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tomorrow’s mesa

moving forward together

MESA GENERAL PLAN 2050

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Mayor’s Welcome

Dear Mesa,

I am fond of saying that we stand on the shoulders of giants in our City. Our successes are rooted in smart planning, strong partnerships, and wise investments that keep Mesa moving in the right direction.

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In recent years, Mesa has experienced remarkable growth and economic successes while preserving its unique character and excellent quality of life. The development of Mesa’s 2050 General Plan is a testament to our collective determination to ensure that Mesa remains a thriving and resilient City for generations to come.

This document is the culmination of countless hours of collaboration, dedication, and visionary thinking. I am especially proud of the community engagement efforts that have shaped this Plan. From traditional outreach methods to using innovative technology, every effort was made to ensure inclusivity and transparency throughout the process. I commend the entire team for their tireless efforts in ensuring the voices of our residents were heard.

I want to thank the members of the 2050 General Plan Citizen Advisory Committee, the Planning and Zoning Board, and the City Council for their commitment to steering this planning toward success. The result is a Plan we can all take pride in, with a clear and cohesive roadmap for Mesa.

We cannot plan for the future without honoring our past. This Plan pays homage to Mesa’s rich history, guiding us in crafting a compelling vision for our future. It articulates three core values in three sections – The Land, The People, and The Economy.

Keeping these core values at the heart of our planning, the Plan calls upon us to safeguard our open spaces and ensure access to recreation, continue to prioritize public safety, and to preserve the unique character of our neighborhoods while embracing redevelopment and investment.

Thank you, to the people of Mesa who gave their time, energy, and ideas to help shape Tomorrow’s Mesa. I look forward to continuing to work with you as we implement the Plan together. The future is bright, and I am confident that Mesa’s best days are ahead of us.

Thank you,

John Giles

Mayor John Giles

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Acknowledgments

MAYOR & CITY COUNCIL

⬚ figure Mayor John Giles

⬚ figure Mark Freeman District 1

⬚ figure Julie Spilsbury District 2

⬚ figure Vice Mayor Francisco Heredia District 3

⬚ figure Jenn Duff District 4

⬚ figure Alicia Goforth District 5

⬚ figure Scott Somers District 6

GENERAL PLAN ADVISORY COMMITTEE

⬚ figure Chair Ron Williams

⬚ figure Vice Chair Scott Thomas

⬚ figure Jocelyn Skogebo

⬚ figure Ivonne Garcia Rodriguez

⬚ figure Jessica Sarkissian

⬚ figure Megan Neal

PLANNING & ZONING BOARD

⬚ figure Chair Benjamin Ayres

⬚ figure Vice Chair Jeff Pitcher

⬚ figure Jeffrey Crockett

⬚ figure Troy Peterson

⬚ figure Genessee Montes

⬚ figure Jamie Blakeman

⬚ figure Jayson Carpenter

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Acknowledgments

CITY MANAGER’S OFFICE

Chris Brady, City Manager
Scott Butler, Assistant City Manager
Marc Heirshberg, Deputy City Manager
Candace Cannistraro, Deputy City
Manager
Michael Kennington, Deputy City
Manager/Chief Financial Officer
Andrea Alicoate, Assistant to the City
Manager
Natalie Lewis, Former Deputy City
Manager

CITY OF MESA RESIDENTS

Thank you to the countless residents
who participated and provided feedback
through the General Plan update process.

ADVISORY BOARDS

Planning and Zoning Board
Historic Preservation Board
Design Review Board
Economic Development Advisory Board
Human Relations Advisory Board
Board of Adjustment
Housing Community Development
Advisory Board
Parks and Recreation Board
Transportation Advisory Board
Library Advisory Board

DEVELOPMENT SERVICES

Nana Appiah, Development Services
Director
Mary Kopaskie-Brown, Planning Director
Rachel Nettles, Assistant Planning Director
Jeffrey Robbins, Project Manager
Brett Hanlon, Principal Planner
Kellie Rorex, Senior Planner
Sean Pesek, Senior Planner
Noah Bulson, Planner I

TECHNICAL ADVISORY COMMITTEE

Sabine King, Transportation
Mark Venti, Transportation
Spencer Taylor, Water Resources
Julie Bigler, Fire and Medical
Spencer Houk, Mesa Police
Jeff McVay, Downtown Transformation
Laura Hyneman, Sustainability
Michelle Alabanese, Community Services
Jodi Sorrell, Transit
Andrea Moore, Parks, Recreation and
Community Facilities
Jaye O’Donnell, Economic Development
Maria Laughner, Economic Development
Illya Riske, Arts and Culture
John Petrof, Energy Resources

DEPARTMENT MANAGEMENT TEAM

RJ Zeder, Transportation
Chris Hassert, Water Resources
Sheri Collins, Solid Waste
Ruth Giese, Community Services
Brian Ritschel, Office of Management and
Budget
Nicole Nelson, Business Services
Ana Pereira, Public Information Office
Polly Bonnet, Library Services
Jessie Simms, Library Services
Tony Garvey, Library Services
Corinne Nystrom, Falcon Field Airport

CITY ATTORNEY’S OFFICE

Jim Smith, City Attorney
Kelly Whittemore, Deputy City Attorney
Sarah Steadman, Assistant City Attorney III

PUBLIC INFORMATION OFFICE

Mariano Reyes, Senior Public Information
& Communications Speacilist
Mark Cornell, Senior Public Information &
Communications Speacilist

CONSULTANT

Logan Simpson

Land

Acknowledgment

The City of Mesa acknowledges that we gather on the homeland of the Native people and their ancestors, who have inhabited this landscape from time immemorial to the present day.

The landscape is sacred and reflects cultural values central to the O'Odham (known as the Pima) and the Piipaash (known as Maricopa) way of life and their self-definition. This acknowledgment demonstrates our commitment to work in partnership with Ancestral indigenous Communities to foster understanding, appreciation, and respect for this heritage.

The City of Mesa has preserved and continues to steward sites and landscapes located within the boundaries of Arizona’s tribal nations, including the Salt River Pima-Maricopa Indian Community (SRP-MIC) and the Gila River Indian Community (GRIC), which are among the 22 federally recognized Arizona Indigenous tribes. We appreciate and value the opportunity we have to share in the significance and beauty of these lands that mean so much to so many. We offer our respect to all O'odham and Piipaash of the past, present, and future, and honor their legacy through the vital meaning and intent of this land acknowledgment statement.

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Mesa is a City like no other - a place steeped in history, grounded by community, admired for its beautiful desert landscape, activated by unique neighborhoods and businesses, and embodied by a future vision...

Mesa is a safe, desirable, family-centered community that...

• Celebrates our heritage and innovative spirit;
• Seeks economic prosperity for all;
• Prioritizes quality places; and
• Offers choices where we live, work, play, and learn.

CONTENTS

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INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1     Planning Mesa’s Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3     Your Voice, Our Future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5     Our Story, From the Past to the Present . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7     Our Present. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11     Our Vision for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 THE PEOPLE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17     The People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19     Great Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20     History, Arts, and Cultural Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26     Human Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31     Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 THE LAND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43     The Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45     Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46     Circulation and Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51     Parks and Open Space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56     Land Use and Urban Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61     Future Land Use Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 THE ECONOMY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105     The Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107     Economic Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108     Environment, Conservation, Energy, and Water. . . . . . . . . . . . . . . . . . . . . . . . . . . . 114     Public Facilities and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 IMPLEMENTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125     Our Path Forward. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127     Implementation Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128     Tomorrow's Mesa Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131     General Plan Amendments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132

FIGURES AND TABLES

Figure 1. Public Participation Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Figure 2. Mesa Annexations and Eras Timeline . . . . . . . . . . . . . . . . . . . . . . . 8 Figure 3. Mesa Regional Context Map . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 4. Placetype Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Figure 4. Growth Strategy Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

Table 1. Placetype Typical Land Uses . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Table 2. Placetype Change - Minor and Major Criteria . . . . . . . . . . . . . . . . . . . 133 Table 2. Placetype Change - Minor and Major Criteria (Continued) . . . . . . . . . . . . 134

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01

INTRODUCTION

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Planning Mesa’s Future

TOMORROW’S MESA 2050 GENERAL PLAN

Moving Forward Together: Tomorrow’s Mesa 2050 General Plan (also referred to as Tomorrow’s Mesa 2050 General Plan, Mesa 2050 General Plan or simply the General Plan or Plan) is the City’s overarching policy document that shapes what the City will become over the next 10 to 20 years.

The General Plan is a living document that integrates community feedback and best practices into a visionary framework to help guide both near- and long-term investment and decision-making regarding development, resource management, public safety, public services, and general community well-being.

Moving Forward Together: Tomorrow’s Mesa 2050 General Plan provides the City of Mesa with:

• A clear Vision that is memorable, easy to understand, and reflects the community’s input.
• A cohesive set of Strategies organized around our shared values that promote broad community ownership.
• A Future Land Use Plan based on desired development patterns, coordinated with transportation, transit, and economic development policies, which are based on strategies to successfully manage change.
• An implementation guide that identifies measurable Actions and steps towards achieving Mesa’s Vision.

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WHAT IS A GENERAL PLAN?

A General Plan is a comprehensive framework to guide the future of Mesa.

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THE TOMORROW’S MESA 2050 GENERAL PLAN

Creates a Vision, Guiding Principles, and Strategies to tie together the City’s plans and policies related to the following three Core Values:

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THE PEOPLE

THE LAND

THE ECONOMY

CITYWIDE PLANS

Help implement the General Plan.

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Your Voice, Our Future

A COMMUNITY-DRIVEN PLAN

Public outreach and community engagement were key to the creation of Moving Forward Together: Tomorrow's Mesa 2050 General Plan. The information and feedback collected from residents, business owners, subject matter experts, and stakeholders were critical in understanding the community's concerns, aspirations, and priorities for the future and led to the development of the community's Vision, Core Values, Guiding Principles, and Strategies.

The Mesa 2050 General Plan update was a robust, innovative, and inclusive process that included nearly 32,000 interactions with residents and business owners. What we heard from the community led to the development of the community's Vision, Core Values, Guiding Principles, and Strategies.

The following graphic illustrates the key phases of the planning process and various engagement opportunities. Appendix 2 includes detailed information on public participation and outreach, including responses to community questionnaires and workshops.

Figure 1. Public Participation Overview

COMMUNITY CONVERSATIONS

The City initially engaged community members through informal conversations and a questionnaire.

CONFIRMING THE VISION

The City held info booths and activities to gather feedback on what was heard in the community conversations to help confirm a vision for Mesa.

URBAN LAB WORKSHOPS

The City held technology-supported workshops to visualize and evaluate our choices for different alternatives for the future of Mesa.

PLAN SHOWCASE

City Staff, Community Catalysts, and Council Members presented to community members on the key themes in the Draft Plan to solict more input.

CELEBRATORY SUMMIT

City Leadership held a celebration to recognize all the hard work that went into making an exceptional Plan for the future of Mesa.

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COMMUNITY CONTEXT WINTER 2023 JAN - FEB 2023

VISION SETTING MAR - APR 2023

CHOICES & PRIORITIES MAY - OCT 2023

DRAFT PLAN DEC 2023 - FEB 2024

COUNCIL REVIEW & FINAL APPROVAL APR - MAY 2024 SUMMER 2024

MESA'S 6 COUNCIL DISTRICTS Engagement happened at every stage, both virtually and at events in each district!

