CITY OF LAS VEGAS

2050 Master Plan

A COMPREHENSIVE THIRTY-YEAR PLAN PREPARED FOR THE RESIDENTS AND BUSINESSES OF LAS VEGAS TO PROVIDE FOR THEIR HEALTH, SAFETY, PROSPERITY, SECURITY, COMFORT, AND GENERAL WELFARE

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2050 MASTER PLAN

A COMPREHENSIVE THIRTY-YEAR PLAN PREPARED FOR THE RESIDENTS AND BUSINESSES OF LAS VEGAS TO PROVIDE FOR THEIR HEALTH, SAFETY, PROSPERITY, SECURITY, COMFORT, AND GENERAL WELFARE

THIS PLAN

WAS ADOPTED BY THE PLANNING COMMISSION

PURSUANT TO NRS 278.170 AND 278.210

ON ____________________________, 20____

AND ADOPTED BY THE LAS VEGAS CITY COUNCIL

AND PUT INTO EFFECT

PURSUANT TO NRS 278.220 AND NRS 278.230

ON ____________________________, 20____

Carolyn G. Goodman, Mayor: ______________________________________________________________________

Louis De Salvio – Planning Commission Chairman: _____________________________________________

ATTEST: LuAnn D. Holmes, City Clerk: ___________________________________________________________

ACKNOWLEDGEMENTS

CITY COUNCIL

Carolyn G. Goodman, Mayor Stavros S. Anthony, Mayor Pro Tempore - Ward 4 Michele Fiore, Councilwoman, Ward 6 Cedric Crear, Councilman, Ward 5 Brian Knudsen, Councilman, Ward 1 Victoria Seaman, Councilwoman, Ward 2 Olivia Diaz, Councilwoman, Ward 3

PLANNING COMMISSION

Commissioner Louis De Salvio – Chairman Commissioner Trinity Haven Schlottman – Vice Chairman Commissioner Sam Cherry Commissioner Donna Toussaint Commissioner Anthony Williams Commissioner Jeffrey Rogan Commissioner Sigal Chattah

CITY STAFF

Jorge Cervantes, City Manager Gary Ameling, Chief Financial Officer Tim Hacker, Chief Public Safety Services Officer Dr. Lisa Morris Hibbler, Chief Community Services Officer Mike Janssen, PE, Exec. Director of Infrastructure Tom Perrigo, AICP, Chief Operations Officer David Riggleman, Director of Communications Bryan Scott, City Attorney Michael Sherwood, Chief Innovation Officer Radford Snelding, City Auditor Seth T. Floyd, Esq., Planning Director Peter Lowenstein, AICP, Deputy Director Michael Howe, AICP, Long Range Planning Manager

Venetta Appleyard, Director of Finance Bill Arent, Director of Economic and Urban Development Jeff Buchanan, Fire Chief, Las Vegas Fire & Rescue Jack Eslinger, Municipal Court Administrator Steve Ford, City Engineer, Deputy Director of Public Works Ally Haynes-Hamblen, Director of Cultural Affairs LuAnn D. Holmes, City Clerk Carolyn Levering, Emergency Management Administrator Tammy Malich, Director of Youth Dev. & Social Innovation Kevin McOsker, Director of Building and Safety Louis Molina, Chief of Public Safety Joey Paskey, Deputy Director of Public Works Kathi Thomas-Gibson, Director of Community Services Jerry Walker, Director of Operations and Maintenance Greg Weitzel, Director of Parks and Recreation Vince Zamora, Director of Human Resources

CITIZENS ADVISORY COMMITTEE & PUBLIC

Thank you to the residents who participated in the public meetings, online engagement, and provided input during the public review process.

This plan was written in partnership between the Planning Department's Long Range Division and a consultant team led by SmithGroup.

LONG RANGE PLANNING STAFF

Marco N. Velotta, AICP, Project Manager

SMITHGROUP

Kathleen Duffy, AICP, Project Manager Michael Johnson, Principal-in-Charge

AMENDMENTS & SUPPLEMENTS

AMENDED: 22-0294-GPA1 BY PLANNING COMMISSION - 7.12.22; CITY COUNCIL - 8.17.22 23-0572-GPA1 BY PLANNING COMMISSION - 12.12.23; CITY COUNCIL - 1.17.24 24-0222-GPA1 / GPA2 BY PLANNING COMMISSION - 8.13.24; CITY COUNCIL - 9.18.24 25-0594-GPA1 BY PLANNING COMMISSION - 2.10.26; CITY COUNCIL - 4.1.26 26--0172-GPA1 BY PLANNING COMMISSION - 6.16.26; CITY COUNCIL - 7.15.26 26--0176-GPA1 BY PLANNING COMMISSION - 6.16.26; CITY COUNCIL - 7.15.26

ADOPTED 2050 SPECIAL AREA PLANS

Vision 2045 Downtown Las Vegas Masterplan DIR-64287 - R-25-2016 5.10.16 PC / 6.15.16 CC

Nuestro Futuro Este Las Vegas Special Area Plan 23-0094-DIR1 - R-30-2023 5.9.23 PC / 6.21.23 CC

Kyle Canyon Special Area Plan 24-0615-DIR1 - R-27-2025 3.11.25 PC / 4.16.25 CC

La Madre Foothills Special Area Plan 25-0002-DIR1 - R-63-2025 7.8.25 PC / 8.20.25 CC

Charleston 2050 Special Area Plan 25-0179-DIR1 - R-68-2025 8.12.25 PC / 11.5.25 CC

ANNUAL REPORTS

Archived at www.masterplan.vegas 2022: 22-0413-DIR1 - 9.13.22 PC / 10.19.22 CC 2023: 23-0358-DIR1 - 9.12.23 PC / 11.1.23 CC 2024: 24-0405-DIR1 - 9.10.24 PC / 10.16.24 CC 2025: 23-0321-DIR1 - 9.9.25 PC / 10.15.25 CC 2026: 23-0289-DIR1 - 9.8.26 PC / 10.21.26 CC

SUPPLEMENTAL PLANS

Imagine LV Parks - System Plan 23-0092-GPA1 - 5.9.23 PC / 6.21.23 CC

Urban Forestry Management Plan 25-0461-GPA1 - 11.18.25 PC / 12.17.25 CC

Sustaining Las Vegas 2050 Action Plan R-15-2026 - 4.1.26 CC

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FOREWORD

From the beginning, Las Vegas has been a city where enterprising and visionary individuals have made the impossible real in both good and challenging times. Today, the city remains an international destination with a world-class economy whose population and industry will continue to grow and excel over the long term. The global coronavirus pandemic has emphasized inequities in communities across the country and world. While the majority of this plan process and document were developed before the pandemic, a final review while the City grapples with these historic crises has reinforced many of the core principles of the plan, even though success may be realized in new ways.

Paired with its past success, Las Vegas is experiencing changes of many kinds, and will continue to do so in years to come. A changing climate is bringing drier and hotter weather to the American West. Changing demographics are creating new health, civic, social and cultural conditions that will shape Las Vegas communities and the services they will need. The amount of land available for new development is changing, too: the water, energy and transportation costs associated with continuing to build and develop using today’s standards and practices are becoming more challenging.

Building on the work of dozens of city staff and outside professionals together with thousands of residents, a new vision for the City of Las Vegas has taken shape. This vision brings together continued success with long-term sustainability. It is designed to ensure that Las Vegas not only remains a sustainable, livable and desirable city for decades to come but also enjoys even greater potential for health, education, investment, talent, leisure, and the other hallmarks of a desirable quality of life for all of its residents, business owners, and visitors.

This vision is both thoughtful and bold, practical and ambitious. It is the vision of a city that is responsible and responsive, and that will inspire others by the leadership it shows.

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REFLECTIONS ON LAS VEGAS FROM MAYOR CAROLYN G. GOODMAN

What was it like moving to Las Vegas for the first time?

Our route to Las Vegas ended up as our only move! My husband, Oscar, had been working part-time in the District Attorney’s Office in Philadelphia to earn a little extra money during his law school years at Penn while we scraped along on the pittance of my salary as a secretary at Sun Oil Company. His boss, then District Attorney Arlen Specter (who would become a U. S. Senator), had some detectives in town from Las Vegas on a homicide case, and Oscar was assigned to take the detectives to dinner. As it can be in November in Philly, it was a cold, rainy, dreary night, and while he’d ask me to join him, work early the next morning precluded me from doing so. At 1 a.m. in great excitement he woke me up and asked, “how’d you like to move to the land of milk and honey?” Of course I thought he was asking me to move to Israel which I thought was nuts! What I learned, naturally, was the detectives had told Oscar about the glorious weather in Las Vegas, and what a great place it was to live. So later after graduation and in August 1964 with 37 boxes of books and a bedroom set in a moving van, we set off for the southern Nevada desert in a brand new Chrysler convertible. Arriving with what was left of all of our funds ($87 between us) and a week after the inaugural, blockbuster Beatles’ performance at the Convention Center, Las Vegas was in hyper and explosive excitement!

I remember it was like an oven with 120 degrees at Lake Mead as we stopped briefly to take a real look at the dam. Fortunately, the air conditioning in the car held as we drove on to Railroad Pass and peering out the window into what was to be our new home... as far as the eye could see, I saw nothing but raw desert and tumbleweeds everywhere. My immediate thought was, “oh, I should have listened to my parents and never married this man,” for far off in the distance to the west were a few scattered three/four story buildings, and far, far ahead, just a trickling of some low buildings. That was Fremont Street, and the population of Las Vegas was less than 100,000! Has there been any change since then? Huge!

What do you love most about your neighborhood?

We have been in our home in the Scotch 80’s for 44 years, raising a family and loving life. Our home was and remains central and close to downtown and nearby all major thoroughfares and where they connect. Over the years we have had lovely, normal and occasionally famous (even infamous) neighbors and have enjoyed the enriching blend of them all. My fondest memories, of course, are of our four wonderful children growing up in this home. They had such great times playing, exploring and learning in the neighborhood.

How did you decide to be involved in founding The Meadows School? Why has education been such an important issue for you?

Oscar and I always planned to provide our children with at least that with which we had growing up and hoped we could do even better for them. Both of us had been blessed with the greatest parents and great educations, and thus we knew those were the ingredients and true guides for us to follow in raising our children. Doing research the hard way and before we chose to move to Las Vegas (and before Google), I had learned that the Clark County School District was ranked #2 nationally behind the top ranked New Trier Township School District in Illinois. That satisfied me for the future of the family we envisioned. In 1969 our first child was born, the next three in 1970, 1971, and 1973. By 1976, the explosive growth of the city was already challenging and changing the dynamics of education in area. As I began an elementary school search, it didn’t take a rocket scientist to discern that Spanish was already becoming a second language, and the wisdom of being bi-lingual was more than evident. While the three R’s remained the centerpiece of learning, computer-learning was also invading life, and knowing the sooner one introduces any element of education to a child, the better, I looked at all alternative choices. There were public schools, religious schools and only one private school that operated as a for-profit program. There were no schools offering Pre-K through high school continuum and none operated as not-for-profit. The formula I sought did not exist, and thus I went to the Superintendent of CCSD with my suggestions. He naturally informed me, “Mrs. Goodman, I have neither the curriculum nor the funding to implement any of your requests, so you’ll have to go to the Legislature to get any of this on.” My response: “My daughter is 3-years-old, and by the time I might get this on, my daughter will be 40.”

I’ve always believed if one door closes, find another that is open, or make it happen yourself if you are sure of what you are doing. The key to quality education is having a purposeful mission/program and having top quality educators/professionals deliver that program. This happens because one can attract, and retain the best among them.

That became the foundation of The Meadows School: a school dedicated to teaching a diverse and socio-economically student body, and for my mission: one serving academically ambitious children. Financial assistance to those families who could not afford tuition was basic, and filling every classroom with the finest educator, teaching to the top (inspiring and having each student reach to a higher level) in a Pre-K – 12th graduation was the focus. It was the first of its kind.

At one point, Southern Nevada was one of the fastest growing cities in the country, what do you remember most about the city during that period of fast growth?

I remember such excitement and incredible entertainment and that the governments and agencies were just trying to keep pace with the growth. Roadways and freeways were under construction 24/7; housing and neighborhoods were developing; hospitals, schools, banks, businesses, commercial centers were developing out from the historic core, and of course, hotel-casinos were rising out of the desert or expanding on the ever-enticing Strip. That type of explosive growth demanded matching services as well, and the trick was and remains managing all of these challenges with plans, control and quality. One very clear example was/is how necessities and demand created our flood control infrastructure. This was not something that existed valley-wide in the mid-late 1970’s. As businesses, hotels, residences experienced the devastating impact of flash flooding through the 1980’s, 90’s and 2000’s, funding lagged to address an immediacy of need and residential growth spreading to the edges of the valley. When it would rain, the streets would flood and the Charleston underpass would become impassable. Now an intricate flood control system is in place and is continually monitored for repair, growth and/or expansion.

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What was the moment that you realized downtown Las Vegas was changing?

I really have to go back to 1999 when my husband was elected mayor. He had a vision and a passion for Las Vegas to become a world-class city. Together, he and I visited with experts, listened, learned and then set about making his vision become reality. So here we are in 2020 when you can see that vision being built upon and bringing downtown to an amazing, vivid threshold. The arts are thriving, the healthcare/medical world is developing and expanding, and the beneficiaries are all of us as residents, business people, tourists and convention goers. Strong and new infrastructure, new museums and parks, a new canopy at the Fremont Street Experience, a convention center, and so much more are just pieces of the basic fabric of the whole. Talk about an amazing story of the heights, a deep recession, and the turnaround of an urban area, this has been it. I will let you in on a secret, we haven’t begun to scratch the surface of what’s to come. The best is yet ahead for downtown Las Vegas.

What do you hope stays the same or remains the way it is today in Las Vegas?

I really love the diversity and inclusive nature of our city. Anyone from anywhere can come to Las Vegas and find a wonderful and a good life. Las Vegas has always been a youngster and a chameleon changing and growing, reaching ever-higher and seeking the cutting edge of the next excitement on the horizon. Our entire community is unique and seeks to remain so. Ultimately, we are family, a strong and loyal group of individuals that seeks each other out and works together to solve issues and help our most vulnerable. We aspire to stay strong and always united in community living.

What did you find most inspiring about Las Vegas?

The entrepreneurial spirit in our city forever inspires me. From major new projects like Derek Stevens’ Circa hotel-casino to new, homegrown restaurants like Esther’s Kitchen, Hatsumi, and La Monja to mention just a mere few, people are encouraged to take risks in Las Vegas, risks you can win and which incentivize other investments. What is remarkable has been to see all the wins in our downtown and the entrepreneurial, free spirit of our people.

Is there a place in the city that you have shown your grandkids because it was important to you?

Walking through the historic downtown core with the varied and charming old homes built during the days of the construction of Hoover Dam; horseback riding out in the desert in Floyd Lamb Park at Tule Springs or visiting the beautiful Red Rock National Conservation Area, these sites are special. When the children were very young, sledding at Mount Charleston and boating/fishing Lake Mead were favorite jaunts. Even in those earlier days, the variety of nature’s offerings were compelling and drawing us into the peaceful and quiet surroundings where time stood still for us all and still does.

What is a special place or spot in the city for you and Oscar?

Of course, our home, but beyond that island of true serenity, there are so many special places, but I think one place that is the biggest draw is Symphony Park. No one thought we could redevelop downtown, and no one thought anything would ever be built on an old, soil-polluted railroad brownfield. Now Symphony Park is home to the world acclaimed, David Schwarz-designed Smith Center for Performing Arts, boasts the Frank Gehry designed Cleveland Clinic Lou Ruvo Center for Brain Health, and is also booming with new amenities such as a much-needed convention center, residential and retail complexes, and additional hotels, and more retail spaces being planned. These all complement the adjacent core of the city as a center of federal, state, and local government buildings, court houses, the Fremont Street Experience, Fremont East Entertainment District, and the nexus of the burgeoning and very popular Arts District.

What has been the biggest change in Las Vegas since you arrived in the 1960s?

Since the mid-1960’s, Las Vegas continues on its path to becoming a world-class city. Our name, “Las Vegas,” is on lips and in minds of individuals around the world, evoking intrigue, excitement, and encouraging a visit, or for doing business, investing and/ or moving to as a residency. We have truly become a destination for the world by adding the elements that make a world-class city vibrant, meaningful, sustainable, and successful.

Certainly, Las Vegas offers the best in resorts, spas, five-star dining, boutique shopping, and is an outstanding entertainment and recreational capital. Nowhere else in such a confined area can one find more than 150,000 hotel rooms or find the high hospitality that the city offers. However, always attuned to adding new elements of appeal to the world and our growing resident population, Las Vegas is now boasting additional specialties in health care and medicine, a varied tableau in cultural offerings, and a newly expanding professional sports menu. The city has added top tier medical research in the Las Vegas Medical District boasting entities like the Cleveland Clinic Lou Ruvo Center for Brain Health, cancer research, and a new medical school. The Smith Center for the Performing Arts and the Arts District (18b) are standouts for cultural visitation and enjoyment, and finally, Las Vegas has become a major league sports venue with the NHL Vegas Golden Knights, Las Vegas WNBA Aces and soon-to-call-home, the NFL Las Vegas Raiders.

What type of city do you hope your grandchildren get to live in?

Everyone should want to leave his/her home better than he/she found it, and that is what we are working toward in the city of Las Vegas with energized concentration on sustainability in a healthy environment and one in which the highest, comprehensive quality of life are assured. Safety always is the priority in all that the city undertakes. Yet as it invests in new avenues for moving people, safely, expeditiously, comfortably, and continuously around the community and to varied destinations, these are also foremost initiatives. Sensitivity to the expanding and purposeful use and integration of technology must be fundamental to assuring all aspects of the good life going forward can be achieved. This focus, too, is paramount.

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TABLE OF CONTENTS

EXECUTIVE SUMMARY...................................................................................................................................I

01. INTRODUCTION ............................................................................................... 1-1

A Case for Change.................................................................................................................................................................................. 1-2 Bringing the Plan to the People........................................................................................................................................................... 1-4 Plan Organization................................................................................................................................................................................... 1-6 Vision .......................................................................................................................................................................................................1-10 Guiding Principles .................................................................................................................................................................................1-11 Quantifying Change.............................................................................................................................................................................. 1-22 Shaping Las Vegas................................................................................................................................................................................1-24 Confronting Active Challenges .......................................................................................................................................................... 1-28 References and Abbreviations ........................................................................................................................................................... 1-34

02. LAND USE & ENVIRONMENT .......................................................................... 2-1

LAND USE .................................................................................................................................................................................... 2-4 I.A Introduction...................................................................................................................................................................................... 2-6 I.B Land Use Place Types.................................................................................................................................................................. 2-12 I.C Land Use Tools.............................................................................................................................................................................. 2-40 I.D Historic Preservation.....................................................................................................................................................................2-56

AREAS OF THE CITY................................................................................................................................................................ 2-62 II.A Downtown Las Vegas.................................................................................................................................................................. 2-74 II.B East Las Vegas.............................................................................................................................................................................. 2-80 II.C West Las Vegas............................................................................................................................................................................ 2-86 II.D Downtown South......................................................................................................................................................................... 2-92 II.E Charleston...................................................................................................................................................................................... 2-98 II.F Twin Lakes.................................................................................................................................................................................... 2-104 II.G Angel Park ................................................................................................................................................................................... 2-110 II.H Summerlin North ........................................................................................................................................................................ 2-116 II.I Summerlin West ......................................................................................................................................................................... 2-122 II.J Lone Mountain............................................................................................................................................................................. 2-128 II.K Rancho .......................................................................................................................................................................................... 2-134 II.L Centennial Hills............................................................................................................................................................................ 2-140 II.M La Madre Foothills...................................................................................................................................................................... 2-146 II.N Kyle Canyon................................................................................................................................................................................. 2-152 II.O Tule Springs.................................................................................................................................................................................. 2-158 II.P Snow Mountain - Nu Wav Kaiv................................................................................................................................................. 2-164

ENVIRONMENT ....................................................................................................................................................................... 2-168 III.A Introduction.................................................................................................................................................................................. 2-170 III.B Natural Features.......................................................................................................................................................................... 2-172 III.C Urban Forestry ............................................................................................................................................................................ 2-186 III.D Parks.............................................................................................................................................................................................. 2-196 III.E Park Connectivity......................................................................................................................................................................... 2-204 III.F Food + Urban Agriculture ......................................................................................................................................................... 2-208 III.G Environmental Justice ................................................................................................................................................................ 2-214

03. ECONOMY & WORKFORCE ........................................................................... 3-1

EDUCATION ................................................................................................................................................................................ 3-4 I.A Equitable Education .......................................................................................................................................................................3-6 I.B Link School Facilities to Land Use..............................................................................................................................................3-18

ECONOMY ................................................................................................................................................................................ 3-26 II.A Economic + Workforce Development ...................................................................................................................................... 3-28 II.B Redevelopment............................................................................................................................................................................. 3-40 II.C Public Finance .............................................................................................................................................................................. 3-44

HOUSING ................................................................................................................................................................................. 3-50 III.A Housing Choices .......................................................................................................................................................................... 3-52 III.B Homelessness .............................................................................................................................................................................. 3-67

04. SYSTEMS & SERVICES..................................................................................... 4-1

TRANSPORTATION .................................................................................................................................................................... 4-4 I.A Complete Streets ...........................................................................................................................................................................4-6 I.B Transit............................................................................................................................................................................................. 4-36 I.C Smart Systems............................................................................................................................................................................... 4-48

RESOURCE CONSERVATION................................................................................................................................................... 4-56 II.A Water ............................................................................................................................................................................................ 4-60 II.B Energy........................................................................................................................................................................................... 4-66 II.C Waste............................................................................................................................................................................................ 4-72 II.D Greenhouse Gas Emissions......................................................................................................................................................... 4-76

PUBLIC FACILITIES + SERVICES ........................................................................................................................................... 4-80 III.A Public Facilities............................................................................................................................................................................ 4-82 III.B Public Health + Social Services.................................................................................................................................................4-94

SAFETY .................................................................................................................................................................................... 4-104 IV.A Public Safety ............................................................................................................................................................................. 4-106 IV.B Hazards ...................................................................................................................................................................................... 4-118 IV.C Flooding...................................................................................................................................................................................... 4-138 IV.D Heat Mitigation........................................................................................................................................................................... 4-146

05. IMPLEMENTATION .......................................................................................... 5-1

I Tools .............................................................................................................................................................................................5-4 II Partners.........................................................................................................................................................................................5-8 III Outcomes..................................................................................................................................................................................5-10 IV Strategic Action Plans ............................................................................................................................................................ 5-18 V Strategic Governance ............................................................................................................................................................ 5-20 VI Action Plan............................................................................................................................................................................... 5-24

EXECUTIVE SUMMARY

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This 2050 Master Plan develops a comprehensive, clear vision and framework for the future of Las Vegas. It provides strong direction and practical guidelines for development, as well as recommendations that are implementation-focused, relevant, clear, and adaptable to change. As required by NRS 278, this plan addresses numerous and diverse inter-related and complex opportunities and challenges. The plan includes a wide range of public involvement that is inclusive and transparent and is broadly-supported by community consensus. It is developed using guiding principles that measure success, weigh recommendations, foster community-driven implementation, and improve quality of life for all residents:

• Equitable: Las Vegas is welcoming and accessible to all people.
• Resilient: the city is prepared and adaptable to shocks and stresses.
• Healthy: residents can improve personal health outcomes.
• Livable: quality of life is distinct and uniquely “Vegas.”
• Innovative: the region educates and attracts the boldest and brightest.

Using these principles as a foundation for the goals of this plan, by 2050, it is envisioned that:

THE CITY OF LAS VEGAS WILL BE A LEADER IN RESILIENT, HEALTHY CITIES - LEVERAGING THE PIONEERING INNOVATIVE SPIRIT OF ITS RESIDENTS TO PROVIDE EQUITABLE ACCESS TO SERVICES, EDUCATION, AND JOBS IN THE NEW ECONOMY.

