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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.
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,
Mayor John Giles
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Acknowledgments
MAYOR & CITY COUNCIL
Jenn Duff
District 4
Mayor
John Giles
Mark Freeman
District 1
Julie Spilsbury
District 2
Vice Mayor
Francisco Heredia
District 3
Alicia Goforth
District 5
Scott Somers
District 6
GENERAL PLAN ADVISORY COMMITTEE
Chair
Ron Williams
Vice Chair
Scott Thomas
Jocelyn Skogebo
Jessica Sarkissian
Ivonne Garcia Rodriguez
Megan Neal
PLANNING & ZONING BOARD
Vice Chair
Jeff Pitcher
Jeffrey Crockett
Troy Peterson
Genessee Montes
Jamie Blakeman
Jayson Carpenter
Chair
Benjamin Ayres
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Acknowledgments
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
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
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
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.
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
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.
Tomorrow’s Mesa 2050 General Plan
WHAT IS A GENERAL PLAN?
A General Plan is a comprehensive framework to guide the future of Mesa.
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:
THE PEOPLE
THE LAND
THE ECONOMY
Help implement the General Plan.
CITYWIDE PLANS
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan 5
Figure 1. Public Participation Overview
6 Tomorrow’s Mesa 2050 General Plan
Our Story,
From the Past to the Present
OUR PAST - MESA’S HISTORIC CONTEXT
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 Mesa Grande 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.
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.
Tomorrow’s Mesa 2050 General Plan 7
Figure 2. Mesa Annexations and Eras Timeline
8 Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan 9
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.
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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
Mesa at
Tomorrow’s Mesa
• 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.
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.
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.
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
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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.
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.
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Great Neighborhoods
Guiding Principle - Our Neighborhoods are Vibrant, Diverse, and Safe Places Where Our People Thrive.
Strategies
N1. PROMOTE COMPLETE COMMUNITIES IN BOTH EXISTING AND NEW NEIGHBORHOODS.
N2. PROMOTE ADAPTIVE REUSE AND INFILL AS TOOLS TO REJUVENATE AND
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.
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.
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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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan 25
History, Arts, and Cultural Resources
Guiding Principle - Our Community Values Our Heritage and Embraces its Diverse Culture.
Strategies
HAC1. ENHANCE COMMUNITY CHARACTER AND HERITAGE BY IDENTIFYING AND PRESERVING SIGNIFICANT HISTORIC SITES, PROPERTIES,
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.
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.
28 Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
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Human Services
Guiding Principle - Our Human Services Are Compassionate and Equitable.
Strategies
HS1. PROVIDE LEADERSHIP AND COLLABORATE WITH COMMUNITY AGENCIES TO ENCOURAGE AND PROMOTE
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.
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.
Tomorrow’s Mesa 2050 General Plan 31
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.
Tomorrow’s Mesa 2050 General Plan
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, non- profit organizations, and places of worship to enhance the dissemination of information.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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
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.
36 Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
40 Tomorrow’s Mesa 2050 General Plan
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.
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
HS3. Support an intentional local community response to homelessness with housing and supportive services.
Tomorrow’s Mesa 2050 General Plan 41
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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.
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.
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Housing
Guiding Principle - Our Housing is Attainable For All.
Strategies
H1. CREATE MORE OPPORTUNITIES FOR
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.
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.
Tomorrow’s Mesa 2050 General Plan 47
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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan
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.
50 Tomorrow’s Mesa 2050 General Plan
Circulation and Mobility
Guiding Principle - Our Transportation Network is Efficient,
Safe, and Well-Connected.
Strategies
CM1. DESIGN AN INTEGRATED
TRANSPORTATION NETWORK THAT SAFELY AND EFFICIENTLY MOVES PEOPLE AND GOODS.
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.
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.
Tomorrow’s Mesa 2050 General Plan 51
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.
Tomorrow’s Mesa 2050 General Plan
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.
Tomorrow’s Mesa 2050 General Plan 53
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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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.
Tomorrow’s Mesa 2050 General Plan 55
Parks and Open Space
Guiding Principle - Our Parks and Open Spaces Offer Rich Recreation and Support Active Lifestyles.
Strategies
PO1. PROVIDE A DIVERSE RANGE OF NEIGHBORHOOD, COMMUNITY, AND REGIONAL
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.
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.
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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.
Tomorrow’s Mesa 2050 General Plan
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.
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Land Use and Urban Design
Guiding Principle – Our City Offers Integrated and Balanced Land Uses With a Variety of Neighborhoods and Business Opportunities.
Strategies
LU1. PROMOTE A BALANCE OF LAND USES TO ENHANCE THE QUALITY OF LIFE FOR CURRENT AND FUTURE GENERATIONS.
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.
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.
Tomorrow’s Mesa 2050 General Plan 61
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.
Tomorrow’s Mesa 2050 General Plan
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
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.
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 unique character of Mesa’s diverse neighborhoods and enhance their the infrastructure has already been developed.
Redevelopment and infill 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.
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.
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.
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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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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 high- end 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.
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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.
Tomorrow’s Mesa 2050 General Plan 67
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.
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Table 1. Placetype Typical Land Uses
PLACETYPES
Rural Residential
Traditional Residential
Mixed Residential
Urban Residential
Neighborhood Center
Urban Center
Downtown
Regional Center
Local Employment Center
Regional Employment Center
Industrial
Parks and Open Space
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
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Figure 4. Placetype Map
Placetypes
Figure 5. Growth Strategy Map
Growth Strategies
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.
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.
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.
PRINCIPAL LAND USES:
• Single-Family Residential
SUPPORTING LAND USES:
0 Multi-Family Residential
0 Public/Semi-Public
0 Retail
0 Personal Services
0 Eating and Drinking Establishments
0 Business Office
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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.
Tomorrow’s Mesa 2050 General Plan
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.
PRINCIPAL LAND USES:
• Single-Family Residential
• Multi-Family Residential
• Eating and Drinking Establishments
SUPPORTING LAND USES:
0 Public/Semi-Public
0 Retail
0 Personal Services
0 Business Office
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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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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.
• Buildings adjacent to public spaces should be oriented towards, and engage with, existing or planned amenities such as parks and open space.
• A variety of housing types are provided and integrated throughout the neighborhood.
• Transitions are provided between lower-density and higher-density areas to prevent abrupt changes in height.
• 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.
• In multi-family projects, perimeter walls include view fencing, striking a balance between security, creating a pedestrian friendly streetscape, and providing integration into the greater neighborhood.
• 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.
• Streets are designed on a grid pattern and provide connectivity within and to adjacent neighborhoods.
Tomorrow’s Mesa 2050 General Plan
URBAN RESIDENTIAL
Land Use: Urban Residential areas contain a diverse mixture of uses where commercial, residential, and public/ semi-public uses coexist.
Urban Residential areas are typically located near Downtown, Urban Centers, or Regional Centers with access to transit and multi-modal transportation.
Urban Residential areas can accommodate various low-, medium-, and high-density housing types, including single-family detached and attached homes, townhomes, and multi- family.
High-density residential with densities up to 43 dwelling units per acre is appropriate in these areas and adds to the vibrancy and economic health of the nearby activity centers. Higher densities should be located along major arterials and activity nodes and serve as a transition of intensities to surrounding areas.
Non-residential uses are integrated through either horizontal or vertical mixed-use development. Non- residential uses in vertical mixed-use development are located on the ground floor(s) with residential above providing an active pedestrian realm. In horizontal mixed-use developments, non- residential uses are oriented around shared open space that creates an active amenity for residents and patrons.
PRINCIPAL LAND USES:
• Single-Family Residential
• Multi-Family Residential
• Retail
• Personal Services
• Eating and Drinking Establishments
• Business Office
SUPPORTING LAND USES:
0 Public/Semi-Public
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ZONING DISTRICTS:
• Single Residence-9, 7, 6 (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, 5 (RM-2) (RM-3) (RM-4) (RM-5)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• General Commercial (GC)
• 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 40 du/ac
• Multi-Family up to 43 du/ac
• Mixed-Use up to 3.2 F.A.R.
• Non-Residential up to 2.4 F.A.R.
GROWTH STRATEGIES:
• Conserve. Urban 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. Urban 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 roadway
• Evolve. Urban 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.
Tomorrow’s Mesa 2050 General Plan
URBAN DESIGN CHARACTERISTICS:
• Shaded open space, such as plazas, courtyards, and pocket parks are centrally located for the enjoyment of residents and commercial patrons.
• Buildings adjacent to public spaces should be oriented towards and engage existing or planned amenities such as parks and open space.
• Buildings are responsive to street width, with taller buildings located along wider streets.
• Transitions are provided between lower-density and higher-density areas to prevent abrupt changes in height.
• Higher-density housing is located along arterial roadways and near non- residential uses.
• Active ground floor uses located along primary street frontages.
• 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.
• Windows, balconies, and patios provide views onto sidewalks and gathering spaces.
• Awnings, canopies, and overhangs provide weather and sun protection.
• Alleys and/or side streets provide vehicular access where possible in lieu of interrupting primary streets with driveway entrances.
• Pedestrian routes are designed with sufficient width to accommodate heavy pedestrian activity and active modes of transportation.
• Utility and solid waste facilities should be screened from the streets and located away from main building entrances
• Landscape setbacks, street trees, and other design approaches are used to buffer residents from heavy street traffic.
• Pick-up and drop-off zones that are easily accessible are provided for riders and rideshare operators.
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NEIGHBORHOOD CENTER
Land Use: Neighborhood Centers are small, walkable, low-intensity commercial developments that provide residents convenient access to goods, services, and dining within a short, comfortable walk or convenient drive of their home.
Neighborhood Centers contain local- serving commercial uses such as small-scale retail, personal services, business offices, and eating and drinking establishments. In very limited circumstances multi-family residential up to 25 dwelling units per acre may be appropriate as supportive uses when they contribute to specific goals of the area.
Neighborhood Centers are adjacent to or embedded within residential neighborhoods and located at frequent intervals to reduce travel time and distance.
Neighborhood Centers are designed to a size and scale compatible with surrounding areas with small to medium one- to two-story buildings connected to one another by shaded pedestrian paths and gathering spaces.
PRINCIPAL LAND USES:
• Retail
• Personal Services
• Eating and Drinking Establishments
• Business Office
SUPPORTING LAND USES:
0 Multi-Family Residential
0 Public/Semi-Public
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ZONING DISTRICTS:
• Multiple Residence-2, 3 (RM-2) (RM-3)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• Mixed Use (MX)
• Planned Community (PC)
• Infill District-1 (ID-1)
• Public and Semi-Public (PS)
• Leisure and Recreation (LR)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family up to 25 du/ac
• Mixed-Use up to 2.4 F.A.R.
• Non-Residential up to 2.4 F.A.R.
GROWTH STRATEGIES:
• Evolve. Neighborhood Centers may undergo significant changes and transformation, particularly along established or planned transit routes, such as light rail or streetcar. Urban Centers should transform into pedestrian friendly spaces, and transition to less auto-centric uses, with improved connectivity to surrounding neighborhoods.
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URBAN DESIGN CHARACTERISTICS:
• Buildings are oriented towards the street or when not located adjacent to a street, oriented towards primary internal drives to provide spatial definition.
• Buildings located on street corners are angled to the street or have facades parallel to the corner and have landscaping, special paving, public art, seating areas, and other amenities which create a gateway.
• Buildings have a unified architectural style with similar colors, textures, materials, finished, and form.
• Parking is located behind or along the sides of buildings. Where constraints exist, no more than two rows of parking are located between the building and the street.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Gathering spaces such as plazas are provided to enhance the pedestrian experience and sense of community.
• Pedestrian circulation is clearly delineated by using colored and textured materials and raised pedestrian crossings.
• Shade elements, both landscape and architectural, are provided at prominent pedestrian points such as entries, common open space, and along paths serving parking lots.
• Pedestrian and bicycle paths connect adjacent residential uses.
URBAN CENTER
Land Use: Urban Centers are compact, mixed-use areas where many people live, work, and play. Urban Centers are typically located adjacent to transit or major arterials. Their compact form supports pedestrian-oriented development and vertical mixed-use.
Urban Centers contain retail, personal services, public/semi-public uses, entertainment, and recreation facilities, eating and drinking establishments, and convenience services.
Limited multi-family residential may be integrated into Urban Centers to support the vibrancy and economics. High-density residential is appropriate along major transit corridors and along major roadways. Medium- to low-density residential may serve as appropriate transitions from higher intensity uses to surrounding neighborhoods. In some instances, where a higher-intensity urban form is anticipated or desired, multi-family residential up to 43 dwelling units per acre (du/ac) may be allowed. Densities above 43 du/ac may also be considered on a case by case basis.
Urban Centers can accommodate substantial revitalization and increased density over time. As revitalization occurs, these areas should redevelop with an urban form—with buildings located close to the street and a focus on the pedestrian realm.
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ZONING DISTRICTS:
• Multiple Residence-2, 3, 4, 5 (RM-2) (RM-3) (RM-4) (RM-5)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• General Commercial (GC)
• Mixed Use (MX)
• Leisure and Recreation (LR)
• Planned Community (PC)
• Infill District-1, 2 (ID-1) (ID-2)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family up to 43 du/ac
• Mixed-Use up to 2.4 F.A.R.
• Non-Residential up to 2.4 F.A.R.
GROWTH STRATEGIES:
• Evolve. Urban Centers may undergo significant changes and transformation, particularly along established or planned transit routes, such as light rail or streetcar. Urban Centers should transform into mixed-use activity centers that include varied commercial uses such as retail or dining, a variety of housing choices, and recreational opportunities. Along established or planned transit routes increased density/intensity should occur.
URBAN DESIGN CHARACTERISTICS:
• Buildings have a unified architectural style with similar colors, textures, materials, finished, and form.
• The ground floors of buildings are designed with a high degree of transparency, clear and unobstructed windows, and non-reflective glass coatings to provide visual connection to the street.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Buildings located on street corners are angled to the street or have facades parallel to the corner and have landscaping, special paving, public art, seating areas, and other amenities which create a gateway.
• Where multi-family projects abut single-family zoning districts, upper floors are stepped back to provide a transition in height and reduce shade/shadow and privacy impacts.
• Shaded pedestrian paths are provided from parking structures and/or lots to buildings or the street.
• Signs are designed using similar style, materials, and colors that coordinate with building architecture.
• Pick-up and drop-off zones that are easily accessible are provided for riders and rideshare operators.
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DOWNTOWN
Land Use: Downtown is the City’s most intensely developed area with entertainment and recreation, retail, eating and drinking establishments, personal services, business offices, and public/semi-public uses alongside single-family and multi-family residential.
Downtown offers a unique mix of uses in a relatively dense urban form that provides a pedestrian-friendly environment and a place to live, work, shop, dine, recreate and more. This mix and intensity of uses is intended to provide around-the-clock activity.
Downtown contains Mesa’s historic retail core of one- and two-story buildings along Main Street and is surrounded by several historic neighborhoods. Medium to high- density residential in vertical mixed- use buildings are appropriate in the downtown core and add to an active, vibrant, and culturally rich Downtown. A diverse mix of housing options ranging from historic detached single- family homes, townhomes, multi- family condominiums and apartments, and live-work units are also found throughout Downtown.
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ZONING DISTRICTS:
• Single Residence-9, 6 (RS-9) (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, 5 (RM-2) (RM-3) (RM-4) (RM-5)
• Downtown Residential-1, 2, 3 (DR-1) (DR-2) (DR-3)
• Downtown Business-1, 2 (DB-1) (DB-2)
• Downtown Core (DC)
• Limited Commercial (LC)
• General Commercial (GC)
• Mixed Use (MX)
• Leisure and Recreation (LR)
• Transects (T3N) (T4N) (T4NF) (T4MS) (T5N) (T5MS) (T5MSF) (T6MS)
• Infill District-1, 2 (ID-1) (ID-2)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single-Family – 40 du/ac
• Multi-Family up to 100 du/ac
• Mixed-Use up to 10 F.A.R.
• Non-Residential up to 10 F.A.R.
GROWTH STRATEGIES:
• Conserve. Downtown 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. Downtown areas with established single-family neighborhoods should generally remain in their current single- family development character. 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 and collector roadways.
• Evolve. All other Downtown areas should continue to transform into a pedestrian-friendly, mixed use, urban environment. Along established or planned transit routes, increased density/intensity should occur. Increased density/intensity may also be appropriate in other parts of Downtown but should respect the surrounding context and provide for thoughtful transitions in intensity.
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URBAN DESIGN CHARACTERISTICS:
• Active ground floor uses are located along primary street frontages.
• The ground floors of buildings are designed with a high degree of transparency, clear and unobstructed windows, and non-reflective glass coatings to provide visual connection to the street.
