic yards of material every year in our parks and recreation centers. This number is based on 13 recycling dumpsters (3 cubic yards each) at sports complexes and recreation centers.
Another highly publicized example is our Christmas Tree Recycling Program. The program provides for areas at select parks for people to drop off their Christmas trees after the holiday season. The trees are then chipped into mulch and used in our parks. This program is publicized in Henderson Happenings (our guide to recreation and leisure opportunities), through social media, public relations, media relations efforts, flyers, and posters. This past holiday season we chipped 4,223 trees and all the tree mulch was used in our parks. The most trees ever chipped
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was in 2014, with 4,249 trees. This program has been very successful in Henderson and throughout the Las Vegas Valley. It enables us to get residents thinking about recycling and green living because it is something that is accessible to most people and engages them so they feel part of the process.
We have also been incorporating recycling opportunities at various facilities, including recreation centers, sports complexes, parks, special events (e.g., Arbor Day, National Trails Day) and administrative offices.
Republic Services is contracted by the city to manage the recycling program and over the last four years has made great strides in expanding citywide recycling efforts.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
7.10 - Maintenance Personnel Assignment Procedures
Standard: The agency shall have procedures for the assignment of competent personnel with clearly defined duties for routine maintenance, repairs, and improvement of areas, facilities, and equipment, including responsibility for general cleanliness and overall attractiveness. Effective maintenance of grounds and facilities requires the selection, training, and supervision of workers in a wide variety of tasks ranging from seasonal laborers to skilled trades. Supervisory staff must be able to focus on maintenance management, such as workload control, as well as supervise the technical details of maintenance work.
Suggested Evidence of Compliance: Provide examples of methods used by the agency to assign staff.
Agency Evidence of Compliance: Parks Operations Manual; mode level; Job descriptions - Park Superintendent, Park Coordinators, Park and Facility Maintenance 3, Maintenance 1 workers, Park and Facility Maintenance 2; Contract services
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We work closely with Human Resources to recruit a highly skilled, motivated, and technically proficient workforce, based on a series of detailed job descriptions. The Parks Operations Manual provides the procedures and quality expectations for each maintenance duty. Most day-to-day maintenance operations are based on mode levels established by the Parks division. Each park facility is assigned a mode level based on the type of facility. A mode level 1 facility is highly used and/or highly visible, such as a recreation center or sports complex. Maintenance activities occur more frequently as a result. A mode 2 or 3 facility has the same maintenance requirements but it is done less frequently. In addition to routine landscape maintenance, the Parks division has staff with specialized skills and certifications to maintain aquatic facilities; inspect, repair, and assemble playgrounds; maintain and repair park maintenance equipment; and provide specialized maintenance and care for the city’s urban forest.
Currently, we maintain 64 parks and 124 miles of bike trail. Parks and trails are maintained by 85 park maintenance workers, with each assigned to a park, sports complex, or trail. There are three maintenance areas overseen by Park managers who report to the Park superintendent. Each area manager has two or three Park coordinators (field supervisors). Each Park coordinator has two crew leaders (Park and Facility maintenance 3). Every crew lead has approximately 3-5 maintenance staff comprised of Park and Facility maintenance 1 workers (entry level) and Park and facility maintenance 2 (seasoned maintenance workers). It is a well-balanced and well-structured organization that is able to respond to all maintenance issues and take on more parks and trails as they are built. Currently, the staff to park acreage ratio is 1 worker per 20 acres. The division also hires part-time workers to assist full-time staff on weekends for prepping and cleaning up sport facilities.
Our Facilities Maintenance division provides plumbing; electrical; heating, ventilation, and air conditioning; carpentry; and painting services, and responds to work orders related to building and facility maintenance. Staff works in conjunction with the Parks division to ensure all safety and use issues are resolved in a timely fashion, and this is done through a work order system. In addition, the department manages contracts with local vendors to augment required services such as custodial, landscape maintenance, parkway maintenance, security and alarm services.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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7.11 - Capital Asset Depreciation and Replacement Schedule
Standard: The agency shall have an established depreciation and replacement schedule for all park and recreation capital assets including buildings, facilities, and equipment that have predictable life cycles. Schedules should identify the useful life of each element and the associated costs of replacement. Capital asset depreciation and replacement schedules, including projected costs of replacement, should be reflected in the agency’s financial plan.
Suggested Evidence of Compliance: Provide the capital asset depreciation and replacement schedule.
Agency Evidence of Compliance: City of Henderson Capital Assets Policy and Procedures; Capital Asset Inventory; Monthly Financial Status Report December 2015; Asset Infrastructure Management Special Recreation; Special Recreation Fund Plan FY16; Financial Management Policy Statement; Capital Improvement Program; Capital Improvement Plan
Capital assets are handled according to City of Henderson Capital Assets Policy and Procedures. The Finance Department maintains the Capital Asset Inventory, which contains the item number, acquisition date, estimated life, cost, and depreciation calculations. The city uses the straight-line depreciation method with zero salvage value. Depreciation expenditures are listed by fund type within Monthly Financial Status Reports (p. 82).
The Public Works Parks and Recreation Department maintains an Asset Infrastructure Management (AIM) Excel file in which assets are tracked using life span, replacement costs, funding and capital improvement plan project numbers. This data is used for future planning needs for repair and replacement of assets. The Parks and Recreation divisions review and update data as necessary according to usage, deterioration and equipment failure. Project funding plans are created each fiscal year with capital projects that are expected to occur within that year.
The Department of Information Technology‘s best practices require that certain technology be refreshed on a regular schedule. This equipment includes (but is not limited to) network routers, servers, data storage, desktops, and ruggedized laptops. Every effort is made to maintain this refresh schedule. Financial Management Policy Statement 500-03 provides for an annual review of the city’s infrastructure and technology, setting of priorities for its replacement and renovation based on needs, funding, alternatives and availability of resources.
The city’s Capital Improvement Program is a comprehensive, multi-year citywide program used to identify and plan for capital investments in support of the city’s vision, mission and strategic plan. Through the CIPAce software program, annual development of the Capital Improvement
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Plan is coordinated and an annual public CIP document is produced.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 7.0 – FACILITY AND LAND USE MANAGEMENT
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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8.0 - Public Safety, Law Enforcement, and Security
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
Laws and ordinances provide the foundation for controlling activities and behavior within the jurisdiction of the agency. General municipal codes, laws and ordinances and state and federal laws are applicable to parks and recreation areas and facilities. However, these laws generally have broad application and lack specificity as they relate to the control and management of parks and recreation areas and facilities. Special laws and ordinances may be enacted to specifically address and guide public use and behavior and may delegate authority to issue and enforce permits, licenses, rules and regulations applicable to parks and recreation areas and facilities.
Agency staff are first-in-line to gain compliance with ordinances, rules and regulations. Regardless of whether the agency employs law enforcement officers or contracts for law enforcement services, agency staff have responsibility to educate patrons on the proper use of parks, recreation areas and facilities. However, when patrons fail to comply, enforcement becomes the responsibility of sworn law enforcement officers.
For agencies relying on the services of law enforcement officers from other jurisdictions or departments, it is essential that formalized liaison relationships be established between agency staff and the official law enforcement organization.
Particular attention should be given to national, state and local emergency plans and procedures directed toward large-scale natural disasters, such as earthquakes, tornadoes, hurricanes, forest fires, and floods. Plans should include evacuation procedures, inventories and locations of equipment and materials, displacement plans for facility residents and activities, and provision of psychological aid for staff affected by emergencies.
8.1 - Codes, Laws, and Ordinances
Standard: Public safety and law enforcement within parks and recreation areas and facilities shall be governed by codes, laws, and ordinances, some of which may be enacted specifically for the control and management of parks and recreation areas and facilities. The codes, laws and ordinances shall be posted or readily available to park patrons.
Suggested Evidence of Compliance: Provide documentation of the codes, laws, and ordinances that pertain specifically to areas and facilities under the jurisdiction of the agency and describe how they are posted or otherwise readily available to park patrons.
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Agency Evidence of Compliance: Nevada Revised Statutes; Chapter 432A – Services and Facilities for Care of Children; Henderson Municipal Code; Nevada Revised Statute 266.321; Muni Code-Chapter 2.27.030; Muni Code 2.27.040 Suspension From Parks; Muni Code 2.27.060 Penalty for Violation; Muni Code, Chapter 8.10.020 Permit Required; Muni Code 8.10.025 Commercial Filming; Muni Code 8.10.030 Exceptions; Park Rules; City’s Website for Park Rules; Leash Laws in Henderson Happenings; Facility rules; trail reservation packet; mobile food service.
The city abides by Nevada Revised Statutes (NRS), which are the codified laws of the State of Nevada. These statutes are based on legislation passed during a particular session. Nevada Administrative Code (NAC) is the administrative regulations of the executive branch. An example of an NAC pertaining to our licensed preschool is Chapter 432A – Services and Facilities for Care of Children.
Henderson Municipal Code provides a list of violations that can be enforced by the authority with specific compliance with Nevada Revised Statute 266.321 - Police Ordinances: Enactment and Enforcement; Penalty For Violation of State Law. The authority maintained by the department to regulate activities occurring in parks and facilities under its control is contained in Henderson Municipal Code, Chapter 2.27.030 – Rules and Regulations Regarding Use of Parks, Recreation Facilities and Trails, 2.27.040 Suspension From Parks, and 2.27.060 Penalty for Violation.
Special events involving any public street or right-of-way within the city’s corporate limits require an approved special event permit per Henderson Municipal Code Chapter 8.10.020 Permit Required – In Addition to Any Other Permit, 8.10.025 Commercial Filming, and 8.10.030 Exceptions.
Specific municipal codes, laws, and ordinances pertaining to parks and recreation facilities and properties are posted for park and recreation patrons and are included on the city’s website and in the publications such as Henderson Happenings. Facility rules are posted at parks and recreation facilities and are included in facility request information, such as our trail reservation packet. Handouts were made to address specific issues such as mobile food service.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met201
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8.1.1 - Staff Liaison to Law Enforcement OfficersStandard: There shall be established liaison assignments for agency staff to the official law
enforcement officers providing public safety and law enforcement service to the agency.
Suggested Evidence of Compliance: Provide current documentation of staff liaison assignment(s) with the law enforcement authority responsible for enforcement of laws and ordinances within the parks and recreation areas and facilities.