To meet this vision and future growth, measurable change will occur:

• More than 300,000 new residents will live within the City, increasing the City’s population to more than 900,000 and the regional population to more than 3 million
• 9,500 acres of new parks and open space will be accessible and available
• 100,000 housing units will be developed
• 72 million square feet of new commercial space
• At least 600 new police officers will be needed, as well as 30 new schools, 2,500 new teachers, and more than 1,500 City employees

WHAT WE'VE HEARD

PUBLIC OUTREACH

To develop the 2050 Master Plan's Vision, Goals, and Guiding Principles the City and SmithGroup consultant team heard from more than 6,000 residents, local stakeholders, regional agencies, and a number of the City's youth. In total, the Master Plan's development team has:

• Received input from more than 3,400 individuals
• Attended 70 community events
• Held more than 30 stakeholder meetings

In addition, the City conducted a number of informational surveys and reports for this effort, as well as an online mapping exercise to determine places to preserve, enhance, or transform. Two statistically significant surveys were conducted by Applied Analysis and received more than 1,700 completed responses - one of which was citywide, and the other which was ward-specific in an effort to hear responses from individuals from a variety of backgrounds.

TOP CHALLENGES

Throughout public outreach and surveys and across all wards of the City, residents consistently responded with common answers. The top challenges that were reported included:

• Education
• Crime and Public Safety
• Homelessness
• Health Care
• Drought and Water Availability
• Parks and Open Space

When prompted with the top things that they could change about the City, most responded that they wanted a better educational system, less crime, less homelessness, and increased affordability. City residents believe the future is:

• Less about progress and more about preservation
• Both opportunistic and strategic
• Tomorrow, not 30 years from now

The City and its residents are not one thing; they are continuing to seek a sense of community and pride. This is the community they have chosen, and the City needs to justify the benefits of growth and progress. Ultimately, residents expect the City to:

• Preserve quality of life
• Create opportunities for all residents to thrive
• Make Las Vegas among the safest cities in America
• Increase accessibility to quality health care
• Expect equality, inclusion and acceptance
• Work harder on issues related to poverty
• Maintain financial responsibility while ensuring asset maximization
• Create partnerships as a "can-do, will-do city"

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LAND USE & ENVIRONMENT

LAND USE

The plan for existing and future land use recognizes that land supply will greatly reduce over the next thirty years. As existing development agreements and new subdivisions are completed in the western and northwestern part of the City, this plan recognizes the need to shift to a strategy of infill and redevelopment.

2050 GENERAL PLAN

To accomplish an infill strategy that ties with many additional goals throughout the plan, the plan links identified regional centers with mixed-use transit-oriented development (TOD) corridors, accented at key nodes. These corridors must be prioritized for higher density development that integrates a diverse range of affordable housing types. A number of new placetypes are recommended, as well as a corresponding land use tool-box, zoning typology, and modest amendments to Title 19, including:

• Regional Centers: major hubs of activity and density.
• Mixed-Use Centers: TOD nodes.
• Corridor Mixed Use: major streets linking regional centers and TOD.
• Neighborhood Centers: smaller-scale neighborhood serving mixed-use hubs.
• Existing development: mixed residential, traditional neighborhoods, and subdivisions may have opportunities to be preserved or enhanced.
• New subdivisions: newly developed areas of the City.
• Rural preservation: existing low-density estate areas.

HISTORIC PRESERVATION

The Land Use strategy strives to ensure established traditional neighborhoods, key buildings, and landmarks are preserved and well maintained, while also providing flexibility for property owners to make adaptive reuse of buildings.

AREAS OF THE CITY

The plan creates 16 unique areas of the City comprised of numerous neighborhoods that build identity and a sense of place. Each area includes a thorough analysis of existing conditions and proposed future improvements including:

• Area demographics and socio-economics
• Proposed land use plan
• Water consumption
• Proximity of housing to services
• Park access and availability
• Job and employment supply, as well as proximity
• Transportation access and equity

Future area plans will provide specific recommendations from members of the community on projects, improvements, and changes.

ENVIRONMENT

NATURAL FEATURES

A complete inventory of the City’s Mojave Desert environment was conducted, noting issues related to ecosystems, plant and animal species, climate, topography, hydrology, and geology. SNPLMA and the Clark County MSHCP are tools that protect and enhance the environment and provide funding for parks and open spaces, while resulting in no net loss of species or landforms.

URBAN FORESTRY

Due to notable increases in the urban heat island effect, steps must be taken to reduce heat hazards with appropriate green infrastructure, including:

• LVMC and zoning amendments for trees
• At least 100,000 public and private high quality, native and adaptive trees that increase the canopy are planted to increase the canopy to 20%

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PARKS AND CONNECTIVITY

Because parks and recreational facilities are an important quality of life component, park facilities, amenities, connections, and safety were frequently noted throughout public outreach. As a result, the City will

• Develop a Parks System Plan and achieve CAPRA certification
• Increase park acreage to 7 acres per 1,000 residents, specifically in noted areas of need
• Ensure 85% of dwelling units are within a short walk of a park or trail

FOOD AND URBAN ARGICULTURE

Given the lack of regional agriculture, it is necessary to ensure supply chain security and redundancy. To supplement these efforts, the City must ensure:

• No food deserts and reduce food swamps by increasing healthy food access
• Provide accessibility to community gardens and increase allowable small agricultural uses

ENVIRONMENTAL JUSTICE

Reducing exposure and risk to low-income and minority communities must be prioritized, especially for new transportation and infrastructure projects. The City must:

• Ensure an air quality index of 100 or better
• Eliminate brownfields within the City by redevelopment
• Improve stormwater pollution prevention efforts
• Engage residents of all races, ethnicities, abilities and means in the planning and transportation decision-making process

LAND USE & ENVIRONMENT

2050 General Plan

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ECONOMY & EDUCATION

EDUCATION

EQUITABLE EDUCATION

The quality of the City’s educational system is among the top rated public concerns and leading priority areas for residents. Educational outcomes have varied widely between different cohorts. The City recognizes that education is an important quality of life issue and is building upon the successes fostered by the City’s Department of Youth Development and Social Innovation:

• Ensure equitable improvement of overall educational outcomes for K-12
• Enhance early education programs and support coordinated efforts with Clark County School District
• Attract or educate new teachers

LINK SCHOOL FACILITIES WITH LAND USE

Due to existing overcrowding and projected long-term student population growth, the City must improve the development process for new schools and prioritize construction of 30 new schools and classroom additions.

ECONOMY

ECONOMIC & WORKFORCE DEVELOPMENT

Alignment of Economic and Urban Development’s efforts with the region’s Comprehensive Economic Development Strategy to diversify the economy will make Las Vegas more competitive in the 21st Century by:

• Promoting and attracting occupations in target industries, including gaming and tourism, technology, health care, global finance, clean energy, logistics, and light manufacturing
• Developing new partnerships with UNLV and CSN, expand campuses, and develop workforce training in identified areas
• Requesting development of a new 2-4 year NSHE institution tailored toward workforce development in target sectors

REDEVELOPMENT

Redevelopment efforts must be closely coordinated with land use goals and the 2050 General Plan’s implementation. Refining criteria to attract appropriate development will assist in this effort.

PUBLIC FINANCE

The City must balance business friendliness with government efficiencies, property tax cap reforms, and reduced dependence on C-TAX sources with enabled revenue options. To aid in the plan’s implementation, it is recommended to align the CIP and budget making process with City Council priorities and Master Plan outcomes.

HOUSING

HOUSING

Because there is such a high proportion of single-family residential and apartment-type multi-family units, the City must improve the diversity of housing types with TOD, infill, and diverse housing options identified for each area of the city:

• Through removal of zoning barriers and incentivizing and integrating affordable housing
• By increasing affordable housing options and removing barriers to affordability
• By providing financial tools and strategies for developers, homeowners, and investors

HOMELESSNESS

The plan anticipates to continue and enhance coordinated provision of early and direct prevention and diversion measures with regional stakeholders to reduce the total unsheltered homeless population by 50%, with functional zero homelessness in 2050.

• Continue to play an intervention role with the City’s Courtyard and MORE team
• Employ a “Housing First” approach
• Reduce the number of individuals in poverty

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SYSTEMS & SERVICES

TRANSPORTATION

COMPLETE STREETS

A comprehensive transportation analysis links a wide range of improvements to move people and freight. The plan recommends a new layered Complete Street network to improve the City's overall modal split and jobs-housing balance. In addition to complete streets and bicycle and trail improvements identified in the Mobility Master Plan, this plan also recommends coordination and completion of major projects with state and regional partners, including:

• the Downtown Access Project and future I-15 improvements
• Sheep Mountain Pkwy and I-11
• Summerlin Parkway improvements
• System-to-System interchanges

TRANSIT

Tied closely to the 2050 General Plan for future land use, the City and RTC must develop and implement the recommendations from RTC's On Board Mobility Plan that will enable high capacity transit to be built on key TOD corridors, including Maryland Pkwy, Charleston Blvd, Decatur Blvd, Sahara Ave, and Las Vegas Blvd.

SMART SYSTEMS

As technology improves over time, the City must be prepared to embrace the Internet of Things, which greatly enhances and supports economic development strategies. Implementing the Smarter Vegas plan, a citywide fiber network, and transportation electrification will enable a range of new options, including connected and autonomous vehicles.

RESOURCE CONSERVATION

WATER

In the face of a changing climate, this plan is closely linked to Southern Nevada Water Authority's Water Resources Plan and aligns a target to reduce water consumption to 90 gallons per person per day. This can be done by making corresponding code changes, pricing, incentives, and education efforts to meet regional water resources and conservation goals.

ENERGY

The City has been known for its efforts in renewable energy and energy efficiency. This plan will enable both municipal operations and the community to increase its overall share of renewable energy in line with the state's renewable portfolio standard while reducing energy consumption.

WASTE

Through close work with the City's franchisee and exploring new waste management opportunities, the City can continue to improve both its municipal and community recycling rates and reduce municipal solid waste.

GREENHOUSE GAS EMISSIONS

Because of the City’s leadership in sustainability, the City will boldly work to attain municipal and community carbon neutrality through reductions from stationary and mobile sources of emissions.

PUBLIC FACILITIES AND SERVICES

PUBLIC FACILITIES

As the City grows, so must its commitment to ensuring the provision of City services and equitable access to city facilities through:

• Coordination of above and below-ground wet and dry utilities
• Dedication of more space and future growth for cultural activities, libraries, and the arts

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PUBLIC HEALTH AND SOCIAL SERVICES

Due to relatively poor community health metrics and because of the public's responses with respect to improved health care, the City must work to improve community health indicators by:

• Adopting Health-in-all-policies and strengthening partnerships with Southern Nevada Health District
• Increasing hospital and ICU capacity, as well as health care access in medically underserved areas
• Completing the build-out of the UNLV School of Medicine and leverage the Las Vegas Medical District
• Developing local Health and Wellness Centers
• Hazardous Materials
• Infectious Disease

PUBLIC SAFETY

Overall, crime rates are decreasing, but are concentrated in specific areas. This plan recommends the development of a proactive, collaborative, Safe Communities strategy for each area that is community oriented and inclusive that:

• Maintains Fire and Rescue accreditations
• Maintains LVMPD sworn officer strength
• Adds a new LVMPD area command and fire stations

SAFETY

HAZARDS

As a part of this Master Plan, the City completed a vulnerability assessment factoring adaptive capacity and sensitivity for a variety of hazards, as well as recommendations and a framework for mitigation, adaptation, response, and recovery, including:

• Drought, Extreme Heat, Flooding
• Terrorism, Civil Disobedience-Riots-Social Disturbances
• Seismic Activity

FLOODING

As a specific disruptive hazard that has potential to increase in intensity and frequency over time, specific recommendations and projects from the Regional Flood Control District are included.

HEAT MITIGATION

Similarly, heat also has potential to increase in intensity and frequency over time. Specific recommendations relating to cooling centers, building practices and drinking water are considered for implementation.

IMPLEMENTATION

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This Master Plan tackles a diverse range of opportunities and challenges to help achieve the City’s vision. Successful plan implementation relies upon committed city leadership, linking policy and the budgetary process directly to the plan, use of strategic action planning efforts to accomplish both short and long-term goals, and strategic citywide utilization of use of tools, key actions, strategies, and partnerships.

TOOLS

To implement the 2050 Master Plan, various tools are recommended in each of the Key Actions that can be implemented short-term, long-term, or on an ongoing basis. These tools include:

• Local policy or regulation: at the heart of plan implementation is action taken by the City Council or Planning Commission, conferring power on the City Manager or the City’s departments to do something by ordinance or resolution. Local policies and regulation are the most direct and effective means of plan implementation and should be done with plan consistency in mind.
• City Programs: many implementation strategies involve carrying out existing City programs or the developing new ones, provided authorization delegated from the Plan, a strategic action plan, through the City Manager, or Nevada Revised Statutes (NRS).
• Capital Improvements: development, provision, and maintenance of physical infrastructure, recommended through the annual Capital Improvement Planning process, consistent with this plan and associated sub-plans is a major component of the plan.
• Federal/State Legislative policy: due in part to the limitations of limited functional home-rule, supportive changes to NRS, or to the City’s Charter, that enable the City to implement the plan are tools that the City may advocate for in Carson City. Similarly, Federal tools and resources can assist the City through one-time projects or ongoing support of required programs or service provision.
• Partnerships: Working with the City’s regional partners and external agencies, the plan can be implemented through collaborative efforts in which a regional issue is addressed or managed.

FIFTY BY ’50

In order for the plan’s progress to be assessed throughout its thirty year horizon, reasonable measurable outcomes are established for each goal. With defined outcomes, the City will be able to measure and evaluate progress to ensure resources are spent accordingly and are worth the investments made. This is done to understand which strategies have made an impact, which goals were achieved, and to determine the cause of any deviations from the plan.

Contained within the plan are “Fifty by ’50” – the most important outcomes within this plan that the City looks to measure. These outcomes are largely the basis for determining achievement of the plan’s goals.

For transparent communication of the plan’s outcomes and performance, the City will publish a prepared annual report to evaluate and discuss annual progress and implementation of the plan, progress of the “Fifty by ’50” outcomes and others highlighted for each goal, and recommendations for plan improvement.

STRATEGIC ACTION PLANS

The plan recommends that the City Council and city management adopt 2-year strategic action plans to implement various strategies and to achieve outcomes. A strategic action plan is guided using the plan’s goals, outcomes, and key actions with direct input from the general public, the Mayor and City Council, City leadership, and the City’s departments. For each strategic action plan, the priorities of the City Council and department level strategic business plans are all aligned with the plan’s outcomes, as well as the budget process and CIP. During each strategic planning and budgeting process, ideas must be clearly communicated throughout the City.

PARTNERSHIPS

To implement the Master Plan, the City must rely upon a combination of government operations and an array of partnerships with the public and private sector, ranging from sharing information to funding and shared services. Cooperation through alliances and partnerships will be sustained to benefit everyone in the region. Only through public and private collaboration can the plan’s vision be realized. The City facilitates plan implementation through:

• Mayor and City Council: The City Council is empowered to develop regulations and laws by ordinance, programs and policies, capital projects, and support partners by interlocals and resolutions.
• City Manager: The City Manager oversees the administration of the City’s affairs, submits the annual budget, advises the Council on the adoption of measures, and ensures general laws and ordinances are carried out.
• City departments: Consisting of groups of departments from Community and Development Services, Operations and Development, Community Services, Public Safety Services, and Internal Services, each group of departments plays a different role in implementing whether it is a public facing service provision, infrastructure development, or internal services integral for municipal operations.
• External partnerships: An array of stakeholders play major roles for various facets of plan implementation, such as CCSD, Clark County, Chambers of Commerce, SNWA, RTC, regional recreation and tourism organizations, neighboring municipalities, and local businesses. Each partnership, which may range from sharing information to funding and shared promotions or services, will lead to successful implementation of the plan’s key actions.

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01. INTRODUCTION

The City of Las Vegas is an internationally renowned leader in the global economy with strong, livable neighborhoods. From humble beginnings to exponential growth and the reinvention of its downtown, the city has been driven by determination, ambition, and innovation. As Las Vegas is projected to continue its growth over the next 30 years, the City has prepared this Master Plan to build on its legacy and address future challenges. It serves as a comprehensive roadmap for residents and businesses to provide for their health, safety, prosperity, security, comfort, and general welfare.

The 2050 Master Plan addresses challenges head-on. The plan examines the land use and environment of the city, its economy and educational opportunities, and the systems and services that make the city run. It provides the City and its constituents with a strategic set of clear and measurable goals to guide future growth and development, align capital improvement projects, and coordinate City programming. The 2050 Master Plan is not a stand-alone document: it integrates existing and ongoing City and regional planning efforts to advance the City’s vision for a future that enhances the quality of life for every resident.

A GUIDING FRAMEWORK

The 2050 Master Plan serves as a guiding framework to achieve a cohesive set of economic, social, cultural and environmental goals for the City for the next 30 years, guided by an overarching vision for an enhanced, sustainable quality of life. The 2050 Master Plan replaces the 2020 Master Plan adopted by the Las Vegas City Council on September 6, 2000. Elements of the previous plan underwent multiple additions and updates between 2000 and 2013. Today, most of the goals, objectives, and policies identified in that plan have been achieved. Simply put, a new plan is needed.

The plan chooses to proactively address shifting opportunities and challenges the City will face over the next several decades, including but not limited to a growing population, health and education, water conservation, and economic diversification. It incorporates Nevada Revised Statue (NRS) requirements pursuant to NRS 278.160, including required recommendations for conservation, historic preservation, housing, land use, public facilities and services, recreation and open space, safety, transportation, and urban agriculture. This master plan sets direction for Las Vegas Municipal Code and complement the City's zoning standards.

Organized around guiding principles inspired by City-developed strategic planning themes and priorities, the plan is reinforced by extensive community outreach to ensure that recommendations and outcomes lead to a City that is livable, equitable, innovative, resilient and healthy.

A CASE

FOR

CHANGE

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LAS VEGAS: A HISTORY OF MAKING THE IMPOSSIBLE REAL

Las Vegas is a global city that thrives in a high desert environment in Southern Nevada. The City has sustained decades of rapid growth and intensive development with an against-all-odds mentality. Over the years, the people of Las Vegas have realized ambitious dreams with a determination and ingenuousness that few can surpass. The City and region have become an international destination and world-class economy in a place few would have thought possible.

Inspired by necessity, the City has developed livable neighborhoods and has led the way in water conservation. In recent years, the City has shown how it is possible to reinvigorate its downtown in a remarkable, authentic way. The world is watching as the City develops new solutions to meet the needs of its residents amongst a new set of challenging conditions.

A CITY AT AN INFLECTION POINT

As Las Vegas continues to grow, key resources such as water, natural lands, open space, and transportation infrastructure face stresses that can affect health, quality of life, and economic vitality. These resources are reaching their capacity to support the levels of growth that the City has experienced in recent decades.

Recognizing that available land and water are finite, now is the time to make important decisions for the future. The water, energy and transportation costs associated with continuing to build outward using conventional development standards and practices are growing prohibitive. Changing demographics are creating new civic, social, and cultural conditions that will shape Las Vegas communities and the services that they will need.

This Plan provides a strategic framework for the City to proactively adapt to growth while improving equity and quality of life for all residents.

PLANNING FOR A RESILIENT COMMUNITY

At its core, the 2050 Master Plan is a resilience strategy focused on smart and proactive planning around population health and key resources, beginning with water. Water is central to any consideration of public health, economic strength and quality of life in Las Vegas. The Colorado River, which provides 90 percent of the region’s water, supports shrinking resources due to prolonged drought and climate change. Shortages are likely in the near term.

Las Vegas faces not only the prospect of increased water shortage but also urban heat island effects often in the City’s most challenged urban neighborhoods. Thanks to impactful regional collaboration over the past twenty years, Las Vegas has emerged as a recognized leader in sustainable infrastructure and best practices. The 2050 Master Plan builds upon these successes and addresses these issues head-on. It sets forth a vision of creative and forward-thinking land use planning to improve health outcomes, reduce water demand and heat island impacts, and improve quality of life for all Las Vegas residents today and in the future.

EMPLOYING METRICS, ENGAGING COMMUNITIES

With additional residents come increasing demands on public services, transportation, utility infrastructure, and commercial activity. Planning to accommodate them is a challenging prospect. However, through extensive public and stakeholder engagement, local knowledge and expertise, and metric-based decision making, the 2050 Master Plan is able to present multiple potential future directions to better understand which is best for the long term health and vitality of Las Vegas.

The central question is understanding where current and future residents might live and in what types of housing. Conventional suburban-style neighborhoods consume relatively large quantities of land and resources. In Las Vegas, the continued viability of these types of neighborhood is challenging, given growing resource and quality of life constraints. What alternative development practices can be explored? How might new typologies fit within the existing fabric of Las Vegas?

BRINGING THE PLAN TO THE PEOPLE

PUBLIC OUTREACH

In order to increase the number and diversity of responses gathered during a traditional public outreach process, the Department of Planning designed an outreach strategy for the 2050 Master Plan that engaged residents where they were. Long Range Planning staff attended over 68 community events during a 5 month period throughout the city by attending concerts, community centers, neighborhood block parties, swap meets, farmers markets, after school events, transit centers, and public events. These activities, along with electronic engagement tools available on masterplan.vegas, resulted in engaging with over 5,000 people all across the valley. To encourage participation, Planning staff raffled off prizes every month to those who completed a survey either online or in-person at a community event.

• 5,120 total people reached.
• 3,403 individuals provided input.
• 1,717 professional surveys completed.
• 420 Statistical surveys conducted.
• 68 community events.
• 28 stakeholder meetings.

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MARKETING EFFORTS

With the help of the City’s Office of Communications, the Planning Department deployed a marketing campaign encouraging the community to participate in the public engagement process. The City kicked-off the engagement phase with a live remote broadcast with Mercedes from 94.1 FM. Digital ads, public service announcements, social media posts, newsletter messages, and direct e-mail campaigns were all produced.

• Digital ads saw approximately 45,403 impressions and 115 clicks.
• E-mails were sent to over 2,500 recipients.
• Social media posts saw over 205 clicks.
• Public Service Announcements aired 125 times on KCLV.

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WHAT ARE THE TOP 5 ISSUES AFFECTING LAS VEGAS?

At each public outreach event, the team asked residents, “What are the top 5 issues confronting Las Vegas?” The following is a summary of the responses received, with the top issues being Education, Public Safety, Homelessness, Open Space, Water and Drought.

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SURVEY

Applied Analysis conducted a city-wide and ward-specific statistically significant survey. Respondents ranked issues the City should prioritize over the next 30 years. The following emerged as the top three issues: public safety, education, and health care. The surveys, conducted in late 2019, concluded that City residents were generally satisfied with their quality of life and would recommend others to move to Las Vegas.

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YOUTH RESPONSES

The Planning Department made a considerable effort to elicit feedback from some of the brightest and youngest residents: the City’s youth. The Departments of Youth Development and Social Innovation and Parks and Recreation were instrumental in gathering quality feedback from youth of all ages across the City. Over 100 kids provided feedback on the 2050 Master Plan by answering the prompt “What would make Las Vegas better in the future?” Their top responses were Parks, Homelessness, Education, and Water.

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STAKEHOLDER ENGAGEMENT

The Planning Department wanted to ensure a varied team of stakeholders could provide valuable feedback throughout the drafting of the 2050 Master Plan. The composition of the plan’s Citizens Advisory Committee (CAC) was purposefully designed to be representative of the issues and opportunities the plan was destined to feature. The CAC included approximately 30 residents representing non-profits, businesses, critical industry sectors, and offered key subject matter expertise to frame the objectives and recommendations in the plan. They also were encouraged to engage their respective groups to provide feedback through the “Workshop in a Box” exercise.