Our Story,

From the Past to the Present

OUR PAST - MESA'S HISTORIC CONTEXT

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EARLY ORIGINS

The ancestral Sonoran Desert dwellers were the first people to live in the area now called Mesa. They flourished in these lands for millennia and their direct descendants, the O'odham people, remain here to this current day. Between approximately 300 and 1450 CE ancestral Sonoran Desert dwellers developed a complex farming society that established settlements throughout the Salt River Valley, such as Sce:dagĭ Mu:val Va'aki and S'edav Va'aki, and built a large and advanced network of irrigation canals. Ancestral Sonoran Desert dwellers produced elaborate material culture including pottery, basketry, stone tools, and shell jewelry. This legacy continues today through the work of highly talented O'odham artists.

Tomorrow's Mesa 2050 General Plan

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THE PIONEER ERA

Mesa pioneers from the Church of Jesus Christ of Latter-Day Saints (LDS) arrived in 1877 and founded the Lehi community located in north central Mesa.

In 1878, a claim was made on a one-square-mile section of land stretching from Mesa Drive to Country Club Drive and from University Drive to Broadway Road. The claim for the land was approved in 1882 and the original townsite of Mesa was born.

Mesa's original townsite utilized the "City of Zion" plan first developed by LDS founder Joseph Smith in the 1830s to help guide the platting of new, self-sufficient communities for new LDS settlements.

This plan called for a "one-square-mile" grid pattern, featuring wide streets to allow for large, ox-drawn wagons to turn around mid-block, a feature still present within Downtown Mesa. Properties within the original townsite were large as they were used for farming.

Figure 2. Mesa Annexations and Eras Timeline

300 TO 1450 CE

EARLY ORIGINS

Period of ancestral Sonoran Desert settlements and first introduction of the irrigation canal systems.

LATE 1800s

THE PIONEER ERA

Pioneers from the Church of Latter-day Saints settled in the original one square mile townsite of Mesa.

EARLY 1900s

HARNESSING THE SALT RIVER

The Salt River project spurred 20th century growth following advancements in irrigation.

MID 1900s (1940-1945)

WARTIME ERA

An agricultural boom followed by wartime demand for supplies supported Mesa during World War II.

MID 1900s (1945-1960)

POST-WAR MESA

Air conditioning, increased automobile use, and the return of serviceman spurred economic transformation.

LATE 1900s TO EARLY 2000s

TURN OF THE CENTURY

Mesa enters a period of growth and cultural transformation with the expansion of job sectors, demographic shifts, and creation of amenities.

2023

PRESENT DAY

Mesa sees its population grow to half a million and sees heavy investment in the arts, technology, and light rail transportation system.

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HARNESSING THE SALT RIVER—WATER, POWER, AND AGRICULTURE

Mesa was a prospering community by the end of the 19th century, but the lack of a dependable water supply undermined its future vitality and growth. In the early 1900s, as irrigation issues gained national attention, it was clear to Mesa residents that a dam would be necessary to spur future growth and economic prosperity.

In 1903, Salt River Valley farmers joined together and founded the Salt River Valley Water Users’ Association, which is now known as the Salt River Project (SRP). The SRP was a part of several major water resource projects—including the Roosevelt Dam, which helped pave the way for Mesa’s phenomenal growth in the 20th century.

MESA’S WARTIME ERA

Through the early 20th century, Mesa experienced an agricultural boom, spurred by wartime demand for cotton needed for uniforms, parachutes, and other military necessities.

In 1940, the City purchased land for Falcon Field Airport and leased it to a British flying and training school. The one-square-mile air base opened in September 1941 as a military airport, and was responsible for training more than 2,000 British Royal Air Force and US Army Corps pilot cadets during World War II. The first training flight was an American-made Boeing PT-17 “Stearman” biplane.

POST-WAR MESA

Between 1945 and 1960, Mesa experienced a population boom as service members returned from WWII. Increased availability and affordability of air conditioning along with increased automobile usage also contributed to the viability of residing in Mesa’s warm sunny climate.

This post-war surge in population was accompanied by a major economic transformation as the City’s traditional agricultural base declined and construction, technology, defense, and tourism grew.

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MESA AT THE TURN OF THE CENTURY

Mesa's extraordinary growth continued during the decades surrounding the turn of the century. The population surged as retirees and job-seeking families were drawn to the City by its combination of accessible housing, warm and inviting climate, and ample employment opportunities.

Mesa’s two airports—Falcon Field Airport and Phoenix-Mesa Gateway Airport—played pivotal roles in the City’s population expansion. Before their transition to civilian use, these airports attracted military personnel and their families. Following this transition, they became significant drivers of economic growth, attracting individuals with well-paying jobs and fostering the growth of the City’s aerospace, defense, and logistics industries.

The turn of the century ushered in significant shifts in Mesa’s cultural landscape as people from diverse backgrounds made the City their home. Mexican immigrants, in particular, have had a significant impact on the City’s culture, and you’ll find a thriving Latino community in Mesa today. There is also a significant Asian American population in Mesa and a remarkable assortment of Asian-owned businesses, including restaurants, markets, and specialty shops.

Mesa’s turn of the century growth was also supported by a proliferation of amenities attractive to tourists and residents alike. In addition to its natural wonders, the City began to offer arts and cultural attractions such as the Arizona Museum of Natural History, the i.d.e.a. Museum for youth, the Mesa Arts Center (MAC), and the Mesa Grande Cultural Park. Recreational amenities, including spring training baseball facilities for the Oakland Athletics and Chicago Cubs, as well as theme parks and adventure activities, catered to tourists and residents.

The expansion of higher education and healthcare facilities fueled Mesa’s remarkable growth, with colleges and healthcare providers becoming significant contributors to the City’s robust economy. This era also witnessed the development of highways, transit and transportation networks and other vital infrastructure, making Mesa an even more appealing place to live, work, play, and learn.

Our Present

MESA'S FOUNDATION FOR TOMORROW

The City of Mesa is in the East Valley of the Phoenix Metropolitan Area (PMA), within Maricopa County, Arizona. The City is bordered by the Salt River Pima Maricopa Indian Community to the north; the City of Apache Junction to the east; the City of Chandler, Town of Gilbert, and Town of Queen Creek to the south; and the City of Tempe to the west.

Mesa's prime location in the Valley provides access to a workforce population of 1.3 million within a 30-minute drive, and access to regional highways and interstates linking Mesa to other Arizona markets, California, and Mexico.

Figure 3. Mesa Regional Context Map

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Mesa at a Glance

• 544,976 RESIDENTS WITHIN THE MUNICIPAL PLANNING AREA
• 3RD MOST POPULOUS CITY IN ARIZONA
• 36TH MOST POPULOUS CITY IN THE US
• APPROXIMATELY 170 SQUARES MILES IN THE MUNICIPAL PLANNING AREA
• PART OF THE PHOENIX METROPOLITAN AREA (PMA)
• APPROXIMATELY 243,003 HOUSING UNITS
• $65,725 MEDIAN HOUSEHOLD INCOME

Our Vision for the Future

FROM COMMUNITY VALUES TO GUIDING PRINCIPLES

Moving Forward Together: Tomorrow's Mesa 2050 General Plan's Vision expresses what the community wants to be in 2050 and is based on feedback from community residents, businesses, property owners, community and next generation leaders, and local officials.

Throughout the two-year Tomorrow's Mesa planning process, thousands of stakeholders shared their unique perspectives on what makes Mesa great and how it can evolve to be even better.

Public input was provided through many forms: public meetings and workshops, one-on-one interviews, online surveys, immersive virtual experiences, and interactive maps. Common themes voiced by the community resulted in a Vision, Core Values, and a set of Guiding Principles that embody the community’s commitment to preserving the best of Mesa and striving to improve the quality of life for all.

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Mesa is a safe, desirable, family-centered community that...

Celebrates our heritage and innovative spirit;
Seeks economic prosperity for all;
Prioritizes quality places; and
Offers choices where we live, work, play, and learn.

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CORE VALUES AND GUIDING PRINCIPLES - FRAMEWORK FOR THE PLAN

The Guiding Principles and Strategies in this General Plan aim to shape the future of the places we live, work, play, and learn.

Tomorrow’s Mesa Vision is a forward-thinking vision created through the robust community outreach process and expresses what the community wants Mesa to be in 2050.

Underlying Tomorrow’s Mesa 2050 General Plan Vision are three Core Values, 11 Guiding Principles, and 49 Strategies which further articulate the desired long-range outcome for our community.

The Core Values are common themes that emerged from community conversations which provide a framework for how the General Plan is organized. These Core Values—Chapter 2: The People, Chapter 3: The Land, and Chapter 4: The Economy—contain important elements, such as housing, transportation, and economic development, which drive the function and success of our City.

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The People

Great Neighborhoods Our neighborhoods are vibrant, diverse, and safe places where our people thrive.

History, Arts, and Cultural Resources Our community values our heritage and embraces its diverse culture.

Human Services Our human services are compassionate and equitable.

Public Safety Our City is safe and has exceptional public safety services.

The Land

Housing Our housing is attainable for all.

Circulation and Mobility Our transportation network is efficient, safe, and well-connected.

Parks and Open Space Our parks and open spaces offer rich recreation and support active lifestyles.

Land Use and Urban Design Our City offers integrated and balanced land uses with a variety of neighborhoods and business opportunities.

The Economy

Economic Development Our economy is innovative and prosperous.

Environment, Conservation, Energy, and Water Our City is resilient and sustainable.

Public Facilities and Services Our public service enterprises are efficient, reliable, and cost-effective.

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Each element in the 2050 General Plan is provided with Guiding Principles which are action-oriented expressions of the envisioned outcome for these topic areas.

Each element then contains Strategies that support the Guiding Principle and describe the focus area(s) that will help achieve the Guiding Principle.

Actions are the activities the City will undertake to implement the Strategies of the General Plan. Actions are provided in a separate document, titled the "Action Plan". The Action Plan defines the responsible party for carrying out the actions, the anticipated timeframe, and includes measures to track progress where applicable. The Action Plan is intended to be a living document that will be periodically updated to reflect the City’s most current policies, data, progress, and accomplishments.

Chapter 5: Implementation outlines how to use the Action Plan and the process for General Plan amendments.

Appendices in the Plan include:

• Appendix 1: Existing Conditions Report sets the stage for the General Plan and includes an analysis of current conditions within the City.
• Appendix 2: Public Outreach provides more detail on each phase of the outreach process, including summaries of public comment from online questionnaires, activities, meetings, and events.

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02

THE PEOPLE

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The People

Today, Mesa is a thriving community of over 544,976 residents whose varied backgrounds contribute to the vibrancy of the City. At the heart of Mesa are the people who shape the City through their diverse cultures, traditions, and aspirations.

During Tomorrow's Mesa 2050 General Plan engagement process, residents shared that friends and family are central to what they love about Mesa and that the City's strong sense of community is one of the main reasons they choose to call Mesa home.

Mesa values the uniqueness of our neighborhoods and wants to ensure they are safe, well-maintained, stable, and attractive places where people can thrive. Mesa values the heritage, arts, and cultural diversity that contribute to our community’s character and quality of life. It is important to our residents that our culturally significant history is preserved and that people from all walks of life can express and celebrate their culture.

Mesa is also a community that cares about the welfare of its residents and wants to ensure everyone has access to resources they need to flourish, including access to quality education, healthcare, and human services.