Agency Evidence of Compliance: Security Plan; Bi-Monthly Meeting with Police Department; Non-emergency situations
Our department is committed to providing a safe environment for employees, participants, park users, and citizens where they can enjoy a positive experience at our parks and facilities. To help achieve this objective, staff liaisons are assigned to work closely with the Police Department to communicate security concerns and to make plans to resolve security issues.
The role of our department staff liaisons with the Police Department is described in the Parks and Recreation Security Plan (p. 2). Staff liaisons are superintendent-level employees (Parks superintendent and Recreation superintendent) who meet bi-monthly with area Police Department captains to discuss safety and security-related topics. At each meeting, the group reviews vandalism reports and security trends, discuss security issues related to upcoming scheduled parks and recreation events, and discuss police patrol scheduling at parks and recreation centers. When appropriate, other Public Works, Parks and Recreation Department managers are invited to these meetings to discuss their concerns directly with law enforcement personnel.
Our staff is instructed to call 911 for immediate concerns. Non-emergency situations can be forwarded through the appropriate channels of communication to our department staff liaisons with the Police Department to address before or during these meetings.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
8.2 - Authority to Enforce Laws by Law Enforcement Officers
Standard: The authority of law enforcement officers to enforce laws and ordinances pertaining specifically to activity within parks, recreation areas, and facilities shall be clearly established to ensure that enforcement actions are upheld. Authority to enforce laws and ordinances within parks and recreation areas and facilities must be established through assignment within the agency, by contract with another agency, or by policy of the government jurisdiction in which the agency operates.
Suggested Evidence of Compliance: Provide documentation that establishes the authority of law enforcement officers to enforce laws and ordinances within parks, recreation areas, and facilities.
Agency Evidence of Compliance: Henderson Municipal Code – Chapter 2.27; Policy POL-1.3.001; Security vendor agreement; Security Vendor Amendment; Henderson Municipal Code, Chapter 8.10; Special event permits
The Public Works, Parks and Recreation Department does not have deputized personnel or citation authority. Therefore, the Henderson Police Department (HPD) is contacted for situations requiring citation or enforcement of city code on park sites or in facilities. The authority maintained by the city to regulate activities occurring in parks and facilities under its control is contained under Henderson Municipal Code – Chapter 2.27. Department protocol regulated under Policy POL-1.3.001 General Security of Facilities and Park Areas provides general supervision guidelines for assigned work sites.
Our senior director, assistant directors, parks and recreation superintendents, managers and supervisors work with HPD, depending on the level of cooperation needed or the nature of business between the two departments. Additionally, we have a security presence in parks and recreation facilities through a contracted vendor. The security firm (vendor) provides drive-by and walking patrols within our park system and at some recreation facilities.
Special events involving any public street or right-of-way within the corporate limits of the city require approved special event permits as required by Henderson Municipal Code Chapter 8.10. Special event permits are issued by the Police Department’s special events coordinator.
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Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.3 - Law Enforcement Officer Training
Standard: Law enforcement officers with the authority to enforce laws within areas and facilities under the jurisdiction of the agency must have proper training in order to carry out their roles and responsibilities.
Suggested Evidence of Compliance: Provide a summary of the current training program for law enforcement officers having jurisdiction within the parks and recreation agency, including provision for refreshers and updates.
Agency Evidence of Compliance: Henderson Police Department; Nevada Commission on Peace Officers’ Standards and Training; Henderson Police Department training division; NRS 289; Henderson Police Department’s Policy DP280-Training
The department does not, itself, employ any staff members with peace officer powers or with the authority to enforce laws within areas and facilities under its jurisdiction. If there is need for any enforcement action, staff is advised to immediately call the Henderson Police Department (HPD), which was created in 1953 after the city was incorporated.
HPD maintains a training division responsible for the management and administration of its departmental training function. The training section, a division of the Technical Services Bureau, is responsible for the management and administration of all HPD training programs, and for the coordination of all training through and for other agencies, institutions and providers under Nevada POST (Police Officers’ Standards and Training) requirements. This responsibility is enumerated in Nevada Revised Statutes, Chapter 289 Peace Officers, and specifically in sections 289.450 through 289.510. These sections refer to the Nevada Commission on Peace Officers’ Standards and Training and its mandates for the training of peace officers in Nevada.
HPD’s Policy DP280-Training states training programs will be current, meet operational needs, and comply with legal requirements. This policy covers in-service trainings, POST required
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annual trainings, proficiency testing, and specialized assignment training. Examples of training rosters are available for onsite review.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.4 - Public Information on Laws, Ordinances, Rules, Regulations, and Policies
Standard: Agency staff shall participate in educating and informing the public on laws, ordinances, rules, regulations, and policies that apply to parks and recreation areas and facilities. This role shall be established through policy directive.
Suggested Evidence of Compliance: Provide documentation that defines the role of agency staff in providing public information and education on laws, ordinances, rules, regulations, and policies. Provide examples of education and provision of information.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 2.27; Muni Code 2.27.040 Suspension of Park Access; Trail Network Map; Parks Rules signage ; Park Rules on city’s website; General Security of Facilities and Park Areas POL 1.3.001
Henderson Municipal Code Chapter 2.27 regulates the use of city parks and park facilities for all persons to enjoy and to protect the assets and resources of these community properties. Our department director or his designee, police or security officer may suspend access to any person who violates the patron code of conduct or posted rules, regulations or department policy after being put on notice or poses an immediate threat or harm.
Methods for educating the public include, but are not limited to, signage, website, and the Trail Network Map. Each park and recreation facility has visible posted signage of rules that must be observed and obeyed by all users. Rules are also listed on the city’s website. These rules indicate how the facility can be used and what the consequences are if the rules are violated.
Users are encouraged to familiarize themselves with parks and surrounding areas and alert agency staff of any areas that may be deemed unsafe. If there are violations, our staff is
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authorized per department policy POL 1.3.001 General Security of Facilities and Park Areas to address the violation in the following manner:
Make contact and explain rules. Request assistance from contracted security (if appropriate). Contact the Henderson Police Department or Clark County School District police
when patrons fail to follow the rules or are a known threat.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.4.1 - In-Service Training for Staff on Public Safety and Law Enforcement Standard: Agency staff shall understand their role in public safety and law enforcement
and relationships with law enforcement officers having jurisdiction within parks and recreation areas and facilities. The purpose of this training to ensure that staff understand where their authority ends and when an incident should be referred to law enforcement. In-service training shall be extended to front line staff such as lifeguards and park attendants to assure they are fully prepared to respond to law-enforcement incidents.
Suggested Evidence of Compliance: Provide documentation of most recent in-service training for agency staff, defining their role in public safety and law enforcement, including agendas and attendance rosters
Agency Evidence of Compliance: Active shooter training; Active shooter roster; Youth enrichment orientation sign in; Youth enrichment site leader manual; Code Adam; Code Adam sign in sheet
The most recent example of law enforcement-related training was regarding active shooter events. Officers from the Henderson Police Department conducted training for all city employees on how to respond to an active shooter incident. They also addressed citizens’ constitutional rights to bear arms in city facilities and the city’s policies, procedures, and training regarding the use of force.
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Another example of our involvement with public safety is our Youth Enrichment section. Prior to each school year a staff orientation is held to train site leaders in our before- and after-school programs. Complementing the training, the Site Leader Manual (p.65) contains guidelines on how to handle potentially violent persons.
Staff were also trained on Code Adam, a search tool for lost and potentially abducted children. This was offered to full-time staff overseeing children at our recreation centers and pools.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.4.2 - Handling of Disruptive Behavior ProceduresStandard: There shall be established procedures for agency staff on response to disruptive
behavior at agency areas and facilities. Procedures shall identify the role of staff in intervention when an incident occurs, documentation of behavior and delineation of law enforcement roles in handling behavioral issues.
Suggested Evidence of Compliance: Provide current procedures regarding handling of disruptive behavior.
Agency Evidence of Compliance: POL-1.3.004 Patron Code of Conduct; Part-Time Staff Orientation Manual; POL-1.1.013 Patron Suspensions; Behavioral agreement; Administrative Policy A-5 Workplace Violence; Contact HPD directly; Youth Enrichment Staff Handbook; Handbook for Parents
Policies on handling disruptive behavior are outlined in Department Policy POL-1.3.004 Patron Code of Conduct and Part-Time Staff Orientation Manual. All staff is authorized to address violations to the code of conduct. Staff actions include asking the patron to leave the facility, expulsion of the individual/parent from a program, suspension, or trespass. Staff is also directed to contact the Henderson Police Department (HPD) as appropriate.
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Suspending patrons is covered by Department Policy POL-1.1.013 Patron Suspensions. Various offenses have been categorized as minor or major. Staff may suspend a patron for up to 30 days with longer terms being approved by the department director or designee. The process for re-entry after a 30-day or longer suspension includes meeting with staff and signing a behavioral agreement to adhere to the code of conduct and rules.
The Human Resources Department addresses appropriate handling of threats or acts of violence in its Administrative Policy A-5 Workplace Violence. Staff is to alert their supervisor and/or HPD immediately of any threat, threatening behavior, or other behavior that may result in violence or acts of violence. The Human Resources Department will investigate all reports. When appropriate, Human Resources will request assistance from HPD in responding to a situation or investigating a report. For general behavioral concerns, staff may contact HPD directly for assistance.
The Youth Enrichment section uses the Youth Enrichment Staff Handbook for training staff in handling inappropriate conduct. The Youth Enrichment Handbook for Parents informs all parents of the child’s behavioral expectations as well as the parent’s code of conduct. The handbook describes staff response to inappropriate conduct to include consequences for inappropriate behavior.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.4.3 - Traffic Control, Parking Plans, and Crowd ControlStandard: The agency shall coordinate with the official law enforcement agency having
jurisdiction on large-scale events hosted or facilitated by the agency that require planning and coordination of traffic, parking and crowd control. Plans shall specifically define the roles of the event sponsor, agency staff, and the law enforcement agency regarding traffic layouts at the venue, traffic routes and personnel assignments.
Suggested Evidence of Compliance: Provide a recent example of coordination with law
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enforcement on traffic control, parking plans and crowd control for activities and events hosted or facilitated by the agency.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 8.10.070; Henderson Municipal Code Chapter 8.10.090; Henderson Municipal Code Chapter 8.10.210; Process improvement team; Special event permits; Barricade Plan Permit
Henderson Municipal Code Chapter 8.10.070 dictates restrictions on street and times for special events. Henderson Municipal Code Chapter 8.10.090 dictates restrictions on safety protection, including crowd control. Henderson Municipal Code Chapter 8.10.210 dictates restrictions on public conduct during special events, including parking.
