Henderson Arts and Culture Master Plan - Draft by Designing Local

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

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

REPORTENGAGEMENTA2.

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

2 CONTENTS DREAM56.FUND46.OPERATIONALIZE38.FORMALIZE32.VISION12.BIG

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

The full Henderson Public Art Policy A full community engagement report for the planning process, including survey data

A blueprint for the city to formally establish the arts and culture program including process, policies, and Resourcesgovernancethe city must devote to establish and successfully operate the program Funding models for the city to implement the plan

PUBLICA1. ART

TAKE62.ACTION

SUMMARY06.

Ambitious opportunities for the city to explore well into the future

4 Acknowledgements Mayor Debra March Ward I - Michelle Romero Ward II - Dan Shaw Ward III - John F. Marz Ward IV - Dan H. Stewart Alexandria Arrieche, Henderson Symphony Orchestra Angela Brommel, Nevada State College Matthew Byron, Blue Tea Group Windom Kimsey, TSK Architects Shakita Kirkland, Henderson Public Libraries Michelle Nelson, Resident Kate Peraza, Henderson Public Libraries Julia Williams, Henderson Symphony Orchestra Henderson Mayor Henderson City Council Henderson Arts Council Brian AngelaShariJoyceKevinLisaChuckKendallAshbyTovarSigmanMallariFergusonSummers Staff Steering Committee Josh Lapp Amanda Golden Matt Leasure Designing Local Planning Team

Bench Mural, Army Street

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

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

EXECUTIVE SUMMARY

Why AN ARTS & CULTURE MASTER PLAN FOR HENDERSON?

ABOUT HENDERSON

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

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

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

PLAN FOUNDATIONS

What is in the plan?

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

This document provides a blueprint by which Henderson can stake its claim as the foremost community for arts and culture in Southern Nevada.

Community Engagement Highlights

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

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

While the COVID-19 pandemic forced most community engagement to the virtual realm, significant feedback for the plan was achieved nonetheless.

8 Group12Focus17Stakeholders38Focus188Survey1245RespondentsGroupAttendeesGroupsDiscussionsBYTHENUMBERS

The planning team hosted regular biweekly meetings as well as regular meetings with the Henderson Arts Council. Several members of this group, as well as a number of other stakeholders from Henderson’s arts community (38 total) also sat for 1-on-1 meetings with the planning team. A total of 17 focus groups with 188 participants — some from arts organizations like the Henderson Symphony Orchestra and others from the general public — helped cast a vision for the plan. And a survey circulated by city leaders achieved 1,245 responses; additional public feedback was collected during Henderson Poetry Week in spring 2021. All planning efforts took into account Henderson’s recent Strategic Plan, as well as its Parks and Recreation Master Plan and others, as detailed throughout this document.

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

THE VISION

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

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

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

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

Priority 6: Ensure affordability and accessibility in projects and programming

OUR PRIORITIES

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

Priority 1: Focus on community arts

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

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

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

Priority 5: Provide educational and engagement opportunities for all ages

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

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

13 Mural, Nevada State College

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

PROJECTS

Nevada State College

STRATEGIES FOR PUBLIC ART IN PARKS

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

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

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

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

Keys to Success:

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

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

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

PUBLIC ART IN PARKS

The following are strategies that the team has developed as a result the park audit and overall trends and opportunities in public art.

Restrooms Enclosures

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

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

Key Opportunities Include:

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

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

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

Bike Racks

Artistic Trash Cans

Functional Public Art Program

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

Splash Pads

IMPACTSCALE/HIGHLARGEIMPACTSCALE/LOWSMALL

Basketball Courts

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

17 TYPICAL BIKE RACK TYPICAL TRASH CAN BIKE RACK POSSIBILITIES TRASH CAN POSSIBILITIES

art

18 TEMPORARY PUBLIC ART

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

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

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

AN ONLINE HUB FOR ARTS & CULTURE HENDERSON

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

SCULPTURE PARK

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

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

visitors. Location opportunities include: • Water Street Events Plaza • Whitney Mesa Nature Preserve • Outside the Henderson Events Center • Henderson Multigenerational Center • Silver Spring Recreation Center or Pittman Wash Trail • Henderson Bird Viewing Preserve • Anthem Hills Park or Trailhead • Schools within Henderson

art

19 Mural, Wells Park

20 PROGRAMS HENDERSONEXISTING SPECIAL EVENTS The city should maintain the current lineup of special events, many of which are beloved by residents and visitors. Each event should regularly evaluated with the event-specific success metrics that are developed by staff and presented as part of the yearly Arts & Culture Henderson Work Plan detailed on page 45. EXISTING CITY SPONSORED EVENTS • St. Patrick's Day Festival • Henderson Heritage Festival (formerly known as Industrial Days) • Arts Festival of Henderson • Juneteenth Celebration • Fourth of July • Henderson Hot Rod Days • Ho’olaule’A Festival • Aki Matsuri • Veteran’s Day Celebration • Winter Festival • American Indian Heritage Celebration • Vegas Golden Knights Viewing Parties • Battle of the Bands Survey Snapshot* *See appendix for full results Which community event offering is most important to you? Performing Arts - 43%Festivals & Fairs - 40% Literary Arts - 3% Public ArtVisual4%Arts - 10%