• Buildings are designed with compatible heights, scale, bulk and massing to the urban context and character of the surrounding area.
• Buildings located on street corners are angled to the street or have facades parallel to the corner and have landscaping, special paving, public art, seating areas, and other amenities which create a gateway.
• Primary building entrances are highlighted through building massing and their oriented towards the street.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Awnings, canopies, trellises, or tree groupings are provided in pedestrian areas.
• Lighting, landscaping, and art are incorporated into alleys to create safe, vibrant pedestrian areas.
Tomorrow’s Mesa 2050 General Plan
• Windows, balconies, and courtyards provide views onto sidewalks and gathering spaces.
• Parking garages and podium parking areas are wrapped with active uses, landscaping and/or architectural elements.
• Where multi-family projects abut single-family zoning districts, upper floors are stepped back to provide a transition in height and reduce shade/ shadow and privacy impacts.
REGIONAL CENTER
Land Use: Regional Centers are the major retail, cultural, recreational, and entertainment destinations in Mesa. They feature major retailers, national chains, specialty shops, and a wide range of services and amenities that draw consumers from across the City and greater metropolitan area.
The focus of the Regional Center Placetype is commercial activity, and as such, its principal uses are retail, personal services, eating and drinking establishments, entertainment and recreation, convenience services and business offices. Multi-family residential are secondary uses and allowed as part of mixed-use projects. Densities up to and above 43 dwelling units per acre (du/ac) may be allowed. Densities above 43 du/ac may also be considered on a case by case basis.
Regional Centers are typically developed with a common design theme or character. The densities, building heights, and overall character of a Regional Center will depend on its location; however, compared to other commercial centers, Regional Centers will have the highest intensity and feature the largest scale of development.
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ZONING DISTRICTS:
• Multiple Residence-3, 4, 5 (RM-3) (RM-4) (RM-5)
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• General Commercial (GC)
• Mixed-Use (MX)
• Employment Opportunity (EO)
• Planned Employment Park (PEP)
• Light Industrial (LI)
• Planned Community (PC)
• Infill District-1, 2 (ID-1) (ID-2)
• Leisure and Recreation (LR)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family up to 43 du/ac
• Mixed-Use up to 3.2 F.A.R.
• Non-Residential up to 3.2 F.A.R.
GROWTH STRATEGIES:
• Evolve. Regional Centers may undergo significant changes and transformation, particularly along established or planned transit routes, such as light rail or streetcar. Regional
Tomorrow’s Mesa 2050 General Plan
Centers should be mixed-use activity centers that include varied commercial uses such as retail or dining, a variety of housing choices, and recreational opportunities. Along established or planned transit routes increased density/intensity should occur.
URBAN DESIGN CHARACTERISTICS:
• Buildings are oriented towards the street or when not located adjacent to a street, oriented towards primary internal drives to provide spatial definition.
• Buildings located on street corners are angled to the street or have facades parallel to the corner and have landscaping, special paving, public art, seating areas, and other amenities which create a gateway.
• An internal pedestrian circulation system provide attractive connections between buildings, through large parking areas, connections to the street, and linkages to surrounding properties and neighborhoods.
• Shade elements, both landscape and architectural, are provided at prominent pedestrian points such as entries, common open space, and along paths serving parking lots.
• Parking garages and podium parking areas are wrapped with active uses, landscaping and/or architectural elements.
• Parking is located behind or along the sides of buildings. Where constraints exist no more than two rows of parking are located between the building and the street.
• Pick-up and drop-off zones that are easily accessible are provided for riders and rideshare operators.
• Landscape elements screen and shade parking areas, utility services, and loading areas from street view and adjacent uses to create visual appeal, de-emphasize the prominence of parking areas, and to enhance the pedestrian environment.
• Utility and solid waste facilities should be screened from the streets and located away from main building entrances
• Street frontages are activated through site design.
• Where multi-family projects abut single-family zoning districts, upper floors are stepped back to provide a transition in height and reduce shade/ shadow and privacy impacts.
• Signs are designed using similar style, materials, and colors that coordinate with building architecture.
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LOCAL EMPLOYMENT CENTER
Land Use: Local Employment Centers are areas that support a variety of low- intensity business operations that are compatible with residential uses. Typical uses include offices, medical facilities, research and development centers, and other small-scale employment-focused activities.
Local Employment Centers generate low to moderate traffic volumes and may be located along collector or arterial streets and near residential uses. These areas should have a business park-like setting and incorporate elements that minimize negative impacts on surrounding commercial and residential uses.
PRINCIPAL LAND USES:
• Business Office
• Medical Facilities
• Light Industrial
SUPPORTING LAND USES:
0 Public/Semi-Public
0 Eating and Drinking Establishments
0 Retail
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ZONING DISTRICTS:
• Office Commercial (OC)
• Neighborhood Commercial (NC)
• Limited Commercial (LC)
• General Commercial (GC)
• Planned Employment Park (PEP)
• Light Industrial (LI)
• Employment Opportunity (EO)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family – N/A
• Mixed-Use – N/A
• Non-Residential up to 2.7 F.A.R.
GROWTH STRATEGIES:
• Evolve. Local Employment Centers with vacant land 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. Local Employment Centers should developed with high- quality cohesive designs that provide smooth transitions between land uses and fit into the context of the surrounding neighborhoods.
URBAN DESIGN CHARACTERISTICS:
• Primary entries are enhanced with ornamental landscaping, low-level decorative walls, monument signs, and decorative paving.
• A variety of building material and colors are used in building facades. Side and rear facades visible to the public shall include materials of equal quality to the front facade.
• Loading and service areas are located away from public view and screened with materials, colors, and finishes compatible with the building design.
• Pedestrian circulation is clearly delineated by using colored and textured materials and raised pedestrian crossings.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Employee sitting, eating, and gathering amenities are located near buildings and designed as focal points in projects.
• Shade elements, both landscape and architectural, are provided near building entries, employee amenity areas, and along paths serving parking lots.
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REGIONAL EMPLOYMENT CENTER
Land Use: Regional Employment Centers are areas that accommodate large employers such as hospitals and medical centers, airports, universities, corporate headquarters, high-tech companies, and research parks.
Regional Employment Centers also allow for smaller business and medical offices, light industrial uses, and other employment-based activities that are part of a master planned, cohesive development. Outdoor storage, data storage, and warehousing are not found in Regional Centers as a primary use.
Regional Employment Centers should have excellent access to major arterial roadways and freeways that can accommodate high traffic volumes,
including moderate truck traffic. Regional Employment Centers exhibit high-quality design which includes cohesive architecture and design themes, ample landscaping and open space, and amenity areas for employees and visitors.
PRINCIPAL LAND USES:
• Business Office
• Medical Facilities
• Light Industrial
SUPPORTING LAND USES:
0 Public/Semi-Public
0 Eating and Drinking Establishments
0 Convenience Services
0 Warehousing and Storage
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ZONING DISTRICTS:
• General Commercial (GC)
• Limited Commercial (LC)
• Planned Employment Park (PEP)
• Light Industrial (LI)
• Employment Opportunity (EO)
• Planned Community (PC)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single Residence – N/A
• Multiple Residence – N/A
• Mixed-Use – N/A
• Non-Residential up to 4.5 F.A.R.
GROWTH STRATEGIES:
• Evolve. Regional Employment Centers 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. Regional Employment Centers should be of high-quality design, provide sufficient amenities to support employees, and provide smooth transitions between land uses.
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Improvements should complement and support investment in the area, elevate the quality of the urban environment, and bolster economic development.
URBAN DESIGN CHARACTERISTICS:
• Primary entries are enhanced with ornamental landscaping, low-level decorative walls, monument signs, and decorative paving.
• Buildings have a strong relationship to the street and include a functional public entrance that is also a visual focus for the building.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Horizontal and vertical articulation are provided in building facades and roofs to reduce the massing of buildings.
• A variety of building material and colors are used in building facades. Side and rear facades visible to the public shall include materials of equal quality to the front facade. Loading and service areas are located away from public view and screened with materials, colors, and finishes compatible with the building design.
• Shade elements, both landscape and architectural, are provided near building entries, employee break areas, and along paths serving parking lots.
INDUSTRIAL
Land Use: Industrial areas are intended for high-intensity industrial activities such as manufacturing, warehousing and storage, data storage, freight, and distribution.
Uses typically have special infrastructure needs such as power or utility equipment, large truck delivery, air handling/venting systems, transmission corridors for power, and water.
Industrial areas should have excellent access to arterial roadways, freeways, and rail that can accommodate heavy truck traffic and distribution needs.
This Placetype plays an important role in the City’s employment base and economy but may have impacts that should be mitigated to ensure compatibility with other commercial or residential areas.
Industrial Placetypes should be well- designed to stand the test of time and enhance the image of the City. Additionally, these areas should include design elements that buffer and mitigate negative impacts from surrounding areas.
PRINCIPAL LAND USES:
• Light Industrial
• Warehousing and Storage
• Heavy Industrial
SUPPORTING LAND USES:
0 Eating and Drinking Establishments
0 Convenience Services
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ZONING DISTRICTS:
• Light Industrial (LI)
• General Industrial (GI)
• Heavy Industrial (HI)
• Employment Opportunity (EO)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family– N/A
• Mixed-Use – N/A
• Non-Residential up to 4.5 F.A.R.
GROWTH STRATEGIES:
• Evolve. Industrial 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 should redevelop with uses that support investment in the area, elevate the quality of the urban environment, and bolster economic development. Industrial areas should be of high- quality design, provide sufficient amenities to support employees, and provide smooth transitions between land uses.
URBAN DESIGN CHARACTERISTICS:
• Buildings have a strong relationship to the street and include a functional public entrance that is also a visual focus for the building.
• A variety of building material and colors are used in building facades.
• Side and rear facades visible to the public include materials of equal quality to the front facade.
• Horizontal and vertical articulation are provided in building facades and roofs to reduce the massing of buildings.
• Shade elements, both landscape and architectural, are provided near building entries, employee break areas, and along paths serving parking lots.
• Loading, service, and storage areas are located away from public view and screened with materials, colors, and finishes compatible with the building design.
• Loading and service areas are provided with separate access and circulation systems from employee visitor traffic where possible.
• Utility and solid waste facilities are screened from the streets and located away from main building entrances
• Primary entries are enhanced with ornamental landscaping, low-level decorative walls, monument signs, and decorative paving.
• Landscaping, berms, and site walls are used to buffer residents from operations that emit noise and/or pollutants.
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PARKS AND OPEN SPACE
Land Use: Various forms of green space are integrated into all Placetypes as supporting elements. What defines the Parks and Open Space Placetype is the regional importance, connectivity, and scale of these signature parks, trails, and open space assets.
Parks and Open Space Placetypes include large parks—generally 20 acres or larger, greenways, preserves, and environmentally sensitive lands. These areas may be key destinations that provide recreational opportunities for residents or passive areas that have significant ecological value.
Parks and Open Space areas should be connected to one another whenever possible and to other private open space networks, amenities, and parks to maximize their benefit to humans and wildlife.
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ZONING DISTRICTS:
• Agricultural (AG)
• Leisure and Recreation (LR)
• Public and Semi-Public (PS)
DENSITY/INTENSITY:
• Single-Family – N/A
• Multi-Family – N/A
• Mixed-Use – N/A
• Non-Residential up to 0.3 F.A.R.
GROWTH STRATEGIES:
• Conserve. Parks and Open Space areas with significant natural resources or development constraints should be conserved. These areas should experience little change and the change that occurs should be limited to necessary remediation.
• Sustain. All other Parks and Open Space areas should generally remain in their current condition. Minor improvements that are consistent with the area’s current form and character of the Parks and Open Space should occur over time. This could include infrastructure, landscape, and facility improvements.
URBAN DESIGN CHARACTERISTICS:
• Design sites to retain existing topography, native vegetation, and other natural features.
• Quality architecture is used to anchor and define the public realm.
• Sites are designed with a pedestrian- focus and offer places for gathering.
• An interconnected system of pathways provides pedestrian and bicycle connectivity within sites and to surrounding neighborhoods
• Unified and comprehensive systems of wayfinding signs, kiosks, and other environmental graphics are used to provide direction to pedestrians.
• Gateway features and monument signs are provided at entries to provide a sense of arrival and identity.
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GENERAL PLAN CONSISTENCY
CONSISTENCY REVIEW
Zoning divides the City into areas organized by compatible uses and defines districts that specify permitted uses and development standards. Zoning is the means to implement the Future Land Use Plan; promote land use compatibility; enhance aesthetics; help maintain property values; promote public health, safety, and general welfare; and ensure adequate municipal services.
A.R.S. § 9-462.01 requires that all zoning and rezonings be consistent with, and conform to, the adopted general plan of the municipality. A zoning or rezoning is consistent with the General Plan if it is consistent with the site’s Placetype and furthers the implementation of, and is not contrary to, the Vision, Guiding Principles, Strategies, and applicable elements of the Plan.
In addition to zonings and rezonings, pursuant to the Mesa Zoning Ordinance, applications for other land use requests, such as Site Plan Review, Design Review, Substantial Conformance Improvement Permits, Development Incentive Permits, and Conditional Use Permits, collectively
referred to in the General Plan as “development applications,” “land use requests,” or “development proposals”, are also reviewed and evaluated for consistency with the Plan.
Before approving development applications, the General Plan is reviewed to ensure that the development application furthers the implementation of, and is not contrary to , the Vision, Guiding Principles, Strategies, and applicable elements of the Plan. The analysis applicable to development applications does not prohibit any permitted land use(s) when the land use(s) are permitted by right in the existing zoning district.
In very limited instances, a rezoning or development application may be found consistent with the General Plan despite using a zoning district, Principal or Supporting land use, or a density/ intensity that deviates from those listed for the site’s Placetype. In these cases only, deviations from the site’s Placetype described as minor deviations in the General Plan may be considered.
Tomorrow’s Mesa 2050 General Plan
Minor deviations are limited to development applications that furthers the goals of the General Plan and may only include:
• A zoning district that is in the same base zoning district groups as defined in the Mesa Zoning Ordinance, as those listed for a Placetype; and/or
• A compatible land use that is not identified in the General Plan as a typical land use, or as a Principle or Supporting land use for a site’s Placetype; and/or
• A density/intensity no more than 25% higher than those listed for the site’s Placetype.
Additionally, zonings and rezonings with minor deviations may require a site plan or a development agreement to further ensure consistency with the General Plan.
DEVELOPMENT AGREEMENTS
In certain instances, a development agreement may be required to further ensure consistency with the General Plan’s Vision, Guiding Principles, Strategies, and Future Land Use Plan; neighboring development; Sub-area and Neighborhood Plans; and other policies of the City. In these cases, a development agreement may include restrictions on permitted land uses, densities/intensities, and provisions to encourage high- quality development on a site to further implement the General Plan.
Tomorrow’s Mesa 2050 General Plan
04
THE ECONOMY
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The Economy
Mesa is home to a diverse and growing economy that is shaped by our location, environment, natural resources, public infrastructure and services, people, and industries. Mesa is poised for growth, and we have the power to create a prosperous future by fostering conditions that provide economic opportunities and sustain our City.
For Tomorrow’s Mesa 2050 General Plan, prosperity is more than just economic vitality; it is about ensuring a brighter future for our current and future residents. During the General Plan public engagement process, residents shared their aspirations for an economy in which small businesses thrive, residents have access to high-quality commercial offerings, natural resources are responsibly managed and preserved through sustainable development practices, and residents have access to a variety of high-paying jobs.
This Chapter outlines a set of Guiding Principles and Strategies for Economic Development;Environment, Conservation, Energy, and Water; and Public Facilities and Services, which collectively work together to create a prosperous Mesa that prioritizes quality places and offers choices where to live, work, play, and learn.
Related Strategies that help accomplish the community’s Vision are discussed throughout the General Plan, specifically in Chapter 2: The People and Chapter 3: The Land, are provided as reference below each topic.
Economic Development
Guiding Principle - Our Economy is Innovative and Prosperous.
Strategies
ED1. ATTRACT BUSINESSES AND EMPLOYERS THAT CREATE JOBS WITH WAGES AT OR ABOVE THE REGIONAL AVERAGE.
It is the mission of the Office of Economic Development to enhance Mesa’s economy, create quality jobs, and increase per capita income to improve the quality of life for Mesa’s residents.
For many years Mesa was regarded as a bedroom community, primarily a residential suburb which served as a home base for residents working outside the City. In recent years, Mesa has taken tremendous strides to establish itself as a key player in the state’s economy. Mesa’s prime location within the metropolitan area provides a competitive advantage that helps attract healthcare, education, aerospace, defense, technology, and manufacturing industries. The City provides access to the regional freeway system; rail, transit, and aviation hubs such as Falcon Field Airport and Phoenix-Mesa Gateway Airport; and a large, diverse employment pool exceeding 150,000 individuals.
