STRATEGIC PLAN PROGRESS REPORT DECEMBER 2020

A LETTER FROM THE CITY MANAGER What a year. 2020 has challenged like no other, forcing us to evaluate our priorities and strengthen our resolve to serve the community in new and innovative ways. When Henderson City Council adopted our Strategic Plan in March 2019, I committed to them that it would not sit on a shelf, that instead the Plan would be worked to achieve outcomes and make us better, but also adjusted when appropriate to reflect our current environment. So, while we highlight our 2020 progress and accomplishments in this progress report, we also include a revised Strategic Roadmap, one that reflects that some initiatives have been postponed in favor of other, more urgent work. We have intentionally incorporated longer-term action items from the City’s COVID-19 Recovery Action Plan, to direct our efforts toward continued restoration of our community in the wake of the pandemic. Rest assured that we are still focused on our mission to provide services and resources that enhance the quality of life for those who live, learn, work and play in the City of Henderson, even in these challenging times.

Richard A. Derrick City Manager COMMUNITY SAFETY

The City of Henderson is committed to keeping every member of the community safe, which is why we are repeatedly listed among the top 10 Safest Cities in the nation by nationally recognized publications including Money Magazine. Achieving community safety takes a village. From police, fire, emergency and environmental services staff to our residents and traffic engineers – each plays a role in community safety. Moreover, in order to attain our goal of being a premier community, we must leverage technology, community, and capital resources to design a resilient strategy capable of preventing, preparing for, mitigating, responding to, and recovering from emergencies and disasters – both natural and human-made.

4 PRIORITY UPDATE HIGHLIGHTS SELECT STRATEGIC KEY PERFORMANCE INDICATORS • Expanded the City’s community-oriented policing initiative by creating a Neighborhood Resource Officer Unit. 10

9

• Implemented Automatic Vehicle Locator dispatching, 8 which utilizes the Global Positioning System (GPS) to 7 identify and deploy the closest apparatus to an emergency 6 incident, reducing response time. 5 • The City’s emergency response programs and firefighter 4 safety were enhanced through grant funding to include 3 a hazardous materials truck camera, hazmat training (Minutes) Time Response 2 equipment, mass casualty incident supplies, and personal 1 protective equipment for emergency responders. 0 Jul-19 Jul-20 Jan-19 Jun-19 Oct-19 Oct-18 Apr-19 Jan-20 Feb-19 Jun-20 Sep-19 Sep-18 Dec-19 Mar-19 Dec-18 Apr-20 Nov-19 Aug-19 Nov-18 Feb-20 Sep-20 May-19 Mar-20 Aug-20 • Developed a Communication Operations Staffing Plan May-20 to meet the needs of Police and Fire, including a new East Actual North Actual West Actual Target incentive program for trainers. The first cohort of POLICE PRIORITY 1 RESPONSE TIME BY COMMAND AREA: Response times have fallen considerably Communications Operators finished their training in from those recorded at the end of 2019 in both the North and West areas; East area command November 2020. response times remain below the target of 6 minutes.

100.0% 100.0% 100.0% 99.4% 99.0% 100% 95.0% 95.7% 95%

90% CITIZEN SATISFACTION RATING 85% 80% Public Safety 75% Services 70% 90%+ Pct. of Structure Fires Confined 65%

60% FY15 FY16 FY17 FY18 FY19 FY20 FY21 YTD

% Confined Target

PCT. OF STRUCTURE FIRES CONFINED TO THE AREA OF ORIGIN: Based on conditions at time of arrival; the 2020 opening of a new fire station in the east area (Hidden Falls Park at Horizon and Horizon Ridge) helps keep the property and economic damages of fires in all areas to a minimum by reducing overall response times. 5 LIVABLE COMMUNITIES

Henderson prides itself on being a welcoming, connected, and vibrant community, intentionally designed to offer a range of housing choices, a clean environment, easy access to transportation, outstanding municipal services, healthcare, and a host of recreational amenities and cultural events. The City is committed to maintaining these community characteristics while extending our reach into areas that require a greater inclusive presence.

6 PRIORITY UPDATE HIGHLIGHTS SELECT STRATEGIC KEY PERFORMANCE INDICATORS • Completed and began implementation of the Henderson Housing and Community Development Strategy which encourages a variety of housing-type choices in 100% Henderson.

• Established a public arts project to design event gates for 75% Water Street, facilitating road closures during on-street 60% 60% 52% 52% 52% 52% 49% 49% 49% 49% 49% 49% 49% events. Further, the City’s Redevelopment Agency, Parks 50% and Recreation, and the Henderson Arts Council worked together to identify future public art prjects and locations. Percent (%) 25% • Participated in the County’s process to identify emergency shelter sites with expanded services that resulted in the selection of four shelter sites, including HopeLink of 0% FY18 FY18 FY18 FY18 FY19 FY19 FY19 FY19 FY20 FY20 FY20 FY20 FY21 Southern Nevada in Henderson. Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 % of residents within 10 min walk to City park Target • To reduce water consumption, the City identified seven Henderson parks that will undergo turf conversion in RESIDENTS WITHIN 10 MINUTE WALK OF A CITY PARK: Continues to increase as Henderson Fiscal Year 2021. The City also completed multiple public adds new public parks. The Trust for Public Land is the source for this data and reports this conservation marketing campaigns: a Smart Leak Detector measure annually. targeted outreach email campaign, two separate Water Smart Landscapes outreach letter campaigns, and four targeted letter campaigns released by the City and the 260 250 Southern Nevada Water Authority. 250 248

239 240 238 237 233 230 230 230 224 (GPCD) CURRENT RESIDENTS WHO 220

RECOMMEND LIVING IN HENDERSON 210

Gross Potable Gallons per Capita per Day Day per Capita per Gallons Potable Gross 200 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 TO SOMEONE Gallons per Capita per Day (GPCD) Target WHO ASKS 96% HENDERSON WATER CONSUMPTION: Protecting one of Henderson’s most precious natural resources by encouraging the reduction of water consumption is a primary City goal. 7 ECONOMIC VITALITY Henderson remains a welcoming business environment that is committed to the continued growth of our established businesses and to attracting new opportunities. Whether it is the revitalization of Water Street with projects like the new hockey facility, Lifeguard Arena, or expansion into West Henderson with projects like the Raiders Practice Facility and Haas Automation, the City is dedicated to the goal of economic competitiveness. We will continue to emphasize economic diversity, foresight, workforce development and recruitment, and continuance of expected high levels of service to citizens.

8 PRIORITY UPDATE HIGHLIGHTS SELECT STRATEGIC KEY PERFORMANCE INDICATORS • Maintained the City’s excellent AA+ bond rating through

the COVID-19 pandemic. Standard & Poor’s analysts, in 10% their latest Global Ratings report, say they “believe the 9% City’s very strong reserve and liquidity positions provide 8% a substantial cushion to absorb the near-term projected 7% revenue declines. The City has benefitted from its growing 6% local tax base and correlated operating revenues in the last 5% 4% several years, allowing the City to build up its accumulated 3%

general fund and financial stabilization reserves.” 2%

1%

• The City continues to diversify Henderson’s economy by Fund BalancePct. asa of Budgeted Revenue 0% attracting new businesses, including Haas Automation, a FY18 Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY19 Q1 FY19 Q2 FY19 Q3 FY19 Q4 FY20 Q1 FY20 Q2 FY20 Q3 FY20 Q4 Google data center, and the Henderson Silver Knights in Actual Target fiscal year 2020. FINANCIAL STABILIZATION FUND - The City strives to maintain 8.3% of budgeted revenue in a “rainy day” financial stabilization fund, as defined per Nevada Revised Statute. This • Over $75 million of Opportunity Zone funding secured by reserve fund allows the City to lessen the impact of economic uncertainties. the City for the Water Street District is now being invested in multiple new construction projects in the area, including commercial, mixed-use, and residential developments. 1,000 900 800 700 600 CITIZEN PRIORITY RATING 500

Assisted 400 300 Importance of 200 Economic Vitality Businesses Henderson Number of 100 96% 0 FY20 Q1 FY20 Q2 FY20 Q3 FY20 Q4 FY21 Q1

Actual Target

HENDERSON BUSINESSES ASSISTED BY CITY STAFF: Responding to requests for assistance from Henderson businesses increased dramatically with the onset of the COVID-19 pandemic. Examples of business assistance includes sharing relocation or expansion opportunities, explaining regulations or policy, and providing assistance with securing additional County, State or Federal resources.