HENDERSON READ'S CHILDREN'S BOOK FESTIVAL

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

EXPANDED ART FESTIVAL OF HENDERSON

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

SPRING FORWARD FAMILY MUSIC FESTIVAL

SIGNATUREPROPOSED

INTERACTIVE ART FESTIVAL

HEALING & ADAPTIVE ARTS PROGRAM

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

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

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

DANCE FESTIVAL

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

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

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

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

Water Street Amphitheater

Existing Small Amphitheaters

Water Street Plaza & Festival Street

EXISTING FACILITIES

Dollar Loan Center

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

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

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

24 MID-SIZED PERFORMING ARTS FACILITY

FACILITIES TO EXPLORE Number Name Address Capacity Ownership 1 Artemus W. Ham Concert HallUNLV 4505 S Maryland Pkwy, Las Vegas, NV 89154 1,832 Public 2 Judy Bayley Theatre - UNLV 4505 S Maryland Pkwy, Las Vegas, NV 89154 550 Public 3 Reynolds Hall Theater at The Smith Center 361 Symphony Park Avenue, Las Vegas, NV 89106 2,050 Public 4 Nicholas J. Horn Theatre - CSN 3200 E Cheyenne Ave, North Las Vegas, NV 89030 524 Public 5 Water Street Plaza & Amphitheater 240 S Water St, Henderson, NV 89015 400 Public EXISTING MID-SIZED VENUES

25 EXISTING MID-SIZED VENUE ACCESS

26 WATER STREET BLACK BOX THEATER

Public input indicated the need for a smaller black box theater that would seat 200–400 patrons for smaller, community-based events. Such a space could also serve as the storage and practice facility for the Henderson Symphony Orchestra.

Currently Henderson has no public or non-profit performance facilities accessible to the community, and only 15% (50,307) of Henderson residents have easy access to black box theaters outside Henderson.

FACILITIES TO EXPLORE EXISTING BLACK BOX THEATRES

27 Number Name Address Capacity Ownership 1 Las Vegas Little Thearter 3920 Schiff Dr, Las Vegas, NV 89103 155 Non-profit 2 Clark County Library Performing Arts Center 1401 E Flamingo Rd, Las Vegas, NV 89119 399 Public 3 Summerlin Library Performing Arts Center 1771 Inner Circle Drive, Las Vegas, NV 89134 283 Public 4 West Charleston Library Lecture Hall 6301 W. Charleston Blvd. Las Vegas, NV 89146 276 Public 5 West Las Vegas Library Performing Arts Center 951 W Lake Mead Blvd, Las Vegas, NV 89106 295 Public 6 Whitney Library Concert Hall 5175 E Tropicana Ave, Las Vegas, NV 89122 198 Public 7 Windmill Library Performing Arts Center 7060 W Windmill Ln, Las Vegas, NV 89113 294 Public 8 Black Box Theatre - UNLV Alta Ham Fine Arts, Las Vegas, NV 89119 175 Public 9 Myron’s Club at The Smith Center 361 Symphony Park Avenue, Las Vegas, NV 89106 240 Non-profit 10 Troesh Studio Theater at The Smith Center 361 Symphony Park Avenue, Las Vegas, NV 89106 200 Non-profit 11 Art Square Theatre 1025 S First St. #110, Las Vegas, NV 89101 95 Non-profit 12 BackStage Theatre - CSN 3200 E Cheyenne Ave, North Las Vegas, NV 89030 100 Public 13 City of Las Vegas - Charleston Heights Arts Center 800 Brush St, Las Vegas, NV 89107 365 Public 14 Historic 5th Street School 401 S 4th St, Las Vegas, NV 89101 400 Public 15 Poor Richards Players 528 S Decatur Blvd, Las Vegas, NV 89107 150 Non-profit 16 The Space 3460 Cavaretta Ct, Las Vegas, NV 89103 250 Non-profit EXISTING BLACK BOX THEATRES ACCESS

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

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

28 SMALL AMPHITHEATER PROGRAM

29 EXISTING SMALL AMPHITHEATER ACCESS

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

Henderson Libraries

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

Clark County School District

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

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

Henderson Symphony Orchestra

PARTNERSHIPS

EXISTING ARTS & CULTURAL PARTNERSHIPS

Positively Arts Positively Arts serves the Las Vegas community by offering ongoing classes, master classes, camps, performance opportunities, and onsite visits to professional performance venues, as well as by providing free arts courses, anti-bullying workshops, and community performances to public and private Clark County schools. The City of Henderson has partnered with the organization to produce classes at Whitney Ranch and performances on Water Street. The city supports this mission and will look for continued opportunities in the future.