• 7 Citizens Advisory Committee Meetings
• 6 Issue Specific Workshops (Sustainability, Health, Equity, Economy, Infill development, land use)
• More than 25 Stakeholder Meetings

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ENGAGEMENT TIMELINE

Throughout plan development, ideas were tested, experts provided feedback, the public was polled on priorities, and the stage was set for implementation by building a coalition of implementors through the various committees and stakeholders identified below.

EXECUTIVE STEERING COMMITTEE

• Staff/department head briefings
• Confirm Plan Direction

CITIZENS ADVISORY COMMITTEE

• Nominated by council members (geographic representation)
• Local leaders and experts
• Gauge plan direction

STAKEHOLDER INTERVIEWS AND BRIEFINGS

• Agencies (i.e. SNWA, RTC, utilities, CCSD, BLM, CCHA)
• Advocacy groups (i.e. SNHBA, LVGEA, GOED, Fremont Street Experience)
• Neighboring communities (i.e. North Las Vegas, Clark County, City of Henderson, Creech/Nellis AFB)

PUBLIC INPUT

• Public visioning sessions
• Open houses
• Online feedback
• Statistically significant surveys (citywide and ward-specific)

PLAN ORGANIZATION

In order to realize a broad and transformative vision for what the City of Las Vegas can successfully become it is necessary to translate vision into clear practical goals and measurable outcomes, such that are clear to residents, community leaders, businesses, and stakeholders how progress can be achieved.

The recommendations of the 2050 Master Plan provide tools, strategies, and actions that can be used in order to meet the desired outcomes.

The 2050 Master Plan also identifies three major themes, which organize the plan elements across individual chapters. These themes include:

• Land Use and Environment
• Economy and Education
• Systems and Services

Collectively, these terms give structure to the plan document, providing clarity and consistency throughout. The graphic to the right shows the relationship between these organizing elements.

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The next three chapters are organized by themes, each of which relates to the Southern Nevada Strong Regional Plan’s areas of focus:

Land Use and Environment (Chapter 2)

• Land use + Areas of the City
• Environment

Economy and Education (Chapter 3)

• Education
• Economy
• Housing

Systems and Services (Chapter 4)

• Transportation
• Resource Conservation
• Public Facilities and Services
• Safety

Each chapter contains a set of Goals for each Theme. These goals are used to organize the recommendations under different topics. Each topic contains an overview of existing conditions, public input, specific recommendations, and implementation strategies. Where a topic and goal directly relates to meeting Nevada Revised Statutes, a reference is provided: orange square icon with white checkmark NRS 278.160

Desired Outcomes are listed for each goal to provide a measure to indicate how well the City is progressing toward each goal. Many of these outcomes are derived from two programs the City has participated in: STAR Communities and LEED for Cities. Prior to being integrated into the LEED rating system, the City used the STAR Communities sustainability tracking and rating system to assess a diverse array of metrics. Under LEED for Cities, which the City has been certified as “Gold” in August 2020, the City closely assessed and aligned its outcomes for Natural Systems, Transportation and Land Use, Water Efficiency, Energy and Greenhouse Gas Emissions, Materials and Resources, Quality of Life, Innovation, Regional Priorities, and Integrative Processes. Depending on whether goals or credits were achieved in either rating system, both STAR and LEED offered useful tools to establish future outcomes, as well as determine appropriate implementation strategies to achieve them.

The concluding chapter on implementation (Chapter 5) ties the preceding Guiding Principles together with the action plan. Implementation strategies are categorized by priority, timeframe, and responsibility. This action plan can serve as a checklist to ensure the plan’s implementation.

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VISION

THE CITY OF LAS VEGAS WILL BE A LEADER IN RESILIENT, HEALTHY CITIES - LEVERAGING THE PIONEERING INNOVATIVE SPIRIT OF ITS RESIDENTS TO PROVIDE EQUITABLE ACCESS TO SERVICES, EDUCATION, AND JOBS IN THE NEW ECONOMY.

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LAS VEGAS IN 2050 WILL BE BOLD, INNOVATIVE, ICONIC, WORKING, SMART, ACCESSIBLE, AND COLLABORATIVE.

BOLD, VISIONARY PLANNING

The City’s future upon depends how its leaders and residents respond to opportunities and challenges today and plan for continued change tomorrow. Las Vegas residents have already witnessed the power of visionary, implementable planning in several key areas of the City. Now is the time for all areas of the City to benefit from this kind of strategic thinking.

The 2050 Master Plan announces to the region and world that Las Vegas is actively moving forward in order to address key challenges and capitalize on key opportunities and move boldly as it has in the past, leading other desert and global cities in equitable outcomes and the competition for investment, talent, health, education, leisure and other hallmarks of a uniquely Las Vegas quality of life.

The 2050 Master Plan continues the tradition of forward-thinking planning in the City and Las Vegas Valley, including regional plans like Southern Nevada Strong, and district plans like the Vision 2045 Downtown Las Vegas Masterplan. The previously adopted 2020 Master Plan reached the end of its useful life as most of the goals, objectives and policies identified in that plan were achieved. This Plan builds upon the existing strengths of the City and region to establish a vision for the future with measurable goals and actionable implementation recommendations.

GUIDING PRINCIPLES

Overall, this master plan differs from previous master plans in how it integrates recommendations related to the long-term sustainability of the City of Las Vegas. Although previous plans looked to address guiding principles, this plan shifts to incorporate measurable principles directly into the planning process.

This plan looks to the future of Las Vegas in 2050 with a different set of eyes than was done in previous planning processes. It recognizes that development as usual is not enough to achieve long-term sustainability. If the Las Vegas of 2050 wants to be an even better destination for living, working, and playing, it must operate in an increasingly challenging environment. Las Vegas in 2050 will be better than Las Vegas is now- it will be resilient, equitable, healthy, livable, and innovative.

Built on the vision, this Plan’s Guiding Principles shape each recommendation. Together, the Guiding Principles will be used to:

• Measure success.
• Weigh recommendations.
• Foster community-driven implementation.
• Improve quality of life for all residents.

These Guiding Principles were developed based on input from the public, officials, staff, and stakeholders that prioritized a common set of quality of life measures that this plan seeks to address.

Each Guiding Principle was the focus of a series of workshops held in May 2019 for local experts and implementors to strategize with national experts from the consulting team.

EQUITABLE

Synonyms: Inclusive, fair, welcoming def. the fair treatment, access, opportunity, and advancement for all people

When they imagine their city in the future, Las Vegas residents see a city of clean air and water for all. They see a city that provides access to education, healthcare, resources, and jobs no matter where in the city they happen to live—all while acknowledging that each neighborhood has its own distinctive character. Las Vegas is recognized by experts as a leader in diversity, equity and inclusion. A dynamic city that values all individuals and creates opportunities for everyone.

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Equity is not equality. Equity is giving each individual what they need to be successful, while equality is treating everyone the same.

AN EQUITABLE LAS VEGAS:

• Acknowledges national and local trends
  • The nation, and our city, is becoming more diverse
  • There are socio-political challenges
  • There are rising costs in housing, health care and education
  • Decisions increasingly made the context of equitable indicators
• Advances socioeconomic mobility for all Las Vegas residents
  • Diversify our workforce and provide opportunity, for equitable access to high-quality education and relevant training
• Embraces our key challenges
• Creates opportunities for adequate, diverse housing that meets the needs of the community
• Emphasizes talent recruitment and retention of residents
• Builds empathy for better urban design outcomes in economically disadvantaged areas
• Anticipates and innovate for new economies
• Creates a just, equitable, diverse, and inclusive culture

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STAR/LEED OBJECTIVES

• Social and Cultural Diversity: Celebrate and respect diversity in community decision-making
• Civil and Human Rights: Promote civil and human rights
• Equitable Services and Access: Ensure equitable access to foundational community assets

RESILIENT

Synonyms: sustainable, adaptable, flexible def. able to withstand or recover quickly from difficult conditions

To ensure a quality of life well into the future, experts acknowledge that Las Vegas will need to better prepare for health crises. The city will need to continue to reduce water consumption. The City will need new transportation solutions to support higher densities. It will benefit, too, from acknowledging how urbanized so much of its environment has become. Las Vegas has always needed sound planning for drought, earthquakes, and flooding. Today, planners must look to the impacts of a changing climate as well.

STAR/LEED OBJECTIVES:

• Climate Adaptation: Strengthen the resilience of communities to climate change
• Greenhouse Gas Mitigation: Reduce greenhouse gas emissions
• Emergency Prevention and Response: Reduce harm to humans and property
• Natural and Human Hazards: Ensure communities are prepared to respond and recover from extreme events
• “Green” Infrastructure: Design and maintain a network of “green”infrastructure
• “Green” Building: Encourage the design, construction, and retrofit of buildings using green building practices

*Quotation marks are added to “Green” to indicate that Las Vegas, with its desert climate, does not meet the sustainable and resilience goals in a traditionally green way that other communities across the country do. This plan advocates for alternatives to relying on green vegetation to reduce the urban heat island and water challenges facing the city. Resilience and sustainability are at the heart of meeting those objectives.

TO ACHIEVE A RESILIENT LAS VEGAS, WE MUST:

• Infuse resilience in all aspects of City development and systems at a physical and operational level.
• Focus on how environmental and infrastructure issues can be addressed through plan recommendations, including water scarcity, drought, urban heat island, public health and safety, food security, and air quality
• Understand the anticipated context of a hotter, drier future in Las Vegas and how limited and shrinking water resources and climate change will affect the region
• Acknowledge both heat island effect and climate change are threats

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• Intentionally incorporate key issues of resiliency and climate action/adaptation into all land-use planning, policies, and standards.
• Lead policy and actions as a City within a framework of increased multi-jurisdictional cooperation and regional partnership building.
• Plan for uncertainty by considering multiple scenarios for future risk and vulnerability, including climate change.
• Protect the environment for future generations, using smart growth development practices to protect and maintain limited resources.
• Effectively communicate the issues and risks we are facing as a community and the steps we are taking to address them, and that ensure our communication efforts promote, incentivize and celebrate the goals that we set.
• Celebrate water as core to public health, economic strength and quality of life. While Las Vegas is conserving water better than any U.S. city, major steps are needed to protect water resources for current and future generations.
• Emphasize land use planning can reduce water demand and heat island impacts
• Mitigate urban heat island by planting and maintaining trees, encouraging the use of appropriate building and site materials.
• Consider energy and energy-water nexus related goals including site goals to reduce demand via human-scaled interventions, building scale incentive programs, deep energy retrofits, building code provisions, green city buildings and fleet, understanding intersections at the system scale, and establishing policy and partnerships at the City scale.

HEALTH

Synonyms: strong, accessible, well def. in good physical condition, in good shape, in top form

Beyond access to clean air and water, the people of Las Vegas envision a city that improves physical and mental health outcomes, improves safety, sustains their families and encourages healthy choices. They see opportunities to make more communities walkable and responsive through mixed use developments together with ample parks, open spaces and recreational opportunities.

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STAR/LEED OBJECTIVES:

• Environmental Justice: Reduce polluted and toxic environments
• Active Living: Enable adults and kids to maintain healthy, active lifestyles
• Community Health and Systems: Achieve positive health outcomes and minimize health risks
• Food Access and Nutrition: Ensure access to fresh, healthful food
• Indoor Air Quality: Ensure healthy indoor air quality

A healthy Las Vegas is rooted in a hyper-local understanding of the social determinants of health and the unique community conditions in the varied and diverse places where people live, learn, work, and play and that affect a wide range of health risks and outcomes.

This planning process included a series of focused conversations in conjunction with UNLV School of Medicine students and other key stakeholders to discuss social determinants of health and develop principles rooted in the Center for Disease Control (CDC) Healthy Community Checklist.

TO ACHIEVE A HEALTHY LAS VEGAS, WE MUST:

• Increase options for physical activity and opportunities to be able to go more places without a car
• Develop livable places in clean environments
• Invest in public transportation
• Improve walkability and safety
• Reduce food insecurity and hunger
• Increase affordable housing options
• Improve access to care
• Improve accessibility and availability of mental health care resources
• Reduce loneliness and isolation
• Mitigate the impact of the personal automobile
  • Prioritize placemaking on key transit corridors
  • Make transit hubs more safe and comfortable
  • Incorporate complete street guidelines
  • Reduce speed limits
  • Reduce parking requirements
• Improve air quality
  • Plant more trees for multiple environmental, health, economic benefits
  • Enforce/manage the tree canopy
  • Make data-informed and metrics-based decisions
• Improve pedestrian safety and walkability
  • Prioritize universal design
  • Improve mixed use with more eyes on the street
  • Improve lighting
  • Empower neighborhood based organizations
• Improve and increase park spaces and access
• Improve connectivity
  • Incentivize walking and biking
  • Eliminate neighborhood walls
  • Improve connectivity ratio
  • Develop additional safe and high comfort routes and walkways/bikeways
  • Build smaller community centers
  • Fill in sidewalk gaps
• Develop alternative housing strategies that respond to need and resources of today
  • Consider micro units/granny flats
  • Explore creative unit construction, ie. container units

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LIVABLE

Synonyms: Unique, complete, enjoyable def. an environment worth living in

For all the change the future will bring, the people of Las Vegas want to maintain strong ties to qualities of the city that make it distinctive and meaningful. The City wants to hold on to cherished icons of its past while acknowledging its diverse cultural traditions, and it wants to reaffirm its deep ties to the desert and the West.

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STAR/LEED OBJECTIVES:

• Arts and Culture: Provide a broad range of arts and cultural activities
• Community Cohesion: Ensure a cohesive, connected community
• Civic Engagement: Improve well-being by participating in decision-making and volunteering
• Safe Communities: Prevent and reduce violent crime

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TO ACHIEVE A LIVEABLE LAS VEGAS, WE MUST:

• Continue to be a unique entertainment and recreation destination with a vibrant character and economy:
  • Embrace our world-class tourism economy.
  • Understand what is "authentic" Las Vegas and how this can be leveraged to create more livable communities.
  • Drive additional economic development diversification and attract and retain residents and businesses.
• Improve the quality of life and sense of "place" for residents:
  • Create a more inclusive community built on grassroots involvement and pride .
  • Break down the walls of our community and bring people together.
  • Encourage neighborhood branding as part of defining planning areas to embrace unique identities and facilitate neighborhood pride.
  • Improve education, both traditional and lifelong learning opportunities.
• Create and maintain safe neighborhoods:
  • Create a more walkable community to attract and retain residents.
  • Safe streets with lighting, sidewalks and trees.
  • Improve crosswalks and bike lanes.
  • Reduce vehicle speed on residential streets.
  • Create opportunities to get more "eyes on the street" day and night.
• Design places for all people to live regardless of age, abilities or income.
• Increase opportunities where residents can make healthier and more affordable food choices:
  • Strengthen housing types to support a variety of age groups, family types, and funding strategies.
• Celebrate the history and culture of Las Vegas to build greater neighborhood pride and investment:
  • Increase family-focused entertainment.
  • Increase the percentage of accessible open space.
  • Build a philanthropic culture to invest in community priorities.
• Support strong neighborhoods with access to key services and amenities:
  • Expand upon neighborhood community center model to include cultural and recreation options in more locations throughout the city.
• Capitalize on the resurgence of downtown, the Arts District, and urban lifestyle.
• Continue collaboration with LVMPD to provide outstanding public safety.

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INNOVATIVE

Synonyms: Smart, diverse, bold def. new ideas; original and creative in thinking

An Innovative Las Vegas will meet new demands of residents while continuing to attract the boldest and brightest by pioneering smart city technologies that drive new markets and diversify the economy.

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STAR/LEED OBJECTIVES

• Business Retention and Development: Foster economic prosperity and stability
• Targeted Industry Development: Increase local competitiveness
• Green Market Development: Increase overall green market demand
• Energy: Transition the local energy supply toward the use of renewables

TO ACHIEVE AN INNOVATIVE LAS VEGAS, WE MUST:

• Embrace that a smart city is where there is effective integration of physical, digital and human systems in the built environment to deliver a sustainable, prosperous and inclusive future for its citizens.
• Understand the biggest barrier to innovation is lack of connectivity.
• Embrace the six pillars of Smart Vegas, including:
  • Iconic Las Vegas
  • Workforce development
  • Smart Vegas
  • At-risk populations
  • Neighborhood preservation and quality of life
  • Public safety
• Embrace the economic impact promise of Smart City improvements for the city of Las Vegas, including:
  • Cost savings
  • Efficient city operations
  • Risk mitigation
  • Quality of life improvements
  • Improved connectivity
  • Talent attraction
  • Sustainability
  • Better mobility and greener buildings
  • Monetization of big data
• Understand potential limitations to Smart City improvements in the City of Las Vegas, including:
  • Difficult to demonstrate return on investment
  • One-sided P3s, because the general public doesn't know what they need
  • Industry fatigue on “freebies” (it can’t all be free)
  • State and federal preemption
  • Pilots challenging to scale (financing and governance are important)
  • Public awareness, because a lot of data is being captured in rights-of-way with no conversation about privacy in the 21st century
• Address key elements the City desires to move forward regarding Smart Vegas, including:
  • 5G infrastructure, leveraging disruption, leading deployment, scaling beyond the district and considering urban design implications
  • Utilities and changing demand, including fleet electrification, microgrids and local generation
  • land use, including hyper local planning and resource management
  • workforce development, including skills training, supporting management and transforming the workforce
  • focusing on outcomes, including public health, sustainability, and mobility, amongst others
  • business models including P3s for public benefit, flexible innovation, and data and security
• Become a less one-dimensional economy and thus less susceptible to sharp market shifts.
• Diversify our knowledge-based economy that leverages our innovative enterprises including resilience and sustainability research, advanced mobility platforms, and improved data collection, analysis and evaluation.
• Improve the disconnect between land use policy and economic development goals.
• Continue to be the top city for open data, balance between open public data, secure data and data that can be monetized.
• Improve institutional partnerships.
• Address the “digital divide.”

QUANTIFYING CHANGE

To fully realize the City’s vision, it will need to quantify measurable change. Here are some facts and figures, for a baseline understanding of what is facing the city, particularly related to growth and development.

IN 2050, LAS VEGAS WILL LIKELY HAVE:

300,000+

NEW RESIDENTS

• A total city population of approximately 900,000+
• A total regional population of 3 million (in line with UNLV estimates)

9,500+

ACRES OF NEW PARKS NEEDED

• Tule Springs National Monument included

100,000+

NEW HOUSING UNITS IN THE CITY

• 550,000+ more total housing units in the region

72 MILLION

SQUARE FEET OF NEW COMMERCIAL SPACE

and at least:

600

NEW LVMPD OFFICERS

2,500

NEW TEACHERS

30

NEW CCSD SCHOOLS

450

NEW PUBLIC SAFETY EMPLOYEES

1,100

NEW CITY EMPLOYEES

HOW DO WE PLAN FOR THIS?

POPULATION HISTORY AND FORECAST

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Source: UNLV

The population in Southern Nevada is projected to reach 3 million by 2050, with 300,000 future City of Las Vegas residents.

WATER CONSUMPTION

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Despite the population increase, drought, and urban development, SNWA has produced significant decreases in per person water use with the same water supply from the Colorado River.

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Source: SNWA

Even with increased conservation, Lake Mead’s levels are expected to decrease in the face of drought and climate change. Water conservation is a key element of SNWA’s success in managing water resources to meet the region’s expected water demand, and the City can contribute to this effort in a collaborative role.

AVERAGE ANNUAL TEMPERATURE

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The average annual temperature is rising, meaning the city must plan for ways to alleviate the increasing adverse effects of the urban heat island.

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SHAPING LAS VEGAS

FROM GUIDING PRINCIPLES TO MEASURABLE RECOMMENDATIONS

The Las Vegas 2050 Master Plan identifies the vision and goals of the community and provides a “road map” identifying where land use changes may be anticipated or desired. The Plan provides guidance and recommendations on the forms and functions of these future land uses.

Understanding how future demographic changes, such as increasing population or socio-economic shifts, affect land uses is essential for effective master planning. In Las Vegas, demographic projections anticipate upwards of 300,000 new residents within the city limits by 2050.

We know that past development practices relied on a suburban expansion model, where undeveloped lands at edge of city are incorporated into the City proper and developed - primarily as single-family housing developments.

This pattern of development may ultimately prove unsustainable should it continue, exacerbating a range of issues and associated mitigation costs. Single-family housing consumes the greatest amounts of water - are preciously and tightly managed resources, especially if needing to accommodate 300,000 new residents. Further suburban expansion requires significant infrastructure investment to expand sewer and water service, while often leaving aging infrastructure in older parts of the city in poorer condition.

Suburban expansion means ever increasing commute times for workers, while making it increasingly expensive to provide mass transit service to outlying areas. Collectively this places an even greater burden on an already stressed roadway network. At the same time, Las Vegas struggles with the same issues of equality that are common across urban environments in the US: gentrification, affordable housing, and fair access to schools, hospitals, and critical services.

The city has evaluated its actions and recognizes that state-level efforts are helping to reduce some of these burdens. Energy, for instance, is being shifted towards renewable generation in the electrical grid, reducing the amount of green house gas emissions from building use. But other critical resources, such as water, remains front and center in future planning needs.

GUIDING RESILIENT GROWTH

Thankfully, a number of alternative strategies and development practices are at the city’s disposal, which have the ability to accommodate future population growth in a more resilient manner, leading to better outcomes for all of Las Vegas. Key land use planning strategies include the following:

• Increase the density of key parts of the city, driven by water-centric and transportation-oriented planning.
• Prioritize and incentivize construction of “Missing Middle” housing: low-rise (3-5 story) multi-family units in key areas that have the smallest water footprint per dwelling unit. This typology creates a unit per acre density that aligns with transit-oriented development density (30-40 units per acre).
• Optimize the efficient use of limited resources such as land and water. Adaptively reuse and renovate the city’s existing infrastructure and buildings to be higher performing and more responsive to future stresses.
• Use resilient, climate adaptive and water efficient tree and plant species that reduce the urban heat island and improve air quality in all neighborhoods, prioritizing those that are the most in need.

For Las Vegas, increasing density and population in select areas is vital to help maximize the efficiency of existing city services and to accommodate an increasing population. It will also provide the population concentration needed to support more accessible and equitable mobility and transportation systems and nearby, walkable neighborhood stores and businesses.

Density is frequently perceived as a “bad” word because it connotes a wide array of ill-conceived or poorly-designed buildings and developments. These include past attempts at public housing, overcrowded and out-of-scale apartment complexes, and the conversion of single-family homes into multi-unit boarding houses.

Well-planned and designed medium- to higher-density housing strategies could help transform and re-energize certain areas. Depending on the neighborhood, the least intrusive of these may be to infill vacant lots with compatible single-family homes. More substantial options include redeveloping an area to accommodate mixed land uses that offer a variety of residential options.

EXPLORING FUTURE ALTERNATIVES

To help answer the question of where and how residents will be housed in the future, the planning team developed a sophisticated modeling tool to predict potential land use changes and assess their associated impacts. Different sets of assumptions were used to explore different future land use alternatives. This tool allowed the planning team to leverage public and stakeholder engagement and then:

• Assess the potential for different land uses to change in the future, based on the existing development patterns and uses of individual areas along with feedback from public engagement through the Preserve-Enhance-Transform (PET) analysis;

• Characterize how a given area could change and what mix of Place Types (i.e. future land use patterns) might be desired in that area in order to achieve desired outcomes and goals;

• Understand the capacity for changing land areas to absorb new population growth and what the impacts and benefits of those changes might be - most importantly in terms of impacts to water use.

Being able to anticipate land use changes and future population densities across Las Vegas can shed insight on critical elements that shape the quality of life for residents and the resilience of the City and broader region. For instance, differences in the amount of water different types of housing (e.g. single-family vs. apartment buildings) utilizes is important for achieving a smart use of finite water resources. Similarly, understanding how and where greater densities of population can be located to support an accessible and robust transportation system impacts how people live and move about the city.