This Chapter outlines a set of Guiding Principles and Strategies for Great Neighborhoods; History, Arts, and Cultural Resources; Human Services; and Public Safety that work together towards a future where Mesa is a safe, desirable, family-centered community that celebrates our heritage and innovative spirit. In addition to the Strategies of this Chapter, related Strategies that will help accomplish this Vision are found in Chapter 3: The Land and Chapter 4: The Economy. The Strategies related to each topic are provided below for reference.

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Guiding Principles

OUR NEIGHBORHOODS ARE VIBRANT, DIVERSE, AND SAFE PLACES WHERE OUR PEOPLE THRIVE.

OUR COMMUNITY VALUES OUR HERITAGE AND EMBRACES ITS DIVERSE CULTURE.

OUR HUMAN SERVICES ARE COMPASSIONATE AND EQUITABLE.

OUR CITY IS SAFE AND HAS EXCEPTIONAL PUBLIC SAFETY SERVICES.

Great Neighborhoods

Guiding Principle - Our Neighborhoods are Vibrant, Diverse, and Safe Places Where Our People Thrive.

Mesa residents live in a variety of distinct, safe, and attractive neighborhoods that provide opportunities for a high quality of life. The distinct character and qualities of these neighborhoods, whether it is the vibrancy of Downtown, the heritage of the Lehi neighborhood, or the rich culture of the Asian District, make Mesa a unique place to live. Each neighborhood's character contributes to the vibrancy and vitality of the City.

Neighborhoods are not just a place to live; they contain schools, places of worship, parks, and commercial amenities that foster social interaction and connect us to our family, neighbors, and the community.

Neighborhoods are dynamic, change over time and will be impacted by external forces, such as shifting investment patterns.

The City's role is to ensure that neighborhoods are high-quality environments that offer a safe and welcoming community, can adapt to changing needs, and preserve the most cherished assets and values.

The following Strategies focus on preserving and improving the quality, diversity, and safety of our neighborhoods ensuring they remain great places to live, work, play, and learn.

Strategies

N1. PROMOTE COMPLETE COMMUNITIES IN BOTH EXISTING AND NEW NEIGHBORHOODS.

N2. PROMOTE ADAPTIVE REUSE AND INFILL AS TOOLS TO REJUVENATE AND REVITALIZE ESTABLISHED NEIGHBORHOODS.

N3. CONTINUE TO PROVIDE ROBUST CODE COMPLIANCE PROGRAMS TO ENSURE NEIGHBORHOODS ARE CLEAN AND WELL-MAINTAINED.

N4. USE NEIGHBORHOOD PLANNING TO ENGAGE LOCAL COMMUNITIES AND DEFINE NEIGHBORHOOD SPECIFIC CHARACTER, VALUES, AND POLICIES.

N5. IMPROVE STREET AND OPEN SPACE NETWORK CONNECTIVITY WITHIN NEIGHBORHOODS AND TO LOCAL SERVING AMENITIES.

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N1. Promote complete communities in both existing and new neighborhoods.

Currently, there are many neighborhoods in Mesa that are composed mostly of single-family homes, with few nearby services or employment opportunities. As a result of these single-use areas, Mesa residents must travel farther and longer to access services, which adversely impacts their quality of life. A desired outcome expressed by the community is that all areas of Mesa become complete communities.

A complete community is comprised of a variety of complementary, interconnected places that provide opportunities for people to live, work, play, and learn. Strategically locating these land uses near each other is mutually beneficial. For instance, homes positioned with convenient access to shopping and dining options, or employment hubs located near commercial areas that provide services and amenities for people after work, can enhance the overall community experience.

In addition to offering a complementary blend of places, a complete community provides a range of amenities and advantages within each of these places. Such communities are defined by the integration of high-quality parks, open spaces, pedestrian and bicycle facilities, parking, and various other community-enhancing features which are seamlessly woven into the fabric of the community.

Achieving neighborhoods that are complete communities is a strategic way to optimize land use, support sustainability, and, most importantly, make Mesa a City where everyone finds their ideal place to live, work, play, and learn.

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N2. Promote adaptive reuse and infill as tools to rejuvenate and revitalize established neighborhoods.

Incorporated in 1883, Mesa is still a relatively young community. However, approximately 54% of our neighborhoods were developed prior to 1990 and some are experiencing decline in their character and vibrancy.

A variety of actions, such as, adaptive reuse and infill development can be utilized to maintain the quality of older neighborhoods and encourage reinvestment in an area.

Adaptive reuse, which is the reuse and adaptation of buildings for another purpose, transforms aging buildings and sites into functional, desirable spaces, promoting sustainability and retaining the unique character of each neighborhood. Infill is the practice of developing vacant or underutilized sites in established areas that were bypassed while other development occurred, or the site has deteriorated over time due to destruction or neglect.

Targeted adaptive reuse and infill are excellent strategies that can catalyze additional revitalization within an area, increase property values, and improve the safety of our neighborhoods.

N3. Continue to provide code compliance programs to ensure neighborhoods are clean and well-maintained.

Maintaining great neighborhoods throughout the City requires deliberate actions that ensure established neighborhoods are well-maintained, comfortable, safe, and attractive, and that they continue to receive improvements to help sustain property values and preserve neighborhood character.

Neighborhood conservation and regular improvements are essential to ensuring our neighborhoods are not neglected. The City continues to provide code compliance programs that enforce the City’s nuisance and property maintenance codes, and keep our communities clean, safe, and welcoming. Efforts will continue to focus on education, outreach, and the direct interaction with property owners to help the community understand the importance maintenance and continued investment play in stabilizing our neighborhoods.

N4. Use neighborhood planning to engage local communities and define neighborhood specific character, values, and policies.

Neighborhood planning provides residents the opportunity to identify issues particular to their neighborhoods that may be unique from Citywide policies.

Because neighborhoods have unique values, amenities, natural environments, and local priorities, neighborhood planning involves creating policies that support neighborhood residents in their efforts to preserve the quality of their homes and the community assets they value. Policies will encourage neighborhoods to improve and enhance the aspects that make them distinct and encourage ongoing communication between neighborhoods and the City—empowering neighborhood residents to share neighborhood-specific priorities, opportunities, and concerns directly with City staff.

Currently, the City has six neighborhood plans, also known as sub-area plans. These plans are the Lehi Sub-Area Plan, Citrus Sub-Area Plan, Falcon Field Sub-Area Plan, West Main Street Area Plan, Central Main Street Plan, and the Gateway Strategic Development Plan.

As Mesa continues to grow, neighborhood planning, along with other strategies, can be used to strengthen the character of our neighborhoods and improve the quality of life for their residents.

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N5. Improve street and open space network connectivity within neighborhoods and to local amenities.

As one of Arizona's largest and fastest growing cities, Mesa is at a pivotal juncture where enhancing connectivity is essential to elevating the quality of life for our residents. Throughout Tomorrow's Mesa 2050 General Plan planning process, community members expressed their desire for improved connectivity to amenities like shopping and dining. They also emphasized the importance of walkability and bike-friendly options, underscoring that the foundation of seamless connectivity must originate at the neighborhood level.

Improved connectivity supports multiple facets of a thriving community. For residents, it shortens commutes and provides easier access to essential services like healthcare, schools, and shopping. For local businesses, it supports the timely delivery of goods as well as increases foot traffic, enabling a stronger, more resilient economy.

Neighborhood connectivity supports the broader strategies of creating complete, self-sufficient neighborhoods that reduce the need for long commutes, thereby decreasing traffic congestion, reducing environmental impacts, and promoting healthier lifestyles.

Targeted investment in existing neighborhoods and an emphasis on the connectivity of uses, open space, and road networks in the design of new neighborhoods help ensure our residents live in neighborhoods that provide them with mobility choices.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

HAC1. Enhance community character and heritage through the identification and preservation of significant historic sites, properties, structures, and districts.

HAC3. Promote and expand access to arts and culture opportunities across the City.

PS1. Continue to provide high-quality and responsive police, fire, and emergency services to all residents and businesses.

CHAPTER 3: THE LAND

CM2. Provide a complete, connected, and safe network of on- and off-street active transportation infrastructure.

PO1. Provide a diverse range of neighborhood, community, and regional parks within one-half mile of all residential areas.

LU1. Promote a balance of land uses to enhance the quality of life for current and future generations.

LU2. Create opportunities for placemaking in neighborhoods that reinforce their unique character and sense of place.

CHAPTER 4: THE ECONOMY

H1. Create more opportunities for housing options.

PF3. Provide sustainable energy, water, sewer, solid waste, and storm sewer services to residents.

History, Arts, and Cultural Resources

Guiding Principle - Our Community Values Our Heritage and Embraces its Diverse Culture.

Mesa is a beacon of cultural diversity and heritage, welcoming people from all backgrounds and walks of life. The City is deeply committed to preserving and celebrating its rich historical and cultural identity that enriches the lives of residents and visitors.

Mesa’s historic neighborhoods and landmarks are not just relics of the past but living spaces that contribute to the City’s identity. Preservation of these resources celebrates Mesa’s past, heritage, values, and the people who created them.

As Mesa continues to be a culturally diverse City, exposure to historical resources and the arts can introduce people to different cultures, traditions, and art forms. Art and cultural institutions and events, whether planned, permanent, or temporary, give residents and visitors the opportunity to engage with the community and learn about cultural traditions. When the arts are integrated into the urban design of an area, they enrich the quality and vibrancy of places. The City's objective is to incorporate art, culture, and historical assets into Mesa’s physical environments—not only Downtown, but across the entire City, thereby enhancing its appeal from multiple perspectives.

Communities that support strong and diverse arts and cultural programs and institutions benefit economically by attracting tourists, businesses, jobs, and trade. Mesa continues to enhance its reputation as an arts and cultural leader and tourism destination in Arizona by promoting and making investments in arts and culture opportunities across the City.

The following Strategies build upon Mesa’s history, arts, and cultural resources and provide ways to integrate them more fully into the community, built environment, economy, and branding of Mesa in the coming years.

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Strategies

HAC1. ENHANCE COMMUNITY CHARACTER AND HERITAGE BY IDENTIFYING AND PRESERVING SIGNIFICANT HISTORIC SITES, PROPERTIES, STRUCTURES, AND DISTRICTS.

HAC2. SUPPORT AND ENCOURAGE A VARIETY OF ARTWORK IN PUBLIC PLACES, SUCH AS PARKS, PUBLIC BUILDINGS, AND PLAZAS.

HAC3. PROMOTE AND EXPAND ACCESS TO ARTS AND CULTURE OPPORTUNITIES ACROSS THE CITY.

HAC4. EXPAND MESA'S REPUTATION AS AN ARTS AND CULTURE TOURISM LEADER IN ARIZONA.

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HAC1. Enhance community character and heritage by identifying and preserving significant historic sites, properties, structures, and districts.

Mesa’s commitment to safeguarding and enriching its history, culture, and heritage, all of which are integral to the community’s identity and continuity, takes various forms. In some cases, this may mean active involvement in the preservation and renovation of historic resources; in others, historical interpretation or recognition may be sufficient.

Mesa currently has eight locally designated historic districts and 11 locally designated historic landmarks. The City also has two recognized heritage neighborhoods. While not officially designated historic resources, heritage neighborhoods are recognized and celebrated for their unique heritage—including its people, buildings, and events—that provide an important link to previous generations and contribute to a sense of place in Mesa.