9 QUALITY EDUCATION

Our residents consistently rank education a top community priority and the City of Henderson has responded by actively supporting student achievement at our local schools. Since 2015, the City has provided millions of dollars to public schools in our community for items that improve and preserve educational facilities, increase technology resources and pre-kindergarten skills assessments as well as provide for enhanced curriculum, learning specialist positions and special education assistants. The City also actively partners with community representatives and nonprofit organizations to further educational outcomes and is committed to sustaining involvement in our children’s education.

10 PRIORITY UPDATE HIGHLIGHTS SELECT STRATEGIC KEY PERFORMANCE INDICATORS • In time for the start of the new school year, expanded the

capacity and enhanced the quality of the City’s licensed VVRC Preschool Renovations preschool located at Valley View Recreation Center $200,000 (VVRC) through a renovation of the physical space, Scholarship for VVRC Preschool Students completed in August 2020. Efforts now focus on updating $243,740 Behavioral Health Supports for the school’s curriculum and assessment tools. Schools $132,168 Student School Supplies • Collaborated on applications for Federal Coronavirus Aid, Online Learning Programs $295,092 Relief, and Economic Security (CARES) Act funding to $1,500,000 support the City’s preschool program as well as emergency Professional Development childcare. Both received funding totaling nearly $300,000. $200,000 $15,000 Tutoring • The City launched its “Henderson Hope Squad” initiative $27,488 in December 2019 and local middle and high schools were Chromebooks for Students implementing the program in January and February 2020. HENDERSON REDEVELOPMENT AGENCY AND MARIJUANA SET-ASIDE TAX DOLLARS SPENT ON School closures impeded the ability for some schools EDUCATION: The Henderson City Council has authorized expenditures of over $2.6 million from to continue but most are planning to implement virtual these tax revenue sources to meet the educational needs of students in Henderson. “Hope Squads” to continue the program. Linked the City’s initiative to the Hope Means Nevada program. $26,000

• Partnered with Public Education Foundation to donate $65,630 $200,000 to the CCSD Technology Fund, enabling purchase of Chromebooks for 2,000 Henderson students learning remotely.

• Partnered with the Andson Foundation to utilize Community Development Block Grant (CDBG) funding for tutoring at two Henderson elementary schools. $70,000

CITIZEN PRIORITY RATING $31,137 Tutoring for K-8 Students Early Childhood Education Importance of quality School Materials and Supplies Behavioral Health Supports CARES ACT FUNDING SPENT ON EDUCATION: In addition to awarding Resident Recovery grants to education in Henderson 94% help families with the cost of childcare and education related internet connections, the City has allocated almost $200,000 in federal Coronavirus Aid, Relief, and Economic Security (CARES) Act funding to meet Henderson students’ educational needs. 11 HIGH-PERFORMING PUBLIC SERVICE

The City of Henderson’s vision is “To Be America’s Premier Community.” To realize this vision, the City must be accountable, transparent, efficient and responsive to its residents, while also fully engaging its employees to provide premier services. Although the City is proud of its reputation for outstanding customer service, along with its 93 percent overall citizen satisfaction rate and its 90 percent employee engagement rate, it is dedicated to advancing the processes and technology required to further exceed resident expectations.

12 PRIORITY UPDATE HIGHLIGHTS SELECT STRATEGIC KEY PERFORMANCE INDICATORS • The City’s online permitting tool was utilized to increase the submittal and review of development plans to 100% electronic. Instituted “instant” permits for some permit 100% types to address the needs of smaller projects. The City 90% of Henderson became the first in the Las Vegas Valley to 80% implement a fully electronic signature process for civil 70% improvement plans. 60% 50%

• Implemented a customer portal application, MyCivic, 40%

available through the web or a mobile device, that gives 30%

citizens a singular online customer experience for those 20%

who opt in. Pct. Reviewed Plans Electronically 10% • Developed governance standards and a presentation 0% framework for publishing data through the City’s Open

Data portal, to increase transparency and accountability Actual Target around City programs. ELECTRONIC PLAN REVIEW: The City began the process of accepting limited electronic • Migrated City Council meeting records, ordinances, plans in 2018 and expanded the scope of permit types in 2019. With the onset of the resolutions, contracts, and agreements from a legacy COVID-19 pandemic, the City quickly implemented 100% online plans submittal and system to make them available to the public via review to ensure continuity of business operations for the development community. cityofhenderson.com.

• Implemented citywide customer service standards for phone, email, and customer management software to increase the consistency and efficiency of interactions with the public. Expanded training to all front-line staff.

CITIZEN SATISFACTION RATING Overall Quality of Services Provided 94%

13 UPDATED STRATEGIC ROADMAP

The City’s strategic plan is powered by its Strategic Roadmap. The basis for action, this Roadmap furthers each of Council’s priorities by laying out action plans under initiatives that address each of the major opportunity areas identified within the plan.

This past year, action items from the City’s COVID-19 Recovery Action Plan, highlighted here in yellow, were integrated into the Roadmap. The COVID-19 Recovery Action Plan was developed with the feedback and guidance of community partners and published in July 2020. Though most recovery items were shorter-term in nature, providing immediate response to the health and economic crisis, the longer-term items are included in this Roadmap to provide a cohesive approach and ensure continued vigilance in restoring our community from the effects of the COVID-19 pandemic. To view the City’s COVID-19 Recovery Action Plan in its entirety, go to cityofhenderson.com/COVID19.

14 Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Maintain and Protect Henderson's Quality of Life Strategically address the current and anticipated increase in service demand Design, construct and open a fire station in District 85 with an engine and rescue company Fire Complete Increase the staff complement by one Division Chief for Special Operations Fire Complete Develop and implement a plan to manage peak hour workload demand in the core of the city Fire FY21 Q3 Design, construct and open a fire station in District 87 with an engine and rescue company Fire FY21 Q4 Purchase and staff a third truck company Fire FY21 Q4 Develop a Communication Operations Staffing Plan to meet the needs of Police and Fire Fire, Police FY21 Q4 Add a third battalion in the city Fire FY22 Q4 Design and construct a Police/Fire/Communication Center facility in far West Henderson Fire, Police FY23 Q4 Staff new West Henderson Station with an engine, rescue, and truck company Fire FY23 Q4 Increase PD staff compliment for new West Henderson Station Police FY23 Q4 Outfit/Equip new West Henderson Station to meet Police and Fire Departments' needs Fire, Police FY23 Q4 Effectively utlize human resources and technology to improve response times Implement automatic vehicle locator dispatching Fire, Information Complete Technology Implement First Watch technology to increase accountability with real-time tracking and reporting of response Fire, Information FY21 Q2 time performance Technology Develop a plan to purchase and implement automatic CPR machines Fire FY21 Q2 Implement technology solutions to increase efficiency and effectiveness in Fire Operations Fire, Information FY21 Q2 Technology Develop a plan for adding and maintaining GPS Opticom traffic control devices for new intersections Fire, Public Works FY21 Q2 Conduct Patrol Operation Assessment (in-depth analysis of workload, call volume and response times) to Police FY22 Q3 determine the effectiveness of beat/staffing allocations Conduct patrol staffing analysis Police FY21 Q4 Explore feasibility of deploying CompStat360 software as a best practice performance measurement and Police, Information FY23 Q4 operational tool. Technology Explore feasibility of cameras throughout the community as a force multiplier Police, Information FY23 Q3 Technology Explore feasibility of fixed license plate recognition locations throughout the community as a force multiplier Police, Information FY22 Q4 Technology Implement automatic license plate recognition technology Police FY23 Q4 Research feasibility of concurrent activation of primary and backup 911 centers to allow synchronized operations Info Technology, FY21 Q4 and coordination in times of disaster Fire, Police, Emergency Mgt T Complete T City’s COVID-19 Recovery Plan Item 15 Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Reduce occurrence of criminal offenses and perception of crime in the community through crime reduction strategies Implement new CRIME reduction strategy (focus on the five: Crime - Community engagement; R - Refocus on Police FY21 Q2 geographic policing; I - Intelligence; M - Multiyear plan; and E - Effective enforcement) throughout the department Hire consultant to identify future strategic needs of a crime lab/evidence storage facility Police FY22 Q2 Implement Henderson Police Department accountability process – LEAADS (Leveraging Enforcement Police Complete initiatives Accountability And Data-driven intelligence-led performance Strategies) as a best practice operational performance tool Incorporate SARA(S) model (Scanning, Analysis, Response and Assessment) to the collection and application of Police FY21 Q2 intelligence information in resolving crime concerns and quality of life issues in geographic areas Research and hire staff to implement street resource team Police FY22 Q3 Develop and implement new Crime Operations and Performance Strategy (COPS) accountability initiative Police FY22 Q3 Expand community oriented policing initiative by creating a homeless outreach program - explore replicating Police FY23 Q4 domestic violence program and creating a partnership with non-profit organizations to provide social services Expand community-oriented policing initiative by creating a retail team by hiring 8 officers (2 per area command) Police FY23 Q4 Improve public safety through collaborative partnerships with citizens/public through civic engagement and community programs Purchase and implement the Pulse Point program Fire Complete Increase the number of employees and civilians trained in the Stop the Bleed and Hands-only CPR Fire FY21 Q2 Increase the number of school fire safety presentations Fire FY22 Q4 Collaborate with a hospital partner to create a post-cardiac arrest destination protocol Fire FY21 Q2 Develop and implement Henderson Youth Police Empowerment Program - mentoring program for middle schools Police FY21 Q4 Expand community-oriented policing to develop effective community crime prevention strategies by hiring 4 Police FY22 Q4 resource officers (1 Police Officer per area command and 1 Police Officer in the crime reduction unit) Increase social media presence - hire social media coordinator and collaborate with social media software tools to Police FY22 Q4 increase representation on social media Increase communication with public by establishing a media room that will be used to host community forum Police FY22 Q4 meetings, Chief briefings, videos, press conferences, and as a space to train and develop department staff on communication in front of news cameras and in public settings Prepare for Emergencies Expand the reach of the City's Community Preparedness Program Increase the staff complement by one full-time Emergency Management Specialist to meet increased service Emergency Complete demand Management Increase marketing efforts for the Get Ready! Stay Ready! campaign Emergency FY21 Q2 Management Complete review and provide feedback on all crisis action plans submitted by local and private schools, hotel Emergency FY21 Q2 resorts, hospitals, and other organizations Management