The process to administer special event permits was recently part of a process improvement team that included staff from the Police Department, City Attorney’s Office, Fire Department, Business License, Community Development & Services, and Public Work, Parks and Recreation Department. Special event permits are required to provide barricades and warning devices as found necessary for public safety by Public Works staff. The need for traffic control, parking plans, and crowd control is strictly controlled by the intended program requiring it. Any special event to be held in a park or recreation facility must have approval by Outdoor Recreation staff.
The barricade plan permit for the St. Patrick’s Day parade included plans from RoadSafe Traffic Systems, which were approved by our Traffic Engineering division. Special event staff work closely with the Police Department to prevent, mitigate or respond to criminal acts or acts of terrorism. A copy of the Incident Action Plan for the Fourth of July Celebration will be available onsite for review.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.4.4 - Handling of Evidentiary Items ProceduresStandard: Procedures shall be established that guide agency staff in the preservation and
handling of evidence until transferred to the appropriate law enforcement authority.
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Procedures shall be established in coordination with the appropriate law enforcement agencies to define staff roles in ensuring that evidentiary items are preserved until the proper law enforcement agency assumes command of the scene.
Suggested Evidence of Compliance: Provide the procedures defining the role and responsibility of agency staff in the discovery, preservation and handling of evidentiary items.
Agency Evidence of Compliance: Part-Time Staff Orientation Manual (p.39); Facility Operations Manual-Recreation; Handling of Funds ; Parks Division Operations Manual; SOP 6.3.025 – Handling of Drugs and Weapons; Vandalism report
The Henderson Police Department (HPD) handles evidentiary items such as drugs, narcotics, weapons, etc. by policies and procedures set forth in its department, state and federal laws. Our staff is instructed to secure the area and contact HPD immediately in criminal situations (p.39) that may have evidentiary items. Specifically, it instructs staff that if they arrive to their work site and discover any vandalism, they should not touch anything. This is also addressed in the Facility Operations Manual (p. 66) for each section/facility of the Recreation division. Handling of Funds training specifically addresses how staff should respond to counterfeit currency. Procedures include the supervisor contacting HPD while staff requests that the patron stay on the premises (but not detain them).
The Parks Division Operations Manual contains a standard operating procedure (SOP 6.3.025 – Handling of Drugs and Weapons) with regard to the handling of drugs and weapons if found in parks or facilities. Staff is to secure the area without touching the items and to contact HPD and then their supervisor.
All pertinent information regarding vandalism and graffiti is tracked in a report and shared with HPD. All graffiti is photographed (see Evidence Link on report) and is then removed immediately. This information is used to prosecute offenders and provide proof for restitution.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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8.5 - General Security Plan
Standard: The agency shall have a comprehensive general security plan addressing areas, buildings and facilities under its jurisdiction that is updated periodically. Plans for each major area, building or facility should be available at each site. The general security plan may be a compilation of security plans from each major area, building or facility. Hazardous or flammable materials storage areas should be clearly identified in plans and at each specific site. Signage at each site should be installed in accordance with the unified signage system. To be effective, the security plan should be updated when a new area, building or facility is added, security systems are modified or when legislation requires change.
Suggested Evidence of Compliance: Provide the agency’s general security plan or compilation of security plans from each major area, building or facility with the most recent review or update. At a minimum, these plans should include:
a. Locking key systems and associated assignments; b. Alarm system and assignment of security codes; c. Opening and closing procedures; d. Fire alarm and fire suppression systems; e. Emergency evacuation procedures; and f. Critical incident response procedures.
Agency Evidence of Compliance: Security Plan; Facility Emergency Action Plan; Facility Evacuated sign; Shelter-in-place sign
We are committed to providing a safe and secure environment to patrons, staff, and volunteers. The general Security Plan is reviewed annually, with its recent version approved Feb. 11, 2016. Elements include:
Locking key systems and associated assignments (p. 12) Alarm system and assignment of security codes (p. 10) Opening and closing procedures (p. 18 – under Facilities) Fire alarm and fire suppression systems (p. 10) Emergency evacuation procedures (p. 20) Critical incident response procedures (p. 17 and 19)
Each facility is required to complete and maintain a Facility Emergency Action Plan (FEAP). Evacuation routes, exit and assembly points, location of emergency supplies, unique hazards and other sections guide staff. The city’s Safety staff supply standardized signs in English and in
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Spanish for facilities that have been evacuated or are shelter-in-place.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.6 - Emergency Management Planning
Standard: The agency shall be aware of emergency operations planning within their jurisdiction and its role in emergency management systems. Roles may vary depending on the scope of services provided by the agency and the location of its facilities. Recreation agencies, having roles in emergency management systems within their local jurisdiction, shall be aware of the applicable operations plan. The agency’s specialized staff, buildings and equipment may be integral to the plan and may be deployed in the event of a large-scale emergency. The U. S. Office of Homeland Security provides guidance and support for the preparation and maintenance of emergency management plans.
Suggested Evidence of Compliance: Provide the applicable emergency management plan with the most recent date of approval. If, due to security concerns, the emergency management plan is not available for public review, provide the emergency management plan table of contents.
Agency Evidence of Compliance: Nevada Revised Statute 414; Division of Emergency Management; Henderson Municipal Code Chapter 2.24; Emergency Management Coordinator; Director of Public Works, Parks and Recreation Duties and Responsibilities; City of Henderson All-Hazards Emergency Operations Plan; Emergency Action Plan
The state’s responsibility for emergency management is under the authority of Nevada Revised Statute 414 and comes under the office of the Nevada Department of Public Safety and the Division of Emergency Management (DEM). The DEM coordinates the efforts of the state and its political subdivisions during emergency situations.
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Under the authority of Henderson Municipal Code Chapter 2.24, the position of Emergency Management coordinator was created and is responsible for emergency management in accordance with the state’s plan and program for emergency management. Under this same code, the director of Public Works, Parks and Recreation may also remove debris that threatens public health or safety, including ordering the removal of debris on private property.
The Public Works, Parks and Recreation Department response to emergency/disaster situations is outlined in the City of Henderson All-Hazards Emergency Operations Plan, which was approved by the City Manager on May 29, 2012. This plan describes advance preparations the city has made for managing major emergencies and the procedures for keeping preparations up to date and effective. Under this plan, our department is responsible for providing facilities for shelter and for assisting the Red Cross and other relief agencies in their duties (Emergency Support Function #6, p. 105). These responsibilities include, as a primary function, mass care to include coordinating efforts to provide emergency food, clothing, shelter, and emergency first aid. Our other support functions include, but are not limited to, transportation, logistics and hazardous material response (p. 50).
The City of Henderson also has a comprehensive emergency action plan (approved August 2011) that outlines procedures for employees to handle natural disasters as well as hazardous waste material, civil disorder, terrorist incidents, etc.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.6.1 - In-Service Training for Staff on General Security and Emergency ManagementStandard: Through in-service training, agency personnel shall understand their role in
ongoing security and emergency management. In-service training should inform staff of their role in response to critical incidents and emergencies and provide specific procedures for routine operations.
Suggested Evidence of Compliance: Provide documentation of in-service training programs on general security and emergency management, including a dated outline of the presentation topics and a roster of participants.
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Agency Evidence of Compliance: Training on General Security Roster; Handling of Funds Presentation; Youth Enrichment Roster; Youth Enrichment Part-Time Staff Handbook; Non-Violent Crisis Intervention Training ; Crisis Prevention Institute Roster ; Training Roster for Internal Alert; Shelter Fundamentals Training; Shelter Management Training; Draft Emergency Training policy; Incident Command System Roster ; Federal Emergency Management Agency; Active shooter workshops
All staff plays an important role in security and emergency management. Full-time staff provides in-service training for employees throughout the year. During in-service training, staff is not only trained to handle daily situations according to their work areas, but are also trained on procedures for responding to emergency situations. For example, front desk staff, along with lead recreation assistants and full-time employees, are trained on the handling of funds. This training includes safety procedures for properly securing city assets and procedures in the event of robbery.
Youth Enrichment staff focus on the security and safety of children, which includes the proper release of a child from a paid program, awareness of sex offenders in the community, and other topics relevant to safety, which are included in the Youth Enrichment Part-Time Staff Handbook.
Staff members are also trained in non-violent crisis intervention as designed by the Crisis Prevention Institute (CPI). During training, participants learn about the different levels of unstable and emotional behavior as well as techniques to support and de-escalate situations with upset customers.
Our department is the lead for Emergency Support Function (ESF) #6 – Mass Care, Emergency Assistance, Housing, and Human Services Annex as outlined the city’s All-Hazard Emergency Operations Plan (p.105). Our staff has been working with the American Red Cross to provide training to Recreation division staff on Shelter Fundamentals and Shelter Management.
Staff are working to finalize a department policy regarding Incident Command System (ICS)/National Incident Management System (NIMS) certification trainings offered by the Federal Emergency Management Agency (FEMA).
The Henderson Police department hosted two active shooter workshops in 2016 and open to all city employees. The training stressed that active shooter events are unpredictable and often unfold quickly. Staff learned:
How to respond and survive during events involving active assailants How to respond to citizens’ constitutional right to bear arms in city facilities
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How police use of force incidents and officer involved shootings occur The city’s policy, procedures, and training regarding use of force
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
8.6.2 - Emergency Risk Communications PlanStandard: There shall be a communications plan that is reviewed and updated periodically,
to accurately and effectively communicate with the public and experts during a catastrophic event that attracts significant media attention, such as a health emergency, terrorist attack, earthquake or storm. The crisis communication plan shall delineate individuals responsible for communicating with the press, chain of command on notifying proper people of the incident and communicating status updates.
Suggested Evidence of Compliance: Provide a copy of the Emergency Risk Communications Plan and the most recent review.
Agency Evidence of Compliance: Emergency Communications Plan
The city’s Emergency Communications Plan was last updated in May 2015. The primary department responsible for emergency communication is the Communications and Council Support Office. All other departments including ours serve in a supporting role.
During an emergency, the Communications director or their designee is the city’s spokesperson and directs all communications with the media, public, staff, and elected officials. The Emergency Operations Center (EOC) will have a public information officer to coordinate the release of information with the EOC manager.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
8.6.3 - Care and Shelter ProceduresStandard: There shall be procedures to coordinate with agencies designated to provide care
and shelter to those in need during disasters or emergencies.
Suggested Evidence of Compliance: Provide procedures to coordinate with agencies designated to provide care and shelter during emergencies.