Mesa’s potential for economic growth is immense. However, the prosperity of our local economy is not just about the number of new jobs brought to the area by our prime location; Mesa must continue to innovate and be competitive in the regional market.
Mesa’s approach to economic development must be multi-faceted. The Strategies discussed below focus on business recruitment and retention programs that target high paying jobs; development of a highly skilled, knowledge-based workforce; support for small business and entrepreneurship; diversification of Mesa’s economic base; investment in infrastructure to support innovation; and improving the quality of life and image of the City to attract business and employees.
ED2. INVEST IN MESA’S WORKFORCE DEVELOPMENT.
ED3. SUSTAIN A BUSINESS CLIMATE THAT FOSTERS ENTREPRENEURS AND SMALL BUSINESSES.
ED4. PROTECT AND PROMOTE MESA’S AIRPORTS AS GLOBAL CONNECTIONS FOR TOURISM AND BUSINESS DEVELOPMENT.
ED5. PROMOTE MESA AS A REGIONAL COMMERCIAL, ENTERTAINMENT, AND TOURIST DESTINATION.
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ED1. Attract businesses and employers that create jobs with wages at or above the regional average.
For the average resident, our economy ultimately comes down to one thing—jobs—and the quality of those jobs is largely determined by pay. A robust business environment leads to job creation, particularly for higher-paying jobs, which in return facilitates a strong economy and more disposable income for Mesa residents.
In 2021, Mesa’s median household income was $65,725, which was lower than the median household income for the greater Phoenix-Mesa-Scottsdale Metropolitan Statistical Area, including surrounding communities such as Chandler, Glendale, and Gilbert.
Mesa is committed to improving the quality of life for its residents by proactively working to attract industries that create high-wage and skilled jobs and will continue to position itself as a premier location for new business relocations and expansions to ensure high-quality jobs are created.
During the General Plan update process, major businesses and representatives from key industries were interviewed and asked to provide insight into the current condition of Mesa’s business climate and their individual aspirations for the future. A common theme discussed by stakeholders was the characteristics they sought when selecting their next business location. Businesses and investors seek to locate in places that have a skilled and knowledgeable labor pool, offer their employees a high-quality of life, and provide environments that support innovation and the exchange of ideas, knowledge, and resources.
These topics are pertinent to many of the Strategies within the General Plan and will require collaboration across various City departments to achieve these goals.
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ED2. Invest in Mesa’s workforce development.
The availability of a skilled and educated workforce is a key consideration when employers make site selection decisions. To remain competitive in the region, Mesa must continue to attract, retain, and cultivate a strong employment base.
Mesa is home to several higher education institutions, 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. Most of Mesa’s future labor demands will be met by the approximately 40,000 students currently enrolled in these institutions.
Mesa currently partners with educational institutions, businesses, and organizations on a number of workforce initiatives such as the Mesa College Promise which provides qualifying Mesa high school graduates with two years of free tuition to Mesa Community College (MCC).
In order to remain at the forefront of workforce training and understand the needs of the labor market, the City will continue to partner with educational institutions, businesses, and agencies to ensure its residents have the in-demand skills desired by employers.
ED3. Sustain a business climate that fosters entrepreneurs and small businesses.
Small businesses are the backbone of Mesa’s economy, playing a pivotal role in fostering economic growth, innovation, and job creation. Their significance lies not only in the substantial number of jobs they provide, but also in their ability to infuse local communities with vitality and resilience.
Small business and entrepreneurship are often at the forefront of innovation, bringing fresh ideas and products to market and promoting healthy competition, which can lead to improved
quality, lower prices, and increased consumer choice.
Mesa’s Downtown Innovation District, anchored by the ASU MIX Center and the Studios at Mesa City Center provides an ideal environment in which small businesses can cluster and connect with start-ups, business incubators and accelerators, restaurant incubators.
As the community and region undergo economic change, Mesa residents want to ensure small businesses and entrepreneurs have the resources they need to thrive. Mesa is committed to fostering a thriving small business ecosystem and our commitment is shown through Mesa’s small business assistance program known as “Mesa Business Builder”, a small business toolbox that offers Mesa small businesses resources, financial assistance, entrepreneurship programs, and assistance with data, research, licensing and permitting.
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ED4. Protect and promote Mesa’s airports as a global connection for tourism and business development.
Mesa is home to two regional airports— Falcon Field Airport and Phoenix-Mesa Gateway Airport. These airports are integral to Mesa’s economy, driving economic development, employment, and innovation while also directly connecting Mesa to broader domestic and global economies.
As major economic drivers of aerospace, aviation, defense, and technology industries, it is important that Mesa support its regional airports and cultivate the development of these industries both at and around the airports. This can be achieved by prioritizing infrastructure and transportation investments that support our airports and facilitate surrounding development. The City should also ensure that areas surrounding the airports are planned for an appropriate mix of compatible land uses that support the economic development and sustainability of the airports.
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ED5. Promote Mesa as a regional commercial, entertainment, and tourist destination.
Mesa’s future depends on a dynamic, diversified, and growing economic base that complements the character and livability of the community. Mesa celebrates its existing economic strengths and seeks to diversify its offerings and competitive position in the regional market as a commercial, entertainment, and tourist destination.
Retail, entertainment, arts and culture, and hospitality contribute significantly to the economy and provide a diverse range of employment opportunities. Currently, there are parts of Mesa that need commercial, entertainment, and tourism opportunities, and having a continued unmet need can negatively impact residents’ quality of life and Mesa’s economy.
Throughout the General Plan process residents commented on the lack of local commercial establishments in some areas and expressed frustration in having to go to surrounding jurisdictions for their shopping, dining, and entertainment needs.
Increasing opportunities within the City not only helps to meet unmet need of our residents but will also strengthen Mesa’s business recruitment and retention strategies because where employers and employees choose to locate is becoming increasingly influenced by the quality of life and authentic, unique places in a community.
As the City works towards improving the quality of life for its residents and creating a prosperous economy, it will continue diversifying its business attraction strategies with a focus on complementary sectors.
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CHAPTER 2: THE PEOPLE
HAC4. Expand Mesa’s reputation as an arts and culture tourism leader in Arizona.
HS4. Support the provision of high- quality early childhood, primary, secondary, and higher-education systems in Mesa.
CHAPTER 3: THE LAND
H3. Create more opportunities for high- end and executive housing to meet the needs of Mesa’s expanding economy.
H1. Create more opportunities for housing options.
PO1. Provide a diverse range of neighborhood, community, and regional parks within one-half mile of all residential areas.
LU5. Encourage the development of vibrant activity centers in Downtown and throughout the City.
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Environment, Conservation, Energy, and Water
Guiding Principle - Our City is Resilient and Sustainable.
Strategies
ECEW1. MANAGE OUR WATER RESOURCES TO IMPROVE AND SAFEGUARD WATER SUPPLY AND
Mesa’s natural and environmental resources are valuable assets that shape the City’s development patterns, lifestyles, and economy. Mesa has grown rapidly over the past 40 years, both in population and geography. This growth presents challenges to the protection of the natural environment, including water, air, native vegetation, and open space. As Mesa continues to grow, the continued protection of our environment and natural resources is necessary to ensure a bright future for current and future residents, and to maintain Mesa’s attractiveness as a place to live, work, play, and learn.
Mesa’s pursuit of resilience and sustainability must respond to local conditions; however, Mesa is part of a larger regional and national community and Mesa should consider its efforts within this larger context as well. The City’s framework for sustainability should not only reflect our community values and Vision, but also align with emerging national trends and guidelines.
The City is committed to proactively and responsibly protecting and conserving Mesa’s environment and natural resources. In 2022, the City adopted the Mesa Climate Action Plan, a Mayor and Council priority initiative, which set forth ambitious, community-focused goals that will positively contribute to the overall climate impact for Mesa. Ensuring a resilient and prosperous future is a community-wide effort, requiring input, action, and commitment from every stakeholder.
The Strategies described below focus not only on resource conservation but on intelligent usage—two sides of the same sustainable coin.
DEPENDABILITY.
ECEW2. PROMOTE ENERGY CONSERVATION AND RENEWABLE ENERGY GENERATION.
ECEW3. IMPROVE STORMWATER MANAGEMENT AND WATER QUALITY THROUGH
SUSTAINABLE DEVELOPMENT PRACTICES.
ECEW4. PROMOTE SUSTAINABLE PRACTICES THAT FOSTER RESILIENT SYSTEMS AND REDUCE HAZARD RISKS.
ECEW5. PROTECT FUTURE AGGREGATE RESOURCE EXTRACTION.
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ECEW1. Manage our water resources to improve and safeguard water supply and dependability.
Water is an essential resource to support human life, a healthy environment, and a strong economy—and Mesa has a diverse portfolio aimed at providing the community with a dependable, long-term water supply. This portfolio consists of surface water supplies, which include Colorado River water from the Central Arizona Project and Salt and Verde River water from the Salt River Project, groundwater supplies, and reclaimed water.
Mesa also has a 100-Year Assured Water Supply designation from the Arizona Department of Water Resources. This designation means that our City has shown continuous, physical, and legal availability of water along with water quality and financial capability standards to maintain water supplies.
However, we realize that as Mesa continues to grow so will the demand for water. The City will continue to plan and manage the City’s water supply, conduct ongoing drought and climate vulnerability planning, expand the use of alternative sources of water, and expand water efficiency and conservation programs.
ECEW2. Promote energy conservation and renewable energy generation.
As demand for energy increases with continued growth, we must explore ways to better conserve electricity and utilize renewable systems that allow Mesa to become more energy independent and less reliant on fossil fuels.
Currently, Mesa provides electric utility service to over 17,500 residential and commercial customers, with approximately 20% of the electricity generated from renewable sources such as hydropower. Mesa is also a provider of natural gas, providing service to over 73,000 customers not only in Mesa, but within Queen Creek, San Tan Valley, and Pinal County as well.
The City provides several programs, such as the Renewable Energy Service Rider, Electric Smart Peaks, and the Electric Territory Solar Program, to encourage both reduction in energy consumption and use of renewable sources. The City will continue to lead by example by incorporating energy efficient technology and energy conservation design in the construction and retrofit of municipal facilities, monitoring energy consumption trends, adjusting Mesa’s energy portfolio to align with the City’s conservation goals, and providing community energy conservation education and energy efficiency retrofit programs.
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ECEW3. Improve stormwater management and water quality through sustainable development practices.
Rainwater that falls onto Mesa’s streets and buildings has the potential to contaminate groundwater through a process called “non-point source pollution”. Rains wash oil, grease, animal waste, and other contaminants from the streets into storm drains which then empty into washes and rivers. Proper stormwater management helps reduce flooding and prevents pollutants from entering our surface waters.
In accordance with state requirements, Mesa maintains a Stormwater Management Plan which outlines the regulations and procedures the City employs to reduce the discharge of pollutants into waterways. The City requires all new development and redevelopment to be designed according to the City’s Engineering and Design Standards which includes the requirement that stormwater be retained on-site. The City’s current standards employ traditional engineering techniques that continue to evolve with more innovative and sustainable standards.
As an approach to stormwater management, Low Impact Development (LID) uses the landscape as a means of absorbing stormwater runoff. By utilizing techniques such as permeable surfaces, rain gardens, and bioswales, LID naturally filters stormwater into the ground rather than directing it into storm drains. This practice can also recharge groundwater aquifers and reduce the strain on Mesa’s water supply, where every drop counts.
In 2015, Mesa created a Low Impact Development Toolkit to help educate and encourage LID strategies. However, these design standards currently are not required elements of the City’s development standards. Looking to the future, Mesa should continue to encourage sustainable practices that improve the resiliency of ecological systems.
Tomorrow’s Mesa 2050 General Plan
ECEW4. Promote sustainable practices that foster resilient systems and reduce hazard risks.
Mesa is committed to providing a safe and resilient future. To put this commitment into action, the City must foster resilient systems that address and minimize the risk of hazards, including flash floods, drought, extreme heat, air pollution, and wildfire.
Mesa’s location in the Sonoran Desert presents a unique opportunity to promote sustainable land use regulations, building standards, and practices that can significantly contribute to the City’s environmental resilience and long-term prosperity.
Encouraging and facilitating the development of compact, pedestrian-oriented, mixed-use developments reduces our carbon footprint, maximizes infrastructure investment, and improves air and water quality. Other deliberate efforts, such as increasing the City’s tree canopy and the development of more shade structures, can help address extreme heat by mitigating the heat island effect.
Whether expanding tree canopies, promoting sustainable stormwater infrastructure, utilizing native drought-resistant landscaping, or fostering compact mixed-use development, the objective is clear: create a safer, more adaptive environment.
ECEW5. Protect future aggregate resource extraction.
According to the Arizona Geological Survey, there are areas within Mesa that are suitable for aggregate resource extraction. While aggregate mining is an important and necessary part of the economy, the noise, light, dust, and traffic from mines can impact the quality of life of nearby residents.
To protect aggregate mining and safeguard residents’ enjoyment of their property, buffering and transitions between adjacent land uses and mining operations is essential.
Mesa is committed to protecting aggregate resource extraction and will encourage mitigation of adverse impacts on adjoining properties.
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CHAPTER 2: THE PEOPLE
N3. Continue to provide a code compliance program to ensure neighborhoods are clean and well- maintained.
CHAPTER 3: THE LAND
CM2. Provide a complete, connected, and safe network of on- and off-street active transportation infrastructure.
CM3. Enhance the public transit system by incorporating light rail, streetcars, bus rapid transit, and shared on- demand services.
CHAPTER 4: THE ECONOMY
PF2. Continue to implement smart city strategies in the planning, operation, and delivery of public facilities and services.
PF3. Provide sustainable energy, water, sewer, solid waste, and storm sewer services to residents.
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Public Facilities and Services
Guiding Principle - Our Public Service Enterprises are
Efficient, Reliable, and Cost-Effective.
Strategies
PF1. PROVIDE FISCALLY SOUND PLANNING, DESIGN, AND CONSTRUCTION OF PUBLIC FACILITIES.
PF2. CONTINUE TO
Public facilities and services reflect basic functions provided by government to the community.
Public facilities include libraries, police, and fire stations, water treatment plants, community and recreation centers, cemeteries, transportation infrastructure and centers, arts and cultural facilities, and civic buildings. Public facilities also include infrastructure that is the City’s hidden support network for development in the City.
Public services are administrative, health, safety, and cultural services provided by the City to meet the community’s needs. Some of the public services provided by the City include water and wastewater, electricity, police and fire protection, and solid waste disposal.
The City takes pride in providing public facilities and services that are efficient, reliable, and cost-effective. Mesa owns and operates nearly 500 facilities across the City and employs approximately 4,000 employees that help provide services for the community.
In order to maintain high levels of service, the Strategies discussed below focus on recruiting and retaining a highly skilled workforce; strategic planning with a focus on efficiency and return on investment; and an organizational culture centered around service, excellence, innovation, and transparency.
IMPLEMENT SMART CITY STRATEGIES IN THE PLANNING, OPERATION,
AND DELIVERY OF PUBLIC FACILITIES AND SERVICES.
PF3. PROVIDE SUSTAINABLE ENERGY, WATER, SEWER, SOLID WASTE, AND STORM SEWER SERVICES TO RESIDENTS.
PF4. ENSURE THAT PRIVATE DEVELOPMENT CONTRIBUTES ITS FAIR SHARE TOWARDS THE CONSTRUCTION AND MAINTENANCE OF PUBLIC INFRASTRUCTURE.
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PF1. Provide fiscally sound planning, design, and construction of public facilities.
Mesa strives for the efficient utilization of its public facilities, including re-purposing, remodeling, or selling those facilities that no longer serve the community.
Our public buildings (new or remodeled) are designed to function sustainably for the useful life of the facility and to meet green building standards. Creative and environmentally sound building design, construction, and space planning can provide flexibility to meet changing needs and optimize efficiency and the City’s return on investment.
By carefully planning and designing public facilities and infrastructure with their long-term viability in mind, the City can minimize operation and maintenance. This fiscally responsible approach to infrastructure and facility development ensures that every taxpayer dollar is used efficiently and transparently.
Tomorrow’s Mesa 2050 General Plan
PF2. Continue to implement smart city strategies in the planning, operation, and delivery of public facilities and services.
In 2019, the City of Mesa adopted a Smart City Strategic Plan which defined a set of strategies, opportunities, priorities, and a path forward for building a smarter City. Smart cities are cities that leverage technology, connectivity, and data to lower operating costs, modernize infrastructure, improve efficiencies, create revenue, better engage residents, enhance inclusion, and increase the overall quality of life.