16 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Expand a self-sustaining volunteer program, READY Crew Emergency FY22 Q2 Management Expand the number of Community Emergency Response Team (CERT) training courses to four Emergency FY21 Q2 Management Increase the number of applicable Get Ready! Stay Ready! emergency preparedness videos for distribution Emergency FY21 Q2 Management Increase the number of Get READY! Stay READY! programs focused on children such as the Captain Kit and the Emergency FY23 Q2 READY Crew Management Increase the number of downloads for the Southern Nevada Emergency Management mobile application for Emergency FY23 Q4 preparedness information Management Support the reverse 911 system and citywide internal emergency call back system (called Vesta) with a full-time Emergency FY21 Q2 GIS Analyst and/or a vendor to meet Public Safety operational objectives Management Increase community awareness regarding all hazards in order to build capacity to respond to future disasters Emergency FY23 Q2 Management Expand the Emergency Management training model to include standardized Emergency Operations Center practices for local and regional collaboration Develop and deliver Southern Nevada Emergency Operations Center (EOC) initial standardized training based on Emergency FY21 Q2 EOC task books to Henderson EOC staff Management Complete a full update and review of the City of Henderson All-Hazard Emergency Operations Plan Emergency Complete Management Increase the number of qualified and designated City personnel as Incident Command System (ICS) instructors Emergency FY21 Q2 and provide emergency management courses to City staff in accordance with the training directive Management Develop on-call standard operating procedures Emergency Complete Management Complete integrated public alert and warning system templates Emergency FY21 Q4 Management Develop area contingency plans/hazard mapping throughout the city of Henderson Emergency FY21 Q4 Management Implement a citywide small Unmanned Aerial Vehicle (sUAV) policy regarding drones Emergency Complete Management Review and update all emergency management related plans for Emergency Management Accreditation Program Emergency FY22 Q3 (EMAP) accreditation (Hazard Mitigation, Continuity of Operations Plan, Emergency Operations Plan, Long Term Management Recovery Plan and Resource Management) Upgrade the backup Emergency Operations Center to appropriately facilitate coordinated response to major Emergency FY23 Q4 emergencies or disasters in the event the primary site is inoperable Management

T Complete T City’s COVID-19 Recovery Plan Item 17 Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Mitigate threat and hazard risks with a resilient community Acquire backup generator power for emergency shelters Emergency Mgt, FY23 Q4 Public Works, Parks and Recreation Apply for FEMA Hazard Mitigation Pre-Disaster Mitigation (PDM) grant to acquire generators for recreation Emergency Mgt, Complete centers at Multigenerational, Heritage and Downtown to perform emergency sheltering Public Works, Parks and Recreation Ensure Employee Safety, Health, and Wellness Research the feasibility of creating an in-house wellness center for City employees, which would improve employee health, strengthen the workforce, improve efficiencies, ensure compliance, reduce costs and streamline processes Determine current costs associated with the City’s safety, health, and wellness programs Human Resources, FY21 Q2 Risk Management, Safety Conduct research to determine best practices for implementing an on-site medical triage and treatment program Human Resources, FY21 Q2 for employee injuries, medical screenings, and health and wellness (wellness center) Risk Management, Safety Conduct research to determine best practices for implementing an in-house mental health program Human Resources, FY21 Q2 Police, Safety Research options for a wellness center facility space and determine costs Safety, Public FY21 Q2 Works, Police Conduct a cost benefit analysis to evaluate the feasibility of a wellness center and determine the scope of the Human Resources, FY21 Q2 project Risk Management, Safety Collaborate with key stakeholders to develop a wellness center implementation plan that includes a phased Human Resources, FY21 Q2 approach Safety, Risk Mgt, Police, Fire, Municipal Court Partner with Human Resources to ensure all employees requiring vaccinations either receive or deny them Human Resources, FY21 Q2 Safety Improve reporting for current employees through the Health and Safety medical tracking system to streamline Human Resources, FY21 Q4 and create efficiency for tracking and implementing vaccinations, audiometric testing, ionized radiation, hearing, Safety spirometry, rabies, prescription safety eyewear, tuberculosis (TB) tests and respiratory protection requirements Reduce the frequency, liability and severity of employee injuries by attaining ISO 45001 Occupational Health and Safety Management System Certification Implement a certified occupational health and safety system using the ISO-45001 standard Safety FY23 Q2

18 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Continue the Commitment to Safety Awards incentive program for department safety committees to reach the Safety FY21 Q2 performance objectives Partner with Human Resources to utilize "Henderson High Fives" as an individual safety incentive program Human Resources, Complete Safety Work with various city department stakeholders to create a citywide plan to achieve ISO-45001 standards Safety FY21 Q2 Conduct an ISO-45001 gap analysis to determine competence or resource gaps that need to be addressed Safety FY21 Q2 Develop a citywide occupational health and safety training plan Safety Complete Create a culture of accountability for all employees and managers for safety-related preventable incidents by Risk Management, FY21 Q4 directing accident investigation information through the Origami system Safety Develop and implement plans to close competence or resource gaps Safety FY22 Q1 Develop a citywide audit program to ensure continuous improvement Safety FY21 Q2 Integrate ISO-45001 management systems into current management systems Safety FY23 Q2 Safeguard Henderson employees' health and safety by developing a citywide training center and program Provide training to supervisors across the City in accident investigation and documentation in the citywide Safety Complete database for trending Improve messaging campaign for “5 for 5” injury reduction program to encourage and educate ways to reduce Safety FY21 Q2 injuries Partner with Public Works, Parks and Recreation, and Utility Services to create a tool and equipment training Safety FY21 Q4 apprenticeship program utilizing the Learning Management System (LMS) for records management Increase employee knowledge and understanding of ergonomic issues and solutions Human Resources, FY21 Q4 Safety Determine preventive actions for safety incidents by identifying leading causes through root cause analysis and job Human Resources, FY21 Q4 hazard analysis review and communicate results with Risk Management and Human Resources Risk Management, Safety Determine leading indicators for injuries by conducting regular safety inspections at each City facility and Safety FY21 Q4 documenting results in the Origami system Strengthen the capacity of health care delivery organizations to respond to escalating demand for care and treatment associated with COVID-19 Develop and implement a testing program for City employees, Henderson Detention Center inmates, and high-risk Fire FY21 Q2 individuals as needed, while exploring the potential for a permanent testing site in Henderson Improve Transportation Safety Develop and implement initiatives to improve safety and reduce/eliminate fatalities on our roadways Improve road and sidewalk lighting and road signage Police FY22 Q4 Pilot a Data Driven Approach to Crime and Traffic Safety (DDACTS) model in the Area 1 beat and evaluate its Police FY21 Q4 effectiveness; if effective, duplicate the model in other high traffic accident areas