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"WHAT IF" ALTERNATIVES

The land use tool allowed the planning team to explore three different alternatives (or "what-ifs") for how future population growth of approximately 300,000 people could be accommodated.

The first alternative looked citywide and loosely followed a "Business-as-usual" approach. Under Business-as-usual, future population growth would largely be accommodated through creation of new single-family neighborhoods that expand the developed footprint of the City of Las Vegas. This approach requires constructing new roads and public infrastructure to provide services to these new suburban-style developments. This alternative demonstrates one scenario of assuming very little change in land controls or proactive measures are taken to inform land use decisions.

The second alternative looked citywide and explored a more aggressive "Extensive Mixed-Use Infill" approach. While still allowing for some development of currently undeveloped land areas, the majority of new housing would be accommodated through utilization of vacant land within existing development footprint, redevelopment of portions of lower-density commercial areas into high-density mixed-use areas, and smaller scale infill in portions of existing residential zones. This alternative takes the opposite scenario of requiring or highly incentivizing denser land use patterns and minimizing expansion into undeveloped areas.

The third alternative, which forms the basis for the future place type maps (see Chapter 2), takes a strategic, balanced, district-by-district growth approach to identify key opportunities for increasing density and mixed-use development patterns where they are most feasible and desired. The opportunity was taken to align higher density redevelopment opportunities with future transit and transportation infrastructure improvements, allowing for a clearer Transit-Oriented Development (TOD) approach to the place types map. Based on a reasonable amount of mixed-use redevelopment within the city, outlying land were then projected for development using a denser traditional neighborhood place type pattern, which predominantly utilizes single-family housing.

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A NEW DIRECTION: OUTCOMES AND ACTIONS

The future place type framework and associated strategies, tools, and recommendations (see Chapter 2), sets the stage for a healthy, equitable, resilient, livable, and innovative Las Vegas.

The plan accommodates 300,000 new residents, while minimizing additional incursions into vacant and outlying lands. Achieving this relies on redeveloping vacant or underutilized lands within the city as primarily mid-density mixed-use developments, that bring residents in closer proximity to stores, jobs, public services, and transit while reducing water consumption and infrastructure costs.

Compared to the "Business as Usual" alternative, the "Strategic, balanced growth" alternative accommodates the same 300,000 residents in a manner that is anticipated to consume nearly 20% less water. Overall, under this scenario the average gallons of water used per unit of housing per day would decline. In comparison, under the "business as usual" scenario, relying primarily on suburban singe-family housing would continue to increase the average amount of water used per housing unit per day across the city.

In addition to reducing the rates of water consumption, the "Strategic, balanced growth" alternative places the majority of new residents along existing or potential mass transit corridors - increasing the mobility options for residents while reducing the burden of additional remote vehicle trips on the transportation infrastructure.

CONFRONTING ACTIVE CHALLENGES

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As this master plan was under development and nearing completion, the world was thrust into the COVID-19 global pandemic. Given the dramatic impacts of these events and the ongoing active challenges for the community, and because both occurred during the planning process, several lessons learned have been interwoven into this plan. While COVID-19 affected the timeline to consider adoption for the plan and impacted some of the plan’s underlying assumptions, it has been important for the City to describe how it can be used to confront these active challenges and how the City can take action, make recommendations, and formulate the best response possible to events that occur unforeseen. These events set amid a national scene, however, underscore the necessity of adhering to the guiding principles of this plan and their application as the plan is implemented.

COVID-19 IS NOT SOLELY A PUBLIC HEALTH CRISIS

After the discovery of the novel coronavirus in the city of Wuhan, China in late 2019, the highly infectious respiratory disease rapidly spread throughout the world, eventually making its way across Asia, throughout the European Union, and into the United States. On March 5, 2020, a 55 year old man returned to Las Vegas from a trip to Washington state. After exhibiting symptoms, he tested positive for COVID-19, confirming that COVID-19 had arrived in Las Vegas. Three days later, the state’s total cases rose to four with presumptive-positive tests reported in Southern Nevada. Suddenly, major conventions and events were being postponed, professional sports paused games mid-season, and NCAA basketball tournaments scheduled in Las Vegas were cancelled. By March 12, Nevada Governor Steve Sisolak declared a state of emergency for Nevada and began issuing a series of directives to address the impacts of the outbreak; Mayor Goodman and other local governments would issue their own respective declarations within the week. Shortly thereafter, President Trump declared an emergency using the Stafford Act and used special authority to increase production of medical supplies and equipment and to use the National Guard to keep supply chains operational. Since then, Las Vegas – and the state of Nevada – has seen tremendous, dramatic shifts in infection rates, employment, and economic impacts.

Once the reality of COVID-19 being an easily transmitted, airborne disease was recognized by the health and public policy communities, Governor Sisolak took the unprecedented step of ordering all non-essential businesses, including gaming operations, to close and shut down, a decision that weighed the health of the public against economic viability and set the trajectory for future directives from the Governor’s Office. In a matter of days, Las Vegas residents, businesses and their employees, were confronted with a dramatic new reality. By March 19, just two days after announcing closures, 206,000 direct casino employees across Nevada found themselves without work. With one of every four workers in Nevada employed by the leisure and hospitality industries, the livelihoods of Las Vegas residents and strength of the city’s primary industry were compromised. By the end of April, Nevada had the worst-ever unemployment rate in history and the highest unemployment rate in the country with nearly 245,000 jobs lost.

With much of the city and state shut down, life in Las Vegas changed dramatically. In addition to the impact of COVID-19 on job security, livelihoods, and public health, the everyday living patterns of residents was altered due to the shutdown of all non-essential business. Instead of being able to enjoy a dinner out at a restaurant, people had to instead rely on takeout and curbside pickup options. No longer could a person patronize a supermarket without wearing a mask or waiting in line to enter so stores could ensure a six-foot distance between customers. Rather than dropping kids off at school, parents were left to homeschool their children with online support from educators; some had no support at all through the end of the school year. Those reliant on public transportation were faced with longer wait times for transportation. Public gatherings were limited to 10 people in late March. Many employees had to transition to at-home work protocols while others faced the strong likelihood that their jobs would be eliminated. Travel – particularly air travel – was severely limited by flight cancellations while road travel was punctuated by required self-quarantine periods upon arriving at one’s destination.

While COVID-19 has tended to have a greater impact on those who are older, have a pre-existing condition, or are immuno-compromised, approximately 80% of Clark County cases show sub-populations having a disproportionate impact, especially for black, Latino, and Asian populations, as well as men. A likely explanation for this could be inequitable lack of access health care, the lack of outreach on the risks of COVID-19, or the lack of personal protective equipment at home or on the job. Furthermore, these sub-populations may have no other options to earn income, thus working at a job that requires public service or interaction. Because this novel coronavirus spreads via human contact, individuals who engage in public-facing activities like riding the bus, live in multi-family residences, or face barriers to health care are more likely to contract and spread COVID-19.

THE PANDEMIC ONCE AGAIN EXPOSED NEVADA’S OVER-RELIANCE ON THE GAMING AND TOURISM SECTORS AND EXEMPLIFIED THE NEED FOR CONTINUED ECONOMIC DIVERSIFICATION

In Nevada, the stark reality of having a state economy based primarily on gaming and tourism, with tax revenue derived from those sources, puts Las Vegas in an unprecedented economic situation. Nevada’s economy is heavily dependent upon its sales tax, which accounts for nearly 1/3 of total state revenue. Of this, leisure and hospitality account for the largest contribution. With casinos closed during the COVID-19 shutdown and visitation hitting historic lows, the financial impacts to the state’s biennial budget are substantial. Pressure was placed on Federal, state, and local leaders to respond to the pandemic and reopen the economy as quickly as possible.

As historic layoffs occurred, claims for regular state unemployment and pandemic unemployment assistance rapidly increased and overwhelmed an existing state unemployment system wholly unprepared for a staggering volume of new claims. While new unemployment claims increased and leveled off over time, continual weekly claims for unemployment, indicating long-term layoffs, saw steady growth throughout the majority of May.

COVID CASES IN SOUTHERN NEVADA (AS OF DECEMBER 2020)

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As COVID-19 spread, Clark County and City of Las Vegas officials jointly opened the ISO-Q (Isolation and Quarantine) Complex at Cashman Center in Downtown Las Vegas. Funded through the CARES Act, the facility supported up to 500 homeless patients as a ground up preemptive observation and care facility. The complex allowed space for homeless individuals that were asymptomatic, an isolation area for those with symptoms and awaiting test results and presumed positive, and an isolation area for confirmed positive cases. Separate tents were set up providing beds, restrooms, and shower facilities for each area.

At the end of March 2020, Congress approved the $2.2 trillion Coronavirus Aid, Relief and Economic Security (CARES) Act that provided an unprecedented aid package for the country to combat the effects of the virus and the toll on the economy. Among its features was a massive infusion of money into the health care system, as well as development of therapeutic drugs and for the development of a vaccine. The CARES Act also provided relief to businesses and individuals, including:

• An economic stabilization fund with $340 billion in direct funds to states and municipalities responding to the virus and $500 billion to large corporations
• A $350 billion small business Paycheck Protection Program
• $300 billion in one-time cash payments to individuals
• $260 billion for unemployment benefits
• Provisions for student loans and grants
• Changes to minimum distributions for retirement accounts and permitted early access to funds with no penalty
• A temporary foreclosure and eviction moratorium

The efficacy of the CARES Act funding and provisions, as well as the overall Federal response from the Trump Administration and CDC continue to be debated, but the infusion allowed Nevada and the City to supplement budgets and mount a response.

Between March and May, 2020 as testing, tracing, and treating protocols were put into place to help "flatten the curve" and reduce the rate of new infections and hospitalizations, Governor Sisolak formed and implemented a phased reopening schedule led by Nevada's counties and supported by local governments. Named Nevada United: Roadmap to Recovery, this schedule shifted the City from a stay-at-home order to Phase 1 reopenings (Battle Born Beginnings) to Phase 2 reopenings (Silver State Stabilization). As the City transitioned from a stay-at-home order to different phases, the moves were not without challenges due to the enforcement of business compliance with directives and orders. However, by the end of May, many resorts issued phased reopening plans, subject to the approval of the Nevada Gaming Control Board. By the beginning of June, Phase 2 reopenings began with a limited reopening of the economy, as well as with directives to wear masks and face coverings in public spaces.

Despite some job growth attributed to advancing to Phase 1 and Phase 2, the Las Vegas metropolitan area experienced a 29% unemployment rate in May, a stark contrast to the 4% unemployment rate from May 2019. In spite of development projects advancing and casinos opening to the public, only a fraction of those experiencing unemployment were brought back to work.

Even with funding from the CARES Act, the greatly diminished gaming and sales taxes forced both City and state to make drastic budget cuts. The City adopted its Final Budget for Fiscal Year 2021 in late May, with a pared-down general fund budget of $572 million that depleted its fiscal stabilization fund and required transfers from the capital projects and other funds. While layoffs to employees were avoided, the City faces a $44 million deficit over the next four years. Other local and regional governments have been confronted with similar situations, including cuts to transit service at RTC and scaled back operations across Clark County.

Facing a fiscal emergency and an estimated budget gap of $1.2 billion, Governor Sisolak was forced to convene a special session of the Legislature. The July session considered $500 million in reductions to agency budgets including K-12 and higher education, reductions in one-time appropriations, reversions of contingency funds and transfers to the State's general fund, state employee furloughs and position freezes, and consideration of the acceleration of mining tax. While the session helped close the gap, it does not signify the end of the state's budget woes. Preparations have continued for the 2021 Legislative session amid further fiscal drops amid uncertainty over additional Federal assistance, continued spread of COVID-19, and poor economic trends.

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Fortunately, after the Phase 2 reopenings over the summer of 2020 and fueled by holiday weekends, visitation to Las Vegas increased, and a degree of normalcy returned, but so too did COVID-19 cases. Much of this was attributable to the relaxation of social distancing, mask and facial covering use, and business reopening policies intended to protect residents. As cases continued to rise, fears of overstressing the health care system and its capacities re-emerged, as did concerns over additional directives that caused further business closures, growing layoffs, and unemployment. Added to that were continued questions as to how residents afford the basic cost of living, navigate a potential housing crisis that could result in a wave of evictions and foreclosures, and question how child care should be provided, how kids go back to school, and how to return to normal routines in an already overburdened and overwhelmed city.

In 2021, vaccination efforts began, with state and local rates of steadily increasing and COVID-19 cases declining. With passage of the American Rescue Plan to provide individual payments, housing and nutrition assistance, child care credits, health care improvements, and the ramp-up of vaccine distribution efforts, attenion has been turned to long-term economic improvement, reopening, and recovery.

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APPLICATION OF GUIDING PRINCIPLES TO IMPLEMENTATION

No matter the current or active challenge the City faces, the City must develop nimble, strategic responses that adhere to the guiding principles of this plan. Throughout the master plan are goals with recommended implementation strategies designed to reduce or remove barriers to innovation, strengthen resilience and livability, and promote health and equity.

As of this writing, $6.4 trillion has been spent on the Federal government’s response to COVID-19, not to mention trillions more by state and local authorities. restrictions are lifting and the City is expected to fully reopen in the near future, possibly by the time this plan is adopted. But, challenges remain as the economy recovers from the impact of the pandemic. Las Vegas is built on gaming and tourism, and it should rightfully remain as a top global destination, but it must continue to make investments in innovative industries that increase the share of jobs in other sectors. As discussed in the respective goals on Economic Development, Redevelopment, and Public Finance, attracting and developing other economic sectors can ultimately reduce the impact of down economic cycles. Investing in health care, especially in communities and areas of the City with higher rates of poverty and chronic illness that exacerbate the symptoms and outcomes of COVID-19 and future crises is needed, as described in the Public Health goal. Preparing for hazards, whether naturally occurring or man-made, should be a priority means of developing community response, no matter what it may be.

The COVID-19 pandemic and ongoing recovery illustrate how guiding principles can be applied to components of the master plan to yield a resilient and livable Las Vegas for all, and the next 30 years will provide a golden opportunity for the City.

REFERENCES AND ABBREVIATIONS

RECENT PLANS PUBLISHED SEPARATELY

• Southern Nevada Strong: Adopted in 2015, the Southern Nevada Strong Regional Plan (SNS) is the comprehensive regional policy plan administered by the RTC. SNS envisions how Southern Nevada and its jurisdictions can develop for long-term economic success by integrating education, transportation, the environment, economic competitiveness, health care, and housing. This master plan conforms with the goals, objectives, and strategies established by SNS and is intended to align with overarching regional efforts for balanced economic, social, physical, environmental, and fiscal growth and development.
• Vision 2045 Downtown Las Vegas Masterplan: In 2016, the City of Las Vegas adopted a new special area plan for Downtown Las Vegas to guide the city policies and regulations and provided specific recommendations for an expanded Downtown area. The plan incorporates catalytic mixed-use hubs for future investments within twelve districts that constitute downtown. Other recommendations include adoption of a form-based zoning code, economic diversification efforts, complete street improvements, new parks, civic spaces, and tree-lined streets, and a revamped and streamlined governance effort.
• Mobility Master Plan: the Mobility Master Plan was developed to inform the City of specific street, transit, bicycle, and pedestrian projects throughout the City. This sub-plan helps inventory and explain the needs for transportation improvement projects.
• On Board Future Mobility Plan: In response to the need for more alternative mode solutions, the RTC developed On Board as a comprehensive mobility plan for Southern Nevada. With community input, the plan identifies enhancements to the current RTC Transit system, a new high capacity transit network, and emerging transportation technologies can improve future mobility.
• Southern Nevada Water Resources Plan: SNWA's Water Resource Plan provides an overview and outline of the region's water resources and conservation efforts. Given future population forecasts and the water resource portfolio and supplies for Southern Nevada, the plan describes SNWA's efforts to meet demands of its member entities, including the LVVWD that serves much of the City. It also provides important considerations and scenarios for climate change that may impact the availability of its most important resource, the Colorado River.

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ABBREVIATIONS GLOSSARY

BLM – Bureau of Land Management

CC - Clark County

CCSD – Clark County School District

CIP – Capital Improvement Plan

CSN – College of Southern Nevada

DCP – Clark County Desert Conservation Program

DCNR – Nevada Department of Conservation and Natural Resources

FBC – Form-Based Code

GHG - Greenhouse Gas

GOED – Governor’s Office for Economic Development

GPCD – gallons per capita per day

HPC – Historic Preservation Commission

HPO – Historic Preservation Officer

LEED – Leadership in Energy and Environmental Design

LOC - Level of Comfort

LOS - Level of Service

LVCVA – Las Vegas Visitors and Convention Authority

LVGEA – Las Vegas Global Economic Alliance

LVMC – Las Vegas Municipal Code

LVMPD – Las Vegas Metropolitan Police Department

LVVWD – Las Vegas Valley Water District

MSHCP - Clark County Multiple Species Habitat Conservation Plan

NDA – Nevada Department of Agriculture

NDEP – Nevada Division of Environmental Protection

NDOT – Nevada Department of Transportation

NDOW – Nevada Department of Wildlife

NLV - North Las Vegas

NRS – Nevada Revised Statutes

NSHE – Nevada System of Higher Education

RBPP - Regional Bicycle & Pedestrian Plan

RDA – Redevelopment Agency

RFCD – Regional Flood Control District

RTC – Regional Transportation Commission of Southern Nevada

RTP - Regional Transportation Plan Access 2040

SNPLMA – Southern Nevada Public Land Management Act

SNS – Southern Nevada Strong Regional Plan

SNHD – Southern Nevada Health District

SNRPC – Southern Nevada Regional Planning Coalition

SNWA – Southern Nevada Water Authority

Title 19 – Title of Las Vegas Municipal Code, the City’s Unified Development Ordinance, comprised of zoning, subdivision, and other related development standards

TOD – Transit-Oriented Development

USGBC – United States Green Building Council

UNCE – University of Nevada Cooperative Extension

UNLV – University of Nevada, Las Vegas

VMT – Vehicle Miles Traveled

02.

LAND USE & ENVIRONMENT

INTRODUCTION

Perhaps the greatest impact of the Las Vegas 2050 Master Plan will be the dynamic way that it integrates near and long-term planning with sound sustainability principles. Future-focused land-use and environment strategies will guide development in a way that yields greater density citywide, while also protecting and conserving the natural resources that are critical to Las Vegas’s future. The shifting land use paradigm to increase density along primary corridors, transit lines, and within specifically identified development clusters serves the dual purpose of increased multi-modal options while maximizing the efficiency of infrastructure, particularly water. While a strategy for utilizing new development typologies is often about where density is placed, it is also about where it is not placed.

The desired result is a master plan and development strategy that:

• Fosters underlying agglomerating economies (the sharing/buying of goods, services, and ideas) that enhance the value proposition of new development typologies that are uniquely desirable in the City of Las Vegas as an alternative to the suburbs
• Diversifies mobility options to increase walkability and accessibility to transit routes
• Drives sufficient density to supplement farebox revenue for the capital development and operations of transit systems
• Increases affordability in the housing market, especially in areas where demand is high and where gentrification is already occurring
• Yields more relevant and marketable housing products, like multi-family residential and mixed-use development, to meet the current and emerging market demand, especially to retirees, Millennials and Generation Z
• Supports brick and mortar “experience-based” retail, in response to online shopping’s growing dominance
• Builds vibrant, mixed-income neighborhoods centered on building a place
• Strengthens the character of mature neighborhoods with infill development, redevelopment, and additional parks and open spaces to encourage active living and a sense of pride
• Promotes preservation of and access to key natural features of the Mojave Desert

GOALS

✅ NRS 278.160.1(d)

LAND USE

• Develop compact and mixed-use neighborhoods with walkable access to jobs, amenities, education, services, and transit.
• Focus new development in infill and redevelopment areas.
• Utilize new development models that provide a broad mix of housing and neighborhood types to accommodate residents with varied incomes and in different stages of life.
• Improve the quality of districts and neighborhoods to promote an authentic, vibrant sense of place.
• Preserve and reuse historic structures and sites.

✅ NRS 278.160.1(f)

ENVIRONMENT

• Protect, enhance, and restore natural features and resources of the Mojave Desert.
• Improve access and connectivity of open spaces for ecological, social, health, and quality of life benefits.
• Prioritize increasing tree canopy across all areas of the City for multiple public health and environmental benefits.
• Strengthen recreation and cultural opportunities for residents and visitors across the City.

RELATION TO SOUTHERN NEVADA STRONG

INVEST IN COMPLETE COMMUNITIES

Goals focus on fostering complete communities within the region by integrating placemaking, safety, a variety of housing options, fresh food options, health services, cultural amenities, natural resources, and recreation and parks.

1. Stabilizing and strengthening existing neighborhoods through placemaking improvements.
2. Encouraging an adequate supply of housing in a range of price, income, density, ownership and building types.
3. Supporting access to healthcare facilities, healthy food, parks, and community services.
4. Improving neighborhood safety and protecting residents from the harmful effects of pollution and hazardous materials.
5. Promoting resource-efficient land use and development practices.

SUMMARY OF LAND USE & ENVIRONMENT STRATEGIES BY GUIDING PRINCIPLE

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EQUITABLE

• Diversify housing options and promote affordable access
• Prevent displacement and gentrification (people and businesses)
• Improve access to education, healthcare, jobs, resources, amenities
• Address unique needs and opportunities of each planning area

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RESILIENT

• Project and plan for impacts of changing climate
• Enact water utilization plan to reduce demand
• Develop higher density neighborhoods connected to transportation
• Reduce heat island effects
• Promote xeriscaping
• Increase tree cover
• Utilize cutting edge green building and energy efficiency technologies
• Develop mid-rise buildings for maximum water use efficiency
• Consider adaptive reuse of aging buildings

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HEALTHY

• Create mixed-use, walkable, and accessible neighborhoods
• Prioritize clean air & water
• Regulate emissions
• Improve parks & open spaces and recreation
• Rehabilitate housing
• Create more opportunities for urban agriculture

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LIVEABLE

• Meet emerging market demand & support livable densities
• Emphasize unique placemaking
• Prioritize arts & culture
• Celebrate historic preservation
• Prioritize cultural and historic neighborhoods and corridors
• Consider desert and western identity

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INNOVATIVE

• Integrate with industry, core and emerging economic sectors
• Support multiple transportation types and mixed of uses
• Create flexible zoning regulations - place types instead of purely land uses
• Simplify zoning and development of form-based code
• Promote infill development

LAND USE

✅ NRS 278.160.1(d)

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GOALS

A. Develop compact and mixed-use neighborhoods with walkable access to jobs, amenities, education, services, and transit.

B. Focus new development in infill and redevelopment areas.

C. Utilize new development models that provide a broad mix of housing and neighborhood types to accommodate residents with varied incomes and in different stages of life.

D. Improve the quality of districts and neighborhoods to promote an authentic, vibrant sense of place.

E. Preserve and reuse historic structures and sites.

I.A INTRODUCTION

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A VISION FOR LAND USE AND CHARACTER

While previous master plans have focused on ways to classify use, density, and land use arrangements, this plan adds character and scale as key considerations. Character impacts how residents and visitors feel about a place and influences their decisions on where to live and visit. First impressions about a place go well beyond just land use and design plays a more significant role. Blending land use and character will guide future development and redevelopment that best fit the goals of this Master Plan. This builds upon the strategies in the Downtown Vision 2045 and subsequent zoning amendments towards a form-based approach that prioritizes character and place.

APPROACH

It is necessary to plan for future land use and development in a manner consistent with community goals and objectives. Las Vegas is a community with quality residential neighborhoods, commercial and industrial areas to provide tax base and employment, with quality municipal services and recreational opportunities. The land use plan provides a long-range focus to help continue this balance.

New land use and community character challenges arise as Las Vegas continues to mature: Competition for desirable land uses from surrounding communities will increase; redevelopment of aging sites will increase in importance; management of traffic on an existing roadway network will continue to be a priority; greater transit support will require greater supportive densities; and public infrastructure systems will continue to age. As a result, the development strategy has shifted towards focusing on vacant or under utilized property to provide for quality redevelopment.