Furthermore, the City pays tribute to its history by naming streets and public places after figures, groups, and events from its past.

As the City continues to grow, it becomes increasingly important to both maintain the inventory of designated historic resources and identify additional buildings and places deserving recognition as historic assets worth preserving.

This Strategy includes education and outreach so residents understand the significance heritage plays in creating quality places and their shared community responsibility in preserving these valuable resources. To protect these irreplaceable community assets for future generations, regulations and design standards are used and regularly updated.

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HAC2. Support and encourage a variety of artwork in public places, such as parks, public buildings, and plazas.

Artwork integrated into the built environment can enliven public spaces, create engaging architectural details, enhance City and neighborhood character, and serve as a landmark in the community. Art can be integrated into many locations: streetscapes, plazas, neighborhood entrances and gateways, buildings, landscapes, and parks are just a few examples.

Public art presents an outstanding avenue for community involvement and showcasing the City's cultural heritage.

The City is committed to collaborating with local artists, businesses, and residents on projects that amplify Mesa’s cultural richness and diversity through the medium of public art.

HAC3. Promote and expand access to arts and cultural opportunities across the City.

The City believes that exposure to the arts and culture improves the quality of life in Mesa and is a community benefit that should be accessible to all residents.

By fostering creative experiences, Mesa aims to cultivate a sense of inclusion, community, and belonging—ultimately reinforcing the social, economic, and creative fabric of the City. To realize this vision, the City is dedicated to expanding access to arts and cultural opportunities throughout the City.

The City is currently exploring approaches that bring experiences directly to the people in the neighborhoods in which they live, work, play, and learn—be it through the use of planned events or innovative programs like Mesa’s Mobile Art-Based Engagement Lab (MABEL).

As Mesa continues to grow, the City will continue to evaluate arts and cultural programming to ensure that offerings match the diverse needs and desires of the community which includes working to remove financial barriers that may prevent participation. The City will also continue to evaluate its public facilities and technology to ensure that art and cultural opportunities are provided across the City and accessible to all.

HAC4. Expand Mesa’s reputation as an arts and culture tourism leader in Arizona.

Mesa strives to be an internationally acclaimed destination, celebrated for its innovations and diverse offerings in arts, science, and culture. Mesa is home to several thriving cultural hubs that draw visitors from across the City and from around the Valley.

The Mesa Arts Center stands as one of Arizona’s premier venues for both performing and visual arts, hosting up to 800 performances a year. Activities at the Mesa Arts Center attract more than 335,000 visitors a year. Mesa is also home to the Mesa Amphitheatre, an outdoor music venue that draws on average over 45,000 visitors annually from around the Valley.

The Arizona Museum of Natural History is a community hub and active science research facility that interprets and preserves the stories and records of our natural world and our place in it. With over 170,000 visitors per year, the museum remains a cultural anchor, which has engaged, educated, and enriched visitors since 1977.

The i.d.e.a. Museum is an interactive museum dedicated to nurturing creative thinking through hands-on interactive experiences. Drawing approximately 98,000 visitors annually, the i.d.e.a Museum is another cultural magnet that supports early learning and fosters strong family bonds.

These thriving cultural assets significantly contribute to tourism, serving as a substantial driver of the economy. According to a 2022 City of Mesa Arts & Economic Prosperity Study, the arts sector alone generates an annual economic impact of approximately $35 million. Strategically developing and expanding these cultural assets, especially in the heart of Downtown Mesa, will enhance the City’s allure and play an integral role in nurturing a vibrant visitor economy.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N5. Improve street and open space network connectivity within neighborhoods and to local-serving amenities.

CHAPTER 3: THE LAND

LU2. Create opportunities for placemaking in neighborhoods that reinforce their unique character and sense of place.

LU4. Create design and development standards that improve the City's visual quality, urban form, and function to enhance the quality of life for current and future generations.

CHAPTER 4: THE ECONOMY

ED5. Promote Mesa as a regional commercial, entertainment, and tourist destination.

Human Services

Guiding Principle - Our Human Services Are Compassionate and Equitable.

Mesa is committed to supporting compassionate, equitable, and high-quality human services. These services enable individuals and families to meet basic needs (physical, economic, and social) and offer support that includes intervention, prevention, and enhancement. Human services include healthcare, education, and social services.

Healthcare, education, and social services provided in the City are available from a network of small and large organizations that offer varied services based on individual needs. While these services are largely dependent on private businesses and agencies, the City often partners with these entities along with various stakeholders, including school districts, employers, and nonprofit organizations, to ensure that every member of our community has the opportunity to achieve their full potential and enhance their quality of life.

Mesa is an education-friendly City where schools are a priority. Students benefit from small class sizes, universal access to cutting-edge educational technologies, and classes held in clean, safe, well-maintained, and environmentally friendly facilities.

Mesa upholds high educational standards that are applied and achieved in all neighborhoods, ensuring that its educational system, spanning from preschool to advanced degrees, equips people with the skills needed for the numerous, well-paying, skilled, and professional jobs that have proliferated in the City.

The following Strategies describe how the City will support the delivery of high-quality human services.

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Strategies

HS1. PROVIDE LEADERSHIP AND COLLABORATE WITH COMMUNITY AGENCIES TO ENCOURAGE AND PROMOTE THE DEVELOPMENT AND EXPANSION OF HUMAN SERVICE PROGRAMS.

HS2. INCREASE AWARENESS OF AND ACCESS TO INFORMATION ABOUT SOCIAL SERVICE PROGRAMS AND OPTIONS AVAILABLE IN MESA.

HS3. SUPPORT AN INTENTIONAL LOCAL COMMUNITY RESPONSE TO HOMELESSNESS WITH HOUSING AND SUPPORTIVE SERVICES.

HS4. SUPPORT HIGH-QUALITY EARLY CHILDHOOD, PRIMARY, SECONDARY, AND HIGHER EDUCATION SYSTEMS IN MESA.

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HS1. Provide leadership and collaborate with community agencies to encourage and promote the development and expansion of human services programs.

While the provision of human services is largely a function of the private sector, the City recognizes the pivotal role played by local government, school districts, and other public sector agencies in ensuring the delivery and accessibility of these services. Through partnerships with local agencies and service providers, the City assumes a leadership role and actively fosters community awareness, facilitates decision-making, and allocates resources through:

• Planning – assessing and anticipating needs and crafting appropriate policies and program responses.
• Facilitating – convening and engaging the community in problem-solving to develop and improve services.
• Funding – distributing funding from both Federal funding and the City’s general fund to support a network of services that respond to community needs.
• Informing – promoting awareness of needs and resources through effective marketing and public relations.

The City believes these partnerships are critical to addressing community challenges and needs, representing an investment in the development of healthy individuals and families.

HS2. Increase awareness of and access to information about social service programs and options available in Mesa.

Facilitating community awareness and providing accessible information about the array of social services and healthcare facilities accessible to residents is crucial so that residents can readily utilize these services when needed.

Various barriers may impede residents’ access, such as language barriers, lack of internet access, or distance from service providers.

While reaching out to the diverse population of Mesa can present challenges, the City remains committed to expanding the avenues through which residents can be engaged. As the City continues to diversify, Mesa will continue to find ways, such as collaborating with partners from school districts, nonprofit organizations, and places of worship to enhance the dissemination of information.

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HS3. Support an intentional local community response to homelessness with housing and supportive services.

Addressing homelessness is critical for the well-being and stability of Mesa. Mesa is committed to working with local partners and coordinating with neighboring municipalities across the Valley to address the homelessness problem.

Mesa regularly conducts analyses of the homeless population and evaluates the capacity of our emergency shelters. In partnership with non-profit organizations, the City offers transitional housing programs such as Mesa's Housing Path, that serve as a bridge between emergency shelters and permanent housing.

These programs extend beyond simply providing shelter by offering essential services such as counseling, job training, and access to healthcare. These comprehensive services are instrumental in assisting residents in maintaining stable housing situations over the long term, aligning with the overarching goal of rehabilitating and stabilizing individuals in need.

HS4. Support high-quality early childhood, primary, secondary, and higher education systems in Mesa.

The City of Mesa is home to many of the best primary education schools in the State as well as an impressive array of top-rated educational institutions. Mesa is served by four school districts and the East Valley Institute of Technology (EVIT). Mesa Public Schools serves the largest portion of the City, while Gilbert Public Schools, the Higley Unified School District, and the Queen Creek Unified School District each serve a portion of southeast Mesa. In addition, Mesa has dozens of charter schools that provide primary and secondary education. Mesa’s school districts tout average ACT and SAT scores that beat both the state and national averages. Together, these institutions provide an educational foundation for over 100,000 students residing in Mesa.

Beyond K-12 education, Mesa is proud to be the home of numerous institutions of higher learning, such as, two Arizona State University (ASU) campuses (Polytechnic and Mesa City Center), A.T. Still University, Benedictine University, Mesa Community College, and Chandler-Gilbert Community College.

While the City does not have jurisdiction over or provide educational services, Mesa has a vested interest in the provision of high-quality education for our residents and provides enrichment opportunities through various City programs. For example, the City’s Department of Arts and Culture supports education in Mesa through field trips to its museums as well as hosting theatrical performances for children at the Mesa Arts Center.

This comprehensive educational ecosystem underscores the City’s dedication to nurturing the intellect and potential of its residents as well as the cultivation of a skilled workforce pipeline.

Tomorrow's Mesa 2050 General Plan

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

PS1. Continue to provide high-quality and responsive police, fire, and emergency services to all residents and businesses.

CHAPTER 3: THE LAND

H2. Sustain an adequate supply of attainable housing units to meet the needs of residents vulnerable to rising housing costs.

PO3. Continue to provide inclusive park and recreation programs for all residents, including underrepresented populations.

CHAPTER 4: THE ECONOMY

ED2. Invest in Mesa's workforce development.

Public Safety

Guiding Principle - Our City is Safe and Has Exceptional Public Safety Services.

Public safety is a key contributor to the quality of life in Mesa. During Tomorrow's Mesa 2050 General Plan update, public safety was identified as one of the top issues facing Mesa today and in the future.

The community shared that Mesa is a safe place to live, work, play, and learn and emphasized the importance of maintaining this prevailing sense of safety. Safety, as the community sees it, is not just the absence of crime or threats; it involves a proactive approach encompassing comprehensive public safety initiatives aimed at supporting residents.

Public safety is multifaceted. It includes police, fire, and medical services, education, technology, and community involvement. It also involves readiness for significant events and environmental challenges.

The City of Mesa is committed to delivering top-tier police, fire, and emergency medical services to all its residents and businesses. The City is well-prepared to handle large-scale public safety incidents, with up-to-date protocols aligned with national standards.

Continuous interdepartmental training will help ensure seamless responses to large-scale emergencies as well as facilitating resource allocation and operational coordination that is both efficient and effective.

Forging a stronger relationship between public safety providers and the community is essential in Mesa. Mesa residents support public safety providers and have developed a profound trust in the services they deliver.

Mesa remains dedicated to delivering educational programs, outreach initiatives, and community resource personnel to ensure transparent, open communication and mutual trust.

The City is committed to protecting its citizens and visitors from conditions, circumstances, and influences that would threaten, disrupt, or diminish their quality of life. The following Strategies address how Mesa will continue to provide excellent public safety services now and into the future.

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Strategies

PS1. CONTINUE TO PROVIDE HIGH-QUALITY AND RESPONSIVE POLICE, FIRE, AND EMERGENCY SERVICES TO ALL RESIDENTS AND BUSINESSES.