T Complete T City’s COVID-19 Recovery Plan Item 19 Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Pilot a decentralization model in the Traffic Unit to determine the effectiveness and feasibility of long term Public Works FY21 Q4 implementation (pilot would align traffic enforcement with the current department geographic policing model, allowing traffic officers to know the issues in their areas of assignment) Implement a community safety education program that includes all transportation modes Develop printable and web materials regarding driving, walking and biking safely Traffic Engineering FY22 Q2 Develop a neighborhood transportation and speeding informational program for outreach to Homeowners' Police, Traffic Complete Associations (HOAs) and other residential organizations Engineering Improve public safety through innovation and technology Pilot crash detection and mitigation technologies at intersections and on streetlights Fire, Police, FY21 Q2 Information Technology Pilot streetlight-based pedestrian, bicycle and vehicle detection technology Traffic Engineering FY21 Q2 Update all traffic signal controllers to provide real-time vehicular and bicycle counts Traffic Engineering FY21 Q4 Procure and install successful technologies for intersections and streetlights Police, Traffic FY22 Q4 Engineering Analyze data from Smart Cities technologies to determine where congestion is occurring, where and when crashes Traffic Engineering FY24 Q4 will occur (predictive), and where street light knock-downs have occurred (dispatch) Advocate for amending NRS 484A.600; current Nevada Revised Statutes prohibits use of red cameras and speed Police FY21 Q3 enforcement auto cameras Advance and Promote City Environmental Management Mitigate environmental risk by achieving ISO 14001 Environmental Management System Certification Implement a certified Environmental Management System (EMS) using the ISO-14001 standard Environmental FY23 Q2 Services Work with the various City department stakeholders to create a citywide EMS to include an environmental policy, Environmental FY21 Q2 an environmental obligation registry, identification of significant aspects and impacts, and an audit program for Services continuous improvement Develop a citywide environmental training matrix Environmental Complete Services Develop a citywide audit program and begin auditing Environmental FY21 Q2 Services Complete the third-party certification process for the citywide EMS Environmental FY23 Q2 Services Minimize the City's environmental liability and ensure regulatory compliance by transitioning the City from a decentralized to a centralized environmental management model Develop a regulatory obligation inventory for all City facilities, businesses and work activities throughout the city Environmental Complete Services

20 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion CS. COMMUNITY SAFETY Dept(s) Timeframe Assign responsible parties to all the regulatory obligations Environmental Complete Services Develop a system to track compliance with the regulatory obligations and certify that the obligations have been Environmental FY21 Q2 met on a quarterly basis Services Verify compliance with systematic audit program Environmental FY22 Q2 Services Develop a strategy concerning the City's landfill Environmental FY21 Q2 Services, Utility Services Conduct business verification inspections to assess the need for additional hazardous material and environmental Building & Fire FY22 Q2 permits to be completed Safety Provide business outreach to proactively identify businesses that need additional environmental permits Environmental FY21 Q2 Services Protect community safety by reducing environmental incidents Implement a citywide environmental incident management tool within Origami Risk Environmental FY21 Q2 Services Monitor and analyze data from the tracking system to find areas of improvement Environmental FY22 Q2 Services Implement a root cause analysis program for environmental incidents to prevent and or mitigate future Environmental FY22 Q2 occurrences Services Roll out an outreach campaign to residents to provide information on specialty waste handling and recycling within Environmental FY21 Q2 Henderson Services Expand the number of Henderson Shines events from one per year to two per year Environmental FY22 Q2 Svcs, Community Developmt & Svcs

T Complete T City’s COVID-19 Recovery Plan Item 21 Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Support Responsible Growth through Infill and Development Patterns to Accommodate an Increasing Population Implement necessary Development Code changes that support compact, complete neighborhoods, public safety and help conserve natural resources through adaptive reuse, neighborhood reinvestment and infill development Research a Property Assessed Clean Energy program to open additional funding for property owners seeking Public Works, Community FY21 Q2 upgrades to their buildings to make them more resource efficient Development & Services Implement a fiscal impact model to better understand fiscal impacts of growth and evaluate need for potential Community Development Complete Phase 2 & Services Complete update of development code, removing barriers to compact, complete communities while enhancing Community Development FY21 Q2 public safety and encouraging conservation of scarce natural resources & Services Evaluate landscaping standards in development code to decrease water use and limit maintenance requirements Community Development Complete & Services Develop criteria to prioritize economic development incentives for resource-efficient water users Community Development FY21 Q2 & Services, Utility Services Research best practices for Henderson code updates on future building design, evaluating building occupancy, Community Development FY23 Q1 to minimize adverse health effects of occupants & Services Evaluate and update the West Henderson Land Use Plan Development Program to facilitate diverse opportunities and sustainable growth, such as by optimizing the water footprint from new growth Evaluate and implement the need for updates to the West Henderson Land Use Plan to promote more Community Development FY21 Q2 resource-efficient land use & Services Increase the variety of housing options in the city Develop a citywide housing strategy that encourages a variety of housing choices Community Development Complete & Services Develop a framework for implementing the Henderson Housing and Community Development Strategy Community Development FY21 Q2 & Services Update city housing policies related to affordable housing inititatives and fair housing strategies Community Development FY21 Q4 & Services Increase number of affordable housing units through incentives for new construction Community Development FY21 Q4 & Services Advocate for affordable housing and permanent supportive housing units in alignment with the Hnederson Community Development FY22 Q2 Housing and Community Development Strategy & Services Evaluate and update the College Area Master Plan Evaluate the need for land use updates to support growth consistent with the City of Henderson's and Nevada Community Development FY21 Q3 State College's future plans & Services Update land use plan Community Development FY21 Q4 & Services

22 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Develop and Implement Reliable Reinvestment Strategies Evaluate deferred asset maintenance liabilities Inventory/update a citywide asset risk matrix that includes purchase dates, dollar values for purchase, current Public Works, Utility FY23 Q4 dollar value of asset, useful life of asset and current status for: streets, flood control devices, traffic control Services, Parks & devices, City facilities, fleet, parking lots, and utilities Recreation Condition rate all current assets, provide a forecasting model with years and dollar amount needed Public Works, Utility FY24 Q4 Services, Parks & Recreation Create an Asset Management Plan booklet that will cover all assets types with reinvestment strategies for each Public Works, Utility FY25 Q4 Services, Parks & Recreation Identify construction-ready projects citywide and utilize a uniform project template (i.e. briefing book) across Public Works FY21 Q2 City departments as funding opportunities emerge Develop a completion or closure plan for partially built infrastructure during economic recessions Public Works FY22 Q2 Ensure a High-Quality, Multimodal Transportation Network Expand opportunities for all transportation users by addressing equitable mobility Advocate for new and expanded transit routes in Henderson including pilot projects to industrial and Public Works FY24 Q4 manufacturing developments Develop a circulator shuttle among the local and regional campuses in conjunction with Nevada State College Public Works FY21 Q4 and College of Southern Nevada Research and inventory bus stops in Henderson with connectivity and coverage issues and then provide a plan Public Works FY22 Q4 to correct those issues, Develop a mobility strategy/plan to address all types of transit and transportation options within Henderson Public Works FY23 Q4 Research and submit for a feasibility study of an interconnection route between Cadence and Downtown Public Works FY24 Q4 Henderson Evaluate and update traffic guidelines and Henderson Municipal Code to help increase mobility options Develop and Implement a ride share and curb management program for the city of Henderson Public Works FY22 Q4 Review traffic impact guidelines to increase transit within the city Public Works FY22 Q4 Participate in the Regional Transportation Commission's evaluation of adaptive signal timing Public Works FY22 Q4 Promote a Healthy and Vibrant Community Develop and implement a robust cultural arts plan to enhance a diverse and inclusive community Amend Parks Master Plan to include a Cultural Arts Master Plan Parks and Recreation FY20 Q4 Implement Parks Master Plan to include a Cultural Arts Master Plan Parks and Recreation FY22 Q4 Create a detailed plan for incorporating cultural arts into the City’s recovery plan. Detail plans for events, Parks & Recreation FY21 Q2 programs, partnerships, and industry best practices