Agency Evidence of Compliance: All-Hazard Emergency Operations Plan (p.105); Agreement with Red Cross to open two public shelters ; Standard Operating Procedure for Employee Shelter
As part of the City of Henderson All-Hazard Emergency Operations Plan (p.105), Emergency Support Function (ESF) #6 covers the mass care, emergency assistance, housing, and human services annex functions. The Public Works, Parks and Recreation Department and the American Red Cross are the primary agencies to coordinate efforts in providing emergency shelter, food, and non-medical mass care during a major disaster or emergency, or during any situation requiring temporary shelter and care services.
Recreation division staff is responsible for coordinating onsite with American Red Cross to provide shelter, food, distribution of emergency items, and collect and provide information on victims to family members. In August 2015, the city successfully opened up two public shelters with the American Red Cross for residents impacted by a multi-day power outage. At times it is necessary to open a shelter for employee family members too. These shelters, operated only with city resources, are available to city employees who are required to report for service during an emergency event and need care for their family members. Therefore, a Standard Operating Procedure was created to guide staff on planning for and implementing an employee shelter.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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VISITATION REPORT SUMMARY FOR
CATEGORY 8.0 – PUBLIC SAFETY, LAW ENFORCEMENT, AND SECURITY
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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9.0 - Risk Management
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
A comprehensive risk management plan is essential to minimize legal liabilities and personal injuries. The agency shall implement approaches for identification and control of risks based on the specific needs of the agency. There is no prescriptive method for identification of all risks suitable for all entities; the method and tools used will vary. Risk management is an on-going process that must be systematically evaluated for effectiveness and adjustments made as appropriate. Responsibilities must be assigned and structure set in place to implement an effective plan. The analysis shall include the direct costs (staffing, insurance, prevention) and indirect costs (time lost from work by injured employees, damage to equipment and facilities, failure to provide services and loss of income).
In some cases, the risk management plan and function may occur outside the park and recreation agency by another government authority. Special cooperative arrangements should be in place with other public departments and agencies, private contractors, and community organizations.
9.1 - Risk Management Policy
Standard: The agency shall have a policy for risk management that sets direction and gives appropriate authority for implementing operational practices and procedures that is approved by the proper authority.
Suggested Evidence of Compliance: Provide the risk management policy including indication of approval by the proper authority.
Agency Evidence of Compliance: Henderson Municipal Code Chapter 2.65; Resolution #1094; POL-1.3.005 – Suspected Fraudulent Activity
Risk management is a support function and assigned by the City Council and City Manager to the Human Resources Department. The objective of the Risk Management division is to assist departments in identifying and evaluating hazards inherent in city services and designing methods and systems to prevent incidents and accidents from occurring, or to minimize the adverse impact from those incidents that do occur. Each department is empowered by the City Council to assume responsibility and actively practice risk avoidance, risk reduction, and risk transfer.
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The city’s policy is codified in Henderson Municipal Code Chapter 2.65 and Resolution #1094, which address the commitment to safety. Henderson Municipal Code Chapter 2.65.020 and Resolution #1094 also set forth self-insurance accounts and provide appropriations thereof.
Our department’s risk management policy POL-1.3.005 – Suspected Fraudulent Activity, approved by the director and the city’s risk manager, states that we will work to minimize risk to patrons, employees, property and interests in addition to containing costs and consequences of incidents. Some points of emphasis found in the policy include ensuring that all staff assess the severity of all potential risks and develop an appropriate response to minimize adverse effects. The policy also informs staff that they may confidentially bring issues of concern to our department’s Risk Management Committee.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
9.1.1 - Risk Management Plan and Procedures Standard: The agency shall have an established risk management plan and operating
procedures that are reviewed periodically, accessible to all agency personnel and approved by the proper authority that encompasses analysis of risk exposure, control approaches and financial and operational impact for the agency The plan shall analyze the programs/services offered and facilities/areas managed for personal injury and financial loss potential and identify approaches to manage such injury, loss, and business and operational impact.
Suggested Evidence of Compliance: Provide the current risk management plan with approval by the proper authority, the most recent review, and indication of how the plan and procedures are available to staff. The risk management plan shall reflect all three phases of risk management:
a. Identification and assessment;b. Response strategies; and c. Management planning.
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Agency Evidence of Compliance: Department’s Risk Management Plan; Report on claimsThe goal of the department’s Risk Management Plan is to preserve and protect the assets, resources and public service capacity of the City of Henderson. The three phases of risk management are reflected in the plan as follows:
Identification and Assessment. The Risk Exposure section (p. 19) identifies the types of risk (including financial and legal), methods for identifying risk (review of records, information from staff, etc.) and analysis (probability and severity) of a hazard.
Response Strategies. In cooperation with the risk manager, City Attorney’s Office and the safety officer, staff select the best methods for dealing with exposure and potential loss. The Control Approaches section (p. 22) of the plan includes, but is not limited to, internal safety procedures, inspections, visitor safety and supervision.
Management Planning. Risk transfer (p. 49), which includes contracts, insurance certificates, and waivers, is how the department manages the liability of its activities. We require insurance certificates for most vendors and use participant waivers to manage the liability of activities.
The Risk Management division of the Human Resources Department has a report on claims (general liability and auto claims), including a description, resolution, amount paid on the claim, and when it was closed.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
9.1.2 - Accident and Incident Report ProceduresStandard: There shall be established procedures for accident and incident reporting and
analysis of accident and incident reports. There shall be an accident/incident report form available to all employees. Data shall be obtained in an appropriate manner to support planned and coordinated accident prevention programs within the agency.
Suggested Evidence of Compliance: Provide the accident/incident form(s) and the procedures for documenting and analyzing accidents and incidents. The accident/incident form(s) shall
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include identification information (who), specific location of accident (where), and description of accident in terms of sequence of activity (what).
Agency Evidence of Compliance: Safety and Health Procedures Manual (SHP); SHP 110 Incident Reporting and Investigation; Vehicle accident reports; Worker’s Compensation Guide Booklet; monthly report ; reviewed by management; POL-1.1.010 Patron Accidents and Incidents; incidents; accidents; Department’s Risk Management Committee
The City of Henderson Safety and Health Procedures Manual (SHP) contains procedures for determining the root causes of accidents and incidents, developing measures to prevent recurrences, and disseminating lessons learned. SHP 110 Incident Reporting and Investigation provides specifics regarding how the City of Henderson will investigate incident/accidents, and also ensures adequate corrective actions have been taken to correct any hazards and deficiencies identified. SHP 110 also covers vehicle accident reports.
The Worker’s Compensation Guide Booklet outlines procedures for staff to report injuries or illnesses that may arise out of or in the course of the performance of their jobs. A monthly report of worker’s compensation and first aid cases is distributed to and reviewed by management staff each month.
We established a policy (POL-1.1.010 Patron Accidents and Incidents) to assist staff in applying procedures and reporting practices during an emergency situation, whether an accident or incident. Two different forms, one for incidents and one for accidents, are used. Staff receive training on when and how to use the forms. In Youth Enrichment programs, accident logs are available to group leaders as an option to record minor accidents and injuries.
The department’s Risk Management Committee reviews records of accidents and incidents (reports available for onsite review) to scan for trends of risk in types of activities, facilities, or equipment. The committee also considers whether training opportunities or policy formation from department leadership would further reduce accidents or incidents. Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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9.1.3 - Personnel Involvement and TrainingStandard: The agency risk management function shall involve and train personnel at all
levels on risk management procedures.
Suggested Evidences of Compliance: Demonstrate how personnel at all levels are involved and trained regarding risk management.
Agency Evidence of Compliance: Risk Management Committee (p.8); Risk Management Meeting minutes; drivers training; fire drills and shelter in place; nonviolent crisis intervention; participant medication (p.40) ; trail watch; Job safety analysis
As part of the Risk Management Plan a Risk Management Committee (p. 8) has staff representation from recreation centers, Aquatics, Sports, Park Planning, City Attorney and Human Resources Department (risk manager). They meet monthly to analyze programs/services offered and facilities/areas managed. Accident, incident, and vandalism reports are reviewed along with claims filed against the city related to parks and recreation facilities.
The plan includes a section regarding employee and volunteer training (p. 34). Training includes orientation, requests to attend conferences, tuition reimbursement, and online training. Examples of safety and risk management trainings include driver’s training, fire drills and shelter in place, non-violent crisis intervention, participant medication (p.40) , and Trail Watch.
We are currently creating job safety analyses (JSAs) for each position. Part of the process includes meeting with key staff within each classification to identify core tasks of the position then discussing and identifying potential hazards, procedures to eliminate or reduce the hazards, and personal protective equipment (PPEs) to be used.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
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9.2 - Risk Manager
Standard: A specific position within the agency shall be designated with risk management responsibility and authority to carry out the policies established for risk management.
Suggested Evidence of Compliance: Provide the position description that includes responsibility for risk management.
Agency Evidence of Compliance: Risk Manager Job Description
The city’s risk manager is assigned to the Human Resources Department and serves as liaison with city departments, divisions, and outside agencies on matters related to risk management and loss prevention.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
9.3 - ADA Compliance and Face-to-Face Resolution
Standard: There shall be a policy or procedure available to all members of the public and staff which address issues pertaining to ADA compliance, either in a written or electronic format.
Suggested Evidence of Compliance: Provide a written policy or procedure available to the public and staff that outlines the steps to resolve questions, concerns, or complaints of accessibility along with a reasonable timeline for completion and have a process for face-to-face meetings is in place.
Agency Evidence of Compliance: List of interpreters; Request form for interpreters for City Council meetings; Grievance Procedures; Grievance form
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The city has procedures in place to ensure employees are able to effectively communicate with individuals with special needs. This includes procedures for patrons requesting auxiliary aids and interpreters for City Council meetings, Planning Commission meetings, etc.
Grievance procedures, outlined on the city’s website, have been established for anyone wishing to file a complaint alleging discrimination on the basis of a disability for services, activities, programs or benefits offered by the city. A form is provided on the city’s website, which is sent to the risk manager. On this form and on the website, contact information for the appropriate federal agency is included for individuals wishing to file their grievances directly with the U.S. Department of Justice Civil Rights Division in Washington, D.C.
Within 15 calendar days of receiving the complaint, the ADA coordinator (the city’s risk manager) will meet with the complainant to discuss a possible resolution. After that meeting, the ADA coordinator has 15 calendar days to respond with a final resolution.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
CATEGORY 9.0 – RISK MANAGEMENT
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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10.0 - Evaluation, Assessment, and Research
NOTE: Standards marked with a star ( ) are fundamental standards,and are required of all agencies seeking accreditation.