The Place Types Framework Map is a representation of general physical features/land use activities in the city in 2050 and does not imply that all of the changes will or should occur in the near term. Development and redevelopment will proceed in a manner consistent with policies on the environment, transportation, and infrastructure capacity, and other matters which help determine the appropriate timeframe. Also, zoning decisions should, over time, produce changes that gradually establish greater conformity between the Zoning Map and General Plan. The General Plan should be carefully considered to ensure consistency is maintained when making decisions on planning and development matters: community changes which directly conflict could undermine the long-term objectives of the city and should be avoided.

SECTION ORGANIZATION

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LAND USE TOOLS

Throughout the place type descriptions, land use tools applicabletoeacharehighlighted. Readmoreabouttheseinthe “Land Use Tools” section where best practices are described that apply to mixed-use, neighborhoods, and redevelopment.

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GOALS

Each of the land use goals listed below are applied to varying degrees in each place type. Additionally, they are highlighted in the Land Use Tools section where they best apply:

A. Develop compact and mixed-use neighborhoods with walkable access to jobs, amenities, education, services, and transit.

B. Focus new development in infill and redevelopment areas.

C. Utilize new development models that provide a broad mix of housing and neighborhood types to accommodate residents with varied incomes and in different stages of life.

D. Improve the quality of districts and neighborhoods to promote an authentic, vibrant sense of place.

E. Preserve and reuse historic structures and sites.

AREAS OF THE CITY

The city is divided into 16 areas for targeted recommendations and evaluation related to Land Use and the Environment. Each planning area is evaluated for future study and recommendations related to land use, connectivity, and parks. See Section II: Planning Areas Analysis.

Future land uses (i.e. Future Place Types) were explored using the PlaceBuild tool to understand where and how land use changes might occur. This tool provided a planning area level means of quantifying potential changes and anticipating outcomes in terms of residential housing, open space, and water utilization.

OUTCOMES

• Each TOD placetype achieves a minimum score of 70 using the EPA’s Smart Location Calculator by 2050.
• The percentage of all development that occurs within this plan’s Regional Centers, Mixed-Use Centers, Corridor Mixed-Use, or Neighborhood Center Mixed-Use place types increases over time.
• At least 60% of new residential and non-residential development occurs in designated placetypes, infill, and redevelopment areas by 2050
• 1 local historic district per 100,000 residents.
• The number of designated historic districts and neighborhoods increases.
• The number of eligible structures and sites designated as local historic landmarks, added to local historic districts, and/or rehabilitated, restored, or converted through adaptive reuse increases annually.
• With community support, adopt a specific plan for each area of the city.

OPPORTUNITIES + CHALLENGES

• The City has just about reached its growth boundary - limited opportunities for greenfield development at the periphery
• The City lacks sufficient diversity of housing types - too much single-family and not enough “missing middle” attached housing typologies
• While some master planned neighborhoods have mixed-use “main street” centers, many older parts of the city rely on aging commercial corridors for local shopping and services that lack the walkable character desired by residents
• Employment is centered in a few locations, making commuting patterns that often require the use of a personal automobile
• Underutilized land with excess parking, vacant sites, and obsolete buildings are prime opportunities for infill redevelopment

KEY ACTIONS

• Transform zoning regulations for corridors and nodes to encourage a greater mixture of uses and densities to support transit.
• Create subarea plans for each planning area.
• Prioritize catalytic redevelopment sites.
• Require new subdivisions to be built with greater emphasis on traditional neighborhood design principles.
• Incentivize new development types by streamlining the development review process.
• Develop a strategy for integrating “missing middle” housing types into existing neighborhoods.
• Strengthen neighborhood identity and pride by planning area.
• Promote and expand awareness of historic preservation and embed into development decisionmaking.

RELATIONSHIP TO PREVIOUS LAND USE DOCUMENTS

Because the city has developed over time through a series of subdivisions and development agreements, a variety of other documents govern land use and development in those areas. As each area has its own definition of land use types (over two dozen), this planning process sought to unify them based on similar place-based characteristics. These resulting existing land uses provide a glimpse at how land is used at the time of this plan’s adoption.

Moving forward, the future land use place types provide an overarching framework for future development decisions. The place type framework does not replace the general plan or any development agreements, but rather supplements them, especially for urban infill and catalytic sites. The place types are used as a way of thinking about strategies that are common for areas across the city that will be implemented differently depending on their context. Future area planning will guide more specific decisionmaking around place types defined in this plan and those not addressed (i.e. industrial land uses).

For a detailed comparison of General Plan categories and future place types, please see Chapter 5.

EXISTING LAND USE MAP

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I.B LAND USE PLACE TYPES

DEVELOP COMPACT AND MIXED-USE NEIGHBORHOODS WITH WALKABLE ACCESS TO JOBS, AMENITIES, EDUCATION, SERVICES, AND TRANSIT

RELATION TO GENERAL PLAN AND ZONING

Detailed below are the place type descriptions that correlate to the areas identified on the Place Types Framework Map. The Framework Map summarizes the place types should be in Las Vegas in 2050. Most of the land uses and their corresponding zoning districts, especially those along major corridors, will change as a result of adoption of this plan, and are recommended for greater design standards and flexibility in uses as short-term General Plan and zoning amendments. Others may have longer-term future or incremental General Plan Amendments (GPA) based on the Place Types Framework Map and OnBoard Mobility Plan build out, including Regional Centers. Others may be required to utilize a new GPA and zoning if requesting a rezone within the areas on the map that have yet to transition to the Framework Plan's designated place types.

Some of the designations will match existing conditions while others will not. These place types should be a "road map" for the location of land uses and character in Las Vegas over the long term. Each place type description includes strategies that can be followed to guide land use decisions and implement the intent of the different categories over time.

FACTORS CONSIDERED

This Master Plan's land use approach incorporates input received during the public participation process, acknowledges existing land use patterns, and reflects planning best practices. More specifically, the following factors were taken into consideration in preparing the Place Types Map:

• Existing Land Use. Many residential neighborhoods are not expected to change. Much of the change (as described in Chapter 1: Case for Change) is expected to be along commercial corridors.
• Existing Zoning. Las Vegas currently has dozens of zoning districts that are expected to condense over time to a more streamlined set of place-based zoning districts. The current zoning was utilized as a tool in developing the propensity for change tool as described in Chapter 1, which helps guide the future transition to the place type approach. Many master planned neighborhoods are governed by land development agreements that restrict their ability to change.
• Capacity of Streets, Infrastructure, Facilities, and Services. Accessibility to and the capacity of the street network help establish the types and intensity of uses that may be served in an area without adversely impacting traffic operations. The RTC's planned transit corridors were prioritized for increased density to maximize the potential success of those routes. Nodes planned for stations, connector corridors, and increased pedestrian access from existing neighborhoods will all help build the development required to support a robust transit system. As described in Chapter 1: A Case for Change, the limitations of the water supply from Lake Mead place an emphasis on decreasing water demand and maximizing efficiency of new development. Utilizing the existing utility network already established within the city rather than expanding outward will most efficiently use the systems already in place. The availability of community facilities such as schools and recreational facilities affects the areas that are especially attractive for residential development, while police and fire protection also assist with the quality of life provided to all land uses.
• Market Conditions. The nature of residential, commercial, and industrial land uses are evolving, with aging development types often becoming less desirable or obsolete. This can result in an oversupply of certain types of development, especially commercial. Meanwhile, market segments of the population are seeking alternatives to the single family

PLACE TYPES FRAMEWORK

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This plan focuses on the areas intended for more significant transformation. As neighborhoods are not likely to see significant change, they are not indicated on the map. Further planning area study will result in more targeted recommendations for neighborhood place types.

home, driving demand for flats, townhouses, and walkable urban amenities. Redevelopment of existing uses, especially commercial into mixed uses, is encouraged, and the place types reflect a balance and mixture of uses targeted to key areas.

• Land Use Patterns in the Region. Land use patterns for surrounding communities and the region were also considered. This plan supports the Southern Nevada Strong regional plan’s strategy to grow from within, not out by redeveloping underutilized property within city limits and limiting further expansion outward. This includes limiting future expansion of the SNPLMA disposal boundary and instead redeveloping existing land within the city and the 29,000 acres remaining for disposal within city limits. See Section II.B Natural Features for more on how BLM land is disposed.
• Public Input - Preserve, Enhance, Transform (PET) Comments and opinion about land use patterns and related community planning issues as conveyed at various public forums and stakeholder interviews helped shape this plan’s place type direction. The Preserve, Enhance, Transform mapping tool that helped guide conversations during the planning process helps shape to what extent different areas of the city are expected to change. There are features that must be preserved to promote the city’s best assets or enhanced to better meet this plan’s guiding principles. Other less desirable characterstics have a different impact on community perceptions and economic vitality. These areas or characteristics must be either significantly changed or completely transformed. Transform areas are the focus of this plan to accommodate forecasted growth, support transit, and meet the guiding principles and generally are mixed-use place types that need short-term zoning changes to achieve this plan’s vision.
  • Preserve. This master plan supports continued investment to preserve Las Vegas’s distinctive identity, cultural assets, established neighborhoods, and committment to serve the broad needs of its diverse residents.
  • Enhance. This plan supports a commitment to enhance community assets in need of investment to reach their full potential.
  • Transform. Finally, this plan supports the development of strategies to transform underutilized properties into vibrant, walkable, mixed-use places that minimize their impact on the environment and support an efficient transit system.
• Future Zoning/Form-based approach. At the time of this plan’s writing, the City has been adopting major place-based amendments to zoning to implement the Downtown Vision 2045 plan. Title 19.09 articulates desired character through building types, open space types, and frontage types. The place types on the following pages are described by these key features to aid in future translation to potential character-based zoning changes. Each place type’s implementation will be driven by its context and will represent a different intensity and character depending on where it is located in the city (related to the Form-based Code Transect approach). Similarly, a new chapter of Title 19 is recommended to facilitate future zoning that corresponds with these place types. The overall intent is consistent across the city with localized adaptation of the place type as future subarea planning or rezonings occur.
• PlaceBuild Tool. The planning team developed the PlaceBuild tool, which provided a planing area-level land use planning model that provided the following functionality:
  • Tabulation of existing land use patterns and zoning categories into a simpler set of working categories, These categories focused on the following land uses, which were those high a relatively more likely potential for change in the future: Single-Family Residential, Attached Residential, Multi-family Residential, Commercial, Industrial, Vacant Private.
  • Assessed the redevelopment potential of aggregated land use areas based on portion of site area currently containing a building. Areas with relatively less building ground floor square footage (i,e. places with large surface parking lots) were deemed to have greater redevelopment potential in general.
  • PlaceBuild tool allows for percentages of each land use area, separately for high, medium, and low redevelopment potential, to be a assigned future Place Type for that percentage of the area. Future Place Type assignments considered the density (FAR) of future development alongside setting targets for housing units per acre, amount of public open space, and land area for infrastructure (setbacks, road circulation, etc.)
  • Based on forecasting potential land use changes, the PlaceBuild tool provides a projection of future housing capacity, open space, commercial space creation, and water utilization.

CHARACTER TYPES

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Because this plan focuses on the Transform areas, Preserve and Enhance areas are not identified on the map with new Place Types. Future planning will provide more targeted recommendations in these areas.

2050 General Plan

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• Regional Center TC, FBC
• Mixed Use Center TOD-1, TOD-2
• Corridor Mixed Use TOC-1, TOC-2
• Neighborhood Center Mixed Use NMXU
• Mixed Residential, Traditional Neighborhoods, Subdivision Retrofits and New Subdivisions
  • Low Density Residential L, ML, MLA, SF1, SF2, SF3, SFZL, PCD, TND
  • Medium Density Residential M, MF1, MF2, SFA, SFSD, RSL, MFM
  • High Density Residential H, MF3
• Commercial C, GC, SC, O, CC, VC, EC, NF
• Industrial LI-R
• Parks, Recreation and Open Space PR-OS, COS
• Public Facilities PF
• Rural Preservation RNP, DR, R, ER, EQR

I.B LAND USE PLACE TYPES

COMPATIBLE ZONING CATEGORIES: LVMC TITLE 19

I.B LAND USE PLACE TYPES

COMPATIBLE ZONING CATEGORIES: LVMC TITLE 19

Notes

• X: Allowed zoning category.
• S: Applicable to Special Area, Master Planned Community or Development Agreement.
• T: Existing uses temporarily allowed but will phase into another category after action is taken by Planning Commission or City Council.
• TOD-O is an overlay zoning district for the TOD-1, TOD-2, TOC-1, TOC-2, and NMXU general plan categories that can apply to the R-TH, R-3, R-4, C-1, C-2, O, C-V zoning districts pursuant to LVMC Title 19.10.200.

Redevelopment Area Categories

The following designations are legacy general plan categories within the City's Redevelopment Areas (RDA-1, 2, 3). These categories and their corresponding compatible zoning continue to exist but may phase into another category, including FBC, TOD-1, TOD-2, TOC-1, TOC-2, or NMXU after action is taken by the Planning Commission or City Council.

• C - Commercial: corresponds with O, SC, GC general plan categories (O, P-O, C-1, C-2 zoning districts.
• MXU - Mixed Use: corresponds with L, ML, M, H, O, SC, GC general plan categories (R-E, R-MH, R-1, R-2, R-3, R-4, R-TH, O, P-O, C-1, C-2 zoning districts).

Special Areas, Master Planned Communities, and Development Agreements

• CE: Cliff's Edge - Providence
• DTLV: Downtown Las Vegas
• GCV: Grand Canyon Village:
• GTV: Grand Teton Village
• IMR: Iron Mountain Ranch
• LM: Lone Mountain / Lone Mountain West
• MTC: Montecito Town Center
• SUM: Summerlin North/Summerlin West
• SKYE: Skye Canyon
• ULVW: Upper Las Vegas Wash (Future)
• TC: Town Center

See Chapter 5 for complete land use descriptions

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1. REGIONAL CENTER

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INTENT AND STRATEGIES

While the scale and intensity varies, Regional Centers are intended to be the regional hubs of activity comprised of employment centers and destinations for both residents and visitors. Downtown, Centennial Hills, and Downtown Summerlin share the “park once and walk” vision for the most intense of the mixed-use node place types. While accessible by transit, each Regional Center’s character and density is driven more by their own plans published separately from this master plan.

REGIONAL CENTER CHARACTER

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Mixture of uses

Tallest buildings in Downtown (Centennial Hills and Summerlin smaller scale)

2. MIXED-USE CENTER

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INTENT AND STRATEGIES

Mixed-use Centers are the primary nodes intended for the greatest transit-oriented development potential. Whether light rail, bus rapid transit, or improved local buses, the type of transit will dictate the scale and density each node is able to sustain. No matter the eventual transit type, these areas are planned to support a mixture of uses, walkable character, and serve as hubs for the nearby neighborhoods

• Prioritize mid-rise density to support transit stops
• Commercial retrofit, often repurposed shopping centers
• Transit-oriented development priority areas

TOOLS

• Mixed-use
• Walkable site design
• Transit-Oriented Development
• Placemaking through arts and culture
• Adaptive reuse
• Diverse housing options

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3. CORRIDOR MIXED-USE

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INTENT AND STRATEGIES

Areas designated Corridor Mixed-Use are currently predominantly commercial corridors that are intended to transition to accommodate a mixture of uses, particularly residential. These traditionally auto-oriented areas are planned to gradually transform to more walkable corridors to better support transit.

• Maximize potential of existing corridors
• Improve walkability and site and building aesthetics
• Gradually reduce the number of driveways and auto-oriented uses to support greater walkability
• Build transit-supportive density
• Integrate linear park spaces, non-motorized connections, and better connectivity to adjacent neighborhoods
• Retrofit with infill housing and employment uses
• Retrofit of existing suburban / auto-dominant commercial corridors with a broader mixture of uses and infill
• Connect Regional Centers with Mixed-Use and Neighborhood Centers; accessible from adjacent neighborhoods to feed population to nodes

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TOOLS

• Mixed-use
• Walkable site design
• Transit-Oriented Development
• Placemaking through arts and culture
• Adaptive reuse
• Diverse housing options

CORRIDOR MIXED-USE CHARACTER

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flip strip malls to be parking in rear, building along corridor

Sensitively transition to adjacent neighborhoods

4. NEIGHBORHOOD CENTER MIXED-USE

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INTENT AND STRATEGIES

Neighborhood Center Mixed-use may refer to either a catalytic redevelopment site or a new suburban site that is a neighborhood-serving town center. These places can be thought of as "micro-TOD" given that they have many transit-oriented features: they often transit-serving hubs or locations, have the features of a walkable main street, mixed housing types, community supporting retail, but at a scale that's not as dense or intense as other types and compatible with surrounding neighborhoods.

• Utilization of mixed-use, transit-oriented design features
• Limits to height, bulk, size, density, and intensity
• Walkable neighobrhood design, possibly characterized with a "main street"
• Adjacent properties and neighborhoods served by community oriented retail and employment and is within a short walk or bike-ride

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NEIGHBORHOOD CENTER MIXED-USE CHARACTER

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5. MIXED RESIDENTIAL

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INTENT AND STRATEGIES

Mixed residential is intended for a mixture of housing types along corridors, adjacent to single-family detached neighborhoods, and near mixed-use nodes to integrate a variety of multiple-family building types. Infill development consisting of urban-style attached residential units including rowhouses, flats, and small apartment buildings should be designed to fit the context of the adjacent residential neighborhoods.

• The “multi-family” of the future, more than just apartment buildings
• More units in less space, but emphasis on place and walkability
• Easy transit access
• Permit a variety of attached housing types
• Accommodate a variety of income levels
• Opportunities for pathway to ownership (rent to own) for condo/townhouse style developments
• Complementary to mixed-use corridor but less of a commercial emphasis

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TOOLS

• Diverse housing options
• Neighborhood Character
• Infill housing
• Adaptive reuse

MIXED RESIDENTIAL CHARACTER

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6. TRADITIONAL NEIGHBORHOOD

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INTENT AND STRATEGIES

The city's mid-century historic neighborhoods, the first ring of neighborhoods surrounding downtown, are typically walkable, grid patterned neighborhoods with ranch-style detached houses. These areas should focus on rehabilitation and preservation of historic mid-century homes and infill should be sensitive to the existing character.

• Integration of non-detached houses or accessory dwellings should be gradual and context sensitive, which may include the relaxation of some zoning district standards over time pending further planning area analysis.
• Some homes that have converted to offices could be re-converted back to homes.
• Consider infill of cottage-style, smaller single-family units.

TOOLS

• Historic preservation
• Infill housing
• Diverse housing options
• Neighborhood Character

TRADITIONAL NEIGHBORHOOD CHARACTER

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7. SUBDIVISION RETROFIT + NEW SUBDIVISIONS

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*Shown for neighborhood pattern only. Intent to substitute with vernacular southwest architecture and xeriscaping for a Las Vegas-appropriate TND.

INTENT AND STRATEGIES

Much of the housing built in the last 50 years has been in subdivisions and master planned communities. Change in these areas is expected to be minimal. To better meet this plan’s guiding principles, the following strategies should be employed in new residential developments and contemplated to integrate into existing subdivisions.

• Prioritize improving non-motorized connectivity
• Minimize dominance of parking by locating garages behind the front facade or along an alley
• Consider integrating 2, 3, and 4 unit attached single-family as infill in existing neighborhoods
• Explore integrating additional open space, especially in planning areas lacking the acreage (see Section II)

TOOLS

• Traditional Neighborhood Design
• Neighborhood Character
• Diverse housing options

SEE ALSO II.4:

Neighborhood Connections and Buffers

SUBDIVISION CHARACTER

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alleys and connected grid system

Community Center / school

Gradually incorporate attached housing types

GAMING ENTERPRISE OVERLAY DISTRICTS

✅ NRS 278.160(1)(d)(2)(I) and NRS 463.0158

INTENT AND STRATEGIES

• Gaming Enterprise Districts are stipulated for resorts and casinos that offer non-restricted gaming
• Non-restricted gaming is permitted in a series of overlay districts (LVMC Title 19.10.130)
• Development in these districts should be compatible with the applicable place type intents:
  • Downtown casinos should continue the historic casino atmosphere that differentiates Downtown from The Strip and utilize the Regional Center Place Type strategies.
  • Neighborhood casinos should follow the strategies outlined for Mixed-Use Centers and Neighborhood Mixed-Use, emphasizing walkability, minimizing the dominance of parking lots, and integrating a variety of uses.
  • Resort-style casinos should reflect their natural settings, embracing the desert resources through pathways and sensitive site design and blending into the natural environment as much as possible.

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GAMING ENTERPRISE OVERLAY MAP

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RURAL PRESERVATION

✅ NRS 278.160(1)(d)(3)

INTENT AND STRATEGIES

• Rural neighborhood preservation ensures that the rural character is preserved.
• Rural areas are stipulated through zoning overlay districts (LVMC Title 19.10.180), General Plan Categories: Rural (R), Desert Rural (DR), Rural Neighborhood Preservation (RNP)
• Historically, the neighborhood type that embraced rural living was zoned to preserve ranch-style development, which permitted a greater variety of domestic animals; no sidewalks, curbs, gutters, or streetlights; and more flexibility in live/work uses. Over time, some of these areas have seen traditional urban and suburban subdivisions develop around them. In the future, some of these areas may face pressure to retrofit into less rural neighborhoods and could transition into one of the other neighborhood place types. New ranch-style estates are best suited to areas at the periphery of the city where open space preservation is prioritized in this plan as a transition to the nature preserves and mountains.

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• Developers are required to provide adequate buffer areas, screening, and a transition of land uses, with the exception of those properties that raise animals and livestock.
• The City has established a basis and must adopt a modification of standards for the development of infrastructure to maintain the rural character of the rural preservation neighborhood.
• Unless a rural preservation neighborhood is located within three hundred thirty feet of an existing or proposed street or highway that is more than ninety-nine feet wide, maintain the rural character of the area developed as a low density residential development using appropriate standards for rural improvements within Title 19.

LAND USE PLAN IMPLEMENTATION

IMPLEMENTATION STRATEGIES

PHASED APPROACH BY AREA

To implement the land use plan, a phased approach is recommended in which the City makes General Plan Amendement (GPA) changes for entire Areas of the City at a time, timed and prioritized in a way in which where there is anticipated, market-driven indicators or development, or major infrastructure investment, especially an RTC high capacity transit project. Each Area Plan would involve a comprehensive, holistic planning process that includes neighborhood involvement, GPA, and text amendment that involves City departments, RTC, and other stakeholders. Downtown Las Vegas, Summerlin North, Summerlin West, and portions of Centennial Hills have already been addressed, but other Areas of the City would be incrementally implemented.

IDENTIFIED OPPORTUNITY SITES

As the phased area approach takes place, opportunity or catalyticsitesidentifiedinthisplanorbytheCity'sdepartments are formally designated as market ready or ripe vacant sites, or realistic development or redevelopment opportunities. In this case, applicants would enter into a development agreement pursuant to 19.16.015 for those areas as a part of the rezoning. This is done on a continuous basis, largely City-driven or initiated upon request from a major developer.

MANAGEMENT OF GENERAL PLAN AMENDMENTS

NRS 278.210 limits the number of amendments to the land use plan to up to four per year. Presently, this ease for property owners or developers to request and obtain a GPA change and zoning presents a fundamental problem; because the cyclical process is so frequent, such flexibility removes the deliberativeness of the plan itself. Should the City want to be more strategic and disciplined with land use planning implementation, changes to the process as currently adopted are recommended:

• Future development applications and approvals, shall largely conform with the plan's vision or with the Area plan for a portion of the City. For any project that affects the new placetypes, the City's planners must discuss the projects attributes and relationship to the planning area itself, considering additional measures that are recommended within other chapters of the plan. Projects that clearly or closely align with the plan's vision and the 2050 general plan map may receive an expedited review and priority to change or approval, no matter the location within the City.
• Any projects running counter to the plan's vision may be subject to (at the discretion of the City Council and Planning Commission, after approval to LVMC Title 19:
  • Higher GPA application fees,
  • Approval of a non-conforming GPA's annually or semiannually,
  • Making GPA's only available during a special Planning Commission or City Council meeting to discuss why changes are necessary.