T Complete T City’s COVID-19 Recovery Plan Item 23 Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Provide equitable access to parks, recreation and open spaces by expanding current design models/standards to meet diverse needs Develop a master plan for West Henderson to continue the goal of a park within 1/2 mile (10 minute walk) from Parks & Recreation FY23 Q4 every resident Identify gaps in parks, recreation, and open space accessibility citywide to ensure a 10-minute walk for every Parks & Recreation, FY21 Q2 resident Community Development & Services Develop a plan to implement Wi-Fi in all Henderson parks in order to measure usage of our parks Parks & Recreation, FY21 Q4 Information Technology Expand senior services to support our age-friendly initiative in partnership with AARP Parks & Recreation, FY21 Q2 Community Development & Services Develop triggers for development of new senior centers and recreation centers Parks & Recreation FY22 Q3 Establish park standards to meet needs of high-density development Parks & Recreation FY21 Q2 Develop gender-neutral bathroom design for future park development and retrofitting existing comfort stations Public Works FY21 Q4 Seek alternative methods for hosting events that encourage public safety, physical distancing, and potential Parks & Recreation FY21 Q2 capacity restrictions. Work with industry partners to enhance collaborative offerings to the public Expand Henderson's health initiatives to increase educational and access opportunities to foster community fitness, health, wellness and nutrition Improve access to fresh fruits and vegetables in underserved areas through partnerships with produce vendors Community Development FY25 Q4 & Services Increase access to Supplemental Nutrition Assistance Program (SNAP) benefits at local farmers markets and Parks & Recreation Complete other mobile food vendors. SNAP access will make food more affordable by facilitating and acceptance of benefits Increase nutrition education and fitness programming to encourage healthy living Parks & Recreation FY25 Q4 Expand Be Kind program to foster respect and kindness throughout the community for overall social and Parks & Recreation FY25 Q4 mental wellness Identify potential locations for a juvenile assessment center to support young people with health, social, Community Development FY21 Q2 behavioral, psychological, or academic needs & Services Address Social Issues that Negatively Impact Henderson's Vulnerable Populations Address substance abuse issues through education Partner with an outside agency to develop an outreach campaign on where to find resources for those Fire, Police, Public FY22 Q4 struggling with addictions, signs of addictions for parents to look for in their children, and information about Information Office how to safely dispose of potentially unused prescription drugs Include educational information on drug sales and use in crime free multi-housing presentations Police Complete Update websites to include addiction services pages Public Information Office, FY21 Q4 Fire, Police

24 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Participate in statewide and regional committees dedicated to addressing the opioid crisis to build collaboration Community Development Complete between local healthcare providers, hospitals, emergency medical services, and treatment providers & Services Pursue litigation against opioid manufacturers City Attorney's Office Complete Research the need for any legislative changes to strengthen our local response to the opioid crisis Government & Public FY21 Q4 Affairs Raise awareness on substance abuse with the use of banners on website, informational handouts, etc. Public Information Office, FY21 Q4 Fire, Police Work locally and regionally to compassionately address the needs of individuals experiencing homelessness Develop a plan for Henderson's homeless needs Fire Complete Participate in the annual homeless census by organizing a volunteer deployment site in Henderson Community Development Complete & Services Improve access to health care services for vulnerable Henderson residents Expand partnership with Touro University to provide free healthcare and first-aid to low-income and Community Development Complete underserved areas through their mobile clinics & Services Partner with UNLV to host the mobile medical initiative in Henderson Fire FY21 Q3 Expand partnership with Touro University and UNLV to provide medical services to at-risk populations Parks & Recreation Complete Develop staff-taught curriculum focused on healthy nutrition and lifestyle choices for children ages 3-14 years Parks & Recreation FY21 Q3 in recreation classes and programs Expand and promote the provision of low-cost immunizations through a collaboration with the Southern Community Development Complete Nevada Health District & Services Identify gaps in medical services in the community and work with Economic Development and other partners to Economic Development FY22 Q1 recruit needed services Increase access to basic healthcare services for seniors in city facilities and programs Parks & Recreation FY21 Q4 Improve access to health care services for vulnerable Henderson residents Establish the Henderson Resiliency Center and partner with community partners to provide services City Manager's Office FY21 Q4 Staff a case worker at the Henderson Resiliency Center who can help make referrals and coordinate responses City Manager's Office FY22 Q2 for people in need Educate and train staff on the use of the City’s internal referral process to the Henderson Resiliency Center City Manager's Office FY21 Q4 Implement the Henderson Homeless Action Plan Collect data to assess the needs and calculate the cost of homelessness in healthcare institutions, prisons, jails, Community Development FY22 Q2 the economy and the community to encourage more proactive solutions & Services, Police, Fire Fund a mobile crisis outreach team to engage with people experiencing homelessness in Henderson Community Development FY21 Q4 & Services Contract a private survey company to conduct a thorough assessment of Henderson’s current homeless Community Development FY21 Q4 population, impacts of homelessness on the community, and primary needs of the local homeless population & Services

T Complete T City’s COVID-19 Recovery Plan Item 25 Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Identify emergency shelter sites to replace the Clark County Inclement Weather Shelters Community Development Complete & Services Coordinate with Clark County School District to address the needs of homeless students enrolled in Henderson Community Development FY22 Q4 schools & Services, City Manager's Office Assess the feasibility of creating an eviction diversion program in partnership with State agencies and Community Development FY21 Q2 Henderson Justice Court & Services Partner with service agencies to provide essential services and aid for those experiencing homelessness Community Development FY21 Q4 & Services Increase community capacity to better serve vulnerable Henderson residents Develop an outreach plan and capacity building training sessions with non-profits, UNLV’s School of Public Community Development FY21 Q2 Health, NV 211, representatives of senior networks such as AARP, minority community leaders, healthcare & Services, Fire, Parks & organizations, and faith-based groups, to address topics such as rent mediation, accessing and managing federal Recreation funds, recruiting and deploying volunteer support, conducting well checks to combat loneliness, and develop contact databases for quick notifications, identification of issues, and to match vulnerable populations with resources Partner with non-profits and the private sector to seek competitive grant opportunities Community Develpmt & FY21 Q2 Svcs, Parks & Recreation, Finance/Grants Promote and supplement technical assistance resources to assist with external grant-writing capabilities Community Development FY21 Q2 & Services, Finance/Grants Promote and supplement technical assistance resources to assist with internal grant-writing capabilities Finance/Grants FY21 Q3 Strengthen the City’s response to serving vulnerable populations by utilizing available data to better understand Fire, Community FY22 Q2 and anticipate their needs Development & Services Perform a risk assessment and identify potential plans to serve vulnerable populations Fire FY22 Q2 Protect and Conserve Natural Resources Reverse the trend of increasing per capita water consumption Approve 5-year water conservation plan Utility Services Complete Complete feasibility study on advanced metering infrastructure Utility Services Complete Approve plan to increase investigations and enforcement of water waste Utility Services Complete Develop and implement turf removal plan for City operations and community installations Utility Services FY21 Q3 Develop action plan to address recommendations from feasibility study Utility Services FY21 Q2 Complete water loss audit Utility Services FY21 Q2 Develop action plan to address recommendations for water loss audit Utility Services FY21 Q2 Implement plan to increase investigations and enforcement of water waste Utility Services Complete Implement the recommendations from the CIS feasibility study Utility Services FY23 Q2

26 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion LC. LIVABLE COMMUNITIES Dept(s) Timeframe Develop a comprehensive energy strategy Initiate energy statuatory/legislative and operations review Utility Services, Public Complete Works Contract for energy feasibility, planning, and optimization studies and follow-up support during legislative Utility Services, Public Complete session Works Finalize strategic plan for energy Utility Services, Public Complete Works Improve solid waste management Develop a program to institute recycling throughout all parks in the city Public Works, Parks & Complete Recreation Develop action plan for recycling in parks Public Works, Parks & Complete Recreation Assess opportunities to minimize waste generation Environmental Services FY21 Q4 Develop processes and procedures for measuring and improving diversion rates Environmental Services FY21 Q4 Implement a program to institute recycling throughout all parks in the city Parks & Recreation FY21 Q4 Develop public outreach program to help educate the public about recycling in the city Environmental Services FY21 Q4 Assess sustainability initiatives Develop a sustainability report card for the City Public Works, Mayor & FY21 Q2 Council, Environmental Services Evaluate sustainability opportunities and develop sustainability goals/adopt State goals Public Works, Mayor & FY22 Q2 Council, Environmental Services

