Strategic Plan Progress Report December 2020
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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 per Day Capita per Potable Gallons 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.