Successful smart city strategies hinge on the ability for cities to innovate within seven key domains: community, economy, environment and energy, government, and education, living and health, mobility, and safety and security. As it relates to Mesa’s public facilities and services, the City’s focus is on digital infrastructure, data and information, and connectivity and technology integration.
A strong and reliable digital infrastructure, including high-speed internet connectivity, is essential for collecting, transmitting, and processing data from various sources. In 2022, Mesa’s City Council approved license agreements with multiple internet providers, allowing these providers to install their fiber optic networks within the City’s rights-of-way. Building this robust bandwidth connectivity will improve reliability, and the ability to transmit large amounts of data supporting interconnected systems that define a smart city.
Data is the core of smart cities. Cities need to collect, manage, and analyze data from people, sensors, devices, and various other sources. This data provides insights into both operations and human behaviors that informs decision-making processes.
The City will continue to expand the use of smart sensors and devices and use data analytics to better meet the needs of its residents, enhance its responsiveness, streamline resource allocation, and optimize its operations for maximum efficiency and effectiveness.
Leveraging these resources and finding new and innovative ways to integrate various technologies and systems is the key to a smarter future. From the Real Time Crime Center-to the Transportation Management Center-to the conversion to smart water meters throughout the City, the foundation for a smart system is being laid that will carry Mesa into the future.
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PF3. Provide sustainable energy, water, sewer, solid waste, and storm sewer services to residents.
Mesa is committed to advancing resilient and eco-conscious services, including energy, water, sewer, solid waste, and storm sewer systems.
Mesa has emerged as a leader in sustainable development placing an emphasis on water and energy conservation, increasing the availability and affordability of renewable energy, and reducing waste.
By 2050, the City aspires to put 100% of reclaimed water to beneficial reuse, divert 90% of waste from landfills, to achieve carbon neutrality, and to use 100% renewable energy.
Current key initiatives include development of green stormwater infrastructure, growth of the City’s electric vehicle charging infrastructure, installation of solar on City properties, conversion to electric fleet vehicles, and planning for a new recycling facility, and the formulation of renewable energy plans.
Recognizing that businesses are essential partners in this journey, Mesa will create an ecosystem that attracts and nurtures sustainable and resilient businesses.
As a part of this broad vision, Mesa is not only focused on today but is diligently planning for a future impacted by climate change. Advanced energy efficiency projects, renewable energy plans, and meticulous climate risk assessments are integrated into the City’s long-term goals.
PF4. Ensure that private development contributes its fair share towards the construction and maintenance of public infrastructure.
Mesa believes that new development should pay its fair share towards the costs of additional public facilities required to serve that development. Growth and new development should not strain the City’s infrastructure and services and adversely impact current residents.
The City will continue to require new development to contribute to or pay toward needed public services as permitted by law and continually evaluate new development’s share of public service responsibility.
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CHAPTER 2: THE PEOPLE
N3. Continue to provide code compliance programs to ensure neighborhoods are clean and well- maintained.
PS1. Continue to provide high-quality and responsive police, fire, and medical services to all residents and businesses.
CHAPTER 3: THE LAND
CM5. Integrate innovative transportation technology strategies.
PO4. Maintain the long-term viability of park and recreation facilities through ongoing maintenance and investment.
CHAPTER 4: THE ECONOMY
ECEW1. Manage our water resources to improve and safeguard water supply and dependability.
ECEW2. Promote energy conservation and renewable energy generation.
ECEW3. Improve stormwater management and water quality through sustainable development practices.
ECEW4. Promote sustainable practices that foster resilient systems and reduce hazard risks.
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05
IMPLEMENTATION
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Our Path Forward
The Moving Forward Together: Tomorrow’s Mesa 2050 General Plan is a living document that integrates community input and best practices into a road map that aligns City decisions, processes, and regulations with its overarching community-based Vision, Guiding Principles, Strategies, and Actions.
The Guiding Principles and Strategies in this General
Mesa is a safe, desirable, family-centered community that...
Plan aim to shape the future of the places we live, work, play, and learn by preserving what’s important to our community and guiding investments that will help make Mesa a vibrant and unique City for decades to come.
Achieving and implementing this Vision will require time, dedication, and the partnership of many. The City is committed to advancing the Vision, Guiding Principles, and Strategies and providing a transparent
Celebrates our heritage and innovative spirit;
Seeks economic prosperity for all;
Prioritizes quality places;
Offers choices where we live, work, play, and learn.
and accountable path for its implementation. To ensure its success, it is crucial that Mesa regularly monitor and evaluate its progress in implementing the General Plan. It is also important that Mesa remains agile and uses this evaluation to identify emerging trends and conditions that may warrant adjustments to the General Plan or its implementation tools.
This Chapter describes the City’s tools for implementing the Mesa 2050 General Plan which includes a description of the Action Plan—a partner document that serves as an adaptable guide to help implement the General Plan’s Guiding Principles and Strategies through specific Actions. This Chapter also outlines the process by which the General Plan can be amended.
TOOLS
Tomorrow’s Mesa 2050 General Plan 127
Implementation Tools
Much of the General Plan’s implementation occurs on a daily basis, through both private and public actions. The following are some primary implementation tools of the General Plan.
MESA CITY CODE
Many of the Tomorrow’s Mesa 2050 General Plan Strategies will be implemented through regulations adopted by the City and the development initiated by private individuals or agencies. The Mesa City Code is comprised of detailed regulations on a variety of topics, including, but not limited to, zoning, subdivisions, building, fire, police, stormwater management, and property maintenance. New development, redevelopment, and strategic initiatives will be reviewed for compliance with the Mesa City Code and this General Plan. Where appropriate, amendments to the Mesa City Code should be considered to further the efficacy of the General Plan.
DESIGN GUIDELINES AND STANDARDS
Design guidelines and standards provide the framework for evaluating development proposals based on design, architecture, context, compatibility, landscaping, and other factors. Design guidelines and standards may apply citywide or be developed to enhance the character of specific areas. Design guidelines and standards are used along with the Mesa City Code during the development review process to ensure consistency with the General Plan. The City’s design guidelines and standards include but are not limited to Mesa’s Quality Development Design Guidelines, Fiesta District Design Handbook, and Mesa’s Engineering and Design Standards.
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MASTER PLANS
Tomorrow’s Mesa 2050 General Plan is general in nature as it is the overarching policy document that guides the City’s future growth and development.
Tomorrow’s Mesa 2050 General Plan is just one piece of Mesa’s strategic approach to planning. Several master plans are nested under the General Plan that address specific topics, disciplines, and focus areas.
Each of the City’s master plans work in tandem with the General Plan. Their policies and goals are thoughtfully integrated into Tomorrow’s Mesa 2050 General Plan; however, these master plans contain more detailed analysis and discussion and should be referenced for additional guidance and direction.
SUB-AREA PLANS/NEIGHBORHOOD PLANS
Sub-area or neighborhood plans provide guidance for future decision-making for specific geographic areas within the City. Sub-area plans are largely community driven, allowing residents the opportunity to identify issues particular to their neighborhoods and develop strategies and actions to strengthen the character of these areas.
The City currently has six adopted sub-area plans. It is anticipated that over time these sub-area plans will be updated to reflect evolving conditions and that new sub-area or neighborhood plans will be developed in accordance with Tomorrow’s Mesa 2050 General Plan’s Vision, Guiding Principles, and Strategies.
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STRATEGIC PLANS
Similar to master plans, strategic plans are specialized plans that focus on specific topics. Strategic plans are highly actionable and outline goals and initiatives to attain a specific outcome. Examples of strategic plans are redevelopment plans, economic development plans, and placemaking plans. Because of their actionable nature, these plans are typically developed with a shorter time horizon and are updated more often to address emerging trends and changing needs. These plans should be evaluated often to assess their success in implementing their initiatives and their ability to carry out Tomorrow’s Mesa 2050 General Plan’s Vision, Guiding Principles, and Strategies.
MASTER PLANS
• Parks, Recreation, and Community Facilities Comprehensive Plan (2022)
• Climate Action Plan for a Sustainable Community (2022)
• Transportation Master Plan (Update Anticipated 2024)
• Transit Master Plan (Update Anticipated 2024)
• Water Resources Integrated Master Plan (Update Anticipated 2024)
• Balanced Housing Plan (Update Anticipated 2024)
SUB-AREA PLANS
• Citrus Sub-Area Plan (2003)
• Lehi Sub-Area Plan (2006)
• Falcon Field Sub-Area Plan (2007)
• West Main Street Area Plan (2007)
• Mesa Gateway Strategic Development Plan (2008)
• Central Main Street Plan (2012)
DESIGN GUIDELINES
• Quality Development Design Guidelines
• Fiesta Design Guidelines
• Desert Uplands Design Guidelines
• Historic Preservation Design Guidelines
STRATEGIC PLANS
• Mesa Town Center Redevelopment Plan (1999)
• Mesa Southwest Redevelopment Area Plan (2017)
• Mesa West Redevelopment Plan (2018)
• Mesa East Redevelopment Plan (2018)
• Building a Smarter Mesa, Smart City Strategic Plan and Plan Update (2019 & 2022)
• Economic Development Strategic Plan (2022)
• Together We Are All-American Capital Improvement Program, Fiscal Years 2024 - 2028 (2023)
• Mesa Police Department Strategic Plan 2023 - 2028 (2023)
• Arizona Museum of Natural History,
i.d.e.a. Museum, and Mesa Arts Center Strategic Plans (Update Anticipated 2024)
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Tomorrow’s Mesa Action Plan
Moving Forward Together: Tomorrow’s Mesa 2050 General Plan is the City’s overarching policy document that provides a visionary framework to help guide decision-making about development, resource management, public safety, public services, and general community well-being for the next 10 to 20 years. However, because of the General Plan’s comprehensive scope and its long-term outlook, it is important to define a set of priority actions to facilitate its implementation.
The City has developed an Action Plan to define a set of priority Actions the City will undertake to help facilitate the 2050 General Plan’s implementation. The Action Plan is an evolving tool that should be reviewed and updated periodically to reflect the City’s accomplishments, available resources, and potential shifts in policy direction. Therefore, the Action Plan is a standalone policy document that accompanies the Tomorrow’s Mesa 2050 General Plan.
Actions describe specific activities that help implement the General Plan’s Strategies. In some cases, multiple Actions will be required to implement a particular Guiding Principle and its Strategies. Some of these Actions are already underway or reflect the continuation of ongoing City efforts and partnerships, while others represent movement in a new direction.
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General Plan Amendments
GENERAL PLAN AMENDMENTS OVERVIEW
The General Plan is a dynamic document. It provides predictability for residents, developers, and policymakers about the City’s long-term vision for the future. At the same time, the General Plan needs to be flexible enough to respond to changing conditions and should be reviewed and evaluated on a regular basis.
General Plan amendments may be initiated by a property owner (other than text amendments to the General Plan) or the City through the City Council or City Manager. Amendments must conform to the requirements of A.R.S. §9-461.06, or as amended, and the Mesa Zoning Ordinance. There are generally three types of amendments to the Mesa 2050 General Plan:
(1) Text Amendments which may only be initiated by the City through the City Council or City Manager; and/or
(2) Changes to the Placetypes Map (Figure 4) that result in a change in a Placetype designation.
(3) Changes to the Growth Strategy Map (Figure 5) that results in a change in a Growth Strategy designation.
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MINOR AND MAJOR AMENDMENTS
Amendments to the General Plan are either minor or major as identified below.
A minor amendment to the Plan is as follows:
• Changes from one Placetype to another Placetype that are marked as “minor” in Table 2. Placetype Change – Minor and Major Criteria; and/or
• Changes to the Growth Strategy Map (Figure 5); and/or
• Text amendments to the General Plan.
A major amendment to the Plan is as follows:
• Changes from one Placetype to another Placetype marked as “major” in Table 2. Placetype Change - Minor and Major Criteria; and/or
• Changes of over 40 acres from one Placetype to another Placetype.
• Any change not identified as a major amendment will be considered a minor amendment.
Table 2. Placetype Change - Minor and Major Criteria
PLACETYPES - CHANGE FROM
Rural Residential
<10 acres
10-40 acres
Traditional Residential
<10 acres
10-40 acres
Mixed Residential
<10 acres
10-40 acres
Urban Residential
<10 acres
10-40 acres
Neighborhood Center
<10 acres
10-40 acres
Urban Center
<10 acres
10-40 acres
Minor General Plan Amendment Major General Plan Amendment
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PLACETYPES - CHANGE FROM
Downtown
<10 acres
10-40 acres
Regional Center
<10 acres
10-40 acres
Local Employment Center
<10 acres
10-40 acres
Regional Employment
Center
<10 acres
10-40 acres
Industrial
<10 acres
10-40 acres
Parks and Open Space
<10 acres
10-40 acres
Minor General Plan Amendment Major General Plan Amendment
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AMENDMENT APPROVAL CRITERIA
In determining whether to approve a proposed major or minor amendment, the City Council may consider the following factors:
1. Whether the proposed amendment
will result in a shortage of land for other planned uses, such as, whether the change will result in a substantial and undesirable reduction in the amount of available land for employment or housing.
2. Whether events after the adoption of the General Plan have changed the character or condition of the area, making the proposed amendment appropriate.
3. The degree to which the proposed amendment will impact the whole community or a portion of the community by:
a. Altering acceptable existing land use patterns in a significant way that is contrary to the Vision, Guiding Principles, or Strategies identified in the General Plan.
b. Requiring larger or more extensive improvements to roads, sewer, or water systems than are necessary to support the prevailing land uses which may negatively impact development of other lands.
c. Adversely impacting existing uses due to increased traffic congestion that is not accommodated by planned roadway improvements or other planned transportation improvements such as nonmotorized transportation alternatives and transit.
4. Whether the proposed amendment is consistent with the Vision, Guiding Principles, or Strategies of the General Plan.
5. Whether the proposed amendment constitutes an overall improvement to the General Plan and the City of Mesa.
6. The extent to which the benefits of the proposed amendment outweigh any of the impacts identified by these criteria.
ADMINISTRATIVE ACTIONS
Changes to the General Plan that are not considered amendments may be made administratively under the direction of the City Manager. Administrative actions include:
• Correction of scrivener’s errors;
• Correction of references and page numbers;
• Change in formatting;
• Addition of reference plans;
• Any change mandated by state law; and
• Revisions to the companion Action Plan.
CITY COUNCIL APPROVAL
If City Council approves a rezoning, then the City Council has determined the rezoning is consistent with and conforms to the General Plan. No amendment (minor or major), separate determination, or other action related to the General Plan is required.