T Complete T City’s COVID-19 Recovery Plan Item 27 Responsible Completion EV. ECONOMIC VITALITY Dept(s) Timeframe Promote Workforce Skills to Attract High-Tech, High Wage Industries Support K-12 Science, Technology, Engineering, Arts and Mathematics (STEAM) curriculum Investigate best practices from other communities that leverage both public and private sector resources to improve Economic Complete access to K-12 STEAM programming Development Identify and partner with non-profit organizations or government agencies that can provide grant funding/support for Economic FY23 Q1 K-12 STEAM curriculum Development, Education Align workforce development with target industries Engage with Henderson businesses within our target industry sectors to identify skills needs and conduct a survey to Economic FY21 Q4 gather input and feedback on needs Development Identify opportunities and partnerships to provide "upskilling" education for existing low-income workers Economic FY21 Q4 Development Implement a Workforce Employment Center Identify federal and foundation grants that may provide financial support for implementing workforce development Economic FY21 Q2 programs Development Implement Economic Development Association (EDA) grant Economic FY21 Q3 Development Develop plan and design for feasibility study Economic FY21 Q3 Development Partner with local education institutions to improve online learning environments and tailor content to meet emerging Economic Dev., FY22 Q1 needs Community Dev. & Svcs, Education Continue efforts to pursue a public/private partnered workforce training center for Henderson businesses and residents Economic FY22 Q4 Development Create Economic Diversity and Jobs Create and implement agile business recruitment strategies to identify and pursue emerging industries Expand membership in emerging industry professional associations and attend related conferences and trade shows Economic FY25 Q4 Development Explore the development incentives either on a local basis or in collaboration with the Governor's Office of Economic Economic FY23 Q4 Development (GOED) to competitively attract emerging industries Development Continue to collaborate with secondary and post-secondary schools to promote technology and skills applicable to Economic FY21 Q2 emerging industries and related trades Development, Community Develpmt & Services

28 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion EV. ECONOMIC VITALITY Dept(s) Timeframe Expand development code to accommodate emerging industries that may not be identified in current code Community FY22 Q4 Development & Services Highlight West Henderson as a core employment center to strengthen industry and create a balance of land uses in the City Develop West Henderson marketing collateral displaying development opportunities including a focus on targeted Economic FY21 Q3 industries Development Promote West Henderson to businesses in external markets and to the site selector and commercial development Economic FY21 Q3 community Development Partner with developers to co-brand West Henderson as a core employment center Economic FY21 Q3 Development Coordinate with IT on public/private partnerships to provide cutting edge fiber optics and 5G communications in West Economic FY23 Q4 Henderson and throughout the city Development, Information Technology Accommodate diverse employment needs by preserving and/or increasing strategic land parcels for commercial and industrial development, ensuring a healthy jobs/housing balance Review future annexation proposals for land use designations in relationship to future industrial and commercial land Economic Dev., FY23 Q3 use requirements Community Dev. & Svcs. Promote regulations to encourage live-work development and mixed-use communities that create walkability and access Economic Dev., FY23 Q4 to transit Community Dev. & Svcs. Monitor the impact of the jobs/housing balance in relationship to the amount of land zoned for each Economic Dev., FY23 Q1 Community Dev. & Svcs. Promote Downtown Henderson as a destination location to attract businesses, residents, and visitors Leverage the Opportunity Zone designations to attract reinvestment into Downtown and Eastside redevelopment areas Redevelopment, FY23 Q4 Economic Development Capitalize on the Vegas Golden Knights Lifeguard Arena as an anchor in the Downtown area to attract business Redevelopment, FY23 Q2 Economic Development Develop a marketing campaign for Downtown Henderson as a destination of choice to include Opportunity Zone Redevelopment, FY22 Q2 designation, new ongoing development projects, and one-on-one business marketing to retain and recruit new Economic businesses Development Modify the existing grant programs and strategically market the programs, and adjust criteria according to shifting Redevelopment FY21 Q2 market demands

T Complete T City’s COVID-19 Recovery Plan Item 29 Responsible Completion EV. ECONOMIC VITALITY Dept(s) Timeframe Develop a one-on-one business marketing campaign to promote downtown Henderson to retain and recruit new Redevelopment, FY21 Q2 businesses Economic Development Create alliances with community partners and leverage Redevelopment Agency-owned parcels to promote the Redevelopment, FY23 Q2 development of a variety of housing choices in the Downtown Redevelopment Area Community Development & Services Work with the Henderson Chamber on updating and redeploying the Henderson Business Resource Center Redevelopment, FY22 Q4 Economic Development Promote the Eastside Redevelopment Area as a destination location to attract businesses, residents, and visitors Leverage the Opportunity Zone designations to attract reinvestment into the Eastside Redevelopment Area Redevelopment, FY23 Q4 Economic Development Develop a marketing campaign for the Eastside as a destination of choice to include Opportunity Zone designation, new Redevelopment, FY22 Q2 on-going development projects, and one-on-one business marketing to retain and recruit new businesses Economic Development Modify the existing grant programs and strategically market the programs, and adjust criteria according to shifting Redevelopment FY21 Q2 market demands Develop a one-on-one business marketing campaign program to promote the Eastside area to retain and recruit new Redevelopment, FY21 Q2 businesses Economic Development Create alliances with community partners and leverage Redevelopment Agency-owned parcels to promote the Redevelopment, FY23 Q2 development of a variety of housing choices in the Eastside Redevelopment Area Community Development & Services Implement the Eastside Investment Strategy Redevelopment, FY21 Q2 Community Development & Services Maintain the City's Financial Resiliency Plan for the long-term solvency of City finances Create guidelines for fund balances/net position for City funds where no policies are currently in place Finance FY21 Q4 Create a procedure for reviewing budget requests for recurring expenditures for alignment with strategic plan and make Finance FY21 Q3 recommendations accordingly

30 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion EV. ECONOMIC VITALITY Dept(s) Timeframe Identify vulnerable revenue streams Finance Annually as part of Strategic Budgeting process Ensure sustainability of revenue streams Finance End of Plan Period Identify ways to diversify revenue and deliver recommendations to the City Manager's Office Finance End of Plan Period Identify leading financial indicators and create dashboard Finance FY21 Q2 Develop guidelines for cost recovery on various City programs and services Finance FY22 Q4 Leverage legislative opportunities Advocate for and support financial initiatives that support the City's mission Finance, 2019, 2021 Government & & 2023 Public Affairs legislative sessions Determine if enabling language is needed to assist in current economic opportunities Finance, 2019, 2021 Government & & 2023 Public Affairs legislative sessions Monitor and respond to unfunded mandates to mitigate impacts to services Finance, 2019, 2021 Government & & 2023 Public Affairs legislative sessions Enhance the alignment of resource allocations to City goals Enhance the ability to report on budget requests and allocations tied to the strategic plan Finance Complete Evaluate service levels and programs Finance Annually as part of Strategic Planning process Evaluate new financial software to enhance budget development, capital planning and alignment to the strategic plan Finance, Complete Information Technology Create a process to rank budget requests in accordance with the council's Major Opportunity Area (MOA) prioritization Finance Complete

T Complete T City’s COVID-19 Recovery Plan Item 31 Responsible Completion QE. QUALITY EDUCATION Dept(s) Timeframe Be a Leader in Education Reform in Southern Nevada Support a legislative agenda that prioritizes student achievement, accountability, school safety and local leadership Encourage the adoption of a weighted funding formula that recognizes the needs of all students and provides additional Government & Complete resources to enhance the quality of education in all Nevada schools Public Affairs, Education Advocate for state tax revenues generated by recreational marijuana sales to be deposited into the State education Government & Complete budget distributive school account (DSA) that is used to provide funding for public education in all Nevada counties Public Affairs Support the use of all revenues generated by the existing 3% room tax authorized in 2009 under initiative petition IP1 as Government & Complete a means to fund public education needs Statewide Public Affairs, Education Advocate for additional State and Federal dollars for early learning Government & FY21 Q4 Public Affairs, Education Continue to advocate for right-sizing districts, schools and classrooms for better education and better integration of schools into the community Advocate for a mechanism that allows for more localized school input Government & FY19 Q4, FY21 Public Affairs, Q4 Education Work with the Clark County School District to develop additional school prototypes to allow for a variety of school Education, FY19 Q4, FY21 environments for every grade level Government & Q4 Public Affairs Conduct leading edge policy research and advocate for access to longitudinal student performance data to develop policy recommendations that support achievement Make a formal request to the Clark County School District (CCSD) Superintendent to be granted access to longitudinal Education, Complete data from the CCSD GIS department Community Develpmt & Svcs, Govt & Public Affairs Support a process through a consultant to analyze and examine best practices for using student performance data to Education, FY21 Q2 support student achievement that will inform policy advocacy for Community Education Advisory Board requests Community Development & Services Support and host culturally competent parental engagement activities, including ongoing outreach with families to understand their needs Promote the expansion of existing parental engagement programs in Henderson and explore additional opportunities Community FY22 Q4 for partnership and collaboration when hosting relevant events Development & Services, Education