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

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

Nevada Arts Council

University of Nevada Las Vegas - College of Fine Arts

Nevada Humanities Council

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

WESTAF (Western States Arts Federation)

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

National Endowment for the Arts (NEA)

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

assist the

the different strategies

specifically. FORMALIZE

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

order

33 Mural, Nevada State College

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

CULTURAL IMPLEMENTATIONARTS

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

ENHANCING THE HENDERSON ARTS COUNCIL

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

IMPLEMENTING PUBLIC ART POLICIES

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

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

•

The proposed Public Art Ordinance will do the following:

•

• Retool the Commemorative Beautification Commission as the Public Art and Beautification Commission, with a focus on public art and placemaking efforts Establish a definition for “public art” Create a Public Art Acquisition Account Define the relationship between the Public Art Program and the Public Art and Beautification Commission Adopt the Arts Launch Henderson plan Direct the Public Art and Beautification Commission to adopt the Public Art Policy outlined in Appendix 1

•

CREATING THE HENDERSON PUBLIC ART ORDINANCE

•

PUBLIC IMPLEMENTATIONART

36 PUBLIC ART POLICY OVERVIEW

INTRODUCTION

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

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

Explains the various ways murals may be implemented and who will be responsible for approval, if approvals are needed, depending on the ownership of the site and the funding for mural implementation. The full policies can be found in the appendix section A1.

Definitions for the overall Public Art Policy.

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

6 COLLECTION MANAGEMENT POLICY

ROLES AND RESPONSIBILITIES

DONATION PROCEDURES

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

8 MAINTENANCE POLICY

WORK PLAN

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

9 MURAL GUIDELINES

ACQUISITION POLICY

USE OF FUNDS

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

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

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

DEFINING AND BRANDING THE PROGRAM

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

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

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

INTERNAL DIVISION: Cultural Division DEPARTMENTAL REBRAND: Parks, Recreation and Culture

Visual Art Coordinator

• Events Services Team (Existing)

Short Term

• Performing Arts (Existing)

• Events Coordinator (Existing)

Other Positions:

Cultural Manager - Arts, Events, & Outdoor Recreation

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

STAFFING THE PROGRAM

• Production Team (Existing & New)

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

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

Business Analyst III

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

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

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

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

The following steps should be undertaken to develop the plan:

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

• Identify specific public art opportunities for the year.

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

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

• Determine the availability of funds.

YEARLY WORK PLAN

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

This proposed public art requirement would apply to all private, non-residential development projects and all residential development projects with more than 4 units, including new construction, or the renovation or improvement of an existing building where 50% or more of a building is being modified, renovated, expanded, rebuilt, or improved by construction. The public art requirement for any single project would not exceed $100,000. Developers would have three Optionoptions:1: Installing on-site artwork

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

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

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

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

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

Option 2: Contributing to the Public Art Acquisition Account

FUNDING OPTION 1: PERCENT FOR ART IN PRIVATE DEVELOPMENT

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

49 In order to understand what a percent for art in private development would yield in Henderson we have examined the permit valuation totals for the construction of single family residences, condominiums, apartments & congregate care facilities, commercial and industrial new construction and hotel new construction. While this calculation is illustrative of what a potential percent for art in private development would yield, its accuracy is limited by a variety of factors. First and foremost we do not know how many projects would have hit the $100,000 per project cap thereby substantially limiting the percent for art contribution. Permit Type Single Family Residences $201,770,461.90 Condominium $39,785,153.20 Apts & Congregate Care $33,992,735.30 Comm, Industrial - New $21,739,750.00 Hotel, Motel-New $3,411,350.00 Total $300,699,450.40 Percent for Art Potential Yield $3,006,994.50 EXAMPLE SPOTLIGHT: 2021 PERMIT VALUATION PERCENT FOR ART IN PRIVATE SCOTTSDALE,DEVELOPMENTAZ PERCENT FOR ART IN PRIVATE DEVELOPMENT, WEST HOLLYWOOD, CA

All

Whileprojects.this

50 FUNDING OPTION 2: PERCENT FOR PUBLIC ART IN CITY CAPITAL IMPROVEMENT PROJECTS

In order to understand what a percent for art in capital improvement projects yield Henderson have examined the past five year totals for CIP calculation is illustrative of what a potential percent for art in CIP projects would yield, its accuracy is limited by a variety of factors. First and foremost do not know which projects have underground only components thereby restricting there inclusion as part of the municipal CIP requirement.

