HendersonEconomic Impact – Parks and Rec Make it Possible

 

In 1997, Henderson voters approved a modest property tax allocation dedicated to funding parks and recreation. Nearly 30 years later, that decision helped shape one of Southern Nevada’s most economically competitive cities.

Now, that funding structure is up for renewal.

Ballot Question No. 1 would continue directing 12 cents of every $100 of assessed value in property tax to the city’s parks and recreation department, funding that today makes up nearly 40 percent of the department’s budget.

If the measure fails, taxes will not decrease. Instead, the allocation would be redistributed to other entities throughout Clark County, and Henderson parks and recreation would lose a significant portion of its funding.

For business leaders, developers and employers, the implications extend far beyond green space.

“These locations are more than just a few square feet of grass. They’re a fundamental part of our infrastructure portfolio,” said Anthony Molloy, Henderson’s director of redevelopment, economic development and tourism.

Parks and Recreation as Economic Infrastructure

Since the original initiative passed, Henderson has developed and maintained 77 parks, 300 miles of trails, 105 athletic fields and eight recreation facilities. Those assets require ongoing maintenance, staffing and programming, all supported by the dedicated tax redirection.

“This fund is used for all kinds of work in parks and recreation,” Molloy said. “For 30 years, the money cannot and has not been used for any other city operation other than Parks and Recreation.”
Now, in 2026, voters will decide whether that funding structure continues.

“This vote is about where the money will go. These taxes will still be collected but distributed to other government entities and for other purposes,” Molloy said, “Parks and recreation would lose a significant portion of their funding.”

Nearly 40 percent loss of the department’s funding would have immediate operational consequences.

A Competitive Advantage for Development

For developers building master-planned communities, Henderson’s park standards are not optional. They are foundational.

“In Henderson, if you’re building a master plan community, we require that [developers] provide not just open spaces for residents, but parks,” Molloy said. “The developers build parks at their own expense, and then turn them over to the city for maintenance.”

That maintenance commitment is key to long-term property values and sales velocity.

Lee Farris, president of the LandWell Company and master developer of Cadence, said parks represent his team’s largest line item.

“Even when we consider water, street building, and all of these other pieces that go into development, we spend the most on our parks,” Farris said.

Within Cadence’s eight neighborhoods are five parks, with more planned.

“We’ve already committed to four more parks on top of this, including a 100-acre sports park that will also go to the city,” Farris said.

Despite the cost, he views the model as a strength. “We knew this would be the expectation when we chose to build in Henderson. It’s one of the first conversations the city has with developers,” he said. “From our perspective, the city knowing what it wants is a good thing. The entirety of Henderson is well-thought-out and planned.”

The return on that investment is tangible. “The amount and quality of parks have helped us increase our sales over the last year,” Farris said. “I really think that’s why we’re third in the country. We have a network of folks who believe that parks are important, and they see not only what we’ve built, but what we have in the pipeline.”

Residents expect it. “As a developer, we get two questions in Henderson: when is X restaurant going to be finished, and when will my park be opened?” Farris said.

Workforce Recruitment and Retention

For employers, parks are a workforce asset. “When we talk about selling Henderson, the park system rises to the top of conversation every time,” said Scott Muelrath, president and CEO of the Henderson Chamber.

While the Chamber is nonpartisan, he noted that Henderson’s Business PAC “strongly supports” the Parks & Rec ballot initiative.

“You want to bring your company into a city where people want to live,” Molloy said.

Healthcare executives see the impact firsthand. “When I moved here in 1991, Henderson wasn’t quite the city it is now,” Sam Kaufman, CEO and managing director of Henderson Hospital, said. “There were not many parks.”

A few years after the initiative passed, the growth accelerated. “It’s just blossomed since then,” he said. “I have personally seen a huge growth in parks in the last few decades, just in my area alone.”

Today, he says, quality-of-life assets help keep both residents and executives rooted locally.

“The rest of my life is in the city of Henderson,” Kaufman said. “We’ve got great schools, great healthcare, and great parks, which not only attract businesses, but people to run them. We’ve made great efforts to have all these things, but also shopping and other entertainment, so that residents really have no reason to leave.”

Maria Bailey, owner of a Henderson-based marketing firm, sees that advantage daily.

“From a Chamber of Commerce and a business perspective, having high-quality parks is the best investment,” Bailey said.

“Already, Nevada is a great place to start and own a company,” Bailey said. “Henderson in particular is a stellar place. I’ll always cheerlead for this city’s taxes, fee structure, and government support. There’s not an easier or more helpful place to be in terms of business ownership.”

Quality of Life as Economic Strategy

City leadership has long pursued a planning goal: ensuring nearly every resident lives within walking distance of a park.

“We believe that living in a desert, not everyone will have easy access to a green, recreational space,” Molloy said. “Our response was prioritizing parks and recreation.”

Today, approximately 85 percent of residents live within a 10-minute walk of a park.

“These parks are extensive,” Muelrath said. “It is a robust system on acres and acres of land, managed by a web of people committed to excellence.”

Maintenance is as important as development.