32 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion QE. QUALITY EDUCATION Dept(s) Timeframe Expand Access to Early Childhood Education Investigate innovative partnerships, grant seeking and grant making opportunities to expand early childhood educational opportunities Research current partnership and grant opportunities in the area of early childhood education Parks and FY20 Q4 Recreation, Community Development & Servivces Pursue opportunities for partnerships with higher education institutions to create professional development and higher Parks and FY20 Q4 education sponsored preschools Recreation, Community Development & Servivces Develop relationships with local ECE providers to promote quality initiatives and encourage participation in Education FY23 Q4 opportunities to enhance program quality Promote parent education programs that focus on low-income and vulnerable populations and make these programs accessible in City facilities Explore partnerships with higher education and other community organizations to expand outreach and promote Parks & FY21 Q4 additional programming opportunities that promote early childhood development for families with young children Recreation, Education Raise awareness within the business community of the importance of early childhood education in growing future business leaders Work with community and business partners on an educational appeal on the importance of early childhood education Education, Parks FY21 Q4 & Recreation Explore the potential for public-private partnerships to establish sponsorships to allow additional access and Education, Parks FY21 Q4 improvements to early childhood education programs & Recreation Research the feasibility of expanding a City-initiated preschool program into additional facilities Complete research and make a recommendation on the feasibility of expansion of the City-operated preschool program Education, Parks FY21 Q4 & Recreation Explore partnerships to identify potential sponsors for early childhood education programs Parks & FY21 Q4 Recreation, Education Pursue national accreditation programs for City-operated early childhood education programs Parks & FY22 Q1 Recreation, Education Research program curriculum to support high-quality early childhood programming in City-operated programs Parks & FY22 Q1 Recreation, Education Continue to invest in affordable, high-quality childcare and early childhood education programs Education, FY21 Q4 Redevelopment Agency

T Complete T City’s COVID-19 Recovery Plan Item 33 Responsible Completion QE. QUALITY EDUCATION Dept(s) Timeframe Partner and promote higher-education providers' efforts to expand early childhood education and the teaching supply in Henderson Work in collaboration with ECE centers and higher education to develop strategy to support staff in local ECE centers Education, Parks FY21 Q4 to obtain higher education, as well as placing students in ECE programs at Henderson centers for practical experience & Recreation Make a recommendation with the support of higher education providers on the feasibility of on-site centers Education, Parks Complete & Recreation Ensure Henderson's High School Students Are Prepared for College Support initiatives, such as college preparedness courses and access to student financial support programs, to ensure our educational opportunities are available to all students Partner with the College of Southern Nevada, Nevada State College and the Clark County School District to promote Education FY21 Q4 college readiness and student financial support programs Promote outreach with higher-education providers to have a presence at City-hosted events for interested residents Education, Parks FY22 Q4 & Recreation Support middle school and high school efforts to improve college readiness through Community Education Advisory Board partnership opportunities Support middle and high schools in building capacity for securing additional resources to promote college preparedness Education FY21 Q4 Align Educational Investments with K-12 Needs Assess and monitor local, K-12 achievement results in order to impact the educational outcomes identified by the Henderson Community Education Advisory Board through existing grants and partnerships Explore additional metrics to assess progress and school performance as well as continuing to monitor existing Community FY21 Q4 educational indicators annually Development & Services, Education Monitor the educational priorities laid out by the Henderson Community Education Advisory Board to gauge Community FY21 Q4 improvements over time Development & Services, Education Pursue strategic funding for initiatives that are aligned with educational priority areas established by the Community Education, FY21 Q4 Education Advisory Board and the City Council Redevelopment Agency Pursue opportunities to provide tutoring and mentoring at City recreation centers RSF Research the feasibility of increasing tutoring and mentoring programs through the City's recreation centers, other Parks & FY21 Q4 1.4d facilities or virtually and connect with organizations that could provide these services to coordinate implementation Recreation, where feasible Education Continue to support this activity through Community Development Block Grants and other funding sources as available Parks & FY21 Q2 Recreation, Community Development & Services, Education

34 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion QE. QUALITY EDUCATION Dept(s) Timeframe Support the Henderson Police Department in initiating and monitoring a mentorship program designed to provide Police, Education FY21 Q4 supportive adult role models for youth as well as improve relationships with law enforcement Support schools and staff in delivering education successfully with unique solutions that respond to student needs Education, FY21 Q4 Redevelopment Agency Enhance safe school environments through strategic partnerships between the City and law enforcement, fire and safety experts Enhance community policing efforts to include outreach programming to all local schools to familiarize children with Police, Fire, Complete public safety and the concept of "See Something, Say Something, Do Something" Education Continue to build partnerships and initiatives with Clark County School District Police and Safe Routes to School to Police, Fire Complete provide education and training for all Henderson middle school students and parents for improved safety in our school zones Continue to provide public safety resources around Henderson schools to change driver behavior through enforcement Police Complete and proactive community engagement Advocate for community efforts to support safe school environments and prevent youth violence Community FY22 Q4 Development & Services, Education Support implementation of Henderson Hope Squad program at middle and high schools in Henderson to promote Education, FY22 Q4 student connectedness and reduce youth suicide Government & Public Affairs Address the digital divide and the “homework divide” by increasing underserved students’ access to the internet and electronic devices through partnerships, grantmaking and grant seeking. Ensure that all Henderson students have one-to-one access to devices through regional, state and national efforts to Community FY21 Q2 support distance learning Develpmt & Svcs, Information Technology Analyze broadband needs citywide with special emphasis on engaging schools to ensure that students have access to Info Technology, FY21 Q2 reliable internet connection Education, Community Develpmt & Svcs Expand the Homework Zone project that provides no-cost internet access in recreation centers to additional facilities Information Complete Technology, Parks & Recreation

T Complete T City’s COVID-19 Recovery Plan Item 35 Responsible Completion QE. QUALITY EDUCATION Dept(s) Timeframe Align the Local Talent Pool with Local Career Opportunities Collaborate with business organizations, high schools and community organizations to enhance and strengthen mentorship and apprenticeship programs for teenagers Identify and engage community organizations that may be able to partner with businesses and Henderson schools to Economic FY22 Q2 provide/fund Science, Technology, Engineering, Arts, and Math (STEAM) skills training Development, Education, Parks and Recreation Research and identify best practices for business and K-12 interaction in other communities throughout the U.S. Economic FY22 Q2 Development, Education, Parks and Recreation Encourage mentorship, apprenticeship and career exploration opportunities by collaborating with local businesses, business organizations, and cultural groups Partner with business organizations such as the Henderson Chamber of Commerce and the Water Street District Economic FY22 Q4 Business Association to establish Career Day Development Identify organizations interested in providing job skills workshops Economic FY21 Q4 Development, Parks and Recreation Connect with local businesses to identify desired workforce skills and encourage expansion of programs to target specific educational and training needs Identify companies that align with Economic Development's key target industries Economic Complete Development, Education, Parks and Recreation Utilize existing forums such as Economic Development's quarterly Business One-on-One program to survey/engage Economic FY21 Q2 business leaders on skills gaps that can be addressed at the high school level Development, Education Encourage educational providers to align curriculum and continuing education with the needs of local industries Identify and engage organizations that can partner with Henderson schools to provide/fund a Science, Technology, Economic FY21 Q4 Engineering, Arts, and Math (STEAM) skills curriculum Development, Education Explore the potential for a public high school career and technical academy to be established in Henderson Economic Complete Develpmt, Community Develpmt & Svcs, Education

36 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion HP. HIGH-PERFORMING PUBLIC SERVICE Dept(s) Timeframe Ensure Responsive Government through Implementation of a Digital Innovation Program Transform the City of Henderson's technology environment to better focus on the timely execution of innovative ideas Develop a City cloud strategy Information Technology Complete Develop City cloud security policy and procedure Information Technology Complete Establish City cloud environment for Microsoft Office 365 and Azure Information Technology Complete Establish City network direct access to cloud Information Technology Complete Identify all City applications suitable for migration to the cloud Information Technology Complete Migrate all appropriate application and systems to the cloud Information Technology FY23 Q4 Create a "My City" portal to remove online complexity and consolidate services for the digital customer Develop a citywide enterprise data strategy Information Technology FY22 Q4 Establish a focus group that includes a cross-section of the City's customer base to help guide service Info Technology, Community Complete selection and provide feedback to the process Develpmt & Svcs, City Clerk's Office Implement a customer portal that allows for a singular on-line customer experience for all that choose to opt- Information Technology Complete in Provide multi-channel access to the portal (i.e., mobile devices, web, etc.) Information Technology Complete Leverage new technology to enhance Henderson's business-friendly environment Implement electronic plans submission Information Technology, Complete Development Services Center Provide online access to City records Information Technology, City Complete Clerk's Office Use technology to automate customer service engagement with business by an increase in the number of Info Technology, Business Complete online applications for permits, entitlements, and business licenses License, Development Services Center Build a Henderson Innovation District with a private partner to test new technologies that will promote Info Technology, City FY22 Q4 economic development Manager, Public Works, Economic Dev. Conduct a hack-a-thon to promote innovation and partnerships that will create startup business opportunities Information Technology FY22 Q4 Engage customers/businesses in ideation process Information Technology Complete Structure telework operations with adequate home equipment, broadband access, network connectivity, Information Technology FY21 Q4 technology stipends, and coordinated staff schedule to facilitate productivity