ADDITIONAL STRATEGIES

• Transform zoning regulations for corridors and nodes to encourage a greater mixture of uses and densities to support transit.
  • Create subarea plans for each planning area.
  • Prioritize catalytic redevelopment sites.
  • Require new subdivisions to be built with greater emphasis on traditional neighborhood design principles.
• Incentivize new development types by streamlining the development review process.
• Utilize the recommendations and strategies within the Mixed-Use, Neighborhood, and Redevelopment toolkits and incorporate each into a program or into LVMC.

LAND USE TOOLS

IMPROVE THE QUALITY OF DISTRICTS AND NEIGHBORHOODS TO PROMOTE AN AUTHENTIC, VIBRANT SENSE OF PLACE

As redevelopment occurs over the lifespan of this plan, a set of best practices can be applied to the place types and planning areas to help them reach their full potential and meet this plan’s guiding principles. These best practice “tools” are referenced in the place type and planning area descriptions.

A. MIXED-USE TOOLKIT

MIXED-USE

Mixed-use development blends a combination of residential uses or integrates residential and non-residential uses into a cohesive, planned setting that promotes social interaction, adds character to the community, fosters relationships among uses and lessens the need for vehicular trips.

Historically, mixed-use environments were the norm. People lived, worked and shopped within a fairly confined geographic area. As travel options increased and post-World War II suburbanization began, the new mobility offered freedom to live in one place and work, shop and recreate elsewhere. Traffic congestion, social isolation, and sterile development followed.

A desire to reverse this trend and create more opportunity within vibrant communities and neighborhoods has caused many communities to embrace the concept of integrating varied uses, rather than segregating them as has been the practice with traditional zoning. Among the benefits are:

• Greater housing choice
• Reduced travel time and improved convenience
• More efficient use of public services, utilities and infrastructure
• Increased social interaction
• Walkable, bikeable neighborhoods
• Improved community health

More integration of uses are recommended along corridors and at nodes to support transit and create a greater sense of place for each planning area. Today, the building patterns along many of the City’s corridors are not cohesive and do not contribute to a distinct sense of “place”.

Mixed-Use Defined: Varied uses within a defined area or even a single building offers flexibility and synergy. A mixed-use development may be a cohesive project with shared parking, common internal circulation, complementary uses and unifying design, while a mixed-use building may contain varied uses within one structure. Live/work units are a common example in which a commercial use occupies the street level space and a residence is located on the upper level.

WALKABLE SITE DESIGN

Safe pedestrian environments are a critical element of a vibrant mixed-use center. A pedestrian’s needs are fairly basic: comfortable, safe and destinations within walking distance. The following are several of the necessary ingredients of an inviting walking environment:

• A mixed-use development pattern that is compatible with walking; trips are short and can be made on foot.
• Continuous sidewalks of appropriate width.
• Safe and frequent locations for crossing.
• Buffers between pedestrians and traffic in the travel lane.
• Interesting and inviting buildings which address the street with observable doors and windows.
• Comfortable places to sit and wait.
• Streetscape of trees and lighting that provide shade, security and help define the pedestrian realm.
• Improve attractiveness of buildings and amenities
• Strengthen the corridor character and neighborhood identity
• Better delineate parking areas and reduce their visual dominance on the corridor
• Improve visibility of existing businesses
• Promote uses that will be successful to fit the character of the area, gradually reducing auto-oriented uses
• Promote uncluttered signs
• Incorporate missing-middle housing types such as lofts, townhouses, and stacket flats to transition to adjacent residential neighborhoods

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TRANSIT-ORIENTED DEVELOPMENT

Transit-oriented development (TOD) uses land use to encourage use of public transportation systems through directing certain types of development to transit corridors or nodes and compact site design. It involves pedestrian-friendly development that includes mixed-use land forms and increased accessibility for pedestrians, bicyclists, and transit users. TOD is an attempt to provide compact, walkable communities with a heightened sense of place. TODs typically involve uses that best support transit, transit-friendly site/building design, a mixture of uses clustered around a transit stop or transit corridor, and a walkable environment.

TOD development can improve the local economy along corridors and increase transit ridership by making the environment, especially around transit stops, attractive to pedestrians and bicyclists. This typically involves inviting building design, careful interface between public and private land, and thoughtful placement of vehicular parking lots. It often results in more pleasing aesthetic environments and reduced auto-dependency, which then can lead to a host of secondary benefits:

• Safer pedestrian and bicycle environments
• Improved accessibility for those less able
• Increased walk-by traffic for local businesses
• More convenient access to businesses for local residents
• Less congestion and associated fuel emissions
• Creation of a "sense of place" for the community

Plan around Transit Stations

• Allow the highest commercial intensity in areas within 1/4 mile of locations that seem most suitable for transit stations. Expand maximum building heights, encourage high floor-to-area ratios, or minimize lot coverage limitations to provide greater development potential.
• Incentivize TOD and assist developers with the offset of infrastructure costs.
• Consider increased residential densities within 1/2 mile area from station locations.
• Allow for intensification of uses over time, such as increased building heights or allowing surface parking lots to be gradually replaced by buildings and parking structures.
• Consider revisions to the General Plan and zoning map to allow deepening of commercial lots along key transit corridors (Corridor Mixed-Use Place Types), especially at TOD nodes and where taller buildings are allowed (Mixed-Use Centers). This may involve rezoning of some residential lots to accommodate redevelopment or additional parking needs. Where such changes will advance the goals of this Plan, they should be carefully considered to ensure proper transitions to the residential areas, screening and other site design elements are included to protect the integrity of nearby neighborhoods.

Use Regulations

• Encourage transit-supporting uses, especially within 1/4 to 1/2 mile of transit stops. This includes commercial and mixed uses that provide activity throughout the day and into the evening, such as retail, restaurants, personal and business services, high-density residential (including senior housing), universities, civic centers, and upper-story office and residential.
• Discourage uses that will either dilute the concentration of residents or employees, or those which, by nature of the business will create activity likely to disrupt the pedestrian and transit-friendly environment. These include uses such as drive-through facilities, automobile dealerships, regional "big box" retailers, and other uses with large front yard surface parking lots.

Bulk, Setback and Area Controls

• Encourage land to be used for buildings rather than surface parking or expansive yards. This includes reducing the amount of parking allowed or required, and increasing the amount of building that may or must be built.
• Locate buildings close to the street and sidewalk so those on foot, bike or transit can easily reach building entrances.
• Remove maximum lot coverage requirements in core TOD areas.
• Encourage building design that will engage passersby. First floor uses should include active storefronts that attract customers, pedestrian-scale design, with the primary operable pedestrian entrance oriented to the corridor.

Impact Studies

• Require study of potential development impacts on the entire transportation system. Where already required, modify Traffic Impact Study standards into Transportation Impact Studies that evaluate development impacts to all modes of travel.
• Shift transportation planning priorities in core and transitional areas from improving the speed and efficiency of automobile travel, to one that emphasizes safety for pedestrians, bicyclists, and transit users.
• Apply access management to minimize the number of driveways that pedestrians must cross using access management techniques.

Parking Management

• Implement standards to limit parking in core TOD areas. Regulations like maximum parking standards, parking space reductions, shared parking, payment-in-lieu of parking programs, floor-to-area ratios (or requiring them where they do not exist) can be applied for this purpose.
• Provide incentives in core TOD areas to reduce parking, or encourage structured lots over surface lots.
• Include amenities for bicyclists, pedestrians and transit riders, including wider sidewalks, bike storage facilities, bus shelters, lighting and landscaping in the standards for site plan review.
• Arrange parking in the rear yard (or side only if necessary) to provide safer pedestrian access to store fronts.
• Recognize the variables contributing to parking demand, and match local policies to individual geographic factors such as density, transit access, income, and household size.

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PLACEMAKING THROUGH ARTS AND CULTURE

Placemaking promotes healthy, sustainable, attractive places where people can live, work, shop, and recreate. This includes striving for a desirable recreation and trailway systems, a balanced economy and local employment options, variety of housing choices, attractive neighborhoods, and overall positive quality of life.

Culture and entertainment is an important part of a community's quality of life. Cultural amenities include museums, historic resources, a wealth of ethnic influences, and access to the arts. Cultural resources shape the character of the city, and a shared understanding of the past and future reinforces a sense of community. Entertainment resources, like performance venues, restaurants, night-life, and other attractions help bring people together, contribute to vibrant and successful city districts, and attract outside visitors and investment. Cultural and entertainment resources also attract a diverse population to the city.

While Las Vegas has no shortage of entertainment venues, often these are limited to adult entertainment. Residents desire additional venues for arts, entertainment, and events, especially for families and permanent residents. Expansion of cultural resources, including museums, will help attract a broader demographic of new residents, businesses, and visitors to Las Vegas.

Downtown's role as the city's primary cultural destination, as outlined in the 2045 Downtown Plan, would be supported through the development of additional cultural opportunities in the neighborhood and mixed-use nodes

New venues that draw from a citywide or regional market should be directed downtown; smaller venues that draw primarily from the nearby neighborhoods should be directed to commercial nodes and park spaces within walking distance. Locations in or adjacent to parks create a focal point for community or neighborhood gatherings.

Private development can make special places through art by implementing it into projects. The City may therefore consider requiring developer responsibility for art projects, art work as part of development conditions, or the integration of an in-lieu of fee that is directed to the City's Municipal Arts Fund.

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A DAY IN THE LIFE

THRIVING ON ART

Jim Brooks, Music Producer

When friends across town call Jim to see if he wants to get together for coffee, he tends to say no. Not because he doesn't want to see them but because, as he puts it, it feels like they live on the far side of the moon. The city's sprawling transportation infrastructure makes getting across town quite a challenge, whether you're driving your own car or relying on mass transit.

In fact, Jim says he almost never goes Downtown. At the heart of it, Fremont Street simply isn't geared to locals, he feels. Jim acknowledges that the city has made an effort to encourage a more inclusive downtown hub. Results on that aren't yet in, he feels.

As someone whose life centers on music, Jim believes that continuing to develop a more thriving arts district would create a more centralized area for those with a common passion. As things stand today, the relatively new Smith Center for Performing Arts is a good 20-minute drive from, say, the Las Vegas Philharmonic.

As a model to revitalize the arts and bring more life to downtown, Jim looks to his hometown of Dayton, Ohio. It boasts a reasonably new concert hall with opera, ballet and symphony all under one roof. A single board of directors controls it all.

"In my home town," he says, "disparate efforts in the arts there have now come together so wonderfully. Why not here, too?"

LAND USE TOOLS

UTILIZE NEW DEVELOPMENT MODELS THAT PROVIDE A BROAD MIX OF HOUSING AND NEIGHBORHOOD TYPES TO ACCOMMODATE RESIDENTS WITH VARIED INCOMES AND IN DIFFERENT STAGES OF LIFE

B. NEIGHBORHOOD TOOLKIT

DIVERSE HOUSING OPTIONS

In order for housing to be affordable for multiple income levels and family types, a balance of owner- and renter-occupied units for a variety of incomes should be prioritized. Smaller families and couples may desire alternatives to single-family detached, owner-occupied housing, such as townhomes, flats, and apartments above storefronts. Other households may choose to rent to maintain mobility. As employers decide to seek out new expansion opportunities, nearby workforce housing becomes a critical component to site selection.

To attract and retain residents, Las Vegas must capitalize on changing demographics by encouraging an expanded range of housing choices for rent and for sale. To appeal to empty nesters, seniors, and young professionals, Las Vegas can promote its distinctive character, proximity to natural resources, and housing affordable to a range of income groups.

Rental housing for lower income residents or supportive housing must be integrated with support services and its design and construction should consider both long-term durability and security.

The key will be to balance rental housing, so that it fits the context of a neighborhood in a way that does not overwhelm, overburden or oversaturate it and that provides quality, secure, and affordable housing.

In order to strengthen existing housing and a range of affordable options, new infill attached units should be

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integrated into the city's neighborhoods. Undeveloped areas should be planned with a mixture of housing options (see section below on Traditional Neighborhood Design).

TRADITIONAL NEIGHBORHOOD DESIGN

Also called neo-traditional development, traditional neighborhood development (TND) refers to a development pattern designed to emulate the characteristics of communities of the 18th through the early 20th centuries. A central feature of TND is to focus on how private development can shape a sense of place and improve quality of life. Often TNDs focus more on pedestrian interaction than vehicular access and convenience. For this reason, TNDs often include rear alleys to meet the modern parking and service needs of residents, narrower streets, shorter front yard setbacks, and key architectural elements.

The reason so many places are reversing land use trends toward more traditional patterns are because of the social, physical and economic benefits they can provide:

• Walkability and Connectivity. By providing more compact development and uses within closer proximity, TNDs reduce the need to drive.
• Housing Options. Mixed housing options provide options for residents of varying socio-economic characteristics.
• Community Gathering Places. TNDs provide for central gathering places or identifiable neighborhood centers; usually in the form of a park or plaza, which encourages interaction among residents.
• Public Places. TNDs often provide for parks, walking trails, and bike paths, with a focus on connecting these recreational components. Sometimes, density bonuses can be used to encourage inclusion of additional public amenities.
• Efficiency of Design. When the principles of traditional design are applied, they result in more efficient use of public infrastructure. For example, a neighborhood with 80-foot wide lots will require 800 linear feet of roads, public sewer and water service lines for each 10 homes, whereas a neighborhood with 40-foot wide lots will require half as much. Accommodating more "users" within the same land area provides better use of public resources and reduces the cost of services for both the municipality and the resident.

The following elements should be implemented into the development agreements for new subdivisions:

• Street Design. The design of streets can impact how far residents have to walk to local parks, neighbors or other destinations. The idea is to provide a critical mass of residents, in close proximity to jobs, shopping, and transit to help reduce reliance on the automobile for transportation. TND streets often include the following:
  • Grid pattern
  • Narrower widths
  • Rear alleys for vehicle parking and service access
  • Terminations at focal points
• Neighborhood Elements. TNDs consider how public places can shape how residents enjoy their neighborhood. They include elements that will encourage gathering, interaction and activity, such as:
  • Community open spaces, including active parks, passive pathways or open space, playgrounds, pocket parks, civic squares, etc.
  • Safe sidewalks with convenient routes and access
  • Historic preservation and cultural amenities
• Housing and Density. TNDs can minimize the environmental impacts associated with extensive roadways. TNDs often employ a variety of land use activities in a single project.
  • Narrower lot widths
  • Variety of housing types, depending on the context, including townhomes, detached homes, residential over neighborhood commercial uses, live-work units, etc.
• Site and Home Design. While the public realm (streets and public property) create a framework for development, they are only a small part of the overall character that is created when a neighborhood is fully developed. TNDs strive to provide a human scale development, so individual home sites typically include:

• Smaller front yards
• Prominent front porches that can extend close to sidewalks
• Rear yard garages and/or access
• Two-story homes to maximize square footage on smaller sites

NEIGHBORHOOD CHARACTER

Residents celebrate the fact that Las Vegas’s neighborhoods are varied and those characteristics help define areas to preserve, enhance, or transform.

Whether historic, urban, or more suburban in character, the public has expressed a desire to retain the character of the city’s neighborhoods. However, even the most stable and vital neighborhoods were recognized as needing some level of intervention to make them more sustainable.

Based on character, investment in neighborhoods located at the core of the city will improve quality of life by promoting a more efficient use of land and infrastructure and by directing growth back into the city’s core. This can serve to reduce reliance on the automobile, minimize environmental impacts, and lessen the strain on public services. Further from the core, neighborhoods can be enhanced with strategic investments: improving streetscapes and lighting, connecting sidewalks and, finally, interconnecting open spaces.

The creation of Areas of the City in this plan intends to spearhead a more formalized neighborhood strategy that focuses on branding the Areas to promote a greater sense of identity and pride. Some master planned communities have already identified this way and the City hopes to deploy a set of strategies for ongoing coordination and implementation citywide.

Several current zoning overlays help promote and enforce neighborhood character standards;

• Downtown Casino Overlay (DC-O): Requires the usage of neon signage and architecture within the Resort and Casino District of Downtown Las Vegas
• Downtown Entertainment Overlay (DE-O): Includes special standards, uses, and requirements for the Fremont East Entertainment District
• Scenic Byway Overlay (SB-O): Because Las Vegas Boulevard is designated as a Scenic Byway, the City equires the usage of neon signage and architecture within the Resort and Casino District of Downtown Las Vegas
• Live-Work Overlay (LW-O): Covering much of Downtown Las Vegas, this overlay enables businesses owners to occupy joint living and work quarters in commercial and industrial areas where other types of residential uses are inappropriate.

When warranted, additional overlays or design standards could be integrated into zoning to help promote the character of specific place or area.

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A DAY IN THE LIFE

MAKING THE SUBURBS MORE SOCIAL

USAF Captain Phil Sterling, Pilot and Instructor, Creech AFB

Born and raised in Montreal, Captain Phil Sterling has lived throughout the United States since he was a teen. Not surprisingly, he has plenty to draw from when he compares life in Las Vegas to other places he’s been. A Las Vegas resident for three years and now a new father, Captain Phil happy with his life here. The Northwest Corridor suits him and his family well. It feels safe, is home to lots of families, and is free of urban blight.

Captain Phil and his wife Alison have lengthy commutes, but they don’t really mind because traffic is light. What the captain does mind is the seemingly slow pace of construction. In Las Vegas, he feels, building things just takes longer—and he’d like to see construction speed up. He points out that when he and his wife want to go to a nice restaurant or take in a show, their suburban neighborhood has little to offer. For the most part, they end up on The Strip, which they find expensive and congested. Great for tourists, sure. For the locals, not so much.

Captain Phil prizes the quiet, pleasant quality of his residential community, and appreciates his friendly neighbors. That said, it doesn’t exactly feel close-knit. He misses the way he and his wife used to socialize the way they did when they lived in Southern California. With more nearby sitdown restaurants and local attractions, he can envision socializing closer to home and feeling even more rooted in community than he does today.

LAND USE TOOLS

FOCUS NEW DEVELOPMENT IN INFILL AND REDEVELOPMENT AREAS

C. REDEVELOPMENT TOOLKIT

INFILL HOUSING

Since the city is relatively built out, anyone seeking a brand new house often looks to the outskirts of the city or other communities in the valley. However, Las Vegas can build on its strengths for “city living” and provide greater choices and opportunities for new homes within the existing urban fabric. Prospects for infill housing, either a single lot or a small redevelopment cluster of several new houses, built to fit the character of its surroundings, could have a positive impact on the neighborhood as a whole. To support such opportunities, the city should develop standards for infill development that define and are consistent with desired neighborhood character. For most of the city’s older, traditional neighborhoods, this means exploring options for integrating attached single-family that complements the historic character.

ADAPTIVE REUSE

Over the last half-century, many urban economies have entered a structural shift from primarily industrialized production to more knowledge-based services, including finance, creative enterprise, and digital technology. While having less of an industrial past than many other American cities, and as the economy in Las Vegas continues to evolve from its entertainment roots, the need to consider adaptive reuse of outmoded spaces, facilities, and infrastructure grows.

Vacant and underutilized sites present unique opportunities to re-engage urban spaces previously seen as liabilities. The reutilization of former rail and traffic corridors, parking lots, alleys, and industrial sites creates the potential to reclaim these spaces as a dynamic part of the public realm. These spaces help bring people, energy and activity back to formerly cut-off areas of a city, providing a renewed sense of identity and connection.

Adaptive reuse for mixed-use development can create compelling environments. They can invite inclusive participation, engage broadening lifestyle needs, integrate changing mobility patterns, and connect to a richer context of neighborhoods and infrastructure. Creative adaptation can occur seamlessly, turning aging sites and historic properties into valuable contemporary assets.

Buildings within Downtown Las Vegas, including within the Fremont East, Arts, and Gateway Districts that were former commercial and industrial uses have been converted to restaurants, live-work buildings, offices, and retail establishments. One notable adaptive reuse effort was the conversion of the former US Post office and Federal Building to the National Museum of Organized Crime and Law Enforcement. The Post Office was designated on the National Register of Historic Places in 1983, the Nevada State Register of Historic Places in 2002, and the Las Vegas Historic Property Register in 2003. Built in 1933, this building changed uses multiple times; it served as a post office, Federal building, and courthouse and was the location of historic trials of former members of the mob and the Kefauver Committee’s investigation into organized crime. After extensive renovations funded in part by grants from the National Park Service, Nevada Commission for Cultural Affairs, and the Commission for the Las Vegas Centennial, the building has been home to the “Mob Museum” since 2012.

More recently, mid-century modern housing, shopping centers, and buildings have undergone adaptive reuse to breathe new life into the structure while preserving its history and character. An example of this are structures and shopping centers located within the Founders District of Downtown Las Vegas. Adaptive reuse and structural upgrades of the Huntridge Theater and the Huntridge Shopping Center have been made or have been planned in an effort to improve the properties and bring new vitality to the area.

PRECEDENT PROJECT

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Adaptive Reuse: Converted historic post office to the Mob Museum, The “greenest” form of construction is retrofitting existing buildings. Therefore, a key tool is to promote the rehabilitation of older buildings, historic or otherwise. Deconstruction, where buildings are disassembled and components are salvaged, should be utilized rather than demolition when rehabilitation is not feasible.

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ECONOMIC REDEVELOPMENT TOOLS

The following tools must be considered based on existing practice, whether new legislation is required, the ease of implementation, whether the tool is revenue positive/neutral, whether there is stakeholder support, and institutional capacity from City departments

• Discretionary Developer Impact fees: imposed on developers by municipalities to help fund additional public services, infrastructure, or transportation facilities required due to the new development. CLV currently imposes these for traffic signals.
  • NRS 278B (see also Chapters 4 and 5) indicates that “streets, including all their appurtenances, traffic signals and incidentals necessary for any such facilities” are an allowable use for impact fees. NRS 278B 160.1 specifies that “a local government may by ordinance impose an impact fee in a service area to pay the cost of constructing a capital improvement or facility expansion necessitated by and attributable to new development.”
• Exactions: The City currently imposes one-time, negotiated requirements (usually through development agreements) to provide in-kind services, property, or payment as a condition for development approval where existing infrastructure, including transportation, lacks the capacity to accommodate new development.
• Joint Development/Operating Agreements (NRS 277): groups of agencies partner with a private developer to improve land use, specifically for 2050 place types. The City may solicit private developer involvement and then provide the partner with access to land near infrastructure, as was done with Symphony Park and City Hall unde lease-purchase agreements. The City has also altered zoning and other regulations to incentivize the private partner to improve the land.
• TIF: NRS 279 / Artcile VIII LV City Charter. TIF captures additional tax revenue generated when properties increase in value. TIF districts are already established and split between the existing tax districts and the fund for projects inside RDA, with a focus on those that attract new economic activity. CLV uses TIF to provide rebate incentives for key infrastructure costs for projects in RDA-1 and 2. These may be for streets, water lines, storm drains, traffic signals, utilities and other infrastructure costs. RDA assesses the current property value before development then after. A portion of the tax increment is then rebated annually to developer.
• Land Banking: Establishment of a new bank through legislation or a community land trust (CLT) authorized under NRS 82 - a non-profit property trust to ensure the long-term availability / access to land. Land is taken off the market and separated so that land appreciation is removed. The trust is thus reserved for desired place types and affordable housing or assemblage.
• Transfer of Development Rights and conservation easements – NRS 111.390. Currently, there are no TDR programs in Southern Nevada, but the development of one could allow certain rights to be moved or swapped (maybe moreso for peripheral areas). Establishment of such a program could potentially be used to swap private lands or public lands.
• Discretionary and/or voluntary Inclusionary Zoning (See Chapter 3: Housing)
• Incentive programs:
  • Density Bonus – Currently authorized under the Title 19.09 Form-Based Code; this can be expanded into other parts of the City.
  • Fee Reductions and Waivers – reduce project costs for desired place type development. A fee study may also determine whether certain fee types must increase.
  • Parking Maximums and reductions (See Chapter 4)
  • Expedited Approvals – Under discussion

CATALYTIC REDEVELOPMENT SITES

This plan provides the framework for future redevelopment. Together, the place types, land use tools, and redevelopment strategies in Chapter 3 can help shape redevelopment to meet this plan’s vision. To demonstrate how redevelopment could occur, especially in the mixed-use nodes and corridors, the following sites were identified as catalytic redevelopment opportunities. These sites are currently vacant, underutilized, or prime anchors in their area that, when redeveloped, will spur further redevelopment. They are intended as illustrative examples of this plan’s recommendations to help visualize the intent, not dictate how redevelopment should happen. These concepts should be further refined and studied with future subarea planning.