PS2. PREPARE FOR LARGE-SCALE PUBLIC SAFETY INCIDENTS.

PS3. PROVIDE PREVENTIVE SAFETY EDUCATION TO MESA RESIDENTS AND BUSINESSES.

PS4. CONTINUE TO STRENGTHEN TRUST BETWEEN PUBLIC SAFETY AND THE PUBLIC.

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PS1. Continue to provide high-quality and responsive police, fire, and emergency services to all residents and businesses.

Mesa’s Police Department and Fire and Medical Department are dedicated to providing comprehensive, community-oriented services for residents, workers, visitors, and business owners. Similarly, our community’s reputation for safety is essential in attracting new residents, employees, and businesses.

The City continues to use innovative technology to ensure that its public safety services remain responsive and efficient. Using technology and data-decision-making serves to help guarantee resources are optimized and equitably allocated, ensuring responses are swift and effective.

PS2. Prepare for large-scale public safety incidents.

Planning and preparation for large-scale public safety incidents is critical for the City’s residents and infrastructure. Unified cross-training across all emergency services, aligned with the National Incident Command Systems (NICS), ensures standardized, efficient responses to major events. This strategic focus ensures coordination, timely resource allocation, and operational effectiveness.

Collaborative training exercises between fire and police departments further bolster inter-departmental communication, fostering a unified approach to managing large-scale incidents. Periodic review and updates to the Emergency Operation Plan are made to adapt to changing risks and leverage best practices and new technologies.

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PS3. Provide preventative safety education to Mesa residents and businesses.

Public safety education and intervention are vital for enhancing community well-being, reducing risks, and strengthening trust and relationships. To implement effective preventative safety education for Mesa residents, a multifaceted approach is essential. The City will continue to collaborate with local schools, community organizations, and public safety agencies to develop age-appropriate safety programs for students from kindergarten through high school. These programs can cover a wide range of topics, including fire safety, emergency preparedness, personal safety, and traffic awareness.

Mesa can also leverage digital platforms and social media to disseminate safety tips and resources to residents of all ages. Regular workshops, seminars and community events focused on safety awareness can be organized in collaboration with local community centers and neighborhood associations. These initiatives should include not only traditional safety concerns but should also address emerging issues like cybersecurity and online safety. Engaging local businesses to sponsor and participate in safety awareness campaigns can also enhance the outreach efforts.

PS4. Continue to strengthen trust between public safety and the public.

Establishing trust within the community is a fundamental component of effective policing. Law enforcement authorities depend on community members to share information about neighborhood crime and to work with the police to identify solutions. Similarly, community members’ willingness to work with the police is based on trust.

A 2021 study conducted by ASU entitled, “Mesa Residents’ Perceptions of the Mesa Police Department and Community Safety” found that respondents generally had positive experiences with the Mesa Police Department and believed they were treated fairly in their latest interaction.

It is important that police continue to proactively engage with community members in non-enforcement settings to build relationships with residents through our Community Resource Officers, and through programming from our Community Relations Division with community-based events such as Coffee with a Cop, Cops and Bobbers, and Mesa’s Housing Path program. Mesa also continues to examine its recruitment process to identify ways to increase diversity and provide training to improve cultural competency.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N3. Continue to provide robust code compliance programs to ensure neighborhoods are clean and well-maintained.

HS1. Provide leadership and collaborate with community agencies to encourage and promote the development and expansion of human service programs.

HS2. Increase awareness of and access to information about social service programs and options available in Mesa.

HS3. Support an intentional local community response to homelessness with housing and supportive services.

Tomorrow's Mesa 2050 General Plan

CHAPTER 3: THE LAND

CM2. Provide a complete, connected, and safe network of on- and off-street active transportation infrastructure.

CHAPTER 4: THE ECONOMY

ECEW4. Promote sustainable practices that foster resilient systems and reduce hazard risks.

PF2. Continue to implement smart city strategies in the planning, operation, and delivery of public facilities and services

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03

THE LAND

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The Land

Mesa’s identity now and in the future is significantly shaped by land use, design, transportation infrastructure, and the physical layout of the City and its neighborhoods. How people live and get around is partly determined by the distance to services and other destinations. Spatial arrangement and design of buildings, streets, and other public spaces also influence their function and how people use them. Together these design characteristics help determine whether: (1) a community is walkable, (2) children have safe places to play and safe routes to school, (3) people have places to gather, and (4) businesses and services are easy to access.

During the Moving Forward Together: Tomorrow’s Mesa 2050 General Plan engagement process, residents shared what they loved about the City and their big ideas for the future of Mesa. A common theme communicated by stakeholders was the desire for complete communities that provide connectivity and access to their everyday essentials, as well as amenities such as parks, shops, restaurants, paths, and community centers near their homes.

This Chapter outlines a set of Guiding Principles and Strategies for Housing, Circulation and Mobility, Parks and Open Space, and Land Use and Urban Design which work together to move Mesa towards a future where the land is made up of a variety of quality places that offer choices for where people live, work, play, and learn.

Related Strategies that help accomplish this Vision are located throughout the General Plan, specifically in Chapter 2: The People and Chapter 4: The Economy.

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Guiding Principles

OUR HOUSING IS ATTAINABLE FOR ALL.

OUR TRANSPORTATION NETWORK IS EFFICIENT, SAFE, AND WELL-CONNECTED.

OUR PARKS AND OPEN SPACES OFFER RICH RECREATION AND SUPPORT ACTIVE LIFESTYLES.

OUR CITY OFFERS INTEGRATED AND BALANCED LAND USES WITH A VARIETY OF NEIGHBORHOODS AND BUSINESS OPPORTUNITIES.

Housing

Guiding Principle - Our Housing is Attainable For All.

Mesa is a community of choices. As such, the community embraces a variety of housing options that blend contextually with our neighborhoods. By 2030, Mesa’s population is expected to reach over 580,000 residents, requiring 21,800 additional housing units. In recent years, the cost of a median value home has risen 44.4%, a larger increase than Phoenix (41.5%), Chandler (36.7%), Scottsdale (37.3%), and Gilbert (38.5%). As we look towards the future, the Guiding Principle that “Our Housing is Attainable for All” holds more importance than ever.

While single-family housing will continue to be the predominant housing type in Mesa, an increasing number of people, from young professionals to retirees, seek a more urban lifestyle or need more attainable and diverse housing options. Expanding diverse housing options for Mesa’s residents with a focus on attainable and executive housing solutions is critical for the City’s sustainable growth and community vitality.

Attainable housing for all must address the full spectrum of housing needs in our community which includes not only workforce housing, but high-end real estate as well. As Mesa continues to become a destination for business and development, the need for high-end and executive housing to meet the needs of our expanding economy is paramount.

What type of housing is built and where it will be built is largely dependent on the market and housing developers. The following Strategies describe how the City can influence the types of housing available and how Mesa can encourage a housing market that meets the needs of current and future residents, the demands associated with an expanding economy, and provides the housing and lifestyle options desired by Mesa residents.

Strategies

H1. CREATE MORE OPPORTUNITIES FOR HOUSING OPTIONS.

H2. SUSTAIN AN ADEQUATE SUPPLY OF ATTAINABLE HOUSING UNITS TO MEET THE NEEDS OF RESIDENTS VULNERABLE TO RISING HOUSING COSTS.

H3. CREATE MORE OPPORTUNITIES FOR HIGH-END AND EXECUTIVE HOUSING TO MEET THE NEEDS OF MESA’S EXPANDING ECONOMY.

H4. ENCOURAGE THE DEVELOPMENT OF HIGH-DENSITY HOUSING IN CLOSE PROXIMITY TO TRANSIT AND MAJOR ACTIVITY CENTERS.

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H1. Create more opportunities for housing options.

A variety of housing options, including single-family homes, townhouses, condos, duplexes, triplexes, quadplexes, cottage courts, and apartments are important to the future of the City of Mesa.

Mesa’s housing market should provide housing at an appropriate price point for all housing types. This includes housing choices that allow residents to move through different housing types during different phases of their lives.

While Mesa boasts a robust market of single-family homes that are essential for stable neighborhoods, there is a notable gap in housing choice. Mesa is committed to providing housing options for residents of all ages and lifestyles and the diversification of its housing stock.

H2. Sustain an adequate supply of attainable housing units to meet the needs of residents vulnerable to rising housing costs.

As Mesa’s population continues to grow, the availability of attainable housing becomes increasingly important. High interest rates and persistently high housing prices—particularly in the Phoenix Metropolitan Area—are significantly impacting the ability of residents to afford housing in their desired locations.

Construction of new housing units is an important component of housing supply. However, the complexities of the construction process and the associated costs of material, labor, and transportation add to the attainability challenges for households as these costs are incorporated into the sales price.

As Mesa strives to ensure that ‘Housing is Attainable for All’, a variety of strategies such as land use incentives (i.e., density bonuses, reduced lot sizes, tax incentives, etc.) will be considered as mechanisms to influence the housing stock and sustain affordability.

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H3. Create more opportunities for high-end and executive housing to meet the needs of Mesa’s expanding economy.

Mesa is considered one of the most affordable cities in the Valley with a median home sales price of $455,000 (Zillow, July 2023). However, there is a noticeable gap in higher-end housing (i.e., mortgages over $750,000) compared to surrounding jurisdictions. Only 4.3% of Mesa’s housing stock is considered high-income, versus a Maricopa County average nearing 10%, Chandler and Gilbert over 7%, and Scottsdale at 37.3%.

Providing “Attainable Housing for All” extends beyond affordable housing and must address the full spectrum of Mesa’s housing stock. Increasing the supply of high-end and executive housing has positive economic effects and impacts the City’s ability to attract high-wage employers who seek locations that can provide their employees with a high quality of life. Retaining this segment of the workforce as residents further influences the type and quality of commercial and entertainment businesses that decide to locate in Mesa. Because the businesses make decisions based on the market analysis, an increase in this demographic will result in higher quality developments that will benefit all Mesa residents.

H4. Encourage the development of high-density housing in proximity to transit and major activity centers.

Encouraging and enabling the development of high-density housing near transit and activity centers is not just a practical approach, but also a visionary one for Mesa. By locating housing near transit and amenities, we can significantly reduce residents’ reliance on personal vehicles, leading to a reduction in traffic congestion and carbon emissions. This aligns with Mesa’s commitment to environmental stewardship and its goals to create a more sustainable, eco-friendly City for future generations.

Furthermore, concentrating housing near transit services and amenities enhances community vibrancy and spurs economic growth. When residents live close to these hubs, they are more likely to use public transportation, bike, or walk, which increases foot traffic and supports local businesses. The result is more dynamic, pedestrian-friendly environments that stimulate economic growth and promote a sense of community. Additionally, high-density housing can attract a diverse range of residents, contributing to a more inclusive and culturally rich City. By embracing this approach, Mesa can position itself as a forward-thinking City that not only addresses current challenges but also lays the foundation for a prosperous and connected future.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N2. Promote adaptive reuse and infill as tools to rejuvenate and revitalize established neighborhoods.

N3. Continue to provide robust code compliance programs to ensure neighborhoods are clean and well-maintained.

HS2. Support an intentional local community response to homelessness with housing and supportive services.

CHAPTER 4: THE ECONOMY

ED1. Attract businesses and employers that provide jobs and wages at or above the regional average.