Evaluation and research are systematic processes that park and recreation professionals use to better understand the impacts of their efforts on the communities they serve. What is learned through evaluation and research is used to demonstrate the value of what is provided and to learn how to make improvements. Analyses of reliable data and qualitative information are essential to track progress in implementing master plans and strategic initiatives. Products of evaluation, measurement, and research become important components to support planning, development and programming decisions.
Benchmarking is the process of making comparisons to the processes, programs, and services of other providers. Comparisons are most frequently made to other park and recreation agencies, but benchmarking can be done also with business and non-profit organizations. The National Recreation and Park association developed PRORAGIS, which is a tool to capture uniform data on park and recreation agencies across the nation. PRORAGIS is the only national benchmarking tool for the park and recreation profession. As such, it can be successful as a reliable research tool only with broad participation from park and recreation agencies.
10.1 - Systematic Evaluation Processes
Standard: The agency shall have systematic processes for evaluating programs, facilities and services and operational efficiency and effectiveness.
Suggested Evidence of Compliance: Describe what is evaluated and the methods and frequency of evaluation of programs facilities and services. Evaluation is the process of determining the effectiveness of current practice and procedures.
Agency Evidence of Compliance: Annual surveys; Customer surveys; Monthly staff meetings; Monthly and quarterly reports; Annual evaluations from outside agencies; Collaborative research projects; Recreation Programming Survey 2015; Evaluation Summary; Evaluation summary report; Congregate Meal Questionnaire (Senior Meals Survey); Cancelled Class Report; Recreation Division Monthly Report; Parks and Recreation Revenue Report; Revenue analysis; Community Assessment 2015; City of Henderson Strategic Plan 2014-2019; Strategic planning guide; Major Challenge Areas; Strategic Individual Performance Objectives (IPOs); Pricing Study; Pricing Study Quarterly Reports; HQI Customer Surveys and Monthly Report; Park and
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Recreation Master Plan 2009 and updates; Trust for Public Land City Park Survey; NRPA Economic Case Study – HMGC; Facility Market Report Henderson Center; PRORAGIS; Facility checklists – Parks, Facilities; Turf Water Audits; Construction Project Final Punch Lists
The department uses a combination of evaluation tools to assess the operational efficiency and effectiveness of programs, service and facilities. Each tool provides us with a contextual view of how it is currently operating and meeting the needs of stakeholders. Information is gathered and evaluated on various subjects such as, park planning and development, recreation program offerings, industry trends, budget allocation, etc. The information from various divisions and sections is gathered and summarized by management, and then analyzed to develop our core services and annual performance objectives.
ProgramsThe department implements several evaluation methods and research processes that focus on how a program is currently serving the community and on how better to provide services in the future. The data is systematically collected with the primary goal being that the intended use of the information and results will provide more effective programs and services. The evaluation methods and research processes include annual surveys, direct feedback from patrons using facilities, monthly staff meetings, monthly and quarterly reports, annual evaluations from outside agencies and collaborative research projects.
Recreation Program Evaluation - Evaluations are compiled concurrent with program execution as well as at the conclusion of the program to provide safe, cost effective, professional, and improved services. The collected evaluation data is analyzed and compiled in informational spreadsheets and the responses are graphed. The evaluations are reviewed by staff, superintendents, assistant director and director. Comments and suggestions provided on evaluations are taken into consideration when planning for the next season or planning new programs. Samples of various evaluations are on file (2009) (2015). These evaluations are compiled into a summary report for senior management. An example of this is the MOW Homebound Meal Questionnaire. Customer comment cards are collected quarterly at Heritage Park Senior Facility, which takes comments and suggestions from seniors on the type and quality of food served. Other methods to evaluate programs include:
o Cancelled Class Report : The report is pulled weekly and to the managers and supervisors to review. The report shows all the cancelled classes for the session, tracks the number of open classes without enrollment, and total number of available spots in the classes. Staff uses the report when programming for the next session.
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o Recreation Division Monthly Report : This report is pulled monthly and sent to managers and supervisors to review. It includes all activity enrollments by person, activity cancellations by person, daily admissions, facility reservations, and memberships. Staff uses the information to help make decisions on programming.
o Parks and Recreation Revenue Analysis : Each month the business analyst, superintendent, managers and assistant director meet with the director to review the expense and revenue reports and overall cost recovery. Trends from the past five years are discussed as are any need changes in operations.
Recreation Programming Survey 2015 : Conducted annually in the spring, this survey is used to gauge community input on what type of classes and events should be hosted at various recreation centers.
Recreation Programming and Business Plan : The purpose of program-level business planning is to provide a practical tool so that staff and managers for each program, and throughout the system, can have a common understanding of: The work that needs to be accomplished to meet the vision, mission, and goals of the
program and the city The types of services and programs offered in the surrounding neighborhood How success of service and activities are measured
General Services City of Henderson Strategic Plan 2015 : The city’s 2014-2019 Strategic Plan is designed
to chart the course, provide strategic direction and focus, and serve as a mechanism to assess and measure the city’s progress toward addressing its major challenge areas (MCAs). As the city advances, the plan will be continuously assessed and adjusted to suit our changing environment and the needs of our citizens, as well as aligning with economic reality.
The planning process started at the end of 2013. The City Council, appointed officials, executive team and employees collaborated through a participatory process designed to:
o Build on the city’s successes and best practices from the previous strategic plan o Engage as many employees as possible in building alignment among day-to-day
activities and the city’s long-term plans o Evaluate internal strengths and weaknesses and external opportunities and threats o Bring clarity and focus to the long-term vision and core mission of the City of
Henderson o Re-establish a core set of organizational values and supporting behaviors to drive
the actions of employees
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o Determine the most important key priority areas and goals associated with achieving the city’s mission
o Develop key business strategies for the organization to achieve stated core goals o Communicate key business strategies throughout the organization
Major Challenge Areas (MCAs) : In 2013, several meetings took place with representatives from all areas within the department to identify challenges and opportunities both internally and externally. Internal challenges are problems or issues within the organization that affect efficiency, productivity, harmony, or overall effectiveness, and thus affect performance. External challenges are situations facing a department from the community that may present an opportunity or threat. MCAs are linked to the Strategic Plan and are updated annually.
Strategic Individual Performance Objectives (IPOs) : IPOs are input into the city’s performance management software (Halogen) and are reviewed quarterly to ensure IPOs are identified and tracked. IPOs are linked directly to the department’s major challenge areas and to the city’s Strategic Plan. Achievement of these performance objectives improves overall service and meets the needs of the community.
Pricing Study : A comprehensive pricing study is conducted every two years, the most recent one completed in 2015. The purpose is to analyze a variety of factors that, working together, contribute to developing a pricing philosophy and pricing recommendations that meet the city’s budget criteria, maintain the premier status of the city’s parks and recreation services and reflect the values of the community. Data points are collated and analyzed quarterly for trends in participation and revenue. (Example of quarterly report) This information is presented to both senior staff and the City Council to monitor changes in services resulting from price increases.
HQI Customer Surveys and monthly report: The City of Henderson Quality Initiative (HQI) supports the city's mission by implementing programs that improve quality citywide. Customer comment cards are available at each recreation center and the level of customer satisfaction is rated and monitored monthly.
Community Assessment : The city commissions an independent survey of residents every five years with the following research objectives: (a) assess residents’ overall opinion of the quality of life in Henderson and sense of community; (b) evaluate residents’ satisfaction with the services provided by the City of Henderson and its employees; (c) assess residents’ satisfaction with the city’s communication efforts and identify their preferred sources of information; and (d) survey residents’ consumer spending habits.
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The most recent survey was conducted in 2015 and is evaluated by the city’s executive team and department heads to look for areas of improvement.
FacilitiesThe evaluation tools, although separate, support one another. They flow downward from broad to narrow and from a planning function to implementation, but they share the same purpose, which is to communicate the overall direction of the Parks and Recreation divisions and assist in linking employee/citizen input to the overall department planning process. The review and update of many of these documents occur as part of the annual budget process.
Park and Recreation Master Plan 2009 : The master plan establishes a clear direction for our core services, defines service priorities and capital investments, and outlines how services will be delivered. Community input created the framework for the plan’s development through a variety of methods, including focus groups, public forums, key leadership interviews, and a citizen household survey. From this process, key issues were identified and the consulting team worked together to create a vision that demonstrates a preferred direction to work toward in the next 10 years. This plan represents a comprehensive approach to addressing the needs of the community for parks, recreation facilities, and programs in a way that delivers a living document to guide all aspects of decision making for the greater good of the city. The master plan is reviewed annually and reported to senior management.
Trust for Public Land City Park Survey : Based on in-depth surveys of park systems in the nation's 100 most populous cities, City Park Facts is the leading source of urban parks data. The annual City Park Facts report covers park acreage, spending, and accessibility as well as the number of specific types of parks in each city. The report’s data helps cities understand how their park systems excel and how they might be improved. City of Henderson was chosen to participate in this study in 2015 and will be benchmarking the results from last year to this coming year’s results.
NRPA Economic Impact Study : NRPA recently conducted a first of its kind national study to demonstrate to elected officials and citizens the enormous contribution parks bring to the national economy. Renowned economist Dr. Stephen Fuller led this initiative with the assistance of NRPA. Henderson (specifically Henderson Multigenerational Center) was one of thirty agencies chosen for the study. As a case study participant, we were provided with customized reports that detailed important operational data on the value of our facility that will equip us with vital information on operations, and enable the comparison of our facility to national and regional peers.
This report also provided invaluable market analysis information for the immediate area
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surrounding the facility. This analysis captured essential data such as demographics, participation rates, spending and exercise habits that will enable us to optimize planning for programming needs.
PRORAGIS : PRORAGIS is the NRPA database and a source for critical data designed to assist park and recreation professionals in the effective management and planning of their resources and facilities. The city has participated in PRORAGIS for over four years and has found the benchmark information valuable when comparing our city to others nationwide.
Facility Inspection Checklists: Parks and recreation centers conduct monthly facility checks. Any issues are addressed by the appropriate staff and forms are filed on the SharePoint site for review by the superintendents.
Turf Water Audits : Irrigation water audits are performed on new turf grass prior to installation. Passing the audit allows the installation of turf grass to proceed. Failing the audit requires reconfigurations to the irrigation system and a new water audit to be performed.