A Percent for Art ordinance would designate 1% of all City Capital Improvement Projects (CIP) per year to the creation of public art in Henderson. art projects could be implemented as part of each individual CIP project, or the 1% allocation could be deposited into a fund for other public art projects. policy guarantees that public art projects are planned each year, as long as CIPs are underway and municipal construction continues. capital construction projects would qualify except regular road maintenance, underground infrastructure, and underground utility projects with no above-ground components other than roads. Projects with underground infrastructure, including utility projects, should be included when there are visual elements of the project above ground. The total budget of the project should include all underground components. Cities with Percent for Art

in CIP : • Las Vegas, NV • Reno, NV • Scottsdale, AZ • Clearwater, FL • Mesa, AZ • Frisco, TX • Peoria, AZ

would

Public

The

Peer

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

51 PERCENT FOR ART IN CIP DENVER, CO PERCENT FOR ART IN CIP, NASHVILLE, TN OTHER PUBLIC ART FUNDING POSSIBILITIES While the two preceding examples are the most commonly used methods of funding public art other possibilities could be explored. A portion of the city's marijuana tax revenue could be allocated towards public art. Other creative methods could be explored such as in Juneau, AK where a percentage of cruise ship fees is dedicated to public art or Sandusky, OH where a portion of their amusement part admissions tax is dedicated to public art. Additionally grant funding and partnerships should be pursed regularly for funding. This includes: • National Endowment for the Arts • Nevada Arts Council • Nevada Humanities Council • Western States Arts Federation • Bloomberg Philanthropies • Local & National Private Foundations

52 PERCENT FOR ART IN CAPITAL IMPROVEMENT PROJECTS, PALO ALTO, CA PERCENT FOR ART IN CAPITAL IMPROVEMENT PROJECTS, PORT ST. LUCIE, FL EXAMPLESARTPUBLIC

53 PERCENT FOR ART IN CAPITAL IMPROVEMENT PROJECTS, FRISCO, TX PERCENT FOR ART IN CRUISE SHIP DOCKING FEES, JUNEAU, AK

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

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

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

TOURISM DISTRICTSIMPROVEMENT

Symphony Park TID: Smith Center for the Performing Arts & Discovery Children’s Museum Palace Station TID: Area 15 As a qualified TID, 3.13% of tax revenue — an estimated $688,000 annually for the 10 years the district will be in place — is directed to the area’s development. Revenue is distributed to the developer each year. The City of Las Vegas pledged up to 75% of the amount of proceeds of taxes collected in the TID to the repayment of bonds issued to finance a project, including a parking garage and the related infrastructure, such as drainage, roadways, and pedestrian connection bridges.

TOURISM IMPROVEMENT DISTRICT EXAMPLES

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

The City of Henderson currently has six large-scale recreation centers scattered throughout the community. Though all offer some arts and culture opportunities in addition to recreation, none provides a hub for arts and culture for the whole community. The Henderson Culture Arts Center could house a wide variety of arts classroom and performance spaces, and become a hub for arts in the region. Opportunities Practice and storage space for local musicians Multimedia facilities Makerspace and 3D Printing Photography studio and lab Pottery studio & kilns Studio space for artists

SOUTHERN NEVADA ARTS COUNCIL

ARTSCULTURALHENDERSONCENTER

•

Regional collaboration between the municipalities of Southern Nevada has come and gone through the past decades, particularly in the arts. Large-scale regional collaboration could help support not only the work of municipalities, but also the work of anchor institutions and artists. A Southern Nevada Arts Council would be buttressed by Clark County, the City of Henderson, and the City of Las Vegas, along with other regional municipalities. This organization, built on the strength of its partners, could advocate for regional funding opportunities enabled by the Nevada State Legislature. Funding from this organization could provide operating support to organizations like the Henderson Symphony Orchestra and Las Vegas Philharmonic, along with regranting opportunities and direct artist support for artists in the region.

•

•include:

•

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

•

HENDERSON MARKET DISTRICT

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

HISTORIC PRESERVATION PROGRAM

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

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

64 HOW TO USE THIS ACTION PLAN This plan is built around the six priorities that emerged from community feedback during the planning process. Each action item is placed within the priority to which it most closely corresponds, and those supporting multiple priorities are noted. In addition, each action item is connected to a category related to the program — Public Art, Programming & Events, Facilities, Operations, or Funding — and tagged with an implementation timeline ranging from short- to longterm. ARTS & CULTURE PRIORITIES PRIORITY 1: FOCUS ON COMMUNITY ARTS PRIORITY 2: FURTHER INTEGRATE THE ARTS INTO THE PARKS AND RECREATION PRIORITYSYSTEM 3: UTILIZE THE ARTS AND CREATIVE PLACEMAKING FOR ECONOMIC PRIORITYDEVELOPMENT4:CELEBRATE THE HISTORY OF HENDERSON AND PROMOTE CROSSCULTURAL EXCHANGE PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL PRIORITYAGES 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING

CONNECTING TO THE STRATEGIC PLAN

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

The City of Henderson undertakes a Strategic Planning process to guide city operations and initiatives on a 5-year basis; the current strategic plan covers 2019–2023. Within the Henderson Strategic Plan, there are specific items related to the Arts Launch Henderson, the city's Arts and Culture Master Plan: • LC.4.1a: Amend Parks Master Plan to include a Cultural Arts Master Plan By implementing this plan, the Parks and Recreation Department is fulfilling these priorities. addition, several other priories within the Strategic Plan connect to elements of the Action Plan. Items included in the Action Plan for the Arts and Culture Master Plan should be proposed for inclusion in the upcoming Strategic Plan for 2024–2029.

two

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

Category: Programming & Events

•

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

•

Proposed Budget (yearly): $100,000 Short-term Other Priorities: 3, 5, 6 Connection to Strategic Plan: LC.4.1a

Key Steps for Completion: Evaluation

66 PRIORITY 1: FOCUS ON COMMUNITY ARTS

P1.2 Action: Formalize Small Amphitheater Program Category: Facility Proposed Budget (10 year): $650,000 Timeline: Medium-term Support Other Priorities: 5, 6 Connection to Strategic Plan: LC.4.1a

•

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

Key Steps for Completion: Research other successful Arts Festivals for best practices Evaluate opportunities for expanding the Arts Festival based on local knowledge and best practices Propose expanded activities for the Arts Festival to the organizing committee and the Arts Council Develop success metrics for expanded festival (ie: additional visitors, number of artist applications, revenue generated etc) Implement Arts Festival Expansion Evaluate success following completion of the festival Continue evaluation of success yearly and implement festival changes as needed

Support

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

Timeline:

•

P1.1 Action: Expand Arts Festival of Henderson

•

In the short term, some of these spaces could be included in the proposed Entrepreneurship and Innovation Center. The budget included would cover the costs for a feasibility study of a potential Cultural Arts Center. The cost to implement a Cultural Arts Center could range from $20,000,000–$40,000,000. for Completion: Discuss with city leadership and partners the desire to create a Cultural Arts Center Develop ideal site criteria for a Cultural Arts Center in Henderson evaluate and shortlist potential sites for a future feasibility study consultant team to conduct feasibility study

•

Project Narrative:

• Internally

Key Steps

• Hire

The City of Henderson currently has six large recreation centers scattered throughout the community. Though all offer some arts and culture opportunities in addition to recreation, none is a hub for arts and culture for the whole community.

67 Small Amphitheaters and develop a priority list for implementation Implementation • Select ideal site for Small Amphitheater location • Hire team to design proposed Small Amphitheater • Hire team to construct proposed Small Amphitheater Programming • Develop yearly programming for Small Amphitheater • Develop rental program and marketing material P1.3 Action: Explore the Potential of a Future Henderson Cultural Arts Center Category: Facility Proposed Budget (for study): $150,000 - $200,000 Timeline: Long-term Support Other Priorities: 3, 5, 6

The Henderson Culture Arts Center could house a wide variety of arts classrooms and performance spaces, and become a hub for arts in the region.

Proposed Budget: n/a

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

• Create new meeting schedule

Connection to Strategic Plan: EV.3.3

Henderson Program.

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

Timeline: Short-term Support Other Priorities: 2, 5, 6

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

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

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

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

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

Connection to Strategic Plan: LC.4.1a

Key Steps for Completion:

• Passage of ordinance by council

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

P1.4 Action: Enhancing the Henderson Arts Council

Category: Operations

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

• Review of proposed ordinance by the City Attorney

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

Key Steps for Completion:

69 P1.6 Action: Utilize Tourism Improvement Districts (TID) Category: Funding Proposed Budget: n/a Timeline: Long-term (as needed) Support Other Priorities: 5, 6 Connection to Strategic Plan: EV.3.1d, EV.3.1g Project Narrative: Under Nevada law, the governing body of a municipality may create a TID, and proceeds from certain state and local sales taxes generated within the district can be used to finance proposed projects. A TID could be used to finance large-scale projects such as the Water Street Black Box Theater or a Performing Arts Facility. Key Steps for Completion: • To be used on an as-needed basis

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

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

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

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

P2.3 Action: Implement Departmental Rebrand

Proposed Budget: $150,000 (yearly)

Timeline:

P2.2 Action: Implement Cultural Division

Category:

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

Category: Operations Proposed Budget: $25,000 - $50,000 Long-term Connection to Strategic Plan: LC.4.1a

Key Steps for Completion:

P2.1 Action: Public Art in Every Park Public Art

• Develop priority list for implementation.