Circulation and Mobility

Guiding Principle - Our Transportation Network is Efficient, Safe, and Well-Connected.

Spanning approximately 142 square miles within the current City boundary, Mesa is a diverse City. The way residents, visitors, and employees travel through the City affects the overall quality of life and community image.

Mesa envisions a future where everyone has access to an efficient, safe, and well-connected transportation system regardless of age, ability, or financial means. While the automobile will remain an important means of travel in Mesa, the City's vision for the future is for multiple transportation modes being integrated into the larger transportation network.

A variety of mobility choices will provide greater accessibility and connectivity; alleviate pollution and congestion; and foster community well-being and quality of life.

Different areas within the City have unique mobility needs requiring specific-area solutions. For example, building upon and improving transit, bicycle facilities, and pedestrian networks in Downtown Mesa is key to its revitalization as a vibrant center; however, the same improvements may not be appropriate elsewhere. To correspond to the character, needs, and lifestyles of different areas in Mesa, the City will need to diversify its mobility options and focus on location-based strategies.

The Strategies described below focus on ensuring a connected, diverse, and integrated transportation network that can safely and efficiently meet the needs of Mesa’s residents and businesses.

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Strategies

CM1. DESIGN AN INTEGRATED TRANSPORTATION NETWORK THAT SAFELY AND EFFICIENTLY MOVES PEOPLE AND GOODS.

CM2. PROVIDE A COMPLETE, CONNECTED, AND SAFE NETWORK OF ON- AND OFF-STREET ACTIVE TRANSPORTATION INFRASTRUCTURE.

CM3. ENHANCE THE PUBLIC TRANSIT SYSTEM, INCORPORATING LIGHT RAIL, STREETCARS, BUS, AND SHARED ON-DEMAND SERVICES.

CM4. PROMOTE TRANSIT-SUPPORTIVE DEVELOPMENT ALONG EXISTING AND FUTURE HIGH-CAPACITY TRANSIT ROUTES.

CM5. INTEGRATE INNOVATIVE TRANSPORTATION TECHNOLOGY STRATEGIES.

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CM1. Design an integrated transportation network that safely and efficiently moves people and goods.

As Mesa evolves and expands, developing an integrated transportation network will be essential. The City's vision for its future mobility network is for a tiered modal system where different modes of transportation are strategically interconnected.

This Strategy addresses more than roadway connectivity and roadway design, providing tailored mobility options in different areas of the City, and how the facilities interact to provide seamless, integrated travel throughout the City.

As the City continues to build and improve this network, a core focus remains on enhancing the safety of our transportation network for all users—be it pedestrians, cyclists, or motorists. This vital Strategy is not merely an aspiration, it is a deep-rooted commitment to the well-being of everyone who calls Mesa home or visits the community.

CM2. Provide a complete, connected, safe network of on- and off-street active transportation infrastructure.

Building a robust, active transportation network is more than an amenity, it is a cornerstone for a sustainable and inclusive future. Throughout the General Plan engagement process, the community expressed the desire to expand the City's shared-use path network, especially along canals.

A focus on developing functional, low-stress pathways is crucial, ensuring that individuals of all ages and abilities can comfortably navigate the City using non-motorized forms of transport like cycling and walking. These pathways will serve as the lifelines between neighborhoods, commercial areas, and recreational spaces.

CM3. Enhance the public transit system, incorporating light rail, streetcars, bus, and shared on-demand services.

Mesa is still growing, and our population is expected to reach 596,100 by 2050. Currently, only 11.7% of Mesa’s land area is vacant (2023). This means that as Mesa reaches buildout, growth will be accommodated through the revitalization of older parts of the City rather than development of vacant parcels of land.

In order to accommodate this growth, housing will densify similar to surrounding jurisdictions that have reached buildout. Providing diverse transit options, such as light rail, streetcars, bus, and shared on-demand services, will help ensure that our transportation system is not overburdened, remains efficient, and meets the needs of all residents.

CM4. Promote transit-supportive development along existing and future high-capacity transit routes.

Transit-supportive development is an integrated approach to land use, transportation, and infrastructure planning that directs growth to areas well-served by transit.

Providing walkable, mixed-use developments of appropriate size and density can effectively support high-capacity transit service and make transit projects more viable by increasing ridership.

Building vibrant and active communities with a balanced mix of jobs, housing, and shopping—all within steps from transit—will require active involvement and partnerships between City departments, Valley Metro, and private developers. However, this strategic planning can reap a number of benefits for the City such as increased reinvestment and revitalization of declining areas, efficient use of existing infrastructure, reduced traffic congestion, and greater convenience and flexibility in how residents move around.

CM5. Integrate innovative transportation technology strategies.

Innovative technology’s role in shaping the future of Mesa’s transportation landscape cannot be overstated. Embracing cutting-edge solutions is not just about staying current; it will play a key role in realizing Mesa’s vision of mobility, sustainability, and a high quality of life for all residents.

Continued investment in innovative transportation technologies such as shared mobility, demand responsive microtransit, and intelligent traffic systems will allow the City to respond to traffic growth, variable traffic patterns, changing modal preferences, and transportation innovations such as autonomous vehicles.

Mesa is planning to be at the forefront of the anticipated transition from fossil fuel to alternative fuel vehicles as this shift accelerates nationally. A widespread, reliable network for refueling and recharging will be vital in enabling more residents, businesses, and visitors to choose eco-friendly transportation options. Having easily accessible vehicle refueling and charging stations throughout the City will also make Mesa more attractive to those who have alternative fuel vehicles or who prioritize sustainability, further establishing the City as a progressive, forward-thinking community. Mesa will continue to monitor advances in alternate transportation options and consumer behavior to inform strategic investments, wherever the future leads.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N5. Improve street and open space network connectivity within neighborhoods and to local-serving commercial areas.

CHAPTER 3: THE LAND

H4. Encourage the development of high-density housing in close proximity to transit and major activity centers.

PO2. Integrate the park system with comprehensive bicycle and pedestrian pathways.

CHAPTER 4: THE ECONOMY

PF4. Ensure that private development contributes its fair share towards the construction and maintenance of public infrastructure.

Parks and Open Space

Guiding Principle - Our Parks and Open Spaces Offer Rich Recreation and Support Active Lifestyles.

Mesa’s quality of life is inextricably linked to the richness of its public spaces. Parks and open spaces are more than just amenities; they are essential assets that enrich residents’ lives in countless ways. From enhancing well-being to bolstering the local economy and fostering community bonds, these spaces are the heart and soul of Mesa.

As one of the most rapidly growing cities in the Southwest, Mesa has a unique opportunity to shape a parks and open space network that increases property values, attracts tourism, and enhances the livability of neighborhoods.

Parks are not mere luxuries, but essential for a community’s physical and psychological health. The City’s parks serve as natural gyms and stress relief centers by offering various recreational options, such as sports fields and courts, playgrounds, water-based amenities, and shaded areas for respite from the Arizona sun. Their value in promoting active lifestyles and mental well-being cannot be overstated.

The City of Mesa boasts a 2,500-acre parks network that includes 205 parks. An impressive 95% of Mesa’s population currently lives within a 10-minute walk or half-mile of an outdoor recreation area. However, as we look to the future, the City aims to deepen this impact, ensuring every resident is within walking distance of a park or facility. This goal is rooted in the principle of equity and inclusion and enhancing access to the entire community.

Strategies below focus on ensuring a robust parks and open space network that provides diverse opportunities and support active lifestyles for all residents.

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Strategies

PO1. PROVIDE A DIVERSE RANGE OF NEIGHBORHOOD, COMMUNITY, AND REGIONAL PARKS WITHIN ONE-HALF MILE OF ALL RESIDENTIAL AREAS.

PO2. INTEGRATE BICYCLE AND PEDESTRIAN PATHWAYS INTO THE CITY’S PARKS AND OPEN SPACE SYSTEM.

PO3. CONTINUE TO PROVIDE INCLUSIVE PARK AND RECREATION PROGRAMS FOR ALL RESIDENTS, INCLUDING UNDERREPRESENTED POPULATIONS.

PO4. MAINTAIN THE LONG-TERM VIABILITY OF PARK AND RECREATION FACILITIES THROUGH ONGOING MAINTENANCE AND INVESTMENT.

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PO1. Provide a diverse range of neighborhoods, community, and regional parks within one-half mile of all residential areas.

In Mesa, the significance of accessible and varied parks is critical to the thriving urban environment. Focusing on equitable access to these spaces, the goal is to ensure that every household is within a convenient 10-minute or half-mile walk from a park. This proximity offers more than leisure and recreational activities; it enriches the fabric of neighborhoods, fostering a sense of community pride and belonging. Currently, 95% of Mesa's residents already live within walking distance of an outdoor recreational facility, and 69% have access to a variety of at least five different recreational amenities within a ten-minute walk.

The City’s impressive, existing parks system presents exciting opportunities for the City to expand indoor recreation opportunities, diversify public amenities, and leverage public-private partnerships to provide community opportunities. Citywide events and a focus on the equitable distribution of recreational opportunities close to home add immeasurable value to neighborhoods across Mesa.

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PO2. Integrate bicycle and pedestrian pathways into the City’s parks and open space system.

As the City of Mesa looks toward a sustainable and inclusive future, connecting parks and open spaces through a comprehensive network of shared-use pathways, bike lanes, and other accessible routes cannot be overstated.

Tomorrow’s Mesa 2050 General Plan is pioneering in this regard, as it prioritizes the creation of safe, ADA-accessible pathways as a method to achieve many of the City’s goals for the future. It aims to efficiently utilize every inch of public space, from irrigation canals to extra right-of-way width, to expand the City’s active transportation network. This initiative does more than merely link point A to point B; it brings many benefits that resonate on economic, social, and environmental levels.

Connecting various transportation networks, such as bicycle lanes and shared-use paths, magnifies the reach and utility of our parks and open space system and enhances Mesa residents active lifestyles.

PO3. Continue to provide inclusive park and recreation programs for all residents, including underrepresented populations.

In Mesa, the goal is not just to create public spaces but to make them inclusive and accessible for everyone in the City. Equal access to recreation and cultural enrichment is particularly important for communities and groups historically underrepresented in City-organized programs.

Engaging residents and addressing barriers to participation can lead to effective, targeted solutions that make the City’s parks and recreation programs genuinely inclusive. Creating affordable recreation options, whether through fee structures or fee assistance, can break down financial barriers. Moreover, activating community spaces has the added benefit of fortifying neighborhood bonds and fostering socialization, enriching the lives of residents. Mesa is committed to cultivating an environment where all its residents feel welcome, seen, and engaged.

PO4. Maintain the long-term viability of park and recreation facilities through ongoing maintenance and investment.

Mesa’s parks and recreation system spans 2,500 acres across 205 parks, as well as nine aquatic facilities, six recreation centers, two professional baseball stadiums, and a championship golf course. Keeping these facilities safe and enjoyable requires constant attention and investment.

In accordance with the City’s climate action goals, innovative ways to approach construction and major maintenance which limit water and energy usage will be deployed to maximize environmental sustainability.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N1. Promote complete communities in both existing and new neighborhoods.

N5. Improve street and open space network connectivity within neighborhoods and to local-serving amenities.

HAC2. Support and encourage a variety of artwork in public places, such as parks, public buildings, and plazas.

CHAPTER 3: THE LAND

CM2. Provide a complete, connected, and safe network of on- and off-street active transportation infrastructure.