T Complete T City’s COVID-19 Recovery Plan Item 37 Responsible Completion HP. HIGH-PERFORMING PUBLIC SERVICE Dept(s) Timeframe Ensure Responsive Government through Implementation of a City Performance Excellence Program Enhance the City's culture and team member engagement Develop and launch multiple layers of leadership development programs to focus on career growth, Human Resources, All FY21 Q3 competency building, and promotional opportunities for existing staff as well as highlight the importance Departments of the supervisor/manager with respect to driving engagement (Supervisory Bootcamp and Development Program, Envision Henderson Leadership Development Program, Succession Planning, Executive Leadership Development Program). Programs may include training, skill-building, mentorship and coaching (both virtual and in person), project-based work, and stretch assignments Expand the City's Tuition Reimbursement Program to include technical certifications and other enhanced Human Resources, City Complete reimbursement features Manager's Office Launch the Culture Champions program Human Resources Complete Enhance onboarding process to include expansion of New Employee Orientation and implement 30- and 90- Human Resources, All FY21 Q4 day employee interviews as part of the onboarding process Departments Plan and launch an Annual Teamster Development Conference Human Resources Complete Launch citywide and department-specific action planning relative to department employee engagement Human Resources, FY21 Q2 survey results Performance & Innovation, All Departments Identify and implement tools to increase employee participation in decision-making processes Human Resources, City FY21 Q2 Manager's Office Implement a new Learning Management System (LMS) to enhance online learning platforms Human Resources FY22 Q4 Evaluate and update City benefit programs, processes and marketing for recruitment and retention Human Resources FY22 Q4 Continue to evaluate Henderson High Fives to ensure long-term sustainability Human Resources, All FY21 Q2 Departments Develop and launch Performance Management Cycle training to enhance feedback and develop more Human Resources FY21 Q3 meaningful performance appraisal cycle Develop and implement a citywide telecommuting/telework program Human Resources Complete Develop and implement a diversity and inclusion initiative Human Resources FY21 Q4 Develop and implement a citywide employee volunteer program designed to engage employees in areas of Human Resources, All FY22 Q2 community need Departments Establish a part-time volunteer coordinator position within the Human Resources Department to collaborate Human Resources Complete and coordinate with department volunteer coordinators Include volunteers in annual employee engagement survey Human Resources Complete Engage and involve volunteers in the implementation of actions identified through the engagement survey Human Resources Complete action plans Utilize the functionality of existing volunteer tracking systems to deploy the City’s strategic plan to all city Human Resources Complete volunteers and invite volunteers to citywide roll-out meetings

38 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion HP. HIGH-PERFORMING PUBLIC SERVICE Dept(s) Timeframe Engage volunteers in quarterly, semi-annual or annual strategic review meetings at the department level Human Resources FY21 Q3 Develop a standardized process and template for volunteer assessment and feedback Human Resources FY21 Q3 Develop and implement strategies that attract and retain diverse talent to public service and City employment Human Resources FY23 Q4 Promote accountable and transparent government Adopt a City Open Data policy City Manager's Office Complete Develop an open data governance framework that fits within the City's data management policy Open Data Steering Complete Committee Approve strategic plan Key Performance Indicators (KPIs) for publication on the open data platform Open Data Steering FY21 Q2 Committee Add all tiered data into performance system Office of Performance & FY21 Q2 Innovation, All Departments Approve select operational Key Performance Indicators (KPIs) for publication on an open data platform Open Data Steering FY21 Q4 Committee Conduct an awareness campaign to promote the public open data site Government & Public Affairs, FY21 Q3 Office of Performance & Innovation Make City policies and labor agreements available to the public through the centralized open data portal City Clerk's Office, Human FY21 Q4 Resources, Information Technology Expand training for staff on public records requests and retention requirements City Clerk's Office, City FY21 Q2 Attorney's Office Revise the policy on the use of electronic devices and train staff on best practices City Clerk's Office, City Complete Attorney's Office Enhance the coordinated process for handling public records requests; explore establishing a dedicated City Clerk's Office, Complete Public Records Officer position City Attorney's Office, Government & Public Affairs Enhance the coordinated process for handling public records requests; explore establishing a dedicated City Clerk's Office, FY20 Q1 Public Records Officer position City Attorney's Office, Government & Public Affairs Gather and analyze existing ethics data City Attorney's Office FY21 Q2 Track informal ethics opinions City Attorney's Office FY21 Q2 Enhance ethics training City Attorney's Office FY21 Q2 Conduct a complaint procedures policy/hotline awareness campaign City Attorney's Office FY21 Q2 Add ethics questions to the City's annual Employee Engagement survey City Attorney's Office, Complete Human Resources Update City ethics code and ethics portal City Attorney's Office FY22 Q4

T Complete T City’s COVID-19 Recovery Plan Item 39 Responsible Completion HP. HIGH-PERFORMING PUBLIC SERVICE Dept(s) Timeframe Expand the City's fraud/ethics hotline City Attorney's Office, FY21 Q2 Internal Audit Track regulatory certifications City Attorney's Office, FY22 Q4 Internal Audit Conduct an annual regulatory compliance risk assessment with each City department City Attorney's Office, FY22 Q3 Internal Audit Enhance the handling of public records requests by implementing public records request software City Clerk's Office FY22 Q4 Implement text capturing software for City-issued Police Department phones to comply with records City Clerk's Office FY22 Q4 retention requirements Implement social media archiving to comply with records retention requirements City Clerk's Office FY22 Q4 Improve government efficiency and agility Develop citywide vendor management processes and train staff to implement Purchasing FY21 Q3 Advocate to the State legislature for modernization of current purchasing laws and exemptions Government & Public Affairs Complete Implement Henderson Innovation Program expansion and improvements which include launch of Kaizen/ Performance & Innovation, FY23 Q4 brainstorming events and tie to new High Five program Human Resources Identify and address team member innovation gaps and needs as identified in the 2020 Employee Engagement Performance & Innovation, FY21 Q4 Survey Human Resources Create a structure to leverage existing resources that will drive key process Key Performance Indicators and Performance & Innovation, Complete identify/conduct process improvements Human Resources Separate the business analyst (BA)/continuous improvement (CI) Communities of Practice (COP) into two Performance & Innovation, Complete groups, each with representation from every City department. Utilize the CI COP group to share knowledge All Departments and best practices resulting from process improvement, leading to improved team competency and customer service Enhance the voice of the customer in government processes Implement citywide customer service standards for phone, email and customer management software to City Manager's Office & City Complete increase efficient responses Clerk's Office Expand front-line staff training to increase the number of employees and require participation Human Resources Complete Enhance the digital experience of cityofhenderson.com to be task driven Government & Public Affairs FY21 Q3 Add comparable, segmented data to existing Category 3: Customers' charts in the 2020 SWAE application City Clerk's Office FY21 Q2 Gather and analyze existing negative customer service feedback data City Clerk's Office FY21 Q2 Develop and implement a standardized approach and policy to manage negative customer service feedback City Clerk's Office FY21 Q4 Track negative customer service feedback in Socrata for statistical improvement City Clerk's Office FY21 Q4 Prepare an organization-level Performance Excellence Program (PEP) application to the Southwest Alliance for Excellence (SWAE) annually Form steering committees and core action groups aligned with the six criteria categories Performance & Innovation Complete Train steering committee and core action groups on Baldrige criteria and application scoring Performance & Innovation Complete

40 T Complete T City’s COVID-19 Recovery Plan Item Responsible Completion HP. HIGH-PERFORMING PUBLIC SERVICE Dept(s) Timeframe Develop a repeatable process for analyzing, prioritizing, assigning and addressing Opportunities For Performance & Innovation, Complete Improvement (OFIs) All Departments Assign current Opportunities For Improvement to the core action groups for prioritization and resolution Performance & Innovation, Complete All Departments Complete resolutions of prioritized Opportunities For Improvement (OFIs) in each category Performance & Innovation, Complete All Departments Complete an application and submit to the Southwest Alliance for Excellence (SWAE) Performance & Innovation, Complete All Departments Repeat the process annually for Southwest Alliance for Excellence application submission Performance & Innovation, End of Plan All Departments Period Develop and implement a defined approach to projecting future performance Performance & Innovation, FY21 Q4 All Departments

T Complete T City’s COVID-19 Recovery Plan Item 41