Construction Project Final Punch Lists : At the end of a park or trail construction project, the city and contractor meet onsite and walk the entire project to compile a list of outstanding construction items. These items are compiled into a punch list by the city and are provided to the contractor. After the contractor has completed the punch list items the project can move toward completion. The purpose of the punch list is to have one final evaluation and verification that the project is complete and ready for public use. Once the punch list is complete, it is signed and a notice of completion is prepared.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.1.1 - Responsibility for EvaluationStandard: The agency shall assign specific responsibility for managing elements of the
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evaluation program, including planning, training, evaluation, and analysis.
Suggested Evidence of Compliance: Provide job descriptions for the person(s) (staff or consultants) responsible for supporting and monitoring evaluation processes, including planning, training, evaluation, and analysis. If consultant services are used, provide the current contracts or service agreements. The documentation should also include the resumes of persons providing the service, including experience and training.
Agency Evidence of Compliance: Job Descriptions – Job Descriptions - Assistant Director , Recreation Superintendent, Park Superintendent , Recreation Services Manager, Park Operations Manager, Business Analyst III; Ferguson Resume; Mazurkiewicz Resume; Guild Resume ; Sigman resume; Moyes resume; Evaluation report examples; Public Information Officer; Marketing report examples; Pricing study report; Zion Bank Contract; Jeannette Harris Resume; Pricing recommendations
The department’s senior staff (assistant director, Recreation and Parks superintendents), along with the Recreation and Parks managers and analysts from each division and section, continually evaluate programs, processes and operations. See resumes on file. We are fortunate to have business analysts spread across our diverse organization but led by centralized administrative management. These staff members collect and organize data, perform research, report operational statistics, analyze budget expenditures, and evaluate processes (see attached examples). Senior staff and managers use the data to perform analyzation of each area and make decisions to make corrective changes if needed. The Communications & Council Support Office evaluates marketing efforts and effectiveness as well as conducts market research.
At times, we also hire outside consultants to assist with technical evaluation and research. An example of a consultant being used for evaluation and analysis was just recently as the Recreation division underwent a comprehensive pricing study report conducted by Zion Bank (resume). The purpose of the pricing study was to analyze a variety of factors that contributed to developing a pricing philosophy and pricing recommendations to meet the city’s budget criteria, maintain the premier status of the city’s parks and recreation services and reflect the values of the community.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met231
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10.1.2 - Staff Training on how to Evaluate Programs, Services, and FacilitiesStandard: The agency shall provide training on how to evaluate programs, services and
facilities for personnel involved in managing facilities and delivering programs and services.
Suggested Evidence of Compliance: Provide examples of recent evaluation trainings completed by the agency, including curriculum content, training dates and participant lists. Examples of training subjects could include but are not limited to qualitative and quantitative measurement, identification of applicable evaluation tools, data analysis and use of findings.
Agency Evidence of Compliance: Program evaluation training; Program evaluation; Improving quality; Program assessment tool; Certified Playground Inspectors; Staff certified
The city offers a variety of training opportunities to build employee skills, which supports the evaluation of programs, services, areas, and facilities. For example, full-time employees responsible for programming are provided a video training session on program evaluation. At the conclusion of the training, employees are able to describe why program evaluation is completed and can identify why program evaluations should be conducted. A second session will be added in spring 2016 to the training series that will cover what programs to evaluate and the best way to gather the desired information. We also recognize the quality and value of trainings offered by the Learning Resources Network (LERN). Three Recreation division staff members attended LERN’s annual conference (December 2015). One of the sessions was Improving Quality, which discussed how to evaluate instructors including those who are contracted. We have also used LERN’s Program Assessment Tool to identify areas of improvement.
Playground inspections are performed by Certified Playground Safety Inspectors (CPSI) on staff. These team members inspect all playground areas on a monthly basis, which generate work orders (as needed) to Parks maintenance crews, aquatics technicians or the Facilities Maintenance division.
Agency Self-Review: Met Not Met
Visitor Comments:
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Visitor Evaluation: Met Not Met
10.2 - Outcomes Assessment
Standard: The agency shall use evaluation results to assess the outcomes of park and recreation programs, services, and facilities and assess the operational effectiveness of the organization. Outcomes show the relationship between resource inputs and the resulting impacts and benefits of the outputs. Outcomes are measurable changes in behaviors, attitudes, knowledge, conditions or skills.
Suggested Evidence of Compliance: Provide examples of how evaluation results are used to determine levels of performance and effectiveness in the organization and how evaluation are used to determine if specific programs, services or facilities are achieving planned or projected results.
Agency Evidence of Compliance: Strategic Plan; Major Challenge Areas; Operational Overview; Individual Performance Objectives; Department's Master Plan; Recreation Programming and Business Plan; Department Policies; Report examples; Program evaluation; Special Budget ADHOC reports; Evaluation of pool hours
Our evaluation and analysis program is a comprehensive process that contains both internal and external stakeholder input. Information is gathered and evaluated on various subjects, such as, park planning and development, recreation program offerings, industry trends, budget allocation, etc. The information from the various divisions and sections is gathered and summarized by management, and then evaluated and analyzed to develop our core services and annual performance objectives. This process also helps determine specific neighborhood park needs through structured and organized community meetings.
The city’s Strategic Plan, department’s Major Challenge Areas, Operational Overview, Individual Performance Objectives, department's Master Plan, Recreation Programming and Business Plan, and department Policies are all products of the analysis and evaluation we conduct. The above plans, although separate, support one another. The plans flow downward from broad to narrow and from a planning function to implementation, but they share the same purpose, which is to communicate the overall direction of the department.
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The Citywide Strategic Plan, as well as the City of Henderson Parks and Recreation Master Plan, received considerable input from citizens and employees. This process has helped ensure the plans that were developed were done so from multiple perspectives and support the needs of the entire organization and community. This evaluation and analysis method assists us in linking employee/citizen input to the overall planning process. The review and update of these documents occur as part of the annual budget process.
Trends such as attendance, customer satisfaction and enrollment are tracked and reported monthly. This information is evaluated by the program supervisor quarterly and recommendations are made to continue, modify, or cancel the program. Program supervisors review evaluations, surveys, changes in community inventory, enrollment numbers, and current trends and risks when determining annual programming objectives.
Special Budget AdHoc Reports: Reports were compiled monthly and sent out to upper management that tracked changes made during the Special Budget Ad Hoc process. Upper management reported to the City Council regularly. If we saw anything that stood out, such as participation and revenue declining, we had to make adjustments in that area.
Pool Hour Evaluations: During the Ad Hoc budget process we tracked participation at the pools by taking head counts hourly, pulled RecTrac daily visit reports by hour, and used the general admissions door counter numbers. With the three different data sets, were able determine the hours that the pools were not being used. At that time we either closed for those hours or programmed classes, rentals, and trainings to boost numbers.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.3 - Performance Measurement
Standard: The agency shall have a procedure for tracking and monitoring data trends and measuring performance against targets linked to achievement of goals and objectives.
Suggested Evidence of Compliance: Provide performance targets and measurement in use by the agency. Describe the process and frequency of performance measurement and cite examples
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for how the results have been used by the agency to affect decisions. The measures may include data gathered from the following qualitative and quantitative sources:
a. Recreation and demographic trends; b. Needs assessment;c. Community inventory; d. Surveys; e. Program and service statistics;f. Inspections;g. Customer feedback;h. Program evaluation;i. Risk management reports; andj. Budget and financial reports.
Agency Evidence of Compliance: Operations Overview report; Performance measures ; Individual performance objectives; Meeting minutes discussing light duty; City’s Safety and Health Performance Report; Revenue analysis; Revenue report; expenditure report; Cost recovery report; Financial assessment meeting; Attendance reports; Participant Survey; Recreation programming and business plan (p. 19 and p. 20) ; Program evaluations
The department tracks and monitors data trends and performance measures included in the Operations Overview report. An example of a goal from the overview includes reducing the costs related to employee injuries (p. 20). This was then added to the performance measures sheet, which was tracked quarterly. This performance measure was also assigned to staff as individual performance objectives (IPO) and discussed quarterly with the supervisor. Human Resources staff attended staff meetings to discuss the necessity of offering light duty to an injured employee as soon as they returned to work. As a result, the number of work place injuries that resulted in lost work and expense to the city decreased according to the city’s Safety and Health Performance Report.
Each month financial reports are created and analyzed for trends in revenue, expenditures, and cost recovery for each section of the department. A financial assessment meeting is held to discuss progress towards established targets and trend information from the previous five fiscal years. This information, along with attendance reports, survey, demographics information (p. 19), community inventory (p. 20) and program evaluations, provide staff with the information necessary to decide whether or not to continue, eliminate, or modify the program mix.
Agency Self-Review: Met Not Met
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Visitor Evaluation: Met Not Met
10.3.1 - Level of Service StandardsStandard: The agency shall have level of service (LOS) standards for provision of land,
facilities and services within the jurisdiction. LOS standards are a type of performance measure associated with equitable provision service, such as the number of facilities per 1,000 residents in a service area or facilities available within a designated travel distance or travel time, e.g. percent of population that have a park within a 10 minute walk. LOS standard can also address other dimensions of equitable access, such as connectivity, maintenance and affordability, e.g. percent of parkland connected to the trail network.
Suggested Evidence of Compliance: Provide the LOS standards and describe how LOS standards are used to establish facility and service priorities.
Agency Evidence of Compliance: Parks and Recreation Master Plan; Facility Standard Status; Facility Standard Update Report; Operations Overview report; Parks with a ½ mile of a resident; Percentage of parks connected by trails
The Parks and Recreation Master Plan evaluated park facility standards (p.99) using a combination of resources from NRPA guidelines, recreation activity participation rates reported by American Sports Data (as it applied to activities that occur in the United States and the Henderson area), community and stakeholder input, findings from the prioritized needs assessment report, and general observations of the consultant. A facility/amenity standard matrix (p.101) for types of parks and outdoor amenities was created. The city has standards set in the master plan for park land and certain amenities. These standards and status as of 2015 can be viewed in the Facility Standard Update Report.
We track levels of service performance measures as part of our Operations Overview report that is updated annually. These performance measures include a measurement of the acres of park land per thousand residents, as well as the percentage of residents within a half-mile of a park. Currently, 67 percent of our residents live within a half-mile of a park and 59 percent of public parks are connected to our trail system.
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Visitor Comments:
Visitor Evaluation: Met Not Met
10.4 - Needs Assessment
Standard: The agency shall periodically conduct an assessment of assets and needs to identify existing and projected gaps in service and determine land, facility and service priorities. Need assessments are used to help determine priorities for developing services with the agency. Needs assessments can use a variety of methods to obtain input from the community, including focus groups, advisory boards, forums, and surveys.