CHAPTER 4: THE ECONOMY

PF2. Continue to implement smart city strategies in the planning, operation, and delivery of public facilities and services.

Land Use and Urban Design

Guiding Principle - Our City Offers Integrated and Balanced Land Uses With a Variety of Neighborhoods and Business Opportunities.

Often considered the heart of the General Plan, the Land Use and Urban Design section provides guidance for land use decisions to maintain an attractive, livable, healthy, and economically sustainable City and to guide future development. This guidance is provided by the Future Land Use Plan which includes Placetypes, a Placetype Map, Growth Strategies, and a Growth Strategy Map.

The Placetypes describe the character of different parts of the City, and the land uses, zoning districts, densities/intensities, growth strategies, and urban design characteristics that further the goals of the General Plan. The Placetype Map serves as the blueprint for where the Placetypes are located in the City.

The Growth Strategies provide guidance on the level of change the community envisions in various parts of the City. The Growth Strategy Map identifies which Growth Strategy applies to different areas of the City.

The Placetype Map and Growth Strategy Map are used together to help guide future development in Mesa.

Mesa envisions a future that offers choice in where people live, work, play, and learn. Therefore, Mesa's future land use patterns support balanced employment, housing, and activity centers which include opportunities for moderate- and high-density mixed-use.

Mesa also envisions a future where our built environment is admired by other communities and synonymous with high-quality. The land use and urban design policies contained in this section seek to create a City that is people-oriented, aesthetically pleasing, and functionally understandable through continued development.

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Strategies

LU1. PROMOTE A BALANCE OF LAND USES TO ENHANCE THE QUALITY OF LIFE FOR CURRENT AND FUTURE GENERATIONS.

LU2. CREATE OPPORTUNITIES FOR PLACEMAKING IN NEIGHBORHOODS THAT REINFORCE THEIR UNIQUE CHARACTER AND SENSE OF PLACE.

LU3. ENCOURAGE INFILL AND REDEVELOPMENT TO MEET THE COMMUNITY'S STRATEGIC NEEDS.

LU4. CREATE DESIGN AND DEVELOPMENT STANDARDS THAT IMPROVE THE CITY'S VISUAL QUALITY, URBAN FORM, AND FUNCTION TO ENHANCE THE QUALITY OF LIFE FOR CURRENT AND FUTURE GENERATIONS.

LU5. ENCOURAGE THE DEVELOPMENT OF VIBRANT ACTIVITY CENTERS IN DOWNTOWN AND THROUGHOUT THE CITY.

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LU1. Promote a balance of land uses to enhance the quality of life for current and future generations.

During Tomorrow’s Mesa 2050 General Plan update, many residents expressed a desire for a mix of housing types at varied price points, more mixed-use development, and neighborhood-scale retail in walkable neighborhoods. However, an ideal place to live, work, play, and learn looks different for people of different backgrounds, ages, and interests.

As discussed throughout the General Plan, emerging conditions such as the cost of housing, a growing population, and a decline in vacant land will influence the type of development that will occur and their intensities/densities.

The City must carefully consider how it will accommodate growth in ways that will both preserve the character and lifestyle of existing neighborhoods and provide opportunities for the development of a variety of environments. Balancing land uses also means paying close attention to the placement of uses that require use permits so there is not an over-concentration of uses in any one area.

LU2. Create opportunities for placemaking in neighborhoods that reinforce their unique character and sense of place.

A desired outcome expressed both during the Tomorrow's Mesa 2050 General Plan update and during the creation of the City's last General Plan, Mesa 2040 General Plan, is to create a "more identifiable City" and move away from the perception that Mesa is merely a bedroom community. The Tomorrow's Mesa 2050 General Plan encourages placemaking to enhance the unique character of Mesa's diverse neighborhoods and enhance their identity.

Placemaking is an iterative, collaborative process for creating public spaces that people love and feel connected to. As both a strategic and hands-on approach for improving a neighborhood, placemaking is an intervention in which people collectively reimagine and reinvent public spaces as the heart of every community.

Placemaking incorporates the best of many disciplines and approaches, including urban planning, urban design, economic development, community development, arts, engineering, infrastructure, sustainability and more.

Mesa will continue to use and create more opportunities to use placemaking in incremental ways that improve the quality of our neighborhoods. The goal, over time, is to maintain or transform our neighborhoods into spaces with a strong sense of place serving as a magnet for people and new development.

LU3. Encourage infill and redevelopment to meet the community's strategic needs.

As Mesa nears buildout, development will begin to shift from expansion and the development of large areas of vacant land to reinvestment in existing spaces and development of small vacant parcels.

With approximately 142 square miles of incorporated land in Mesa (2023) there is a significant opportunity for infill and revitalization throughout the City as our neighborhoods and commercial centers age.

Mesa currently recognizes four redevelopment areas (RDAs) within the City that exhibit characteristics of decline and need revitalization. The redevelopment plans for these RDAs—Town Center, Southwest, West, and East Redevelopment Areas—outline specific policies and actions to guide their redevelopment. However, the City is committed to expanding its tools and incentives to encourage reinvestment throughout the City.

There is a cost when growth is built in areas with little or no infrastructure, especially when the growth is in areas far away from existing services. Development and revitalization of vacant and underutilized properties within urbanized areas reduces the cost of managing growth by focusing new development in areas where the infrastructure has already been developed. Redevelopment and infill development are not only fiscally responsible but are also crucial for maintaining the quality of life in older parts of the City by reducing blight and crime and improving the vibrancy of Mesa's neighborhoods and activity centers.

LU4. Create design and development standards that improve the City’s visual quality, urban form, and function to enhance the quality of life for current and future generations.

Building and urban design are important factors in shaping Mesa’s built form. They help both conserve and enhance the aspects of the City that make it appealing to residents and visitors alike.

Urban design is implemented through private and public investment in both development and revitalization by targeted interventions, special projects, or the incorporation of design principles identified by the City.

In 2020 Mesa adopted City-wide Quality Development Design Guidelines and comprehensive Mesa Zoning Ordinance revisions to enhance design requirements for private development. These tools have elevated the overall design of the City; however, additional plans and policies are needed to guide the specific character and qualities of areas in Mesa.

Mesa can enhance its sense of place and pride through further refinement and development of programs and policies that result in elevated design in the built environment.

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LU5. Encourage the development of vibrant activity centers in Downtown and throughout the City.

During Tomorrow's Mesa 2050 General Plan public participation process residents expressed the desire for more retail, dining, and entertainment in Mesa. Many residents expressed frustration that their tax dollars were spent in other jurisdictions because they did not have the opportunity to patronize businesses close to home. Residents also commented on the quality of Mesa’s commercial developments which they felt did not meet their needs.

Residents were optimistic about the reinvestment that has occurred in Downtown and want to see it continue to develop into a vibrant destination that competes with surrounding jurisdictions. They also want similar nodes of activity to be developed in other parts of the City.

Currently, gaps exist in Mesa’s commercial offerings. Residents often have to drive miles to meet their everyday needs or for destination-based experiences. The General Plan’s Placetype Map looks to reduce these gaps by designating nodes for varying levels of commercial activity centers throughout Mesa. Preservation of these areas is vital to balance land use needs, especially as the pressure for converting such areas for more housing occurs.

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RELATED STRATEGIES

CHAPTER 2: THE PEOPLE

N1. Promote complete communities in both existing and new neighborhoods.

N2. Promote adaptive reuse and infill as tools to rejuvenate and revitalize established neighborhoods.

N5. Improve street and open space network connectivity within neighborhoods and to local-serving amenities.

CHAPTER 3: THE LAND

H1. Create more opportunities for housing options.

H2. Sustain an adequate supply of attainable housing units to meet the needs of residents vulnerable to rising housing costs.

H3. Create more opportunities for highend and executive housing to meet the needs of Mesa’s expanding economy.

CM1. Design an integrated transportation network that safely and efficiently moves people and goods.

Future Land Use Plan

From the Downtown to the Lehi neighborhood to southeast parts of the City, Mesa is a community of unique places weaved together into a unified community. In vibrant cities, great places most often take the form of unique neighborhoods and active mixed-use districts. Tomorrow's Mesa 2050 General Plan builds on its diverse neighborhoods and balances growth by creating unique places.

This Future Land Use Plan contains Placetypes, a Placetype Map, Growth Strategies, and a Growth Strategy Map that work together to inform and direct development proposals. They direct growth in Mesa, ensuring that development is consistent with the long-term Vision and Guiding Principles—preserving the unique character of Mesa while setting the stage for its future.

Placetypes describe the overall character of a place, its typical land uses, densities/intensities, growth strategies, and the urban design characteristics of residential, commercial, and industrial development envisioned throughout the City.

As Mesa proactively plans for its future, the Placetype Map depicts the spatial arrangement and the development that is compatible within each specific area. This charts the City's path toward sustainable growth, vibrant communities, and a flourishing economy. This forward-looking representation embodies the City's long-term Vision for how the City should develop. The Placetype Map is the result of extensive engagement and collaboration with residents, businesses, and the larger community that fosters a cohesive community that cherishes its past while embracing its future.

The Growth Strategy Map is a spatial depiction of the Growth Strategies. There are three Growth Strategies including Conserve, Sustain, and Evolve. The Growth Strategies identify the level of change the community envisions in various parts of the City.

Over time, the land use patterns illustrated by the Future Land Use Plan will be achieved through the administration of the Mesa Zoning Ordinance and the review of development proposals.

PLACETYPES

TYPICAL LAND USES

The typical land uses described below represent the general category of land uses that establish the character of the General Plan’s Placetypes. Principal land uses are the primary and dominant use and play a pivotal role in characterizing a Placetype. Supporting land uses are secondary to principal land uses and less prevalent. Supporting land uses assist the principal land use in fulfilling the purpose of a Placetype. For example, Traditional Neighborhoods primarily consist of single-family residences; however, the neighborhood also contains supporting uses such schools and places of worship that help strengthen the fabric of the neighborhood.

Typical land uses for each Placetype are identified in the Placetype descriptions and in Table 1: Placetype Typical Land Uses, as either a principal use or a supporting use. While the typical land uses in the General Plan describe the general categories of land envisioned for each Placetype, the Mesa Zoning Ordinance regulates the permitted and prohibited land uses, the land uses that require a conditional use permit, definitions, and other land use regulations and standards.

Single-Family Residential. Detached or attached dwelling units designed to be occupied by one family and located on a separate lot from any other residential unit.

Multi-Family Residential. Residential structure providing two or more dwelling units on a single lot.

Public/Semi-Public. Buildings, structures, uses, and sites that are publicly accessible and utilized by community members on a regular basis. Public/Semi-public uses include government buildings, parks, public parks and recreation facilities, community centers, schools, places of worship, arts and cultural institutions, and community gardens.

Retail. Business selling goods, wares, or merchandise directly to the consumer. Retail uses may be low-intensity and small in scale, or large in scale.

Personal Services. Professional services provided on-site for customers, such uses include hair, nail, and aesthetic services, massage therapy, tailoring, funeral parlors and mortuaries, and photography studios.

Eating and Drinking Establishments. Businesses that prepare and provide food and/or beverage for consumption on premise.

Entertainment and Recreation. Land uses that provide recreation, entertainment, amusement, or support tourism. Entertainment and recreation land uses include hotels/motels, bed and breakfasts, theaters, concert halls, event centers, and recreation facilities.