Tomorrow’s Mesa 2050 General Plan 135
APPENDIX 1:
Existing Conditions ReportExisting Conditions Report
CONTENTS
INTRODUCTION...........................................................1
Regional Context ..........................................................................................2
DEMOGRAPHICS..........................................................5
Population......................................................................................................6
Age of Population.........................................................................................7
Race and Ethnicity ........................................................................................8
Educational Attainment................................................................................9
Income .........................................................................................................10
HOUSING....................................................................13
Housing Units..............................................................................................14
Household Makeup and Living Arrangements.......................................15
Housing Mix.................................................................................................15
Housing Age................................................................................................16
Housing Cost...............................................................................................17
BUILT ENVIRONMENT.................................................19
Existing Land Use........................................................................................20
Existing Zoning............................................................................................22
Land Vacancy Ownership...........................................................................26
Airport Overflight........................................................................................26
Redevelopment Potential...........................................................................28
Historic Preservation ..................................................................................30
Locally Designated Historic Landmarks and Properties.........................31
Nationally Designated Historic Landmarks and Properties...................31
CIRCULATION & MOBILITY............................................33
Road Network...................................................................................................34
Public Transit.....................................................................................................34
Active Transportation.......................................................................................37
Freight................................................................................................................37
Vehicle Ownership...........................................................................................39
Commute Times...............................................................................................39
Traffic Congestion............................................................................................41
Transportation Safety.......................................................................................41
ITS Infrastructure...............................................................................................41
Electric Vehicle Infrastructure.........................................................................41
HEALTHCARE & EDUCATION.........................................43
Healthcare.........................................................................................................44
Educational Facilities........................................................................................46
Challenges in Education..................................................................................46
Enrollment.........................................................................................................46
ECONOMIC DEVELOPMENT..........................................49
Employment......................................................................................................50
Key Industries....................................................................................................50
Wages................................................................................................................50
Small Business..................................................................................................51
Business Districts..............................................................................................52
PUBLIC FACILITIES & SERVICES.....................................55
Parks and Recreational Facilities.....................................................................56
Access to Parks.................................................................................................56
Recreation Programs........................................................................................58
Capital Improvement Programs......................................................................59
Fire and Medical Services................................................................................60
Law Enforcement..............................................................................................60
Electric Services................................................................................................63
Natural Gas........................................................................................................63
Water and Wastewater.....................................................................................64
Solid Waste........................................................................................................66
Cultural Centers................................................................................................67
Libraries.............................................................................................................67
Telecommunications........................................................................................70
CLIMATE & ENVIRONMENT...........................................71
Heat and Public Safety.....................................................................................72
Wildfire Risk......................................................................................................73
Flooding Risks...................................................................................................73
Air Pollution - Ozone........................................................................................74
Aggregate Resources......................................................................................75
FIGURES AND TABLES
FIGURES
Figure 1. Regional Context................................................................................2
Figure 2. Mesa’s Visual Growth Timeline..........................................................3
Figure 3. Population Projections.......................................................................6
Figure 4. Age Distribution..................................................................................7
Figure 5. Population – Race and Ethnicity........................................................8
Figure 6. Educational Attainment.....................................................................9
Figure 7. Median Income in Mesa ..................................................................11
Figure 8. Total Households by Type................................................................15
Figure 9. Proportion of Housing Units by Year Built.....................................16
Figure 10. Single-Family Home Prices in Mesa and Maricopa County.......18
Figure 11. Median Home Price, 2018 to 2022, Regionally..........................18
Figure 12. Existing Land Use in Mesa.............................................................20
Figure 13. Existing Land Use in Mesa.............................................................21
Figure 14. Existing Zoning In Mesa.................................................................23
Figure 15. Airport Areas in Mesa.....................................................................27
Figure 16. Areas with Redevelopment Potential in Mesa.............................29
Figure 17. Mesa Historic Districts and Landmarks........................................32
Figure 18. Annual Transit Ridership (2017-2022)..........................................34
Figure 19. Functional Classification (2023)....................................................35
Figure 20. Public Transit in Mesa.....................................................................36
Figure 21. Active Transportation in Mesa.......................................................38
Figure 22. Average Commute Times..............................................................39
Figure 23. Hospitals in Mesa............................................................................45
Figure 24. Public Schools in Mesa..................................................................47
Figure 25. District Enrollment, Three-Year Change ......................................48
Figure 26. Business Districts in Mesa..............................................................53
Figure 27. Parks, Recreation, and Trails in Mesa............................................57
Figure 28. Five-Year CIP by Category.............................................................59
Figure 29. Five-Year History for CIP (in Millions)............................................59
Figure 30. Fire Services in Mesa......................................................................61
Figure 31. Public Safety Facilities in Mesa......................................................62
Figure 32. Current Energy Use within the City of Mesa...............................63
Figure 33. Water Facilities in Mesa.................................................................65
Figure 34. Annual Tonnage of Solid Waste per Year....................................66
Figure 35. Downtown Arts and Cultural Amenities......................................68
Figure 36. Cultural Sites and Libraries in Mesa.............................................69
Figure 37. Heat-Associated Deaths by Year...................................................72
Figure 38. 2022 Summer Temperatures in Mesa..........................................73
Figure 39. Aggregate Resources Map ..........................................................76
TABLES
Table 1. Household Costs................................................................................10
Table 2. 2021 Housing Units in Mesa and Surrounding Region.................14
Table 3. Land Area by Zoning..........................................................................24
Table 4. Vacant Land Area by Zoning ............................................................25
Table 5. Mesa Commute Times.......................................................................40
Table 6. Key Industries in Mesa.......................................................................51
Table 7. Top Employers in Mesa......................................................................51
Introduction
In 2022, the City of Mesa kicked off a two-year process to update its General Plan. The General Plan will establish a community vision for the City over the next 10 to 20 years and serve as the City’s primary policy guide for growth and development, transportation, public facilities, parks, environmental areas, and more.
This Existing Conditions Report represents one of the first steps towards development of the Mesa 2050 General Plan and provides a summary of existing conditions and trends related to demographics, land use, economics, transportation, environment, etc. The report lays the foundation for the forthcoming recommendations by identifying issues that need to be addressed or assets that should be protected or enhanced.
Regional Context
The City of Mesa is located in Maricopa County, Arizona and is situated within what is considered the East Valley of the Phoenix Metropolitan Area (PMA). Mesa’s Municipal Planning Area (MPA) encompasses 170 square miles or 108,800 acres and is bordered by the Salt River Pima Maricopa Indian Community to the north, Apache Junction to the east, the City of Chandler, the Town of Gilbert, and the Town of Queen Creek to the south, and the City of Tempe to the west.
Mesa is one of the most populated cities in Arizona and continues to experience consistent population growth. The City has expanded its jurisdictional area and boundaries through annexations since its founding in 1883, growing from one square mile to approximately 142 City-incorporated square miles in 2023.
Figure 1.
Regional Context
Figure 2.
Mesa’s Visual Growth Timeline
POPULATION
According to the US Census Bureau, Mesa’s population in 2021 was 544,976 residents. It is anticipated that Mesa will continue to experience growth similar to the Phoenix Metropolitan Area. According to Maricopa Association of Governments (MAG), Mesa’s population is projected to grow 21% and reach 660,129 residents by 2060.
Figure 3.
Population Projections
Source: MAG 2023 Socioeconomic Projections, Mesa Planning Area
AGE OF POPULATION
The median age in Mesa is 39.9 years old, which is up from 34.5 in 2010 and is expected to continue to grow slowly over the next five years.
The largest cohort of Mesa residents are between the ages of 25 and 54. Mesa’s population is slightly older than neighboring communities of Chandler, Gilbert, and Queen Creek which have median ages in the mid-30s, but younger than Apache Junction and Scottsdale with median ages between 47 and 54 years old.
Figure 4.
Age Distribution
Source: US Census Bureau, 2017 - 2021 ACS 5-Year Estimates
RACE AND ETHNICITY
Mesa residents are predominately White with 62% of the population reporting being White alone. This is a higher proportion than the County with 53% of the population identifying as White alone. Mesa has a slightly lower proportion of its population identifying as Hispanic or Latino compared to the County; however, this community still accounts for a significant proportion of the population (27%). Further, although the percentage of Asian residents is only 2% and Black or African American is only 4%, these groups have significantly contributed to the culture and history of Mesa dating back to the early 1900s.
Figure 5.
Population – Race and Ethnicity
Source: US Census Bureau, 2017 - 2021 ACS 5-Year Estimates
EDUCATIONAL ATTAINMENT
Mesa’s educational attainment characteristics are similar to that of Maricopa County and the State of Arizona. Of the population aged 25 and older, 19% have a bachelor’s degree, and an additional 28% have some college education but no degree. Looking at school-aged children, approximately 70% of Mesa residents enrolled in school are in kindergarten through 12th grade.
Figure 6.
Educational Attainment
Source: US Census Bureau, 2017 - 2021 ACS 5-Year Estimates
INCOME
The median household income in Mesa is $65,725, with family households earning $78,855 annually, married couples earning $91,858 each year, and non-family households earning $43,321 annually. The difference between incomes of married couples and family households may be due to the proportion of single-parent households in Mesa with only one income earner.
The poverty rate in Mesa is 12.5%, which is slightly lower than the Arizona state-wide poverty rate of 13%. However, homelessness in Mesa has steadily increased from 144 in 2018, to 451 in 2022, and representing 0.0007% of the population.
Income levels range significantly across the City, with the lowest income levels found in the central parts of Mesa and higher income levels generally found in the northern and eastern parts of the community.
Table 1.
Household Costs
HOUSING
TRANSPORTATION
REMAINING
Mesa
24%
21%
55%
Maricopa County
27%
22%
51%
Source: Center for Neighborhood Technology Housing + Transportation Index, 2020
Figure 7.
Median Income in Mesa
Source: US Census Bureau, 2017-2021 ACS 5-Year Estimates
HOUSING UNITS
The total number of housing units in 2021 in Mesa was 217,404 which accounted for nearly 12% of all housing units in Maricopa County. Mesa is the second largest city in Maricopa County, surpassed only by Phoenix which contains 34.8% of all housing units in Maricopa County.
Table 2.
2021 Housing Units in Mesa and Surrounding Region
PHOENIX
GLENDALE
SCOTTSDALE
TEMPE
GILBERT
MESA
MARICOPA COUNTY
Housing Units
624,409
89,455
134,918
80,663
92,375
217,404
1,794,248
% of Maricopa County
34.08%
4.99%
7.52%
4.50%
5.15%
12.12%
Source: US Census Bureau - ACS 5-Year Estimates, 2017 – 2021
HOUSEHOLD MAKEUP AND LIVING ARRANGEMENTS
Mesa’s average household size is 2.6 people per household. Approximately 65% of Mesa’s households are classified as “family households”, and 35% are classified “non-family households”, meaning there is not a child under the age of 18 in the house or there is only one parent in the home. 47% of all Mesa households are considered “married-couple family households”, which is the largest portion of household types in the City.
HOUSING MIX
Mesa’s housing stock consists primarily of single-family homes which accounted for 63% of all housing units in 2023. While Mesa has a similar ratio of multi-family units to total housing units (37.5%) compared to the County (36%), it has a relatively high proportion of mobile home units. In fact, Mesa has more mobile homes than Phoenix, a city with nearly three times the number of total housing units than Mesa. In Mesa, mobile homes represent over 10% of all housing units whereas in Phoenix they represent roughly 3%. There is also some correlation between areas of poverty in Mesa and the location of mobile home units.
Figure 8.
Total Households by Type
Source: US Census Bureau, 2017 - 2021 ACS 5-Year Estimates
HOUSING AGE
The nature and condition of Mesa’s housing stock varies across the City and significantly depends on age. Although there is a considerable amount of older construction in Mesa, the City’s housing stock is generally newer than the rest of Maricopa County, with 70% of housing in the City built after 1980, compared to 50% of the housing stock in Maricopa County as a whole built after 1980. Construction peaked in in the 1980s when the City experienced its highest growth, with 24% of the City’s total available housing constructed in that decade alone. While new construction has taken place since then, the rate of new construction has slowed considerably since its peak in the 1980s, decreasing over each decade.
Figure 9.
Proportion of Housing Units by Year Built
HOUSING COST
Compared to the County, Mesa has a lower proportion of higher and lower-end housing but is well-established in mid-level housing. Mesa’s median home price is approximately $455,000 which is slightly lower than the median home price in Maricopa County ($465,000). According to the Maricopa County Assessor’s database, 3% of Mesa’s housing units are valued above $750,000, in comparison to 6.6%. of the County’s units. If Mesa were to have the same proportion of higher-end housing units as the County overall, it would need an additional 8,000 units today.
Owner and renter costs are less per month, on average, in Mesa than in the County. The average rental cost in Mesa is $1,302 a month and $1,389 a month in Maricopa County. This suggests that Mesa is relatively more affordable than most surrounding areas.
Mesa has seen a rise in renter-occupied housing units in the last decade. According to ACS 5-Year Estimates, in 2010, 34.4% of housing units were rented, and in 2020, 37.5% were renter-occupied. Vacancy rates for multi-family units are extremely low (2.6%), which serves to push rents ever higher.
Figure 10.
Single-Family Home Prices in Mesa and Maricopa County
Figure 11.
Median Home Price, 2018 to 2022, Regionally
EXISTING LAND USE
The prominent land use in Mesa is single-family residential which accounts for 41% of the land area in the City. There has been a slight decrease in transportation from 2022 to 2023. Vacant land has increased from 2020 to 2023 from 11.1% to 11.6%, and single-family residential dropped 0.5% from 2022 to 2023. Over time, single-family residential remained the highest percentage of land use throughout the City.
The distribution of land uses in the western part of the City is more diverse and finer grained. As one moves east into the City land uses are more homogenous with large areas dedicated to a single use such as residential and industrial.
Figure 12.
Existing Land Use in Mesa
Source: City of Mesa
Figure 13.
Existing Land Use in Mesa
Source: City of Mesa
EXISTING ZONING
The Mesa Zoning Ordinance (MZO) contains 45 zoning districts including 18 residential districts, six commercial districts, five employment districts, five districts that allow for a mix of uses, eight form based code transect districts, one agricultural district, one public and semi-public district, and one leisure and recreation district. The MZO also contains seven overlay districts.
Table 4 shows vacant land broken down by zoning district. The highest amounts of vacant land are present in residential and employment districts, making up 25% and 42.6% of vacant land, respectively. This amount of vacant land is only within the zoned portions of the City. Additional vacant land exists in areas that have not yet been zoned.
Figure 14.
Existing Zoning In Mesa
Source: City of Mesa
Table 3.
Land Area by Zoning
ZONING DISTRICT GROUP
ZONING DISTRICTS
ACRES
PERCENT OF LAND AREA
Residential Districts
Single Residential (RS) – 90, 43, 35, 15, 9, 7, 6
Residential Small Lot (RSL) – 4.5, 4.0, 3.0, 2.5
Multiple Residence (RM) – 5, 4, 3, 3U, 2
Downtown Residence (DR) – 3, 2, 1
44,257.3
59.3%
Commercial Districts
Neighborhood Commercial (NC)
Limited Commercial (LC)
General Commercial (GC)
Office Commercial (OC)
Downtown Business (DB) – 2, 1
6,182.2
8.3%
Employment Districts
Planned Employment Park (PEP)
Light Industrial (LI)
General Industrial (GI)
Heavy Industrial (HI)
Employment Opportunity (EO)
14,751.8
19.8%
Mixed Use Districts
Mixed Use (MX)
Downtown Core (DC)
Planned Community (PC)
Infill Development (ID) – 2, 1
3,786.1
5.1%
Form Based Code Transects
Transect 3: Neighborhood (T3N)
Transect 4: Neighborhood (T4N)
Neighborhood Flex (T4NF)
Main Street (T4MS)
Transect 5: Neighborhood (T5N)
Main Street Flex (T5MSF)
Main Street (T5MS)
Transect 6: Main Street (T6MS)
75.7
0.1%
Other
Agriculture (AG)
Public and Semi-Public (PS)
Leisure and Recreation (LR)
5,587.6
7.5%
Table 4.
Vacant Land Area by Zoning
ZONING DISTRICT GROUP
ZONING DISTRICTS
ACRES OF VACANT LAND
PERCENT OF VACANT LAND AREA
Residential Districts
Single Residential (RS) – 90, 43, 35, 15, 9, 7, 6
Residential Small Lot (RSL) – 4.5, 4.0, 3.0, 2.5
Multiple Residence (RM) – 5, 4, 3, 3U, 2
Downtown Residence (DR) – 3, 2, 1
2,402.2
25.0%
Commercial Districts
Neighborhood Commercial (NC)
Limited Commercial (LC)
General Commercial (GC)
Office Commercial (OC)
Downtown Business (DB) – 2, 1
832.2
8.7%
Employment Districts
Planned Employment Park (PEP)
Light Industrial (LI)
General Industrial (GI)
Heavy Industrial (HI)
Employment Opportunity (EO)
4,100.2
42.6%
Mixed Use Districts
Mixed Use (MX)
Downtown Core (DC)
Planned Community (PC)
Infill Development (ID) – 2, 1
1,614.1
16.8%
Form Based Code Transects
Transect 3: Neighborhood (T3N)
Transect 4: Neighborhood (T4N)
Neighborhood Flex (T4NF)
Main Street (T4MS)
Transect 5: Neighborhood (T5N)
Main Street Flex (T5MSF)
Main Street (T5MS)
Transect 6: Main Street (T6MS)
16.2
0.2%
Other
Agriculture (AG)
Public and Semi-Public (PS)
Leisure and Recreation (LR)
654.6
6.8%
LAND VACANCY OWNERSHIP
Land ownership throughout the City varies. However, 94.84% of land within the City is privately owned, making it the largest type of ownership. The next largest ownership percentage is state land at 2.6%. The large amount of private land in Mesa provides ample opportunity for economic development, as private owners can sell or develop land to fit the needs of the community.
Of the vacant land within the City’s boundary, 8,423 acres, or nearly 90%, is privately owned. This signifies that Mesa has more access to developable land to support future growth. The majority of vacant land is located in the southeastern part of the City near the Phoenix-Mesa Gateway Airport and is surrounded by large amounts of single-family residential land uses, along with agriculture and transportation. This land is currently undeveloped but could see future growth in retail and commercial uses to support the existing population or further residential development.
Vacant land outside the City’s boundary shows areas where the City could grow in the future. Vacant land and County islands within CIty boundaries with the potential for annexation is just over 2,000 acres.
AIRPORT OVERFLIGHT
Mesa has two airports, each with their own overflight zones. These overflight zones are depicted in Figure 21 within the Circulation and Mobility section. Overflight zones are areas of restricted activity to protect the public and aviation operations from hazards. The City’s overflight zones create 65- and 60-decibel noise contours, which limit incompatible development incompatible within these areas.