KEY ACTIONS

• Amend zoning for corridor and mixed-use place types to incorporate stronger design standards and a more flexible mixture of uses.
• Develop a set of incentives for sites outside the RDA to help finance redevelopment.
• Work with property owners of catalytic sites to encourage packaging their sites for redevelopment by marketing them via requests for proposals or qualifications.
• Host investor tours, developer matchmaking events to spark interest in key redevelopment sites.
• Streamline the development review process and entitlements for priority redevelopment sites.

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SEE ALSO CHAPTER 3 Economic Development: Redevelopment

I.C LAND USE TOOLS

Existing shopping centers can retrofit their parking lots to turn underutilized outlot spaces into mixed-use development projects including housing. This will support the density required to secure rapid transit.

1. NELLIS/BONANZA MIXED-USE CENTER

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2. MEADOWS MALL RETROFIT

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Concept 1: Outlot Development

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Concept 2: Partial Redevelopment

3. CSN/CHARLESTON CORRIDOR MIXED-USE

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4. LAKE MEAD NEIGHBORHOOD MIXED-USE

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HOW PLANNING AND ZONING SHAPES REDEVELOPMENT

• Redevelopment happens gradually over time – as sites redevelop, they must follow the new general plan and zoning standards
• Existing development that does not conform to the new zoning standards may remain – this plan and subsequent zoning changes does not mean the City forces current owners to immediately conform to new standards
• Zoning is a regulatory framework for future development that fits the community vision
• Development is privately designed and implemented within standards of Title 19 under City review
• City can market vision to developers and partner with private owners to spur redevelopment

I.D HISTORIC PRESERVATION

✅ NRS 278.160.1(b)

PRESERVE AND REUSE HISTORIC STRUCTURES AND SITES

Since the founding of Las Vegas on May 15, 1905, where 110 acres of the original townsite were auctioned off upon completion of the San Pedro, Los Angeles, and Salt Lake Railroad, the city has maintained a remarkable modern, yet rapidly evolving story. Through the Depression and construction of Hoover Dam, the legalization of gaming, the rise and fall of the Mob, to the explosive and exponential growth that made Las Vegas the fastest growing city in America, preserving the storied living history of Las Vegas has been an important effort for the City. To help achieve this, a Historic Preservation Commission (HPC) was created in 1991 to oversee preservation efforts.

Through planning and land use protections, the City regulates historic properties, buildings, landmarks, neighborhoods, and districts pursuant to LVMC Title 19.150, which creates the H-O historic preservation overlay, the HPC, the position of Historic Preservation Officer (HPO). The HPO serves as the Secretary to the HPC and administratively supports it. The HPO also:

• Accepts applications for the designation of historic locations and structures and make recommendations to HPC and Planning Commission
• Provides technical information to the HPC and liaises between the HPC and City departments.
• Approves or disapproves applications for new construction, alteration, demolition or removal of elements associated with minimum improvements or to act immediately to protect the structure or property.
• Prepares reports of HPC activities to the State Historic Preservation Office (SHPO), the state agency that helps document, and preserve historic, archaeological, and cultural resources
• Maintains the Las Vegas Historic Property Register. For properties on the register, the HPC has authority to review work that may have an impact on those properties' historic character. They may also provide recommendations to the Planning Commission and City Council to list new properties on the local register.

The HPC is also the primary body concerned with preservation work including historic surveys, updating state and national register nominations, and conducting public outreach. In addition, the City, its HPC, and its HPO comply with a variety of laws covering different aspects of historic preservation:

• the National Historic Preservation Act (NHPA), as amended
• the Archaeological Resources Protection Act, as amended
• the Paleontological Resources Preservation Act, and
• other related and applicable Federal laws and state statutes

Properties may also be listed on the Nevada Register of Historic Places and the National Register of Historic Places. The state historic register is overseen by the SHPO, while the National Register is overseen by the National Park Service. This is largely a ceremonial designation because, unless the property is also listed on the local or state registers, there are no limits on development.

Currently, there are 35 buildings, sites, and districts in the City of Las Vegas that are designated on one or more of the historic registers. Additionally, portions of the Tule Springs National Monument, administered by the National Park Service, are within the city limits which contain a wide range of Paleolithic resources, including fossilized remains of prehistoric mammoths, camels, lions, and ground sloths from the last Ice Age. Many sites, particularly in the City’s downtown core, meet the criteria for designation and there is interest for more historic districts and neighborhoods.

APPLICABLE PLACE TYPES

KEY ACTIONS

• Continue to strengthen the City’s Historic Preservation Office and Commission
• Conduct proactive historic surveys for the following locations and resource types
• Prioritize education about value of historic preservation resources available, celebrating cultural heritage
• Balance redevelopment pressures with preservation efforts to preserve key resources while encouraging adaptive reuse and sensitive infill development

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THE CITY HAS BEEN, AND MUST CONTINUE TO BE, A LEADER IN PRESERVING HISTORIC NEIGHBORHOODS AND STRUCTURES, DESPITE UNIQUE CHALLENGES OF MAKING WAY FOR NEW AND INNOVATIVE PLACES

While Las Vegas has been successful at preserving its neighborhoods and some of its structures, many properties tend to be demolished to make way for something new, perhaps best exemplified by the demolition and implosion of resort hotels and casinos along the Las Vegas Strip. Within the City, the greatest challenges to historic preservation are development pressures on historic properties and property owners not properly understanding the value that comes from preservation. In addition, cultural resources such as archaeological ruins or ethnographic material located on undeveloped or redeveloped property can be lost or damaged during construction or other ground disturbing operations. Without contingencies in place that require a cultural resource inventory on property slated for development, these resources could be lost. However, these challenges present opportunities for the HPC and city staff to reach out to and inform property owners and the public about what historic preservation brings to the City. Efforts were made to save and preserve the La Concha motel lobby; after transporting it from its original location on the Las Vegas Strip to its present location in Downtown Las Vegas’ Cashman District.

Another challenge the City has faced has been “demolition by neglect” in which a historic property or structure is allowed to deteriorate or become blighted, making rehabilitation, restoration, and preservation cost prohibitive and unreasonable. A recent example of this was the destruction of the Moulin Rouge property; over time, the hotel’s structures, its sign, and the property itself burned in a series of fires.

A wide range of actions can be taken to incentivize property owners to seek designation on the local, state, or national registers, provided funding and resources are dedicated to those efforts. Properties listed on the local, state or national register can be eligible for grants earmarked specifically for historically listed properties. This includes the State Commission for Cultural Centers and Historic Preservation (CCCHP) grant program as well as Bricks & Mortar Grants administered by the HPC. The Federal Historic Tax Credit also provides a 20% credit to property owners that undertake a substantial rehabilitation of a historic building in a commercial use, while maintaining its historic character

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Map and Table Note:

Properties marked with a * no longer exist, having either burned down or have been demolished.

Properties marked with a ** are no longer historically listed as they have moved from their original location.

HISTORIC PROPERTIES WITHIN THE CITY AND DATE OF DESIGNATION

AS BUILDINGS AND NEIGHBORHOODS AGE, THE CITY MUST CONTINUALLY MAKE ASSESSMENTS OF PRESERVATION OPPORTUNITIES AND CHALLENGES

Buildings and sites typically become eligible for designation once they are at least 40 to 50 years old. Each year, hundreds of new properties in Las Vegas reach this threshold. However, due to the vast majority of the City’s historic properties or potential historic properties being located within Downtown Las Vegas, East Las Vegas, Downtown South, West Las Vegas, Twin Lakes, and the Charleston planning areas, which are seeing the greatest redevelopment pressures, many of these properties have the potential to be lost to redevelopment or modifications before they can be preserved.

While other neighborhoods and structures outside of Downtown Las Vegas will continue to age, many may not show signs of being historically, archaeologically or culturally significant. However, historic surveys can be conducted to identify properties within a certain geographic area, historic period, or architectural styles that may be eligible for a historic designation either individually or as a group. Historic surveys are useful for informing the City about what historic resources are available in the community and where efforts should be focused. The HPC can provide recommendations on what criteria should be included in surveys and specific measures that could be taken to ensure preservation and/or adaptive reuse.

Cultural Resource Inventories must be conducted on property that is scheduled for construction. Such an inventory would identify any ruins, structures, or cultural material that is present, evaluate how ground disturbing activities have potential to impact the property’s historical or archaeological context, and provide guidance on mitigating such damages.

Ultimately, the decision to seek historic designation lies with individual property owners. Many owners may not be aware of the benefits of preservation (tax incentives, grant opportunities, providing character to neighborhoods, etc.) and do not seek that option as a result. Others may be more amenable to the option if they are sought out by the City or HPC. While buying historically important properties is always an option for the City, Las Vegas will be a better community if its residents and business community take it upon themselves to preserve these sites. Because historic preservation attempts to balance property rights with the underlying value to the community, undertaking a historic survey or preservation outreach can be a delicate balancing act. Developing that mindset can come about if the HPC and City staff proactively conduct outreach with the owners of historic properties.

OUTCOMES

• At least 1 local historic district per 100,000 residents
• The number of designated historic districts and neighborhoods increases
• The number of eligible structures and sites designated as local historic landmarks, added to local historic districts, and/or rehabilitated, restored, or converted through adaptive reuse increases annually

IMPLEMENTATION STRATEGIES

• Promote and expand awareness of historic preservation and embed into development decisionmaking.
• Continue to strengthen the City’s Historic Preservation Office and Commission.
  • Continue review of applications for certificates of appropriateness for work on locally designed historic sites against the standards contained in LVMC Title 19.10.150, historic district design guidelines (as applicable), and the U.S. Secretary of the Interior’s Standards for the Treatment of Historic Properties.
  • Maintain Certified Local Government status, as recognized by the National Park Service and SHPO, through this plan, and maintenance of the HPC and historic preservation ordinance
  • Provide technical assistance to property owners or non-profit organizations seeking to add properties or historic districts to the National Register of Historic Places
  • Continue to update the inventory of designated and eligible historic structures and sites in the community, as well as include any archeological resources
  • Consider a demolition review or delay ordinance for historically or culturally significant sites or structures
• Conduct proactive historic surveys for the following locations and resource types:
  • In areas targeted for redevelopment or when they reach the 40 to 50-year old threshold for historic eligibility
  • Potential historic properties and neighborhoods located within Downtown Las Vegas, East Las Vegas, Downtown South, West Las Vegas, and the Charleston planning areas shall receive primary consideration.
  • Scenic byways
  • Signage
  • Paleolithic and archaeological sites within or near the Tule Springs National Monument or the Red Rock Canyon National Conservation Area
• Prioritize education about value of historic preservation resources available, celebrating cultural heritage.
  • Collaborate with local non-profit or for-profit entities to support local events, recognition programs, and tourism efforts that celebrate and leverage the economic value of local historic resources
  • Install additional historic markers to commemorate dates, events, or structures that highlight the contributions of people and places past, including monuments, signage, and historic roadside markers (NRS 383.091)
• Balance redevelopment pressures with preservation efforts to preserve key resources while encouraging adaptive reuse and sensitive infill development.
  • Develop outreach plans and actions to target owners of critically endangered historic properties.
  • Study and consider the adoption of a demolition by neglect ordinance
  • Consider proactive purchase of key resources to hold in the public trust
  • Cosider adoption of an adaptive reuse ordinance, subject to appropriate review by the Planning Commission and/or the HPC.
  • Require a cultural resources inventory as part of redevelopment projects
  • Provide incentives to encourage the rehabilitation of historic buildings and reinvestment in older and historic neighborhoods and commercial areas
  • Provide local financial assistance to low- and moderate-income homeowners, residents, seniors, and/or businesses vulnerable to rising real estate values and maintenance costs associated with historic preservation

CITY OF LAS VEGAS AREAS

Residents and stakeholders identified a lack of community cohesion and pride as an obstacle to a strong quality of life during the planning process. Some areas of the city have a strong sense of identity, such as Summerlin, that was carefully cultivated during its development. Other parts of the city have strong homeowners’ associations or neighborhood identity, but others lack a sense of “place”. As “Las Vegas” is generalized to mean the greater metropolitan area, more can be done to formalize the city’s neighborhoods into places that residents can identify, celebrate, protect, preserve, and establish connections with their neighbors. This section sets the stage for future implementation, including subarea planning and departmental shifts so the City can help harness the energy and enthusiasm of neighbors and translate that into meaningful, equitable implementation across the city.

To build a framework for future subarea planning, the City of Las Vegas was divided into 16 “Areas.” These areas are intended to allow for more detailed planning with greater analysis in evaluating each area’s place type framework in the context of Chapter 1’s Case for Change PlaceBuild analysis. As part of implementation, the City may create area plans and dedicate individual staff members from multiple disciplines or departments to address planning issues within the district itself.

Some areas already have this framework – either new plans or older plans that may be updated to drill down into greater detail the implementation of place types and possible zoning changes and overall planning direction (Recent plans include Downtown Las Vegas, Summerlin North/West, and Centennial Hills “Town Center”). The recent Downtown Plan is a good model in establishing a collection of smaller neighborhoods (Medical District, Arts District, Fremont East, Historic Westside) into a larger whole to think strategically about branding, character, and collaboration.

MAP OF AREAS OF THE CITY

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These areas were identified by existing development agreement boundaries, character analysis, and Census geography boundaries to facilitate better data analysis and track implementation progress.

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RELATION TO GUIDING PRINCIPLES

Each Area of the City will:

• Consist of place types
• Conserve resources and water
• Preserve historic buildings and neighborhoods
• Have affordable and market rate housing
• Be served by City services, utilities, and public infrastructure
• Have parks, community centers
• Have schools (new/existing) of different levels and places for workforce training
• Have jobs and employment opportunities of all types for all skill sets, including in primary industries and those that are developing
• Be safe and be protected from hazards, and within close proximity to LVFR and LVMPD
• Be connected by highways, streets, trails, bike lanes, and transit
• Have convenient access to food and community services

....all in a manner that's equitable, innovative, health-minded, livable, resilient; whether existing, in the months and years ahead, or by 2050.

AREA METRICS

This section summarizes opportunities in each area. Each Planning Area was analyzed to determine how well it currently meets the Guiding Principles according a set of metrics focused on the following topics. The following pages provides an overview of the district level metrics.

For more recommendations specific to these topics, please see the following sections:

⬚ figure Land Use and Development - See Section I of this chapter

⬚ figure Services - See Chapter 4, Section III

⬚ figure Parks and Open Space - See Section III of this chapter

⬚ figure Workforce - See Chapter 3

⬚ figure Transportation - See Chapter 4, Section I

For each of the 16 planning areas, a series of metrics were assembled that relate existing conditions to city-wide averages, future targets, and/or projected conditions based on the PlaceBuild analysis tools. Critical assumptions for each of these analyses are described on the next few pages. Overall, these metrics connect back to the plan's guiding principles and how we can begin to measure progress towards desired outcomes and understanding the magnitude of change needed within each planning district.

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LAND USE PLACE TYPE MAPS

Each district section contains a map showing existing land use patterns and potential areas of change, where existing land uses could overtime change into one of the new proposed place types. Below each map, a diagram shows how potential changes were modeled. The hatched area of the circle chart represents areas of existing land use that could potentially change, and to the right of it that it shows the future place types it might change into. It is important to note that diagrams and map do not match one-to-one. The map indicates general patterns of potential change, whereas the diagram is based on assumptions of certain percentage of existing land areas changing from one pattern to another.

FUTURE PLACE TYPES (IN ACRES)

Land Use Change in City of Las Vegas

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Education, Institution, Public and Open Space place types are not included in changes

AVERAGE WATER CONSUMPTION

As land areas change in the City and new housing is built to accommodate future population growth, the form of housing can have a significant impact on household water consumption. The Place Build model uses historic metered data from LVVWD/SNWA associated with specific residential housing and land use types to assess average daily gallons of water used per housing unit, per day across the area, based on the specific mix of housing types in that area. This same value is calculated for the proposed condition, which in many cases shows the average water consumption per housing unit decreasing in the future as more water efficient forms of housing are constructed.

These values are compared against city-wide averages for comparative purposes and reflect a targeted outcome of 90 gallons per person, per day.

WATER USAGE

Average water consumption of housing units in the City of Las Vegas

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PROXIMITY TO SERVICES

Percentage of total units within 1/2 mile walk:

Percentage of total units within 2 mile drive:

PROXIMITY TO SERVICES

Mapping accessibility and proximity to foundational assets within each planning area helps demonstrate prior decision-making and future changes that may be needed. These points are detailed in other goals throughout the plan.

Ease of access to daily needs is essential for residents and is an indicator of areas that are well-served, as well as an indicator of areas that have higher rates of auto-dependency. Unfortunately, much of Las Vegas’s services are designed for, and accessible to, the car.

Because the City doesn’t have many community centers, each serve a wider population that’s accessible by walking, biking, or a short drive. The lack of these places indicates a need for more publicly facing neighborhood facilities.

Safe and suggested routes to school are important for every student within Las Vegas. The ability to walk to school in older areas, which have higher densities, walkable urban form, and more schools, is far easier, while auto-oriented suburban planning areas have fewer walkable routes.

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PARKS AND OPEN SPACE ACCESS

Access to parks and open space is important for the quality of life of residents. While overall quantity of open space is important, the proximity and quantity within short, walking distances of residences is most essential.

The parks and open space access metrics look at publicly owned and/or maintained open space and considers two key data points: (1) how many acres of park space, per 1,000 residents, are within a 1/4 mile walk distance on average; and (2) given the projected population of the district, how many total acres of park space are needed to achieve a target of 7.0 acres per person.

City-wide averages are shown for comparison purposes.

PARK ACCESS Acres of accessible park space per 1,000 residents within 1/4 mile of the City

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PARK ACRES NEEDED TO ACHIEVE TARGET

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Park access and proximity is convenient in areas with new subdivisions, where planning standards have required amenities, whether public or private. Distance to parks, open space, and green space as a place of refuge and respite is lacking in the areas surrounding Downtown Las Vegas.

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JOB-TO-HOUSING AND JOB PROXIMITY

Access to employment opportunity is a critical quality of life and economic consideration for the City of Las Vegas. Two metrics are considered on a district-by-district basis:

(1) Existing ratio of jobs to housing units within the overall district and in comparison to the city-wide average. This can help identify whether a district tends to be a jobs “importer” (with more jobs than housing units, thus pulling people into the district for employment) or a jobs “exporter” with relatively more people leaving the district for employment. The City will strive for a citywide job-housing balance of 1.0 to 1.25.

(2) The second metric provides a measure of how many jobs are within a 1/2-mile or 1-mile radius on average from any point in the district. This analysis considers proximity of jobs outside of the district itself but still within the 1/2-mile or 1-mile distance.

JOB SUPPLY IN DISTRICT Average job opportunity per residential unit in the City today

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Suburban areas tend to have fewer jobs and an abundance of housing, thus necessitating a commute to employment locations.

JOB PROXIMITY Average job opportunity in proximity to the City

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TRANSPORTATION & MOBILITY

The final set of metrics pertains to transportation and responds to an essential equity question: how easily are people able to access transportation services. Four different metrics are considered; projects that are developed or operated, whether by the City, Clark County, NDOT, or RTC, may have an improvement on different metrics.

(1) Percentage of households without cars, relative to the city-wide average. Households without access to a motor vehicle must rely on other transportation options.

VEHICLE OWNERSHIP Percentage of households without cars within the City

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(2) Average time length of commute, relative to the city-wide average. Longer commute times may be an opportunity for providing more jobs or improving transportation options.

COMMUTE TIME TO WORK Average commute time (in minutes) within the City

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(3)Percentage of the area of the City within 1/2 mile of dedicated bicycle facilities. Bike trails are considered more desirable for all user groups, but much of the City only has bike lanes or no bike facilities at all.

TRANSPORTATION ACCESS & EQUITY

% of residents in planning area within 1/2 mile of bike facility

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(4) Percentage of residents within 1/4 mile or 1/2 mile of a transit stop. 1/2 mile distance is typically used in transit planning, although from a convenience and attraction standpoint transit stops closer to home can provide better access.

% of residents in planning area within 1/4 or 1/2 mile of transit stop

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Access to Public Transportation for Public Transit. Both existing conditions and future conditions are displayed to indicate a short walk to alternative transportation. Existing RTC Transit routes provide a minimum level of accessibility to older planning areas. Implementation of the strategies in RTC's OnBoard and development of the high capacity transit system will improve coverage as well as provide access to suburban areas.

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DEMOGRAPHICS

A number of demographic indicators for each area helps explain the composition of the residents that live in the neighborhoods. Compiled from Census, American Community Survey, and Planning Department data, each tell a story about the area's socio-economic characteristics, the types of houses, and who lives there.

KEY

(1) The current population of the area

(2) The largest age group indicates variations in age cohorts

(3) Persons per household explains household composition, children, or multi-generational homes

(4) and (5) indicated the current number of dwellings within an area, whether single-family residential or multi-family dwelling unit types, such as duplex, triplex, four-plex, apartments, townhomes, condominiums, or mobile homes.

(6) Median household income measures the overall economic prosperity of the area

(7) Median rent and mortgage payments represent a snapshot of the housing costs and affordability

(8) Housing tenure indicate the percentage of people who rent their dwelling or own it outright

(9) and (10) show the levels and rates of educational attainment: those that have attained a high school diploma and those that have received a Bachelor's degree

(11) The area's unemployment rate

(12) and (13) Housing and population density

(14) The racial and ethnic composition of the area

TOTAL CITY DEMOGRAPHICS

1. Current population: 675,971
2. Largest Age Group: 25 - 34 years (avg age 34.5)
3. Persons per household: 2.83
4. Single Family Dwellings: 10,724 (avg/area)
5. Multi-Family Dwellings: 6,399 (avg/area)
6. Median Household income: $60,917
7. Median rent / mortgage: $1,159 / $1,468
8. Housing tenure: 45.86% rent / 54.14% own
9. Attained High School Diploma: 84.85%
10. Attained Bachelor's Degree: 24.89%
11. Unemployment rate: 8.62%
12. Housing Density: 5.14 dwelling units / acre
13. Population Density: 8,146 residents / square mile
14. Racial/ethnic composition

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II.A DOWNTOWN LAS VEGAS

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Downtown Las Vegas is the City’s civic, commercial, and cultural hub. Located in the center of the Las Vegas Valley, encompassing the original 1905 Clark’s townsite, it functions as a primary regional center of Southern Nevada together with the Las Vegas Strip. Centered along Fremont Street, Downtown is the original home to local gaming and tourism. It continues to attract visitors looking for a historic and authentic Las Vegas experience. The Downtown of tomorrow is envisioned as a vibrant and livable urban environment and will continue to “Reinvent the Legend” through complete implementation of the Vision 2045 Downtown Las Vegas Masterplan.