“Thirty-year-old parks, they’re still beautiful because of this initiative,” Kaufman said. “They get facelifts and stay just as nice as the newer facilities.”

The parks serve a broad demographic base, including a growing senior population.

“Our elderly population is a big user,” Kaufman said. “Access to parks allows them to go outside easily and walk around, keep up their mobility, rather than sit at home and watch TV.”

He connects that access to broader public health outcomes.

“The only way to be healthier is to eat right and exercise,” Kaufman said. “Not everyone has an elliptical in their house, but walking on a path or a trail or around a park, walking with your kids, keeping them active and out of trouble, is better for your health.”

“Parks promote exercise,” Kaufman said. “More than that, they offer stability, entertainment, and safety for kids and families.”

“Nearly half of the parks and recreation budget disappearing overnight would mean a loss of all the above,” said Kaufman.

Protecting a 30-Year Investment

Henderson has received national recognition for its operational performance, including the 2024 Malcolm Baldrige National Quality Award. But local business leaders say continued excellence requires protecting foundational assets.

“If we want to keep our bragging rights, we have to keep our parks,” Bailey said.

Loss of this funding would not eliminate the parks immediately, but it would force difficult decisions.

“Something would have to be sacrificed,” Farris said. “If the parks are still functional, then hours would need to be shortened, or programming cut. I just think it would be a bad thing for the city. We have these parks, we love these parks, we’re committed to continue building them. No one benefits from letting them fall into disrepair.”

Kaufman put it more bluntly. “Loss of this funding wouldn’t result in savings for the state or for individuals,” he said, “just overgrown grass and broken glass.”

For Bailey, the vote is about safeguarding what has already been built.

“As a business owner, and really, as a resident, parks are the foundation of this city,” Bailey said. “We would not be Henderson without them.”

“Why take this wonderful amenity that has changed the city for the better, produced so many new investments, and attracted attention and support to Henderson, and let it go away?” Bailey said. “This isn’t about adding something new. It’s about protecting what we have.”

Build it and They Will Come:West Henderson Fieldhouse

The West Henderson Fieldhouse is expected to deliver a significant boost to the region’s economy while expanding recreational opportunities for residents. The 160,000-square-foot, two-level facility is scheduled to open in the fall of 2026 at the corner of St. Rose Parkway and Maryland Parkway.

The City of Henderson, a leader in public-private partnerships, is partnering with KemperSports to fund and operate the facility—ensuring high-quality services for residents while remaining responsible stewards of taxpayer dollars. KemperSports will be contributing $10 million toward the project, with the remaining one-time costs being funded through the Public Infrastructure Bond Sale, West Henderson Development Fund and the City Municipal Facilities Fund.

The Fieldhouse is expected to generate $10.7 million annually in wages and salaries, supporting local workers and contributing to the broader economic activity in the region. The project is anticipated to produce $1.5 million in annual tax revenue, providing ongoing financial benefits for the community.

Additionally, the multi-use complex is anticipated to create new opportunities for residents of all ages while promoting youth sports, regional tournaments and community gatherings with amenities including basketball courts that can convert to other court uses such as volleyball and pickleball, hybrid turf fields, community rooms and family entertainment.

Beyond its role as a recreational hub, the $70 million facility, once operational, is projected to create 238 permanent jobs spanning numerous fields and generate $39.1 million in total annual economic output. This reflects, not only spending at the venue, but also spending at nearby restaurants, retail shops and hotels.

By combining recreation, entertainment and large-scale events, the West Henderson Fieldhouse is positioned to be both a community asset and a long-term economic driver for Henderson.

Investing in the Future Workforce: New Early Childhood Education Center

Construction of Henderson’s new preschool and early education center marks an important investment in the community’s future. The $17.6 million project, scheduled for completion in 2027, will be fully funded by the Redevelopment Agency and will expand access to high-quality early learning, helping the City lay the groundwork for a strong future workforce and economy.

Expanding access to early learning is a critical need in the City. While research shows that 90% of brain development occurs by age 5, only 40% of Henderson’s 3- and 4-year-olds are currently enrolled in preschool programs. Increasing access to early childhood education helps ensure more children enter kindergarten prepared to succeed.

Local school leaders have identified kindergarten readiness as a growing concern, noting that many students lack important social and behavioral skills taught in early learning programs—such as taking turns, participating in groups and communicating with caregivers. Developing these foundational skills, supports long-term academic success, strengthens early literacy and helps identify developmental challenges sooner.

Access to early education and care also plays a role in supporting working families. In Nevada, 65% of children under age six live in households where all available parents are in the workforce, highlighting demand for reliable childcare. Expanded preschool capacity allows more parents to remain in the workforce while ensuring their children have access to safe, enriching learning environments.

Additionally, Henderson continues to prioritize strong educational opportunities across the community. With 30% of all five-star schools in Clark County being located within Henderson and the City being authorized to oversee charter schools within its boundaries, Henderson helps ensure families have access to high-quality, responsive educational options.

By creating high-quality early learning opportunities, Henderson’s preschool and early education center will strengthen families, support workforce participation and help build a more resilient community and economy.