REDEVELOPMENT POTENTIAL
As the City reaches buildout, growth will start focusing inwards and look to the revitalization and transformation of previously developed areas. Redevelopment, infill projects, and the strategic reuse of existing spaces will be crucial to creating desirable places for Mesa residents.
The City of Mesa recognizes four redevelopment areas (RDAs) which exhibit blight and require revitalization. Through the identification of these RDAs and creation of specific plans for their redevelopment, property owners within these areas may be eligible to receive federal funds for building renovations, new construction, and the creation of neighborhood amenities.
Reinvestment in RDAs can spur positive economic, social, and environmental changes and allows the City to reimagine these areas, often incorporating innovative ideas around sustainable development, housing solutions, and service provision.
In addition to RDAs, there are approximately 21,800 additional acres of land considered to be ripe for change, property that is either vacant, in transition with development plans, or eligible for redevelopment. Figure 15 includes the RDAs, encompassed under land marked for redevelopment. Unlike the RDAs, other areas noted as redevelopment are not adopted redevelopment areas but can help inform and guide the creation of future RDAs.
HISTORIC PRESERVATION
Mesa’s Historic Property Register (MHPR) contains historic properties, landmarks, and districts that are protected under the Mesa Zoning Ordinance. The City has eight locally designated historic districts, 12 locally designated historic landmarks, and two locally recognized heritage districts.
These local designations are separate from the National Register of Historic Places (NRHP); however, there is an overlap between national and locally designated properties and districts. In addition to the 12 locally designated historic landmarks, Mesa has 27 landmarks with a NRHP designation.
One of these historic landmarks is a culturally significant archaeological site which displays early Hohokam settlements and provides a unique window into Mesa’s past. The Mesa Grande Cultural Park was purchased by the City in the 1980s to preserve its cultural value. The Park consists of the Grande Temple Mound, a 27-foot-tall earthen structure that spans the width and length of a football field. Today, the Park preserves around 4,500 feet of canals that gave Mesa its start as a prominent agricultural community. The canals represent work from both the Hohokam and LDS Pioneers, each at different points in time.
LOCALLY DESIGNATED HISTORIC LANDMARKS AND PROPERTIES
.
Federal Building (MHPR) commonly known as The Post
.
First United Methodist Church (MHPR)
.
Fitch Farmhouse (MHPR)
.
James A. Macdonald House (MHPR)
.
Isley House (MHPR)
.
Mesa Public Library/Information Technology Building (MHPR) commonly known as The Studios at Mesa City Center
.
Mount Calvary Baptist Church (MHPR)
.
Nile Theater (MHPR)
.
Ramon Mendoza House (MHPR)
NATIONALLY DESIGNATED HISTORIC LANDMARKS AND PROPERTIES
.
Alhambra Hotel (NRHP)
.
Alma Ward Meeting House (NRHP and MHPR)
.
Alston House (NRHP)
.
Angulo-Hostetter House (NRHP)
.
Buckhorn Baths Motel and Mineral Wells (NRHP)
.
Falcon Field WWII Aviation Hangars (NRHP)
.
Irving School (NRHP and MHPR)
.
Lehi School (NRHP)
.
Mesa Grande Archaeological Site (NRHP)
.
Mesa Journal-Tribune FHA Demonstration House (NRHP)
.
Mesa Women’s Club (NRHP)
.
Park of the Canals (NRHP)
.
Ponderosa II (NRHP and MHPR)
.
Robert Scott House (NRHP)
.
Sirrine House (NRHP)
.
Spangler/Wilbur House (NRHP)
.
Strauch-Fuller House (NRHP)
.
Williams Field Air Force Base – 7 Resources (NRHP)
Figure 17.
Mesa Historic Districts and Landmarks
Source: City of Mesa
ROAD NETWORK
Mesa’s transportation network is primarily comprised of a one-mile grid of arterial roadways, with collectors and local streets providing additional access to adjacent land uses and destinations. Approximately 300 miles of arterial roadways offer access to the regional freeway system, including US 60 (Superstition Freeway), Loop 101 (Price Freeway), and Loop 202 (Red Mountain and Santan Freeways). Functional classification of roadways in Mesa includes arterials, collectors, and local roadways.
PUBLIC TRANSIT
There are several distinct types of public transit available in Mesa, including circulator buses, standard local bus routes, express bus routes, and light rail. Valley Metro is the regional public transportation authority for the PMA and provides light rail, and local and express bus routes in Mesa. There are two BUZZ circulator routes, 14 Valley Metro local bus routes, five Valley Metro Express routes, and Valley Metro Light Rail stops. Additionally, there are multiple park-and-rides and transit centers throughout the City. Ridership generally decreased from 2017 to 2021; however, ridership increased by 12% from 2021 to 2022 which may be a sign that ridership is rebounding from the COVID-19 pandemic.
Figure 18.
Annual Transit Ridership (2017-2022)
Source: Valley Metro
Figure 19.
Functional Classification (2023)
Source: City of Mesa
Figure 20.
Public Transit in Mesa
Source: Valley Metro
ACTIVE TRANSPORTATION
In Mesa, pedestrians and cyclists have access to shared use paths and canal pathways throughout the City to connect them to their destinations. Most major roadways have sidewalks on both sides and crosswalks at signalized intersections.
Within the City there are appromiately 17 miles of shared use paths, paved trails that are physically seprate from motorized traffic. Currently 68% of all shared use paths run along canals, 83.4% of which are owners by the Salt River Project. In addition to shared use paths there are 1.6 miles of spearated bike lanes, 270 miles of bike lanes, and 68 miles of shared lane bike routes.
AVIATION
Mesa has two airports within City limits, the Phoenix-Mesa Gateway Airport (PMGA) in southeast Mesa and Falcon Field Airport in northeast Mesa. PMGA provides commercial air service, general aviation, and military uses. Five commercial airlines (Allegiant, Flair, Sun Country, Swoop, and West Jet) provide service from Mesa to over fifty destinations around the United States and Canada. PMGA had a total of 17,653 total operations (take-offs and landings) in 2022. Falcon Field is primarily a general aviation facility.
FREIGHT
The Union Pacific Railroad (UPRR) runs through portions of western Mesa, running parallel to Country Club Road before turning west north of Broadway Road. A portion of the UPRR also runs along the Mesa border near PMGA. There are 11 at-grade and two grade-separated railroad crossings within the City boundary.
Figure 21.
Active Transportation in Mesa
Source: City of Mesa, 2023
Figure 15.
Airport Areas in Mesa
Source: City of Mesa
VEHICLE OWNERSHIP
Within Mesa, 6% of households do not have access to a personal vehicle. More than 70% of households have access to multiple vehicles. Mesa residents most commonly use personal vehicles to commute to work, with 64% of commuters driving alone in their personal vehicles to work.
COMMUTE TIMES
Walking, cycling, and public transit are all uncommon modes of travel for Mesa commuters. The average commute time of Mesa residents is 25 minutes. Compared to surrounding cities, Mesa has a relatively average commute time. Tempe has the lowest commute time among adjacent cities at 21 minutes, and Queen Creek has the longest commute time at 32 minutes.
Figure 22.
Average Commute Times
Source: US Census Bureau, 2017 - 2021 ACS 5-Year Estimates
Table 5.
Mesa Commute Times
TRAFFIC CONGESTION
Of the 477 signalized intersections in Mesa, only five are operating under congested conditions, with a Level of Service (LOS) E or worse. 7.1 miles of arterial roadway segments are congested. Congestion is most common near Downtown Mesa and Phoenix-Mesa Gateway Airport (PMGA) and is typically worse in the afternoon than in the morning.
TRANSPORTATION SAFETY
Between 2017 and 2021, there were approximately 28,000 crashes within the City of Mesa, with a 12% increase in crashes from 2020 to 2021. These crashes include all types: vehicular-vehicular, vehicular-bicycle, and vehicular-pedestrian. Generally, vehicle to vehicle crashes and vehicle to bicycle crashes declined from 2017 to 2020 but increased again in 2021. Vehicle to pedestrian crashes vary from year to year, with 80 crashes in 2021. Dobson Road, from Main Street to US 60; University Drive, from Higley Road to Nassau Street; and Higley Road, from Broadway Road to McKellips Road, are corridors that have a high number of crashes resulting in serious injury.
ITS INFRASTRUCTURE
Mesa’s transportation system incorporates innovative technologies, including intelligent transportation systems (ITS) infrastructure, micromobility, and electric vehicle (EV) infrastructure. The City has been actively implementing fiber optic and wireless connectivity to provide smart city functions, with 110 miles of fiber optic cable currently in use. These fiber optic networks will help support other smart city projects, including LED Light Smart Nodes and parking sensors to assist transportation functions. The LED Light Smart Nodes will provide energy savings, as they are self-adjusting based on vehicle and pedestrian traffic. Parking sensors are currently being used in a pilot lot, allowing drivers to see how full lots are, reducing stress, distractions, and traffic.
ELECTRIC VEHICLE INFRASTRUCTURE
The City of Mesa is in the process of preparing its Community Electric Vehicle (EV) Adoption Master Plan to accelerate the pace of EV adoption. This Plan will aid the City in policy and infrastructure investment decision-making. There are currently 35 EV charging station locations across the City and over 2,300 EVs owned by Mesa residents.
HEALTHCARE
Mesa is home to a wide array of general and specialty hospitals, along with the nation’s largest medical simulation training center and higher education institutions focused on healthcare.
Banner Health is Mesa’s second-largest employer, with 6,826 employees across a number of facilities. Mesa is also one of the few cities in Maricopa County that offers a continuum of healthcare services, including specialty hospitals in heart health, orthopedics, and full-service pediatrics.
Mesa is well known for its wide array of healthcare facilities, but not all residents have access for a variety of reasons, including lack of health insurance. For example, 17% of Mesa’s population under 65 were uninsured in 2020, compared to 9.8% nationally. Access to healthcare is an important metric for the health and resilience of a community, and identifying barriers to medical treatment can help the City identify ways to respond through partnerships and community programs, as it has done through a partnership with the National League of Cities (NLC). The City and NLC have offered a prescription discount card program, allowing residents to receive a discount on commonly prescribed medications.
Figure 23.
Hospitals in Mesa
Source: Maricopa Association of Governments
EDUCATIONAL FACILITIES
Mesa Public Schools (MPS) is the largest school district in the State for elementary and secondary education, with more than 64,500 enrolled students. The MPS district has 23 “A” ranked schools and six “A+” ranked schools. Continued investment in teachers’ salaries and working conditions are some of the initiatives Mesa is pursuing and continuing to advance. A continued look at the reasons for teacher shortages and lower enrollment will be beneficial for Mesa’s future in education.
CHALLENGES IN EDUCATION
The retention and recruitment of teachers in Arizona is a statewide issue that has been impacting the Mesa education system since 2016.
The Arizona School Personnel Administrators Association’s latest report found that over 25% of teacher vacancies across the state this year remain unfilled, while 44% of the vacancies are filled by teachers who do not meet the state’s standard certification requirements. The 2023 Assistant Superintendent of Human Resources and data analyst of Mesa Public Schools stated that the primary reason for the shortage is low salaries.
ENROLLMENT
MPS has seen a decline in elementary school (K-12) enrollment since 2019. The greatest decline was 17% at the kindergarten level. This is similar to other school districts in the Valley, such as Gilbert Unified School District and Scottsdale Unified School District who saw a 4% and 6% decline in enrollment, respectively.
Reduced enrollment rates can negatively impact schools, especially financially, as schools typically receive funding based on the number of students who attend. Funding reductions can have cross-cutting impacts, including staff layoffs, fewer extracurriculars and activities for students, and can increase strain on teachers through larger class sizes.
Figure 24.
Public Schools in Mesa
Source: Maricopa Association of Governments, March 2023
Figure 25.
District Enrollment, Three-Year Change
Source: 12 News, 2022
EMPLOYMENT
Mesa has a strong employment base with industries that employ 159,000 individuals. However, more residents leave the City than enter the City each day for employment. The City currently has around 0.25 jobs per capita. In comparison, Maricopa County has 0.4 jobs per capita. Based on 2013 5-Year ACS Estimates, the City’s jobs per capita has decreased from its 2013 value at 0.4 jobs per capita.
KEY INDUSTRIES
There are approximately 6,878 businesses operating in Mesa with five or more employees. Of those businesses, the top industries are healthcare, employing 27,760 people, followed by manufacturing with 14,490 employees, finance with 9,280 employees, and aerospace with 7,400 employees. Mesa Public Schools is the single largest employer in Mesa with 7,730 employees.
WAGES
According to the U.S. Bureau of Labor Statistics, wages in the Phoenix MSA increased from 2021 to 2022, although since early 2023, wages have declined similar to a nation-wide trend. In May of 2023, the average hourly wage in the Phoenix MSA was $28.86, which is just over $60,000 per year, calculated at 40 hours per week.
SMALL BUSINESS
Small businesses in Mesa benefit from a number of programs and assistance that allow them to build business competency, increase competitiveness, and promote resiliency. The Mesa Business Builder (MBB) Small Business Assistance Program provides professional consulting, bootcamps, webinars, and service partnerships to help entrepreneurs grow their businesses.
In the City of Mesa Office of Economic Development’s Annual Report (2022-2023), they reported assisting 118 businesses through the MBB, providing 28 businesses with new websites and 2,131 hours of one-on-one assistance. The City also has the Mesa HUUB, a digital platform that further assists small businesses with training and networking. The HUUB increased its user base by 60% from the previous year, ending fiscal year 2022-2023 at 732 users.
Table 6.
Key Industries in Mesa
KEY INDUSTRY
# OF EMPLOYEES
Aerospace
7,720
Finance
9,300
Health Care
29,610
Information Technology
4,070
Manufacturing
16,620
Warehouse and Distribution
8,440
Source: 2022 Arizona COG/MPO Employer Database, MAG
Table 7.
Top Employers in Mesa
EMPLOYER NAME
# OF EMPLOYEES
CLUSTER
Mesa Unified School District 4
7,600
Education
Banner Health
6,120
Health Care
City of Mesa
4,410
Government, Social, & Advocacy Services
The Boeing Company
3,840
High Tech Manufacturing & Development
Walmart
3,040
Retail
Maricopa County Community College District
1,810
Education
Dexcom
1,750
High Tech Manufacturing & Development
DriveTime Automotive Group
1,450
Retail
Fry’s Food Stores
1,390
Retail
Home Depot
1,250
Retail
Gilbert Unified School District 41
1,080
Education
Steward Health Care
950
Health Care
Maricopa County
930
Government, Social, & Advocacy Services
Empire Southwest
890
Transportation & Distribution
Source: 2022 Arizona COG/MPO Employer Database, MAG Note: Only includes business locations with 5+ employees, and jobs 10+ rounded to nearest 10.
BUSINESS DISTRICTS
The City of Mesa recognizes and promotes six business districts within the City that have the necessary infrastructure and attributes to help businesses succeed. Each district has a unique set of qualities that are especially suited for specific industry segments and business needs. Mesa’s six business districts are:
• Asian District
• Mesa Riverview
• Downtown Mesa
• Fiesta District
• Falcon District
• Mesa Gateway District
Figure 26.
Business Districts in Mesa
Source: City of Mesa
PARKS AND RECREATION FACILITIES
Mesa has an extensive park, recreation, and open space system with 2,500 acres of parkland across 205 parks. Parks and recreation facilities feature playgrounds, athletic fields, recreation centers, trails, splash pads, stadiums, a championship golf course, aquatic centers, and more.
Mesa has five indoor recreation facilities, with the largest and highest amenity facility being the Red Mountain Center, a multi-generational facility in East Mesa. The recreation system also includes 21 sports complexes, fields, and recreation courts; nine aquatic facilities; and two spring training baseball stadiums. In all, the Parks, Recreation, and Community Facilities Department maintains more than nine million square feet of recreational land.
ACCESS TO PARKS
Mesa’s residents have ample access to private and public open space with 95% of residents located within a 10-minute walk of an outdoor recreation and 69% of residents within walking distance to five recreational components.
Figure 27.
Parks, Recreation, and Trails in Mesa
Source: City of Mesa
PARK ACCESSIBILITY
In 2019, Mesa was the first city in the nation to be designated by the International Board of Credentialing and Continuing Education Standards (IBCCES) as an Autism Certified City. The year-long certification process included educational training, knowledge assessments of common behaviors, and sensory considerations associated with autism spectrum disorder. More than 4,000 community members, representing 60 businesses and organizations, and more than 500 Mesa Parks, Recreation, and Community Facilities employees completed an autism training program. These numbers represent over 80% of guest-facing staff that are trained and certified in the field of autism to serve individuals and their families.