Suggested Evidence of Compliance: Provide the current needs assessment, describe the procedural steps in conducting the assessment, describe the frequency of updates, and describe the use of the assessment in agency planning.
Agency Evidence of Compliance: Parks and Recreation Master Plan; City of Henderson Community Assessment Survey - full report, summary; Contact Henderson; Esselmont bullseye; Esselmont phase II recommendations; Community public meeting; Parks Board – Foxridge and O’Callaghan Park improvements; Economic and Demographic Overview; Commemorative Beautification Commission – Arbor Day; Senior Citizen Advisory Commission – Senior topics; Blue Ribbon Commission – Leadership Day; Bicycle Advisory Committee – Business Friendly Applications; Parks and Recreation Board – Inspirada Site plans; Program participant evaluations; Community meetings; Website feedback; Asset Information Management System; Parks within a ½ mile of residents; Percentage of parks with trail connections
We use a variety of tools to gauge the community’s needs and staff’s ability to not only meet those needs, but to reach beyond the standard of need by offering programs, facilities and amenities that encourage residents to follow an individual path toward growth and development.
City of Henderson Parks and Recreation Master PlanThe department’s Master Plan, completed in 2009, represents our comprehensive approach to addressing the needs of the community for parks, recreation facilities, and programs. See pages 95, 115, and 140, of the Parks and Recreation Master Plan for examples.
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A program needs assessment (p. 139) was conducted during the master plan process and provided a prioritized list of recreation program needs for the Henderson residents.
A facility needs assessment (p. 114) was also part of the process, which evaluated both quantitative data from a statistically valid survey and qualitative data from focus group meetings, key leader interviews and public forums.
Community and stakeholder input was gathered through surveys, public meetings, focus groups, and key leader interviews. Topics included departmental strengths and opportunities for improvement; needs/improvements for parks, land, facilities and programs; marketing and communication efforts; and areas to concentrate on in the future in terms of resource allocation.
Other areas addressed by the master plan included demographics and trends, standards, facility and recreation needs assessment, operations assessment, financial assessment, benchmark report (funding, staffing, programs and marketing, pricing policies, and number of revenue-producing facilities), land acquisition, and capital improvement plan.
City of Henderson Community Assessment Survey Completed in 2014, this survey (full report, summary) was commissioned to assess residents’ overall opinion of the quality of life in Henderson; evaluate residents’ satisfaction with the services provided by the city and its employees; assess residents’ satisfaction with the city’s communication efforts and to identify their preferred sources of information; and to identify differences in opinions due to demographic and behavioral characteristics.
Public Input for New ConstructionThe public input process is integral to the development of the city’s parks and recreation facilities. Contact Henderson is an online tool that encourages the community to ask questions, provide comments, and request feedback, including the development of parks and recreation facilities. This information is archived and when the opportunity for new parks and recreation facilities arise, the information is incorporated into the planning process. Public meetings are also often held to gather community feedback. A draft master plan is developed based on needs of the area and input from stakeholders (example: Esselmont bullseye and phase II recommendations). The master plan is then presented to the community so residents have a chance to provide input on the proposed amenities, and make suggestions on how the city may better meet the needs of the area. The master plan is modified based on feedback from the public meeting, and then presented again as necessary.
Parks and Recreation BoardThe Parks and Recreation Board is involved throughout the process, from invitation to public meetings to acceptance of the final master plan. (Agenda with Foxridge Park and O’Callaghan
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Park improvements) Once the master plan is finalized, it moves forward into design development.
Economic and Demographic Overview 2015The annual Economic and Demographic Overview (EDO), published by the City of Henderson Finance Department, outlined results of the most recent community assessment survey, including the most important issues facing residents and citizens’ satisfaction with provision of services. The EDO also discussed trends in business, development, real estate, and tourism in Henderson. We use these studies to assess current programming and facilities and to determine specific recreational needs.
Boards and CommissionsThe city has established advisory boards and commissions comprised of volunteer citizens dedicated to shaping the future of Henderson. The diversity of these members provides several unique opportunities to advise the City Council and city management on the needs and desires of the community. Five of the city’s boards and commissions work closely with us in the areas of planning and development, youth, seniors, bicycling and beautification.
Commemorative Beautification Commission – Arbor Day Senior Citizens Advisory Commission – Senior topics Blue Ribbon Commission – Leadership Day Bicycle Advisory Committee – Business Friendly Applications Parks and Recreation Board – Inspirada site plans
Other Information-Gathering ToolsPeriodically, we make use of countertop and intercept surveys, program participant evaluations, community meetings, and Website feedback. All are taken into consideration when assessing needs.
An essential part of the internal needs assessment is an inventory and assessment of existing resources. The department uses several tools to continually assess needs. These include our Asset Information Management System (AIMs) which tracks all our assets and their projected life span; parks within a half-mile of residents map , which is updated annually and the percentage of parks with trail connections map. These tools are used the budget and planning process.
Agency Self-Review: Met Not Met
Visitor Comments:
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10.5 - Program and Service Statistics
Standard: The agency shall collect and analyze statistics on its programs and services for evaluation and future program and service development.
Suggested Evidence of Compliance: Provide examples of statistics collected, describe the frequency of updates, and describe how the agency makes use of the information.
Agency Evidence of Compliance: Recreation Division Monthly Report; Purchase Card (PCard) Report; Vandalism Report
We collect and evaluate program service statistics on a monthly, quarterly and/or program session basis. Examples include:
Recreation Division Monthly Report. This report is compiled monthly and sent o managers and supervisors to review. Staff reviews the numbers and use the information to make recommendations/decisions on programming and operations. Statistics included in the report cover:
Activity enrollments Daily admissions Facility/field rental numbers Memberships Activity cancellations Racquetball/wallyball admissions
Purchase Card (p-card) Report . On a monthly basis, the Administration division produces a report on purchase cards. It includes the number of cards and transactions, charges, and any potential conflicts (e.g., split transactions). Managers review the report to ensure that the department stays within corrections identified after a recent internal audit regarding p-cards.
Vandalism Report. Parks staff tracks monthly the number of incidents related to vandalism as well as related costs. This report is shared with the Police Department to spot trends in patrol areas.
Agency Self-Review: Met Not Met
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Visitor Comments:
Visitor Evaluation: Met Not Met
10.5.1 - Recreation and Leisure Trends AnalysisStandard: The agency shall assess periodically societal and local recreation and leisure
trends and determine how those trends impact existing and projected user populations.
Suggested Evidence of Compliance: Provide trends analysis, describe frequency of updates, and describe linkage to agency goals and objectives.
Agency Evidence of Compliance: NRPA connect Open Forum; NRPA Top Five email; www.Recmanagement.com; Learning Resources Network; PRORAGIS; NRPA Field report; Recreation Programming and Business Plan; Pickleball Fact Sheet 2015; Pickleball tournaments; American Outdoors Association; Revenue Report; Outdoor Recreation objective; Bicycle Friendly Community; Governing magazine ; Water Budget Report; Lake Mead water levels ; Standardized Design Guidelines ; Park Data Report
The department uses information from a variety of sources including national parks and recreation providers and associations to monitor trends for future programs and facilities. These sources include the National Recreation and Park Association’s forums and Top Five , Recreation Management and Learning Resources Network (LERN) website.
The City of Henderson uses PRORAGIS to benchmark itself against other parks and recreation agencies. This is the NRPA database and source for critical data designed to assist park and recreation professionals in the effective management and planning of their resources and facilities.
In addition, staff reviews industry publications and/or websites and include them in their facility’s Recreation Programming and Business Plan (RPBP), which is updated annually in September. One trend in the RPBP (p. 16) was the increase in the number of pickleball players and courts in North America, according to the United States of America Pickleball Association (USAPA) Fact Sheet 2015. Staff at Downtown Recreation Center added pickleball tournaments and Park Planning staff is currently investigating converting an underused tennis courts into dedicated pickleball courts adjacent to Black Mountain Recreation Center.
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Another trend reported by the American Outdoors Association stated that its members showed a 67 percent increase in revenue from outdoor recreation services and equipment from 2013 to 2014. Staff also noticed an increase in revenue for the Outdoor Recreation section. Therefore, staff were assigned an objective to increase the number of core programs for Outdoor Recreation, which was accomplished by adding archery, Trail Watch, rock climbing, and Bike Henderson. Recently, the city received the Silver Level Award as a Bicycle Friendly Community.
Governing magazine (January 2015) discussed the increased cost of water in Sun Belt regions. The city has long been monitoring and adjusting to drought conditions (evident by the water levels at Lake Mead). We made adjustments in park designs and park amenities such as drip irrigation and low flow turf irrigation (outlined in the Standardized Design Guidelines ) as additional acres are added to the system.
Depending on the type of information received from these sources, staff will either immediately review their processes and make adjustments or keep the information for the next update for goals and objectives (end of fiscal year).
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.5.2 - Community InventoryStandard: The agency shall compile a complete and current inventory of parkland and
recreation facilities, programs and services in the service area, including those provided by the agency and those offered by schools and other alternative public, private, non-profit providers.
Suggested Evidence of Compliance: Provide a complete and current inventory of parkland, programs and services available in the community, describe the frequency of updates, and describe how the agency makes use of this information.
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Agency Evidence of Compliance: Resource inventory; Public parks; Golf courses; Private recreation centers with pools; Private tennis courts; Privately maintained common area s ; City aquatics, recreation, and senior facilities; Schools; Trust for Public Lands; Recreation Programming and Business Plans
We maintain a comprehensive inventory of its city facilities. The inventories are updated annually or as new facilities are opened or closed. Our inventory of the following parks and facilities include:
Resource inventory Public parks Golf courses Private recreation centers with pools Private tennis courts Privately maintained common area s City aquatics, recreation, and senior facilities Schools
The city also works with the Trust for Public Lands to analyze public access to existing parks and open space. Gaps in availability are based on a service level of a 10-minute walking distance for all parks. All of these inventories are used accordingly for future project planning and to see if park and recreational opportunities are adequately distributed across the city.
The Recreation division also produces a community inventory of recreational providers in its service areas as part of an annual update to Recreation Programming and Business Plans (p. 21). Providers are categorized as they are for city sponsored programs. This awareness will assist staff in making decisions about classes in order not to saturate the market with similar programs.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.5.3 - PRORAGIS
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Standard: The agency shall create an online profile and enter operating data into PRORAGIS, the national park and recreation database.