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

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

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

Connection to Strategic Plan: LC.4.2b

Category: Operations Proposed Budget: n/a

Key Steps for Completion:

Timeline: Short-term / Ongoing Support Other Priorities: 1, 3, 5, 6

• Define structure of new Cultural Division within Parks and Recreation

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

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

P2.4 Action: Staff - Cultural Manager

P2.5 Action: Staff - Visual Art Coordinator

•

Key Steps for Completion: Develop job description Hire for this role

Key Steps for Completion: Discuss internally and determine desire and optimal timing for rebrand Determine measures that would need to be taken in order to implement rebrand along with potential costs Implement rebrand

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

•

Key Steps for Completion: Determine whether this is an existing or new role Develop job description Implement title change or hire for this role

•

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

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

P2.6 Action: Staff - Business Analyst III Staff

Key Steps for Completion:

• Develop job description

P2.7 Action: Staff - Superintendent Category: Operations Proposed Budget: n/a Timeline: Long-term Connection to Strategic Plan: LC.4.1a

Project Narrative: Currently the Public Art Program is an informal outgrowth of the desire for more public art in the city. By adopting the Henderson Public Art Ordinance, the City Council will formalize the Public Art Program as part of Arts & Culture Henderson and set it up for future success. The proposed Public Art Ordinance will do the following: Retool the ‘Commemorative Beautification Commission’ as the ‘Public Art and Beautification Commission’ with a focus on public art and placemaking efforts Establish a definition for ‘Public Art’ Create a Public Art Fund Define the Relationship between the Public Art Program and the ‘Public Art and Beautification Commission’

•

P2.8 Action: Creating the Henderson Public Art Ordinance

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

•

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

•

Key Steps for Completion: Develop job description Hire for this role

• Hire for this role

Category: Operations Proposed Budget: n/a

•

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

•

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

•

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

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

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

Key Steps for Completion:

Category: Operations Proposed Budget: n/a Timeline: Short-term Support Other Priorities: 1, 6

Category: Funding Proposed Budget: n/a Timeline: Medium-term Support Other Priorities: 1, 6 Connection to Strategic Plan: EV.3.1d

•

P2.9 Action: Implementing Public Art Policies

Connection to Strategic Plan: LC.4.1a

Key Steps for Completion: Internally review the proposed ordinance Adopt the proposed ordinance

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

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

• Implement ordinance

Key Steps for Completion:

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

•

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

Category: Programming & Events

Proposed Budget: $1,000,000 Timeline: Long-term Support Other Priorities: 1, 2, 5, 6

The event would be inspired by past installations like Glow in Santa Monica, Blink in Cincinnati, North Forest Lights at Crystal Bridges, and Nuit Blanche in Paris.

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

• Explore partnership opportunities for the creation of a Sculpture Park

Category: Public Art

P3.1 Action: Develop a Sculpture Park

Key Steps for Completion:

Project Narrative: Henderson has a unique opportunity in the region to create a yearly interactive art festival that draws both Henderson residents, visitors from around the region, and tourists. This festival could incorporate installations that are focused in the Water Street District or could be focused on various areas throughout the city like Cornerstone Park, Whitney Mesa Park, and the exterior of the Dollar Loan Center.

•

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

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

Key Steps for Completion:

•

Proposed Budget: $500,000 Timeline: Short/Medium-term Support Other Priorities: 1, 5, 6

Connection to Strategic Plan: LC.4.1a

• Determine optimal location for event Develop event plan including budget and curation team Develop metrics for event success event Utilize metrics to evaluate event success

•

P3.2 Action: Host Signature Interactive Art Festival

• Execute

75 P3.3 Action: Implement Large-Scale Temporary Public Art Program Category: Programming & Events Proposed Budget: $100,000 Timeline: Short-term (ongoing) Support Other Priorities: 1, 2, 5, 6 Connection to Strategic Plan: LC.4.1a Project Narrative: The City of Henderson should implement a large-scale temporary public art program that aims to provide fun and whimsical public art opportunities for Henderson residents and visitors to drive place-based excitement and engagement. The location could be rotated yearly. Key Steps for Completion: • Determine optimal location for event • Develop a Call for Artists • Select artist and facilitate the installation P3.4 Action: Create the Henderson Market District Category: Facilities Proposed Budget (study & implementation): $500,000 - $1,000,000 Timeline: Medium-term Support Other Priorities: 6 Connection to Strategic Plan: LC.4.3a Project Narrative: The City of Henderson currently supports several local farmers markets. By focusing on creative placemaking principles one or each of these markets could utilize a dedicated, covered, and artistically designed space that creates place and solidifies these markets in the minds of Henderson Residents. Key Steps for Completion: • Determine optimal location(s) for market development • Conduct feasibility and initial design study • Construct 'Henderson Market District' facility