RECREATION PROGRAMS
Mesa also provides a diverse range of recreational opportunities, including but not limited to soccer, baseball, softball, flag football, kickball, disc golf, lacrosse, tennis, swimming, springboard diving, water polo, artistic swimming, and more.
The City of Mesa tracks participation across multiple programs, including adaptive, aquatics, general enrollment, school break, and sports. In the fall of 2019, aquatics and sports had the highest levels of enrollment and brought in over $700,000 in revenue. The City also tracks drop-in use across its various recreation and aquatic facilities. In the fall of 2019, the Red Mountain Center had the highest drop-in use at 139,136 visits, accounting for 46.5% of all drop-in visits across facilities. The next highest drop-in rate was at the Skyline Aquatic Center, which had 33,400 visits.
CAPITAL IMPROVEMENT PROGRAM
Mesa’s five-year Capital Improvement Program (CIP) provides a roadmap for the City to track and prioritize its public facility and infrastructure needs. Projects are typically long-term in nature and financed over time. The City prioritizes projects based on how they meet City goals, including financial feasibility, public health, and safety; prevent or reduce future improvement costs; provide services to developed areas lacking full service; and promote development.
CIP projects are funded with operating revenues and bonds and include the development of new libraries, parks, museums, public safety facilities, shared-use paths and street improvements, storm sewers, water treatment plants, and more. Figures 28 and 29 show that the City is primarily working on utilities improvements and that funding for the CIP projects has remained relatively stable over the past four years. Currently, over $1B of CIP funding is designated for utility improvements. Utility CIP projects cover a range of needs, including cooling, electric grid improvements, replacement of aging natural gas infrastructure, and water and wastewater enhancements.
Figure 28.
Five-Year CIP by Category
Source: City of Mesa 2024-2028 CIP
Figure 29.
Five-Year History for CIP (in Millions)
Source: City of Mesa 2024-2028 CIP
FIRE AND MEDICAL SERVICES
Mesa has 21 existing fire stations, which provide extensive coverage of the City, serving a population of more than a half-million residents over an area of 133 square miles. Mesa Fire and Medical has 475 sworn personnel and 190 civilian personnel in support staff positions.
LAW ENFORCEMENT
The City of Mesa Police Department operates four police stations across four divisions: Central, Fiesta, Red Mountain, and Superstition. The Central Police division serves 64,187 residents across just over 12 square miles. The Fiesta Police division serves 105,280 residents over nearly 16 square miles. The Red Mountain Police division serves 142,697 residents over almost 40 square miles. The Superstition Police division serves the largest population and area at 184,738 people and 72 square miles.
Figure 30.
Fire Services in Mesa
Source: City of Mesa
Figure 31.
Public Safety Facilities in Mesa
Source: City of Mesa
ELECTRIC SERVICES
Electricity in Mesa is provided by two sources: City of Mesa Electric and Salt River Project (SRP). City of Mesa provides electricity to more than 17,500 homes and businesses in approximately 5.5 square miles centered around and including downtown. The remainder of the City is served by the Salt River Project (SRP).
NATURAL GAS
Natural gas service is provided by the City of Mesa, Southwest Gas, and Magma. The City provides service in the western and central areas of the City and Southwest Gas provides service in the east and southeast areas. Southwest Gas and the City of Mesa provide joint service in various locations, including along Southern Avenue, from Center Street to Greenfield Road. The City of Mesa also provides joint service with Magma in the far southeast portions of the City. Natural gas prices for the City have been steadily increasing since January 2023. In June 2023, natural gas prices were $25.55/Mcf, which was 27% greater than the nationwide average.
Figure 32.
Current Energy Use within the City of Mesa
Source: Mesa Climate Action Plan
WATER AND WASTEWATER
As a desert city, water infrastructure is critical to the continued growth of Mesa. The City provides water and wastewater services for the entirety of the City through the Water Resources Department. The City’s water supply comes from a mix of water sources, including the Salt River, Colorado River (via the Central Arizona Project (CAP) canal), and well water.
Mesa’s water resources are often described as either “On-Project” or “Off-Project” resources. On-Project resources are within the boundaries of the Salt River Project (SRP), and Off-Project resources are outside. Water from SRP can only be used within the On-Project boundary. In 2022, On-Project water was 42% of total water use, which is down from 50% in 2011, showing that much of the growth in Mesa’s water needs has been outside of the SRP boundary.
Figure 33.
Water Facilities in Mesa
Source: City of Mesa
SOLID WASTE
The City of Mesa provides weekly collection of solid waste and recyclables for approximately 148,000 residential accounts. For single-family residential units, residents are provided with two types of barrels for collection of materials. One barrel is for garbage collection and one barrel is for collection of recycling materials. Residents may also request a third barrel for yard waste collection. Businesses and multi-unit complexes can take part in trash and recycling services offered by the City. The City also offers additional service programs, including a household hazardous materials facility, backyard composting, and Christmas tree recycling.
The City saw a 2.75% increase in solid waste collection from 2019 to 2022. In 2022, the City of Mesa collected 298,000 tons of solid waste. This was down slightly (4,000 tons) from 2021.
Figure 34.
Annual Tonnage of Solid Waste per Year
Source: City of Mesa
CULTURAL CENTERS
The Mesa Arts Center (MAC) was completed in 2005, becoming the largest comprehensive arts campus in the state at 210,000 square feet. Within the month of September in 2023, nearly 20,000 people visited the MAC. The expansion of arts as an avenue for cultural hubs within the City has improved economic revenue streams and opportunities for nearby housing, commercial spaces, and events. The City also has the Plaza at Mesa City Center which is a two-acre gathering place, located just south of the ASU MIX Center, with a large open community space, water features, and seasonal ice rink, along with the Mesa Ampitheatre and Convention Center.
LIBRARIES
Mesa has three public libraries and one Express Library, with a fourth library, the Gateway Library in the Eastmark Area planned for 2024. The new library will be a 30,000-square-foot public facility located in the Eastmark community.
In 2022, Mesa Public Libraries issued 1,254 new library cards for a total of 84,709 borrowers system wide. Approximately 52,000 people visit Mesa’s libraries each year. The libraries host events, offer a number of services, and act as a resource for language learning, a path to citizenship, adult literacy, and computer classes, etc.
Figure 35.
Downtown Arts and Cultural Amenities
Source: City of Mesa
Figure 36.
Cultural Sites and Libraries in Mesa
Source: City of Mesa
TELECOMMUNICATIONS
Wireless internet in Mesa is provided by Cox Communications, T-Mobile Home Internet, and Century Link. The City believes access to high-speed internet is an essential component of life, establishing an initiative to provide all households and businesses with high-speed internet through fiber optic cables, allowing multiple providers to implement the latest internet technology for all residents. The City offers free Wi-Fi services in Downtown Mesa, bounded by 1st Street, 1st Avenue, Robson Road, and Centennial Way, as well as at many parks and municipal facility locations.
Telecommunications (phone services) are provided by T-Mobile, Verizon, and AT&T.
HEAT AND PUBLIC SAFETY
Daily temperatures and nightly lows in Mesa have risen over time. From 1981 to 2010, the number of days over 110ºF remained around 19 days per year. In 2020, this number increased to 53 days over 110ºF. In 2022, temperatures in July reached nearly 120ºF and remained over 100ºF for the summer months.
According to Climate Check, by 2050, people in Mesa are projected to experience an average of 44 days per year over 109.5ºF.
The predominance of extreme heat events in Mesa is also increasing and poses a public safety threat. 2020 was the deadliest year on record in Arizona for heat-related illness and resulted in 323 deaths. In fact, heat related deaths have increased 62.5% since 2001.
Figure 37.
Heat-Associated Deaths by Year
Source: Maricopa County Public Health
WILDFIRE RISK
Populated areas in Mesa, on average, have a greater risk of wildfires than 30% of communities in the state and 76% of communities in the nation. Over 77,000 properties in Mesa have some risk of being affected by wildfires over the next 30 years, which represents nearly half of all properties in the City.
Figure 38.
2022 Summer Temperatures in Mesa
Source: WeatherSpark 2022
FLOODING RISKS
According to Risk Factor, only 15% of Mesa properties are at risk of being impacted by a 100-year flood event. This is lower than most surrounding communities. Tempe has a risk of 9%, Gilbert is at 47%, and Chandler and Scottsdale are at 20%. Those who live in areas lacking tree canopies and have impervious surfaces, or areas located in 500-year floodplains will be at greater risk of flooding.
AIR POLLUTION - OZONE
Ozone at ground level is harmful to human health and is produced when volatile organic compounds (VOCs) and nitrogen oxides (NOx) react with heat and sunlight. VOCs and NOx come from cars and trucks, lawnmowers, oil-based paints, cleaners, and some industrial operations. While significant progress has been made to improve air quality in the region, ozone remains a major challenge. The region has not yet met the eight-hour ozone standard and is currently a Nonattainment Area for ozone.
EMISSIONS
Seven actions were outlined in the CAP to help the City reach their goal of carbon neutrality by 2050, including building energy efficient buildings, implementing carbon-free transportation systems, transitioning to clean energy across the grid, reducing waste, and preserving open space.
Emissions from mobile sources (vehicles and transportation) and electricity account for most of the City’s emissions. Further, residential sector emissions account for 53%, the commercial sector accounts for 33%, and the industrial sector accounts for 13% of the City’s total emissions. To achieve carbon neutrality by 2050, Mesa will need to significantly reduce emissions from electricity use and mobile sources. Reductions in stationary fuel combustion and other sources will also be required.
AGGREGATE RESOURCES
Aggregate Resources are areas of geological resources such as sand, gravel, or stone that can be used for active mining operations. The location of these resources are mapped through the Arizona Geological Survey which tracks active mines in Arizona. In 2022 within the City of Mesa, there are two active mining sites, one comprised of aggregates and crushed stone in the north central region of the City, and one active mining site of building stone located on Power Road. There is one additional open pit mine located outside the City boundary but within the MPA near Alma School Road and McKellips Road.
Figure 39.
Aggregate Resources Map
Source: Arizona Geological Survey, 2022
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report1
Source: Logan Simpson, 2023
2 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
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4 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
DEMOGRAPHICSDEMOGRAPHICS
Did You Know?
MESA’S MEDIAN AGE IS 1 YEAR OLDER THAN THAT OF THE UNITED STATES
MESA’S
MEDIAN AGE
UNITED STATES
MEDIAN AGE
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report7
Did You Know?
18% OF HOUSEHOLDS SPEAK SPANISH AT HOME
38% OF MESA’S RESIDENTS IDENTIFY AS MINORITIES
8
Did You Know?
88.9% OF RESIDENTS HAVE A HIGH SCHOOL DEGREE OR HIGHER
THERE ARE 24 “A” OR “A+” RANKED SCHOOLS IN MESA
MESA UNIFIED SCHOOL DISTRICT IS THE LARGEST PUBLIC SCHOOL DISTRICT IN ARIZONA
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report9
Did You Know?
MESA’S MEDIAN HOUSEHOLD INCOME IS $65,725
MESA HAS A 12.5% POVERTY RATE
10
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12 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
HOUSINGHOUSING
Did You Know?
217,404 HOUSING UNITS IN MESA
MESA’S HOUSING UNITS ACCOUNT FOR 12% OF ALL UNITS IN MARICOPA COUNTY
Did You Know?
MESA’S AVERAGE HOUSEHOLD SIZE IS 2.6 PEOPLE PER HOUSEHOLD
64% OF HOUSEHOLDS ARE FAMILY HOUSEHOLDS
47% OF HOUSEHOLDS ARE MARRIED-COUPLE FAMILY HOUSEHOLDS
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report15
Did You Know?
70% OF HOUSING IN MESA WAS CONSTRUCTED AFTER 1980
NEARLY 1/4 OF ALL HOMES IN MESA WERE CONSTRUCTED BETWEEN 1980 AND 1989
Source: US Census Bureau 5 year estimates (2017-2021)
Did You Know?
AVERAGE RENT FOR MULTI-FAMILY HOUSING IS $1,302
MEDIAN HOME PRICE IS $455,000
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report17
Source: Maricopa County Assessor
Source: Zillow 2018-2022
18 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
BUILT BUILT ENVIRONMENTENVIRONMENT
Did You Know?
1.9% OF PARCELS HAVE REDEVELOPMENT POTENTIAL
9.4% OF PARCELS ARE BEING ACTIVELY REDEVELOPED OR HAVE APPROVED DEVELOPMENT PLANS
20
22 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
24 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
26 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Did You Know?
MESA HAS 4 REDEVELOPMENT AREA PLANS
1. TOWN CENTER REDEVELOPMENT PLAN – ADOPTED 1999
2. MESA SOUTHWEST REDEVELOPMENT AREA PLAN – ADOPTED 2017
3. MESA EAST REDEVELOPMENT PLAN – ADOPTED 2017
4. MESA WEST REDEVELOPMENT PLAN – ADOPTED 2017
28
Figure 16.
Areas with Redevelopment Potential in Mesa
Source: City of Mesa
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report29
Did You Know?
WITHIN THE CITY OF MESA THERE ARE…
2 HERITAGE NEIGHBORHOODS
8 LOCALLY DESIGNATED HISTORIC DISTRICTS
12 LOCALLY DESIGNATED HISTORIC LANDMARKS
30
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report31
32 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
CIRCULATION &
MOBILITY
36 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Did You Know?
THERE WERE 27,744 CRASHES IN MESA BETWEEN 2017 AND 2021
THERE ARE APPROXIMATELY 270 MILES OF BIKE LANES IN MESA
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report37
38 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Did You Know?
THE AVERAGE COMMUTE TIME BY CAR IN MESA IS 25 MINUTES
ABOUT 6% OF RESIDENTS DO NOT HAVE A PERSONAL VEHICLE
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report39
WEEKDAY
WEEKEND
DRIVE
TRANSIT
BIKE
WALK
OTHER
AVG. TRAVEL DISTANCE
AVG. TRAVEL TIME
DRIVE
TRANSIT
BIKE
WALK
OTHER
AVG. TRAVEL DISTANCE
AVG. TRAVEL TIME
Getting to Work
94%
0.5%
0.5%
3.5%
1.5%
25 mi.
16 min.
95%
0.5%
0.5%
2.5%
1.5%
23 mi.
17 min.
Getting to School
77%
0.5%
5.5%
16%
1%
8 mi.
19 min.
94.5%
0.5%
0.5%
1.5%
3%
20 mi.
31 min.
Travel for Daily Needs
85.5%
0.5%
1%
11.5%
1.5%
10 mi.
16 min.
87%
0.5%
0.5%
10%
2%
10 mi.
15 min.
Getting Outside
89.5%
0.5%
1%
7.5%
2.5%
11 mi.
17 min.
93%
0.5%
1%
4%
2.5%
11 mi.
17 min.
40 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report41
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42 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
HEALTHCARE & HEALTHCARE & EDUCATIONEDUCATION
Did You Know?
MESA HAS 4 MAJOR HOSPITALS
THERE ARE 2,000 HOSPITAL BEDS IN MESA’S HOSPITALS
MESA HAD 10,245 HEALTHCARE/ BIOSCIENCE GRADUATES IN 2022
44
Did You Know?
THERE ARE 64,500 STUDENTS IN THE MESA PUBLIC SCHOOL SYSTEM, MAKING IT THE LARGEST IN THE STATE
THERE ARE OVER 40,000 STUDENTS CURRENTLY ENROLLED IN HIGHER EDUCATION INSTITUTIONS
48 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
ECONOMIC ECONOMIC DEVELOPMENTDEVELOPMENT
Did You Know?
BUSINESSES IN MESA EMPLOY ABOUT 159,000 EMPLOYEES
OFFICES ARE SEEING LESS OCCUPANCY AS 24.3% OF THEM WERE VACANT IN 2023
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report51
Did You Know?
THE RIVERVIEW DISTRICT HAS 2 PROFESSIONAL BASEBALL STADIUMS THAT GENERATE $700 MILLION IN REVENUE PER YEAR
THE ASIAN DISTRICT HAS OVER 70 ASIAN-RELATED BUSINESSES
NEARLY $900 MILLION HAS BEEN INVESTED IN THE FIESTA DISTRICT IN THE PAST 5 YEARS
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54 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
PUBLIC FACILITIES PUBLIC FACILITIES & SERVICES& SERVICES
Did You Know?
81% OF PARKS AND RECREATION FACILITIES PROGRAM SPOTS ARE FILLED
AN AVERAGE OF 25,000 RESIDENTS PARTICIPATE IN PRCF PROGRAMS A YEAR
56
Did You Know?
IN 2022, 172,973 PEOPLE PARTICIPATED IN 111 COMMUNITY EVENTS HOSTED BY THE PARKS AND RECREATION DEPARTMENT
10,000 RESIDENTS LEARNED WATER SAFETY THROUGH THE CITY’S AQUATIC PROGRAMS IN 2022
58
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report59
Did You Know?