Suggested Evidence of Compliance: Provide a copy of the agency Custom Report from the PRORAGIS database.
Agency Evidence of Compliance: PRORAGIS; Updated info
The City of Henderson utilizes the PRORAGIS database and shares data annually. Our department recently updated its information for FY 2015 back through FY 2010 to ensure the accuracy of information. This data contains park statistics, jurisdiction demographics and other parks and recreation information. Reporting tools within the NRPA system are used for comparing agency data to similar institutions across the nation.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.6 - Research Investigation
Standard: The agency shall conduct at least one experimental exploration or research investigation each year related to park and recreation operations. These are demonstration or pilot projects where performance data are collected before and after the test to determine effectiveness.
Suggested Evidence of Compliance: Provide a report on a current or recent experimental or demonstration research project designed to improve a product or to test a new process or procedure, including methods used and research findings; provide brief descriptions of other research investigations undertaken over the past five (5) years.
Agency Evidence of Compliance: 2015 - Splash Pad Water Savings; Splash Pad Surfacing Maintenance; 2014 Youth Enrichment Food Program; 2013 COH Multigen Application of Aqua-Rex; 2012- 2013 Stanley Security Camera Demonstration; 2012 COH Test Study of APSA
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Surfactant; 2010-2011 Sunridge Park Playground Surfacing
In 2015, splash pad water savings were achieved through the implementation of these major changes:
Modified existing nozzles and reduced the number of orifices, permanently plugging up every other hole
Changed nozzles to water savers where available and/or applicable Changed and modified nozzles to create a better reach, such as for the cannons, with a
raised angle action to reach farther, yet use less water Custom fabricated nozzles for super water savings (fabricated blank plates and drilling
them with specific patterns) Limited to three or four nozzles (or zones) operating at one time Installed time delay relays to prevent restarting sequencing until the previous cycle has
ended, as well as creating a delay before the next cycle could start Changed the time sequencing from one minute x 4 (4 minutes total) to 30 seconds x 4,
reduced each complete cycle by 50 percent Allowed the larger consuming nozzles to only run once per cycle or once in a series of
cycles Reduced the operating time by two hours per day Closed weekday splash pad operations after Labor Day (only operated on weekends when
school started) Regulated water pressure dynamically so that nozzles would not exceed 6 to 6 feet high Installed expansion tanks to better regulate pressure Installed master valves that would shut water off after hours as well as regulate dynamic
flow and pressure Installed hammer arresters that would additionally absorb shock impact on the solenoid
valve diaphragms, piping, back flow preventers, pressure reducing valves, etc.
Staff received an award from the city for this initiative.
2015 Splash Pad Surfacing Maintenance: Weston Hills Park splash pad had new channel grates and sealer installed to help with maintenance issues caused by poor drainage of an existing pad. The new drains will help keep residue and oils from accumulating on the surface and provide proper drainage to dry the surface when not in operation.
2014 Youth Enrichment Food Program: The Youth Enrichment section plans and implements before- and after-school programs at 25 Safekey and seven Teen Scene sites during the school year. Part of the program is to provide each participant with milk and a snack. The milk program is assisted by a grant sponsored by the State of Nevada Department of Agriculture and the snacks are provided by the City of Henderson. From August 24, 2014, through February 27, 2015,
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92,064 milks have been served to participants.
By providing a federal grant funded summer food program last summer, we learned that we have Safekey and Teen Scene sites that qualify for a dinner program throughout the school year. These sites qualify because they meet the Clark County School District free and reduced lunch criteria. We found that we have nine sites that qualify for the dinner program; Treem, Thorpe, Sewell, McCaw, R.Taylor, Hinman, Brown, White, and Burkholder. In August we met with our community partner Three Square and found they would be able to provide the dinner program at these sites. This partnership is a win-win because we save the cost of purchasing milk and snacks for these nine sites and the participants get a nutritional meal. The dinner program started on August 24, 2014.
2013 COH Multigen Application of Aqua-Rex: Aqua-Rex is an electronic physical water conditioner that inhibits scale formation in hot and cold water services, removes existing scale deposits and partially softens hot water. It requires no plumbing and there is no need for ongoing maintenance or servicing. The Aqua-Rex unit was installed at the Henderson Multigenerational Activity Pool in August 2013. The unit was tested on multiple systems at the site and appeared to reduce scale and keep the components and amenities clean. One of our technicians documented the results of Aqua-Rex product use and that information is included on the Aqua-Rex website (Reunion Trails splash pad info at bottom of last page) as an independent evaluation of the product.
2012- 2013 Stanley Security Camera Demonstration: Stanley Security Cameras were installed at ten parks and facilities to see if cameras would curb vandalism and thefts. The cameras are activated only during designated times by motion and provide video to a monitor. The monitor can dispatch the police if a crime is being committed immediately. The proposed advantage to this system is that video is in real time and not recorded to be viewed later.
2012 COH Test Study of APSA Surfactant: APSA 80, a surfactant, was applied to see if the product could reduce soil compaction in turf areas by relieving soil tension. Parks staff applied APSA 80 to test plots at Liberty Pointe, Paseo Verde Park and Acacia Park. The test ran for five months starting in November 2012. The product was applied adjacent to a control area for a side-by-side comparison of turf quality. Soil compaction tests were conducted once a month for the duration of the test on the control and test areas. The areas where the product was applied did not produce any signs of improved turf quality.
2010-2011 Sunridge Park Playground Surfacing. In September 2010, we decided to install an experimental surface composed of synthetic lawn. In the past, we had not committed to synthetic turf because of issues with heat and its unproven surface in Southern Nevada. However, new technologies have made it possible for a new generation of synthetic lawn to be used that has
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eased our resistance from using it. As a result, we decided on a trial installation at Sunridge Park. The cost to install was less than rubberized, the warranty is seven years unconditional, and there has been no repair work needed in the past 11 months. We have had great success at Sunridge Park playground using synthetic lawn.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
10.6.1 - Quality Assurance Standard: The agency shall monitor and evaluate the quality of its programs, services and
facilities from the user perspective. Examples include but are not limited to customer comment cards, secret/mystery shopper surveys, user satisfaction surveys, program evaluations and focus groups.
Suggested Evidence of Compliance: Provide recent examples of methods used to collect, monitor and evaluate quality assurance data from users.
Agency Evidence of Compliance: Youth Basketball evaluation; Youth sports evaluation; Senior special event evaluation; Quarterly evaluation summary; Senior staff evaluation; Recreation program survey; HQI comment cards; Comment Card; Comment report; Contact Henderson; Comments, compliments, and suggestions; Neighborhood meetings; Lawn Bowling facility; Public input; Community assessment surveys
We use several methods to monitor and evaluate the quality of our programs, services and facilities from the user’s perspective. This information provides the Recreation division with direct feedback pertaining to the end user’s perception of the program, service, or facility.
Program evaluations such as the Outdoor Recreation program evaluation; Youth Basketball evaluation, youth sports evaluation, piano class, and senior special event evaluation , are used to collect public input at the conclusion of a program. These evaluations are monitored through quarterly report summaries to supervisors, managers and evaluated by senior staff. In addition, periodic recreation program surveys are sent to areas surrounding individual recreation centers.
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HQI comment cards are available at all our public facilities and we encourage the public to use this method to provide us with feedback. A report is sent to the assistant director and Recreation superintendent each month, providing an average score for the department as well as a link to individual comments. All comments are reviewed and responded to if appropriate.
Contact Henderson is an online site where the public is able to contact city staff directly with comments, compliments, and suggestions and receive timely responses to their inquiries. All inquiries are directed to the most appropriate staff person who will receive a reminder if a response has not been given within five days.
Park Planning conducts neighborhood meetings for park and facility projects to ensure the needs of the community are met. (For example Paradise Point e )
Volunteer-based boards and commissions provide feedback on a variety of subjects affecting all aspects of the department. For example, a Parks and Recreation Board member suggested that we look into constructing a lawn bowling facility (#5). This idea was researched, reported back to the board and has been added to our list of amenities for future parks. We use this input to provide quality assurance in programs, facilities, construction, and services. The public is always welcome at Parks and Recreation Board meetings and on occasion suggestions and comments are heard and acted on by staff. An example of this was at the October 7, 2015 , (#5) meeting, when residents came to discuss problems with teens loitering at O’Callaghan Park. The result is that staff has decided to install a dog park with lights in the area of concern.
In addition, the city sends out community assessment surveys every two years with the most recent occurring in 2014. The survey is designed to determine satisfaction levels and service priorities with city services ranging from police and fire response times to satisfaction with youth recreation programs and everything in between.
Agency Self-Review: Met Not Met
Visitor Comments:
Visitor Evaluation: Met Not Met
VISITATION REPORT SUMMARY FOR
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CATEGORY 10.0 – EVALUATION, ASSESSMENT, AND RESEARCH
Reviewed By: (Visitor Name)
Unmet Standards: (List the Standard # and Name)
Provide clarification for all unmet fundamental standards:
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OVERALL VISITATION TEAM SUMMARY
AGENCY STRENGTHS The visitation team identified the following item(s) as being particular strengths of the agency:
AGENCY PREPAREDNESS The visitation team assessed the preparedness of the agency in conducting the accreditation process (i.e., document accuracy and completeness, staff awareness, file system organization):
STANDARDS
The visitation team identified the following standard(s) as unmet:o
Provide clarification for all unmet fundamental standards:o
Number of standards met: Number of fundamental standards not met: Number of non-fundamental standards not met:
Total must equal 151
OTHER CONCERNS RELATED TO MAINTAINING ACCREDITATION The visitation team identified the following item(s) as areas of general concern related to the agency’s ability to maintain accreditation:
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251
SIGNATURES OF VISITORS
The Visitation Team attests to its findings contained within this report.
1) ________________________________________________________ __________Team Chair Signature Date
2) ________________________________________________________ __________Visitor Signature Date
3) ________________________________________________________ __________Visitor Signature Date
City of Henderson
AFFIRMATION BY COMMISSION
The Lead and Second Reviewer, assigned by the Commission, have reviewed this report and approve its release to the agency.
1) ________________________________________________________ ___________Lead Reviewer Signature Date
2) ________________________________________________________ ___________Second Reviewer Signature Date
OPTIONAL SECTION (if applicable)The following standard notation(s) have been modified by the Lead and Second Reviewer, as approved by the respective visitor(s), since the original drafting of this report:
2
STANDARD ORIGINAL NOTATION
CURRENT NOTATION
RATIONALE FOR CHANGE