Convenience Services. Commercial businesses that provide goods and services in a quick, easily accessible fashion often from the convenience of an automobile or automated operations. Convenience services include automobile washing facilities, drive-through facilities, convenience stores/gas stations, and quick lube and oil change facilities, automobile sales and services, large vehicle rental and repair.

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Business Office. Buildings used for professional services and administrative functions.

Medical Facilities. Institutions providing medical care and services including hospitals, skilled nursing, clinics, medical offices, rehabilitation facilities, and nursing and convalescence homes.

Light Industrial. Low intensity industrial uses generate minimal impacts such as noise, odor, and traffic. Light industrial uses include light assembly and handicraft, limited manufacturing, research and development, small recycling facilities, automobile service and repair, large equipment sales and repair, and minor utilities.

Warehousing and Storage. Businesses and facilities that store and/or distribute goods, materials, data, or personal possessions. Warehousing and storage include outdoor storage yards, warehouses, contractor's yards, mini-storage, boat and recreational vehicle storage, data centers, wholesale facilities, towing and impound, and freight terminals.

Heavy Industrial. High intensity industrial uses generate significant impacts. Heavy industrial uses include general manufacturing, hazardous waste facilities, metal refining, smelting, casting, and extrusion, large recycling facilities, crematoriums, salvage and wrecking, major utilities, oil refineries, and cement plants.

Table 1. Placetype Typical Land Uses

● Principal land uses are more prominent and play a pivotal role in establishing the character of the Placetype ○ Supporting land uses are less prominent and serve to support the principle land uses

Figure 4. Placetype Map

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Placetypes

Figure 5. Growth Strategy Map

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CONSERVE

Areas that should be preserved and protected and remain largely in their current condition. These areas include land with significant development constraints, historic resources, neighborhoods with a significant heritage, school sites, public lands, and parklands.

Rural Residential, Traditional Residential, Mixed Residential, Urban Residential, and Downtown Placetypes with a Conserve strategy should experience little change and be limited to home improvements.

SUSTAIN

Areas of stability that are encouraged to remain generally in their current condition but may see minor changes and transition of use over time.

Rural Residential, Traditional Residential, Mixed Residential, and Urban Residential Placetypes with a Sustain strategy should see limited changes. However, the edges may experience slight transition, including new infrastructure, home improvements, targeted infill, and adaptive reuse projects.

Neighborhood Centers, Urban Centers, Regional Centers, and Downtown Placetypes with a Sustain strategy may experience adaptive reuse of older structures or incremental changes of crucial sites.

EVOLVE

Developed areas are encouraged to improve as development ages. Vacant, transitioning, or underdeveloped land that supports new development will bring reinvestment to Mesa. These areas will continue to develop or be reused as the development patterns change and align with City priority.

Traditional Residential, Mixed Residential, and Urban Residential Placetypes with an Evolve strategy may gain improved amenities like parks, civic spaces, and services. These areas may experience increased density with targeted infill and a diversification of housing types. Where appropriate, they may also experience greater integration and connectivity with commercial and public/semi-public uses.

Neighborhood Centers, Urban Centers, Regional Centers, Downtown, Local Employment Centers, Regional Employment Centers, and Industrial Placetypes with an Evolve strategy may undergo substantial changes particularly along major transportation corridors and planned or established transit routes.

Within Urban Centers, Regional Centers, and Downtown, increased density/intensity may occur. These areas are expected to transform into mixed-use spaces that incorporate additional commercial and housing options.

Local Employment Centers, Regional Employment Centers, and Industrial Placetypes may see continued development as they build out. Older developments, with structures nearing the end of their lifespan, present opportunities for thoughtful redevelopment. New development and redevelopment of these areas will include enhanced amenities, design, and smoother transitions between land uses. These enhancements will foster increased economic development activity by elevating the design quality of the area.

RURAL RESIDENTIAL

Land Use: Rural Residential areas are characterized by large lot, single-family residential developments, and agricultural uses. Suitable housing in Rural Residential areas is single-family, detached homes on large lots with a density up to 1.3 dwelling units per acre.

Keeping livestock and accessory buildings such as barns and stables are common in Rural Residential areas. Streets may take on a more rural character which may or may not include sidewalks.

Rural Residential areas may contain public/semi-public uses such as schools, places of worship, and parks that are centrally located for convenient neighborhood access.

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ZONING DISTRICTS:

• Agricultural (AG)
• Single Residence-90, 43, 35 (RS-90) (RS-43) (RS-35)
• Leisure and Recreation (LR)
• Public and Semi-Public (PS)

DENSITY/INTENSITY:

• Single-Family up to 1.3 du/ac
• Multi-Family - N/A
• Mixed-Use - N/A
• Non-Residential up to 1.6 F.A.R.

GROWTH STRATEGIES:

• Conserve. Rural Residential areas which are within or contain designated historic resources, such as historic districts, historic landmarks, or heritage neighborhoods, should be conserved. These areas should experience little change and the change that occurs should be limited to home improvements.
• Sustain. All other Rural Residential areas should generally remain in their current condition. Improvements and minor changes that are consistent with the area’s current form and character may occur over time. This could include infrastructure improvements, home improvements, targeted infill, and adaptive reuse projects.

URBAN DESIGN CHARACTERISTICS:

• Developments are designed to retain existing topography, native vegetation, and other natural features.
• Buildings with historical value are preserved or reused to maintain the existing character of the area.
• Public/semi-public uses are placed and oriented to terminate vistas, providing a focal point for the neighborhood.
• Public and semi-public uses such as schools, places of worship, and parks co-locate where possible for deliberate cross use of parking and amenities.
• Accessory buildings are subordinate to residential dwellings and located on the side or behind the main residential structure.
• Pedestrian paths are provided that connect to natural areas, parks, schools, local and regional trail networks.

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TRADITIONAL RESIDENTIAL

Land Use: Traditional Residential areas contain primarily detached single-family homes on medium or large lots with densities up to 7.26 dwelling units per acre. These neighborhoods may also contain low-density multi-family with densities up to 15 dwelling units per acre. Multi-family developments are located along arterial and collector roadways and serve to buffer single-family neighborhoods from more intense land uses.

Traditional Residential also include complementary public/semi-public uses such as parks, schools, and places of worship that are integrated throughout the neighborhood to increase walkability. This Placetype may also contain a limited amount of supportive land uses such as small-scale business offices, personal services, retail, and eating and drinking establishments. These supportive uses are located along arterial roadways and designed to be compatible with and connected to the surrounding neighborhood.

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ZONING DISTRICTS:

• Single Residence-43, 35, 15, 9, 7, 6 (RS-43) (RS-35) (RS-15) (RS-9) (RS-7) (RS-6)
• Small Lot Residence-4.5 (RSL-4.5)
• Multiple Residence-2 (RM-2)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Leisure and Recreation (LR)
• Public and Semi-Public (PS)

DENSITY/INTENSITY:

• Single-Family up to 7.26 du/ac
• Multi-Family up to 15 du/ac
• Mixed-Use up to 1.6 F.A.R.
• Non-Residential up to 1.6 F.A.R.

GROWTH STRATEGIES:

• Conserve. Traditional Residential areas which are within or contain designated historic resources, such as historic districts, historic landmarks, or heritage neighborhoods, should be conserved. These areas should experience little change and the change that occurs should be limited to home improvements.
• Sustain. Traditional Residential areas that are not conserve or evolve should generally remain in their current condition. Improvements and minor changes that are consistent with the area’s current form and character may occur over time. This could include infrastructure improvements, home improvements, targeted infill, adaptive reuse projects, and slight transitions in uses along arterial roadways.
• Evolve. Traditional Residential areas with vacant land or blighted land, as identified by one of the City’s Redevelopment Area Plans, should transform with land uses and development patterns that align with City priorities. Where appropriate, these neighborhoods may experience increased density with a more diverse array of housing types.

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URBAN DESIGN CHARACTERISTICS:

• Major intersections and corners are treated as neighborhood entryways that provide a sense of arrival through the use of monument signs, special landscaping, specialty pavement, and architectural features.
• Common open space is incorporated into the layout of the neighborhood at intervals and locations that provide access to the entire neighborhood.
• Common open space is placed to terminate vistas, providing a focal point for the neighborhood.
• Non-single-family uses are located along arterial roadways.
• Single-family uses are buffered from commercial uses with vegetated open space or by public/semi-public or multi-family uses.
• Residential infill projects in established neighborhoods use similar facade articulation and architectural features as existing structures.
• Public and semi-public uses such as schools, places of worship, and parks co-locate where possible for deliberate cross use of parking and amenities.
• Streets are designed on a grid pattern and provide connectivity within and to adjacent neighborhoods.
• Street trees and sidewalks are provided on both sides of the street.
• Pedestrian and bicycle paths connect adjacent commercial centers, natural areas, parks, and schools.

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MIXED RESIDENTIAL

Land Use: The Mixed Residential Placetype is primarily a residential area that contain a variety of housing, such as single-family detached and attached homes, duplexes, triplexes, quadplexes, townhomes, and low- to medium-density multiple residences, not to exceed 30 dwelling units per acre.

Lot sizes vary from small to large lot and support innovative development patterns such as cluster development and cottage courtyards.

A limited amount of supportive land uses such as public/semi-public, small-scale business offices, retail, eating and drinking establishments, and personal services may be integrated alongside a variety of housing types and densities to create a complete community.

Mixed Residential areas have excellent connectivity and include multimodal paths and greenway systems that connect the various land uses to each other and to open space, surrounding commercial developments, and neighborhoods.

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PRINCIPAL LAND USES:

• Single-Family Residential
• Multi-Family Residential
• Eating and Drinking Establishments

SUPPORTING LAND USES:

• Public/Semi-Public
• Retail
• Personal Services
• Business Office

ZONING DISTRICTS:

• Single Residence-35, 15, 9, 7, 6 (RS-35) (RS-15) (RS-9) (RS-7) (RS-6)
• Small Lot Residence-4.5, 4.0, 3.0, 2.5 (RSL-4.5) (RSL-4.0) (RSL-3.0) (RSL-2.5)
• Multiple Residence-2, 3, 4 (RM-2) (RM-3) (RM-4)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• Mixed Use (MX)
• Planned Community (PC)
• Infill District-1, 2 (ID-1) (ID-2)
• Leisure and Recreation (LR)
• Public and Semi-Public (PS)

DENSITY/INTENSITY:

• Single-Family up to 7.26 du/ac
• Multi-Family up to 30 du/ac
• Mixed-Use up to 2.4 F.A.R.
• Non-Residential up to 2.4 F.A.R.

GROWTH STRATEGIES:

• Conserve. Mixed Residential areas which are within or contain designated historic resources, such as historic districts, historic landmarks, or heritage neighborhoods, should be conserved. These areas should experience little change and the change that occurs should be limited to home improvements.
• Sustain. Mixed Residential areas that are not conserve or evolve should generally remain in their current condition. Improvements and minor changes that are consistent with the area's current form and character may occur over time. This could include infrastructure improvements, home improvements, targeted infill, adaptive reuse projects, and slight transitions in uses along arterial roadways.
• Evolve. Mixed Residential areas with vacant or underutilized land that can support new development, older development with structures nearing the end of their lifespan, and/or blighted land, as identified by one of the City's Redevelopment Area Plans, should transform with land uses and development patterns that align with City priorities. Where appropriate, these neighborhoods may experience increased density with a more diverse array of housing types and greater integration with commercial and public/semi-public uses.

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