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

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

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

Proposed Budget: $300,000 Timeline: Medium-term Support Other Priorities: 2

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

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

P4.2 Action: Historic Preservation Program

P4.1 Action: Indigenous Focused Park & Public Art Category: Public Art

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

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

Category: Programming & Events

Connection to Strategic Plan: LC.4.1a

Key Steps for Completion:

Proposed Budget: $75,000 (yearly)

Timeline: Medium-term

• Hire Indigenous designer to assist with park planning and design

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

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

• Execute event • Utilize

Steps

•

Proposed

Category:

Timeline:

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

•

Timeline:

Key for Completion: Develop event plan including budget and curation team Develop metrics for event success metrics to evaluate event success

Key Steps for Completion: Determine optimal location for event Develop event plan including budget and curation team Develop metrics for event success metrics to evaluate event success

Proposed Budget:

Category:

Connection

•

Support

•

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

•

P5.1 Facilitate Spring Forward Family Music Festival Programming Events $150,000 Short-term Other Priorities: 1, 6 to Strategic Plan: LC.4.1a

Action:

PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL AGES

• Execute event • Utilize

P5.2 Action: Facilitate Henderson Reads Children's Book Festival Programming & Events Budget: $50,000 Short-term Other Priorities: 1, 6 Connection to Strategic Plan: LC.4.1a

Support

Category:

•

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

Category:

•

Connection

Key Steps for Completion: Develop outline of a Healing and Adaptive Arts Program Explore potential partnerships for the execution of the program Implement Program P6.2 Action: Facilitate Dance Festival Programming & Events

Key Steps for Completion: Determine optimal location for event Develop event plan including budget and curation team Develop metrics for event success Execute event Utilize metrics to evaluate event success

•

Connection to Strategic Plan: LC.4.1a

•

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

Timeline:

Proposed Budget: $150,000 Timeline: Medium-term Support Other Priorities: 1, 5 to Strategic Plan: LC.4.1a

•

P6.1 Action: Create Healing & Adaptive Arts Program Programming & Events

78 PRIORITY 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING

Proposed Budget: $50,000 Medium-term Support Other Priorities: 1, 5

•

Category: Operations Proposed Budget: $10,000 - $20,000 Timeline: Short-term Connection to Strategic Plan: LC.4.1a

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

Category: Programming & Events

Connection to Strategic Plan: LC.4.1a

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

• Regularly maintain website

Project Narrative: The Henderson Symphony Orchestra (HSO) is one of the key partnerships of the City of Henderson. The HSO has long produced free events that ensure that classical music is accessible to residents of Henderson and the entire Southern Nevada Region and the city provides financial support. Previously the HSO performed a the Henderson Pavilion and they will continue performances at the Dollar Loans Center.

Key Steps for Completion:

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

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

In addition the HSO partners with the city to produce smaller scale events on Water Street and throughout the community. Additional facilities and events will continue the partnership long into the future.

• Implement new website or revamp existing site

• Regularly collaborate with the HSO to identity event opportunities

Proposed Budget: $100,000 Timeline: Short-term (ongoing) Support Other Priorities: 1, 5

• Continue with ongoing financial support

Key Steps for Completion:

P6.6 Action: Explore Implementation of Performing Arts Facility

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

• Explore regional funding opportunities

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

• Determine opportunities to create a regional arts council

Key Steps for Completion:

Category: Facilities

• Determine optimal timing for long term implementation

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

Timeline: Long-term Project Narrative: Regional collaboration between the municipalities of Southern Nevada has come and gone through the past decades, particularly in the arts. Large-scale regional collaboration could help support not only the work of municipalities but also the work of anchor institutions and artists. The Southern Nevada Arts Council would be buttressed by Clark County, the City of Henderson, and the City of Las Vegas along with other regional Thismunicipalities.organization, built on the strength of its partners, could advocate for regional funding opportunities that could be enabled by the Nevada State Legislature. Funding from this organization could provide operating support to organizations like the Henderson Symphony Orchestra and Las Vegas Philharmonic along with other regranting and direct artist support for public artists and others in the region.