DEMOGRAPHICS

• Current population: 28,115
• Largest Age Group: 25 - 34 years (4,600)
• Persons per household: 2.28
• Single Family Dwellings: 1,755
• Multi-Family Dwellings: 12,226
• Median Household income: $22,471
• Median rent / mortgage: $746 / $1,219
• Housing tenure: 84.8% rent / 15.2% own
• Attained High School Diploma: 71.6%
• Attained Bachelor’s Degree: 11.7%
• Unemployment rate: 15.3%
• Housing Density: 6.56 dwelling units / acre
• Population Density: 8,439 residents / square mile

Above / Below citywide average

Race & Ethnicity

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• White
• Black/African American
• American Indian/Native American
• Asian
• Native Hawaiian/Pacific Islander
• Other
• More than one race
• Latino/Hispanic

DOWNTOWN FUTURE LAND USE

FROM VISION 2045 DOWNTOWN LAS VEGAS MASTERPLAN

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SEE ALSO:

• Vision 2045: Downtown Las Vegas Masterplan
• Downtown Civic Space and Trails Plan
• Title 19.09 Form-Based Code
• Hundred Plan
• Maryland Pkwy TOD Plan

LAND USE AND DEVELOPMENT

TODAY

Downtown is characterized by a traditional urban fabric centered on Fremont Street. The Downtown is divided into several unique and culturally rich neighborhoods. The core districts include the Civic and Business District, Resort and Casino District, Fremont East Entertainment District, and Symphony Park District. Downtown also encompasses the Historic Westside and Cashman neighborhoods, the Las Vegas Medical District, and the gateway to the Strip. Downtown is bisected by US-95 and I-15, creating connectivity issues between the core and the downtown periphery.

IN THE FUTURE

Downtown will achieve a compact, vibrant urban environment, focusing on higher density mixed-use, transit-oriented development. Downtown is governed by the special area plan and regulated by the City's Form-Based Code (Title 19.09). The Form-Based Code establishes Transect Zones and Building Types, Frontage Types, Open Space Types, and Thoroughfare Standards that apply within the 12 districts of the Downtown Las Vegas Overlay District. The area must also balance preservation with infill and redevelopment, including in the historic neighborhoods.

In order to capture the above projected land uses and densities, the following place types are planned for future change:

PROPOSED AREAS OF CHANGE (IN ACRES)

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Downtown Las Vegas area: 2,132.1 acres

2050 PROJECTIONS

• Population: 51,539
• Total New Housing Units: 10,274 (83 Single family / 10,121 Multi-family)
• New Commercial (1,000 GSF): 12,320,270
• Housing Density: 11.38 dwelling units / acre
• Population Density: 15,471 residents / square mile

Click each tool to read more.

WATER USAGE

Water consumption of residents in the planning area will be increase slightly with the planned buildout.

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II.A DOWNTOWN LAS VEGAS

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DOWNTOWN LAS VEGAS PLACE TYPE FRAMEWORK

KEY REDEVELOPMENT OPPORTUNITIES

① Implement the “Hundred Plan” to revitalize the Historic Westside

② Symphony Park mixed-use development

③ Cashman Center redevelopment opportunity

④ Fremont East District redevelopment and complete street improvements

⑤ Arts District cultural improvements, investments, and redevelopment

⑥ Gateway District revitalization and improvements along Las Vegas Blvd

COMMUNITY FACILITIES

SERVICES

Downtown has the greatest concentration of public facilities and services in the region. Federal, state, and local government civic buildings are located throughout Downtown, including the Clark County Government Center, Las Vegas Metropolitan Police Headquarters, and regional court and judicial facilities. Other private and non-profit services serve the City and Southern Nevada as a whole; most notably, homeless service providers are concentrated within Downtown and its periphery along the "Corridor of Hope." New Health and Wellness Centers in the Cashman District and Historic Westside will provide services to underserved populations

PROXIMITY OF DWELLING UNITS TO SERVICES Percentage of total units within 1/2 mile walk:

Percentage of total units within 2 mile drive:

PARKS AND OPEN SPACE

Downtown has several notable and memorable places, including the Fremont Street Experience, Container Park, Symphony Park, and 3rd Street, but is notably lacking traditional parks, civic, and green spaces. In the past decade, Downtown witnessed the birth of a variety of museums and cultural amenities, including the Mob Museum, Neon Museum, and Smith Center for the Performing Arts. The Downtown Parks and Civic Spaces sub-plan provides an implementation framework for increased public and private parks, plazas, and other civic spaces, including a Civic Plaza and central park. The Title 19.09 form-based zoning code also similarly requires open space and specifies civic space standards.

PARK ACCESS Acres of accessible park space per 1,000 residents within 1/4 mile

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PARK ACRES NEEDED TO ACHIEVE TARGET

WORKFORCE

Downtown encompasses a variety of industry clusters. The Casino Center and the Fremont East District remain major economic drivers of Las Vegas and the region. In order to maintain that standing and address historic blighting conditions, the City has introduced downtown redevelopment areas and new economic development initiatives. Adaptive reuse has brought new life to underutilized industrial areas, creating vibrant places like the Arts District. The UNLV School of Medicine and several major hospitals located in the Medical District allow for growth in the health care and education sectors. Finally, major mixed-use and special purpose areas, including the Cashman Center and Symphony Park, allow for unique economic development and redevelopment opportunities. The Downtown residents are served by neighborhood CCSD schools and charter schools.

JOB SUPPLY IN DISTRICT Average job opportunity per residential unit in the planning district

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*equivalent of one full-time worker per unit

JOB PROXIMITY Average job opportunity in proximity to the planning district

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TRANSPORTATION

Located near the intersection of I-15, I-515, and US-95 (future I-11), Downtown is also the central hub of the RTC Transit system and future high capacity transit network. In terms of access and mobility, Downtown has the region's best complete street grid. The Union Pacific Railroad parallels I-15 which may allow Downtown to potentially be the central hub for high-speed rail connecting to Southern California. However, as the oldest part of the City, Downtown also has aging infrastructure of all types.

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TRANSPORTATION ACCESS & EQUITY

Percent of residents in the planning district within 1/4 and 1/2 mile of a transit stop

II.B EAST LAS VEGAS

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East Las Vegas is comprised of a network of higher density traditional neighborhoods, a thriving and growing Latinx community, and a well-connected street system; it does, however, face a number of challenges, including high poverty rates, higher rates of crime, and an overall lack of investment or under-investment in infrastructure and services to accommodate a rapidly changing population. The addition of high capacity transit along the edges and a "Grand Paseo" complete street transformation will enable East Las Vegas to transform itself into a diverse and cohesive sector of Las Vegas.

DEMOGRAPHICS

• Current population: 75,146
• Largest Age Group: 25 - 34 years (11,177)
• Persons per household: 3.40
• Single Family Dwellings: 9,428
• Multi-Family Dwellings: 12,938
• Median Household income: $32,224
• Median rent / mortgage: $828 / $1,039
• Housing tenure: 63.2% rent / 36.8% own
• Attained High School Diploma: 57.6%
• Attained Bachelor's Degree: 4.8%
• Unemployment rate: 10.3%
• Housing Density: 7.95 dwelling units / acre
• Population Density: 16,095 residents / square mile

Race & Ethnicity

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KEY IMPLEMENTATION STRATEGIES

LAND USE AND DEVELOPMENT

• Redevelop substandard housing and incentivize infill housing
• Reduce food swamps
• Embrace Latinx culture through creative placemaking and design

SERVICES AND FACILITIES

• Consider locating additional facilities in the north/northeast

PARKS AND OPEN SPACE

• Develop more accessible parks and open space
• Increased tree canopy target area - highest levels of ozone in City

WORKFORCE AND EDUCATION

• Focus on workforce training and job creation
• Address school overcrowding

TRANSPORTATION

• Complete sidewalk network, including a "Grand Paseo" complete street along Bonanza Rd
• Downtown Access Project
• Charleston Blvd interchange improvements
• Develop high capacity transit along Charleston Blvd and Eastern Ave and rapid bus along Nellis Blvd

Click each strategy to read more. Metrics for each topic are highlighted on the following pages

SEE ALSO: Nuestro Futuro Este Las Vegas Special Area Plan Spectrum Industrial Park Area Plan

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LAND USE AND DEVELOPMENT

TODAY

East Las Vegas is generally characterized by higher density development with a mix of residential housing types. There are existing auto-oriented commercial nodes and retail strips along Bonanza at Eastern Ave and Nellis Blvd.

IN THE FUTURE

There are several opportunities to redevelop substandard housing stock with affordable high-quality housing and introduce higher density mixed-use development particularly along Bonanza Rd, Eastern Ave, and Nellis Blvd while remaining affordable. The construction of high capacity transit along Charleston Blvd along the area’s southern edge will also help facilitate transit-oriented development at US-95, Lamb Blvd, and Nellis Blvd.

Click each Place Type to read more.

In order to capture the above projected land uses and densities, the following place types are planned for future change:

PROPOSED AREAS OF CHANGE (IN ACRES)

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East Las Vegas total area: 2,183.3 acres

2050 PROJECTIONS

• Population: 84,936
• Total New Housing Units: 4,173 (326 Single-family / 3,848 Multi-family)
• New Commercial (1,000 GSF): 10,248,995
• Housing Density: 9.43 dwelling units / acre
• Population Density: 19,322 residents / square mile

Click each tool to read more.

WATER USAGE

Water consumption of residents in the planning area will be reduced with the new planned place types.

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II.B EAST LAS VEGAS

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EAST LAS VEGAS PLACE TYPE FRAMEWORK

KEY REDEVELOPMENT OPPORTUNITIES

① Mixed Residential Potential

② Desert Pines Golf Course (city owned) - consider neighborhood mixed-use at Pecos intersection and retain greenspace

③ Mixed-use redevelopment priority

⬚ figure Transportation improvement

⬚ figure Planned High Capacity Transit

COMMUNITY FACILITIES

SERVICES + FACILITIES

East Las Vegas has several major city and regional facilities, including East Las Vegas Community Center, and Clark County Family Services, as well as several city operational facilities, including the City’s East Service Yard, Fire training center, and Detention Center. The area lacks city facilities in the north and northeastern portions, and is plagued by higher overall crime rates throughout the district. A new Health and Wellness Center will be constructed

PROXIMITY OF DWELLING UNITS TO SERVICES

Percentage of total units within 1/2 mile walk:

Percentage of total units within 2 mile drive:

PARKS AND OPEN SPACE

Several large traditional parks have historically anchored East Las Vegas, including Freedom Park. A few new parks are under construction, including smaller neighborhood parks that will help provide green space to underserved areas, but more will still be needed, and of different types and varieties. Desert Pines Golf Course is also located within this area; while a major asset, it could be repurposed to another use while still incorporating much needed civic green space. User safety of parks, trails, and open space within the area has been noted as well.

PARK ACCESS

Acres of accessible park space per 1,000 residents within 1/4 mile

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PARK ACRES NEEDED TO ACHIEVE TARGET

Even with the place type model assumption of additional potential park acres, East Las Vegas still falls short of the target.

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WORKFORCE + EDUCATION

Over time, blighting conditions have led to the establishment of expanded redevelopment areas and new economic development initiatives. Many union halls and training centers are located throughout the district, as is the Spectrum Industrial Center. Many CCSD elementary schools are overcrowded and are in disrepair, despite a high concentration. Desert Pines High School is also over capacity. A Strong Start Academy will be built near Bonanza Road and Wardelle Street.

JOB SUPPLY IN DISTRICT

Average job opportunity per residential unit in the planning district

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*equivalent of one full-time worker per unit

JOB PROXIMITY

Average job opportunity in proximity to the planning district

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TRANSPORTATION

As an older part of town, East Las Vegas has aging infrastructure of all types and needs substantial upgrades and complete street improvements in many neighborhoods. The Interstate 515 viaduct (potential future I-11) runs through the southern portion and could be reconstructed and replaced, which could impact surrounding neighborhoods. Charleston Blvd, Eastern Ave, and Nellis Blvd will continue to transition from auto-oriented arterials toward transit-based complete streets. Opportunities exist along bicycle-friendly corridors to connect and complement the Las Vegas Wash regional trail, including the Cedar Trail and a “Grand Paseo” complete street along Bonanza Rd.

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TRANSPORTATION ACCESS & EQUITY

% of residents in planning area within 1/2 mile of bike facility

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% of residents in planning area within 1/4 or 1/2 mile of transit stop

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See Chapter 3, Section I.B School Facilities and Chapter 4, Section III.A Public Facilities See Chapter 2, Section III Environment See Chapter 3, Economy & Workforce See Chapter 4, Section I Transportation

II.C WEST LAS VEGAS

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West Las Vegas is comprised of the neighborhoods immediately surrounding the Historic Westside district of Downtown Las Vegas, a culturally significant and diverse area including the Berkley Square Neighborhood, Bonanza Village, Vegas Heights, and Eastland Village neighborhoods. For many decades, West Las Vegas and its residents, predominantly African American, were physically and economically segregated from the rest of the community. West Las Vegas is comparatively poorer, homogeneous, and faces greater socio-economic challenges than other districts. By 2050, this area will gain new life and development that preserves the community's identity and heritage.

DEMOGRAPHICS

• Current population: 17,343
• Largest Age Group: 25 - 34 years (2,794)
• Persons per household: 2.93
• Single Family Dwellings: 3,698
• Multi-Family Dwellings: 2,846
• Median Household income: $32,937
• Median rent / mortgage: $867 / $1,174
• Housing tenure: 67.2% rent / 32.8% own
• Attained High School Diploma: 71.2%
• Attained Bachelor's Degree: 7.6%
• Unemployment rate: 11.3%
• Housing Density: 6.60 dwelling units / acre
• Population Density: 11,190 residents / square mile

Above / Below citywide average

Race & Ethnicity

• 41.9% White
• 37.0% Black/African American
• 10.6% Latino/Hispanic
• American Indian/Native American
• Asian
• Native Hawaiian/Pacific Islander
• Other
• More than one race

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Click each strategy to read more. Metrics for each topic are highlighted on the following pages.

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SEE ALSO: West Las Vegas Area Plan

LAND USE AND DEVELOPMENT

TODAY

The Martin Luther King Blvd corridor links the core neighborhoods of West Las Vegas. Many of these neighborhoods remain stable and offer a range of affordable single-family and multi-family housing types. Other neighborhoods have lost significant housing stock, leaving behind vacant or empty lots, providing an opportunity for infill mixed residential redevelopment. Places of worship are spread throughout the community and serve as an anchor for many neighborhoods.

IN THE FUTURE

Transit-Oriented Development corridors and neighborhood centers are located throughout the district and offer prime areas for higher density development. The western half of West Las Vegas is typified by mature single-family residential neighborhoods and apartment complexes, with pockets of large estates. The southern end of the district contains substantial industrial land along the freeway.

Click each Place Type to read more.

In order to capture the above projected land uses and densities, the following place types are planned for future change:

PROPOSED AREAS OF CHANGE (IN ACRES)

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West Las Vegas area: 991.1 acres

2050 PROJECTIONS

• Population: 83,898
• Total New Housing Units: 2,987 (229 Single family / 2,758 Multi-family)
• New Commercial (1,000 GSF): 2,778,885
• Housing Density: 9.61 dwelling units / acre
• Population Density: 16,837 residents / square mile

Click each tool to read more.

WATER USAGE

Water consumption of residents in the planning area will be reduced with the new planned place types.

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II.C WEST LAS VEGAS

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WEST LAS VEGAS PLACE TYPE FRAMEWORK

KEY REDEVELOPMENT OPPORTUNITIES

① Key Redevelopment Sites

② Historic Neighborhoods - balance preservation with infill

③ Ahern Properties Redevelopment Opportunity

COMMUNITY FACILITIES

SERVICES

West Las Vegas has a major need for upgraded infrastructure and additional public facilities and services. The area is served by two community centers: Pearson and Doolittle. However, the western half of West Las Vegas lacks significant investment and community services. West Las Vegas is served by the LVMPD’s Bolden Area Command; however, higher crime rates, homelessness, drug use, and chronic illnesses and conditions continue to plague the area.

PROXIMITY OF DWELLING UNITS TO SERVICES Percentage of total units within 1/2 mile walk:

Percentage of total units within 2 mile drive:

PARKS AND OPEN SPACE

While the new Historic Westside Legacy Park is a recent addtion, there is a lack of parks and open space in West Las Vegas. Existing facilities are limited to a scattering of small neighborhood and pocket parks exist and a major park (Kianga Isoke Palacio Park) at the Doolittle Community Center. An additional major park or open space should be constructed with quality amenities that will be safe and well utilized.

PARK ACCESS Acres of accessible park space per 1,000 residents within 1/4 mile of the planning district

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PARK ACRES NEEDED TO ACHIEVE TARGET

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Even with the place type model assumption of additional potential park acres, West Las Vegas still falls short of the target.

WORKFORCE

Historically West Las Vegas’s commercial uses were dominated by small, local businesses. A few national fast food and fast casual chains have opened near Lake Mead and Martin Luther King Blvd. Through the efforts of the City’s Redevelopment Agency, several major employment centers are now located within West Las Vegas, including the West Las Vegas Business Park and the Bonanza Rd corridor. Many CCSD and private schools are located throughout the district, but a major high school is lacking, and many schools routinely underperform, despite being in designated Opportunity or Achievement zones and receiving additional funding and resources. Also located in West Las Vegas is the Advanced Technologies Academy and the Veterans Tribute Career and Technical Academy.

JOB SUPPLY IN DISTRICT Average job opportunity per residential unit in the planning district

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*equivalent of one full-time employee per residential unit

JOB PROXIMITY Average job opportunity in proximity to the planning district

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TRANSPORTATION

Rancho Dr, US-95 (potential future I-11), and I-15 make up the primary western, southern, and eastern edges of the district, while the northern edge is bounded by the City of North Las Vegas. West Las Vegas will be served by rapid bus service along Rancho and Martin Luther King. Infrastructure throughout the district is older; CDBG funds and FRI funding have helped to pay for select improvements, but capital funding is needed to support additional complete streets and public transportation projects. Efforts that further connect West Las Vegas and the Historic Westside to Downtown Las Vegas should continue to be encouraged.

VEHICLE OWNERSHIP Percentage of households without cars within the district

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COMMUTE TIME TO WORK Average commute time (in minutes) within the City

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TRANSPORTATION ACCESS & EQUITY

% of residents in planning area within 1/2 mile of bike facility

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% of residents in planning area within 1/4 or 1/2 mile of transit stop

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DOWNTOWN SOUTH

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Downtown South is comprised of the City’s earliest inner-ring traditional neighborhoods, including John S. Park, Huntridge, Beverly Green, Southridge, Mayfair, Hillside Heights, and Crestwood. Given its close proximity to Downtown Las Vegas and several major transportation corridors on its periphery, including Charleston Blvd, Maryland Pkwy, Sahara Ave, and Las Vegas Blvd, these historic areas are in flux and must be carefully balanced with preservation efforts with the increasing pressure and demand for transit-oriented development.

DEMOGRAPHICS

• Current population: 16,883
• Largest Age Group: 25 - 34 years (2,345)
• Persons per household: 3.06
• Single Family Dwellings: 4,083
• Multi-Family Dwellings: 1,814
• Median Household income: $38,561
• Median rent / mortgage: $936 / $1,189
• Housing tenure: 50.7% rent / 49.3% own
• Attained High School Diploma: 70.4%
• Attained Bachelor’s Degree: 16.2%
• Unemployment rate: 10.5%
• Housing Density: 5.70 dwelling units / acre
• Population Density: 10,451 residents / square mile
  • Above / Below citywide average

Race & Ethnicity

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• White 61.9%
• Black/African American 26.1%
• American Indian/Native American 5.5%
• Asian
• Native Hawaiian/Pacific Islander
• Other
• More than one race
• Latino/Hispanic

KEY IMPLEMENTATION STRATEGIES

LAND USE AND DEVELOPMENT

• Balance historic neighborhood preservation with development pressures along corridors

SERVICES AND FACILITIES

• Consider locating additional facilities to complete service offerings

PARKS AND OPEN SPACE

• Develop more accessible parks and open space

WORKFORCE AND EDUCATION

• Build a new specialized school at the former Bishop Gorman High School site along Maryland Pkwy to alleviate overcrowding

TRANSPORTATION

• Upgrade aging infrastructure over time
• Construct Spencer Greenway trail for additional multi-modal access to regional destinations
• Develop Maryland Pkwy, Eastern Ave, Charleston Blvd, and Las Vegas Blvd high capacity transit, and upgrade service along Sahara Ave

Click each strategy to read more. Metrics for each topic are highlighted on the following pages.

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SEE ALSO: Beverly Green/Southridge Neighborhood Plan John S. Park Neighborhood Plan Maryland Parkway TOD Plan

LAND USE AND DEVELOPMENT

TODAY

Comprised of traditional historic neighborhoods, Downtown South will focus on preservation of existing housing. However, as opportunities present themselves, higher density transit-oriented development and developing new place and housing types along the periphery will be thoughtfully done to ensure housing remains affordable and gentrification is minimized.

IN THE FUTURE

While the neighborhoods around Downtown South are well established, some areas along the edges of the planning area may require enhancements and transformations in an effort to redevelop and remove blighting conditions. Historic shopping centers and mixed-use corridors may potentially need to be redeveloped over time, especially at key nodes.

In order to capture the above projected land uses and densities, the following place types are planned for future change:

PROPOSED AREAS OF CHANGE (IN ACRES)

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Downtown South area: 1,033.9 acres

2050 PROJECTIONS

• Population: 27,434
• Total New Housing Units: 3,448 (136 Single family / 3,312 Multi family
• New Commercial (1,000 GSF): 3,705,302
• Housing Density: 9.04 dwelling units / acre
• Population Density: 16,983 residents / square mile

WATER USAGE

Water consumption of residents in the planning area will be reduced with the new planned place types.

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II.D DOWNTOWN SOUTH PLANNING AREA

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DOWNTOWN SOUTH PLACE TYPE FRAMEWORK

KEY REDEVELOPMENT OPPORTUNITIES

① Key redevelopment site (former Castaways site)

COMMUNITY FACILITIES

● LVMPD Substation ✚ Hospital ●●● CCSD School (elementary/middle/high/alternative or special) ▲ City or other public facility

⬚ figure Transportation improvement Planned High Capacity Transit Upgraded Bus Rapid Transit

SERVICES

Because Downtown South’s close proximity to Downtown Las Vegas, major city and regional facilities located there serve this area, or may be located in Clark County; however, Downtown South does lack some facilities and services that would provide more complete offerings and public safety protections.

PROXIMITY OF DWELLING UNITS TO SERVICES

Percentage of total units within 1/2 mile walk:

Percentage of total units within 2 mile drive:

PARKS AND OPEN SPACE

Downtown South has several historic parks with mature trees and denser tree canopy, but more open space amenities are needed throughout the area. Several parks, including Leavitt Park and Baker Park are medium sized, but well-used neighborhood parks that have recently been upgraded. An opportunity for a unique civic space exists at Huntridge Circle Park, as well as constructing a multi-use trail along the Spencer Greenway.

PARK ACCESS

Acres of accessible park space per 1,000 residents within 1/4 mile of the planning district

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PARK ACRES NEEDED TO ACHIEVE TARGET

WORKFORCE

Some CCSD schools, especially high schools, are overcrowded, but an opportunity exists to build a new specialized school at the former Bishop Gorman High School site along Maryland Pkwy to serve the community.

JOB SUPPLY IN DISTRICT

Average job opportunity per residential unit in the planning district

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JOB PROXIMITY

Average job opportunity in proximity to the planning district

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TRANSPORTATION

Downtown South is bordered by major transit corridors that will continue to transition from auto-oriented arterials toward transit-based complete streets. The Maryland Pkwy corridor will be among the first projects to be implemented within this area. A number of important bike-friendly corridors, including St Louis Ave and the proposed Spencer Greenway, provide multi-modal options. As an older part of town, aging infrastructure will need to be upgraded over time.

TRANSPORTATION ACCESS & EQUITY

% of residents in planning area within 1/2 mile of bike facility

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% of residents in planning area within 1/4 or 1/2 mile of transit stop

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