• Begin regular arts-focused conversations with regional municipalities

Proposed Budget: n/a

Category: Operations

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

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

Key Steps for Completion:

• Facilitate conversations with potential partners

• Conduct feasibility study

81 P6.7 Action: Explore Implementation of Water Street Black Box Theater Category: Facilities Proposed Study Budget: $50,000 - $75,000 Proposed Implementation Budget: $2,000,000 - $5,000,000 Timeline: Short-term / Medium-term Support Other Priorities: 1, 3, 5 Project Narrative: There is also a desire among the public and stakeholders for a smaller Black Box Theater that would seat between 200-400 patrons. This facility could be used for smaller, community based opportunities and events. In addition this location could be the storage and practice facility for the Henderson Symphony Orchestra. Key Steps for Completion: • Facilitate conversations with potential partners • Conduct feasibility study • Determine optimal timing for implementation

82 PRIORITY 1: FOCUS ON COMMUNITY ARTS Action Category Connecting Priorities ProposedBudget Timeline P1.1 Expand Arts Festival of Henderson Events 3, 5, 6 $100,000 Short-term P1.2 Formalize Small Amphitheater Program Facility 5, 6 $650,000 Medium-term P1.3 Explore the Potential of a Future Henderson Cultural Arts Center Facility 3, 5, 6 $150,000$200,000 Long-term P1.4 Enhancing the Henderson Arts Council Operations 2, 5, 6 n/a Short-term P1.5 Implement Percent for Public Art in City Capital Improvement Projects Ordinance Funding 2, 6 n/a Short-term P1.6 Utilize Tourism Improvement Districts (TID) Funding 5, 6 n/a Long-term ACTION PLAN MATRIX PRIORITY 2: FURTHER INTEGRATE THE ARTS INTO THE PARKS AND RECREATION SYSTEM Action Category Connecting Priorities ProposedBudget Timeline P2.1 Public Art in Every Park Public Art 1, 3, 5, 6 $150,000 annually Short-term P2.2 Implement Cultural Division Operations n/a n/a Short-term P2.3 Implement Departmental Rebrand Operations n/a $25,000$50,000 Long-term P2.4 Staff - Cultural Manager Operations n/a n/a Short-term P2.5 Staff - Visual Art Coordinator Operations n/a n/a Short-term P2.6 Staff - Business Analyst III Staff Operations n/a n/a Short-term P2.7 Staff - Superintendent Operations n/a n/a Short-term P2.8 Creating the Henderson Public Art Ordinance Operations n/a n/a Short-term P2.9 Implementing Public Art Policies Operations n/a n/a Short-term P2.10 Implementing Percent for Art in Private Development Ordinance Funding n/a n/a Medium-term

83 PRIORITY 3: UTILIZE THE ARTS AND CREATIVE PLACEMAKING FOR ECONOMIC DEVELOPMENT Action Category Connecting Priorities ProposedBudget Timeline P3.1 Develop a Sculpture Park Public Art 1, 2, 5, 6 $1,000,000 Long-term P3.2 Host Signature Interactive Art Festival Programming & Events 1, 5, 6 $500,000 annually termShort/MediumP3.3 Implement Departmental Rebrand Programming & Events 1, 2, 5, 6 $100,000 Short-term P3.4 Create the Henderson Market District Facilities 6 $500,000 $1,000,000- Medium-term PRIORITY 4: CELEBRATE THE HISTORY OF HENDERSON AND PROMOTE CROSSCULTURAL EXCHANGE Action Category Connecting Priorities ProposedBudget Timeline P4.1 Indigenous Focused Park & Public Art Public Art 2 $300,000 Medium-term P4.2 Historic Preservation Program Programming & Events n/a $75,000 (yearly) Medium-term PRIORITY 5: PROVIDE EDUCATIONAL AND ENGAGEMENT OPPORTUNITIES FOR ALL AGES Action Category Connecting Priorities ProposedBudget Timeline P5.1 Facilitate Spring Forward Family Music Festival Programming & Events 1, 6 $150,000 annually Short-term P5.2 Facilitate Henderson Reads Children's Book Festival Programming & Events 1, 6 $50,000 annually Short-term

84 PRIORITY 6: ENSURE AFFORDABILITY AND ACCESSIBILITY IN PROJECTS AND PROGRAMMING Action Category Connecting Priorities ProposedBudget Timeline P6.1 Create Healing & Adaptive Arts Program Programming & Events 1, 5 $50,000 annually Long-term P6.2 Facilitate Dance Festival Programming & Events 1, 5 $150,000 annually termShort/MediumP6.3 Continue Support of the Henderson Symphony Orchestra Programming & Events 1, 5 $100,000 annually Short-term P6.4 Create Arts & Culture Henderson Web Presence Operations n/a $10,000$20,000 Medium-term P6.5 Lead Formation of Southern Nevada Arts Council Operations n/a n/a termShort/MediumP6.6 Explore Implementation of Performing Arts Facility Facilities 1, 3, 5 $100,000$150,000 $10,000,000/$20,000,000 Short-term P6.7 Explore Implementation of Water Street Black Box Theater Facilities 1, 3, 5 $50,000$75,000 $2,000,000/$5,000,000 Medium-term

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