ACCORDING TO A 2021 COMMUNITY SURVEY 65% OF RESPONDENTS HAD A POSITIVE EXPERIENCE WITH MESA POLICE
MESA’S FIRE CHIEF WAS THE 1ST FEMALE TO RECEIVE THE METROPOLITAN FIRE CHIEF OF THE YEAR AWARD
60
62 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Did You Know?
THE CITY HAS 2 SOURCES OF NATURAL GAS TRANSPORTED BY 1,385 MILES OF GAS MAINS
PEAK ENERGY DEMAND IS FROM JUNE THROUGH SEPTEMBER
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report63
Did You Know?
THE AVERAGE ACCOUNT USES 521 GALLONS PER DAY
WATER DEMAND HAS INCREASED 4.3% SINCE 2011
64
Did You Know?
IN 2022, THERE WAS 298,000 TONS OF SOLID WASTE COLLECTED IN THE CITY. THIS WAS A 2.75% INCREASE SINCE 2019
66
Did You Know?
THE 1ST READING ROOM WAS BUILT IN 1906
THE MESA ARTS CENTER HOSTS UP TO 800 PERFORMANCES PER YEAR
IN 2022, THE ARTS SECTOR ALONE GENERATED
$35.3 MILLION
IN ECONOMIC ACTIVITY IN MESA
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report67
68 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report69
Did You Know?
THERE ARE 110 MILES OF FIBER OPTIC AND WIRELESS CONNECTIVITY IN THE CITY
87 ACRES OF THE CITY ALSO HAS FREE WIFI AVAILABLE NEAR THE DOWNTOWN
70 Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report
CLIMATE & CLIMATE & ENVIRONMENTENVIRONMENT
Did You Know?
THERE WERE 53 DAYS OVER 110 DEGREES IN 2020!
72
Did You Know?
50% OF MESA’S WATER SUPPLY COMES FROM THE COLORADO RIVER
46% OF PROPERTIES IN MESA FACE SOME RISK OF BEING AFFECTED BY WILDFIRES
10% OF PROPERTIES HAVE FLOOD RISK
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report73
Did You Know?
RESIDENTIAL SECTOR EMISSIONS ACCOUNT FOR OVER 50% OF GHG EMISSIONS
43% OF MESA’S GHG EMISSIONS COME FROM MOBILE SOURCES
74
Tomorrow’s Mesa 2050 General Plan, Existing Conditions Report75
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CONTENTS
PUBLIC PARTICIPATION PLAN.....................................................1
What is a General Plan?...................................................................................3
General Plan Elements.....................................................................................4
Concurrent Master Plans..................................................................................5
Why Should You Participate?............................................................................6
How Can I Participate?......................................................................................8
When Can I Participate?.................................................................................10
COMMUNITY CONTEXT SUMMARY.........................................11
Overview. . . .................................................................................................13
How did We Reach the Community?...........................................................13
Participation by the Numbers........................................................................15
Where Were Participants From? ..................................................................16
What Did the Community Say? ....................................................................17
VISION SETTING SUMMARY.....................................................25
Overview...........................................................................................................27
How Did We Reach the Community?...........................................................27
Participation By the Numbers........................................................................29
Where Were Participants From?....................................................................30
What Did the Community Say?.....................................................................31
URBAN LABS SUMMARY...........................................................41
Overview...........................................................................................................43
How Did We Reach the Community?...........................................................43
Participation by the Numbers........................................................................44
What did the Community Say?.....................................................................45
CHOICES AND PRIORITIES SUMMARY...................................55
Overview...........................................................................................................57
How Did We Reach the Community?...........................................................57
Participation by the Numbers........................................................................59
Where Were Participants From?....................................................................60
What Were the Key Local Issues?.................................................................61
MESA EXPERIENCE SUMMARY................................................67
Overview...........................................................................................................68
Participation by the Numbers........................................................................69
Scenario Responses.........................................................................................70
Summary of Comments.................................................................................73
Conclusions......................................................................................................74
DRAFT PLAN SUMMARY............................................................75
Overview...........................................................................................................76
How Did We Reach the Community?...........................................................77
Participation by the Numbers........................................................................80
Online Questionnaire Results.......................................................................81
Draft Plan Showcase Event Comments........................................................89
ZENCITY SURVEY SUMMARY...................................................93
Overview...........................................................................................................94
Participation by the Numbers........................................................................95
Methodology...................................................................................................95
What Did the Community Say?.....................................................................96
ZenCity Results ...............................................................................................97
CONTENTS
01
PUBLIC PARTICIPATION PLAN
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What is a General Plan?
A general plan is an Arizona Revised Statue (ARS) required policy document created by local governments and residents to determine what the focus and vision of the community should be in the future. ARS requires that a community update its general plan every 10 years. Mesa’s last general plan was approved in May 2014.
The process for the Tomorrow’s Mesa 2050 General Plan (General Plan) started in November 2022 and is anticipated to go through to June 2024. After City Council adoption, it will be placed on the November 2024 election ballot for ratification by the citizens of Mesa.
THE GENERAL PLAN...
GUIDES FUTURE DEVELOPMENT AND CONSERVATION
GUIDES FUTURE LAND USE DECISIONS
ENSURES SHORT TERM DECISIONS ALIGN WITH THE COMMUNITY’S LONG TERM GOALS
PROVIDES GUIDANCE FOR SHAPING THE APPEARANCE OF THE COMMUNITY
PROVIDES A BASIS TO SUPPORT FUTURE ZONING DECISIONS
THE GENERAL PLAN IS NOT...
A ZONING MAP
A TOOL TO PROMOTE
SPECIAL INTERESTS
AN UNCHANGEABLE
DOCUMENT
A DETAILED POLICY
FOR SPECIFIC PROPERTIES
A CAPITAL
IMPROVEMENT PLAN
General Plan Elements
The General Plan will cover a variety of elements that relate to how Mesa looks, feels and functions. ARS requires 17 elements to be included in the General Plan. However, depending on the desires of the community, more topics will likely be covered.
Concurrent Master Plans
While the General Plan is the overarching policy document that guides growth, the City is developing other documents, known as concurrent master plans, that provide more specific guidance. Master plans typically have a shorter planning horizon then the General Plan and are more specific policy documents designed to implement the overarching goals and policies set in a community’s general plan.
The City is currently updating four master plans, including the Transportation Master Plan, Transit Master Plan, Water Master Plan, and Balanced Housing Master Plan. Although the concurrent plans will be approved prior to the adoption of the General Plan, the City’s intent is for a seamless and coordinated public participation process for all plans. The community will be able to comment on topics related to the concurrent master plans during the first three phases of the General Plan process at a variety of meetings and on the combined website at TomorrowsMesa.com.
TRANSPORTATION MASTER PLAN
A plan that will guide the City in the specific development and funding of a comprehensive and complete transportation network.
WATER MASTER PLAN
A plan that will guide the City in the specific development and funding for water-related infrastructure and services.
TRANSIT MASTER PLAN
A plan that will guide the City in the specific development and funding for transit related infrastructure and services.
BALANCED HOUSING MASTER PLAN
A plan that will guide the City in the provision of a balanced and diverse housing stock.
Why Should You Participate?
You should have a say in what the future holds for the community where you live, work and recreate. All people with all viewpoints are welcome to share their opinions and shape the goals and policies of the General Plan.
WHY IS THIS IMPORTANT?
This is a community-driven plan. Your participation helps ground our work in the realities of Mesa and ensure that recommendations are relevant, accessible, and implementable.
• Your feedback will help determine Mesa’s priorities. What should change? What should stay the same?
• Your feedback will let the City know what goals you have for Mesa and how to accomplish them.
• The results of this process will bring together elected officials, City staff, and the community to accomplish shared goals.
WHAT IS YOUR ROLE AS A COMMUNITY MEMBER?
Your role is to be involved, in whichever ways you can and want to be.
• Tell us what you love about Mesa, what the opportunities are for improvement, and what you would like to see in the future.
• Bring your neighbors, friends, and family to events and show them how they can make their voice heard too.
• Be an advocate for the plan and the process.
HOW CAN I PARTICIPATE?
Your life is busy and your time is precious. That is why this planning process will include many opportunities and ways to get involved. No matter your schedule, there are opportunities for you to make an impact.
• Participate at in-person events, virtual meetings, questionnaires, speaker panels, and more.
• Sign up for a community conversation and talk to us directly about your thoughts.
• Become a Community Catalyst.
How Can I Participate?
COMMUNITY CONVERSATIONS
Community Conversations consisted of one-on-one and small group conversations that took place both virtually or in person, at key locations across the City’s six districts. Participants had the chance to share their perspectives on challenges and opportunities in Mesa.
ONLINE QUESTIONNAIRES
Online Questionnaires replicated information shared and questions asked at in-person events. In total, the public had the opportunity to respond to four questionnaires that address key topics in the General Plan.
INFO BOOTHS AT COMMUNITY EVENTS
Info Booths in locations such as recreation centers, libraries, and at community events, provided an opportunity for City staff to collect feedback and share information about the Plan in a fun and informal setting!
URBAN LAB WORKSHOPS
At this technology-supported Urban Lab Workshop, participants had the opportunity to visualize and evaluate choices for different land use alternatives across Mesa. Workshops were held at popular locations across the City’s six districts.
EXPERIENCE EVENTS
The Mesa eXperience Events offered high school students the opportunity to provide input on key land use and development/redevelopment options through a 360-degree immersive environment at ASU’s MIX Lab.
PLAN SHOWCASE
The Plan Showcase series offers community members the chance to provide input on key themes in the draft Plan. City staff, Co-creators, and Council Members will give “Plan Showcase” presentations at popular locations across the City’s six districts.
FINAL BOARD & CITY COUNCIL MEETINGS/HEARINGS
Board and Commission Work Sessions/Hearings will provide community members the chance to share input on the Plan during the process and prior to final adoption.
CELEBRATORY VIRTUAL SUMMIT
The Celebratory Virtual Summit offers Community members an opportunity to join City Leadership in a virtual event to celebrate all of the hard work that went into making a world-class Plan for the future of Mesa.
When Can I Participate?
WHY PLAN FOR THE FUTURE?
To improve health and quality of life
To respond to community needs
To preserve our resources
To create a more equitable city
To lessen our environmental impact
BECOME AN ADVOCATE FOR THE CHANGES YOU WOULD LIKE TO SEE.
BE A CATALYST
PARTICIPATE
ENVISION THE FUTURE
THE FUTURE IS UP TO YOU
Be a part of the visioning, decision-making and planning. You can have a say in what your community looks and feels like in the future.
INNOVATE
TECHNOLOGY AND INNOVATION
Experience Virtual Reality technology to see Mesa’s future in real time. Enter a new world with us.
CELEBRATE THE FINAL PLAN
You’re invited to celebrate the future of Mesa at a Celebratory Summit!
LEARN
READ ALONG
See progress updates, existing conditions and new findings throughout the process at TomorrowsMesa.com
CELEBRATE
In-person engagement is indicated with a solid circle. Virtual engagement is indicated with a dashed line.
IN-
PERSON
VIRTUAL
8
In-person engagement is indicated with a solid circle. Virtual engagement is indicated with a dashed line.
IN-
PERSON
VIRTUAL
02
COMMUNITY CONTEXT SUMMARY
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Overview
This summary consists of all public engagement completed throughout the Community Context segment as documented in the Public Participation Plan. This first segment of public engagement was between January and May of 2023. Included in this document are methods, results, and analysis of key themes from respondents about the general planning process.
This Community Context summary consists of the following sections:
• How Did We Reach the Community?
• Public Participation by the Numbers
• Where Were Participants From?
• What Did the Community Say?
How did We Reach the Community?
Mesa used a multifaceted approach to engage with the community, as detailed within the following sections. In addition, throughout the General Plan process, public materials were offered in both English and Spanish. With nearly 30% of Mesa’s residents identifying as Hispanic/Latino, it was important that key documents were translated into Spanish so that the process was as inclusive as possible.
INFORMATION BOOTHS
Staff held information booths at several locations across the City, such as grocery centers, parks, and at community events, to collect feedback and share information about the General Plan in a fun and informal setting with the Mesa community. Staff planned booths in each district, but due to weather conditions and other factors, only the four below were held. In addition to the advertised informational booths, City staff conducted two community meetings during this segment.
DISTRICT
LOCATION
DATE
District 3
Asian Festival
1/28/2023
District 2
Albertson’s
2/18/2023
District 4
I Love Mesa Day
2/25/2023
District 6
Eastmark Safety Day
3/4/2023
PRESS RELEASE
A press release was sent out to the public on February 15, 2023, through Facebook, Instagram, and Twitter to inform the community of the General Plan process and how to get involved. The press release directed readers to Questionnaire 1 and offered the opportunity to learn more about Tomorrow’s Mesa through the project website.
SOCIAL MEDIA
Engagement was supported by a multi-platform social media campaign. The types of posts were either questions or event posts, designed to be accessible, easily shareable, and invite viewers to public events, take the questionnaire, or learn more about the general plan.
Nine social media posts in the months of February and March covered a range of topics, including sample questions from the questionnaires.
COMMUNITY CATALYST PROGRAM
Staff created a Community Catalyst Program to foster grassroots engagement. Community Catalysts are Mesa residents that champion civic and community engagement and help friends and neighbors participate in the planning process, acting as a bridge between Tomorrow’s Mesa and their community to increase and diversify the voices that shape Mesa today and beyond. This program was advertised on the project website, at informational booths, and at each of the interview sessions. As of June 19, 2023, 71 participants engaged in the program.
PROJECT WEBSITE
A project website was launched during the Community Context segment of public engagement to act as a hub for information, resources, and engagement. The Tomorrow’s Mesa website allows community members to register to receive updates, learn more about the General Plan, see event dates and locations, find key documents, take online questionnaires, and sign up to be a Community Catalyst. Additionally, a project video, entitled What is the General Plan?, was published in English and Spanish alongside the Tomorrow’s Mesa website to introduce and describe the general planning process to the broader Mesa community. The video explains the planning process and motivations in an accessible way, inviting members to get engaged in the process.
COMMUNITY CONTEXT QUESTIONNAIRE
A Community Context questionnaire consisting of ten questions was released to the public for input during the Community Context segment. Questions varied between fill in the blank, multiple choice, and ranked, all to assess how the Mesa community felt about its challenges, opportunities, and what Mesa is already doing well. The questionnaire was made available at all informational booths, to City employees, department heads, and on the project website. Optional demographic questions were asked at the end of each survey. As of May 10, 2023, the first questionnaire concluded with 1,861 respondents.
INTERVIEWS
A series of one-on-one and group interviews included Mesa residents in a direct conversation about their perceptions of Mesa, where it could improve, and what they love about Mesa. Interviews consisted of listening sessions with City leaders and various Mesa communities such as business owners, developers, and residents. In total, invitations went out to 162 entities/people. In addition to interviews with City departments, 48 interviews were conducted.
GENERAL PLAN ADVISORY COMMITTEE (GPAC)
The GPAC consists of community representatives across all six City Council Districts. Many GPAC members sit on current City Boards and Commissions. The GPAC’s role is to review, give input, and guide the development of the 2050 General Plan. Three GPAC meetings were held in the Community Context segment, each to ensure that plans are reflective of the community’s values.
TECHNICAL ADVISORY COMMITTEE (TAC)
The TAC consists of department representatives across the City. The TAC’s primary role is to act as subject matter experts to review and comment on the content of the plan as it develops. There were two TAC meetings in Community Context.
CITY COUNCIL, BOARDS, AND COMMISSIONS
City Boards and Commissions were also included in the outreach plan. City staff presented to 12 of the 13 City Boards and Commissions about Tomorrow’s Mesa engagement process. City Staff presented the Public Participation Plan to the City Council.
Participation by the Numbers
Public participation for the Community Context segment is summarized in the following table. Overall, over 3,000 community members have been engaged through one of the outreach methods mentioned previously. Additionally, as of May 10, 2023, there were 2,600 visits to the General Plan page of the Tomorrow’s Mesa website.
MEETING/EVENT
DATE
ATTENDANCE OR
RESPONSES
CC Work Session
01/19/2023
35
GPAC Meeting #1
11/28/2022
10
GPAC Meeting #2
01/9/2023
10
GPAC Meeting #3
03/27/2023
10
4 Information Booths
January - March 2023
900
TAC Meeting #1
11/28/2022
17
TAC Meeting #2
02/27/2023
17
Community Interviews
February – May 2023
39
Department Head Interviews
April – May 2023
9
Residents’ Guide to Taking Care of Your Neighborhood Community Meeting
02/21/2023
30
West Mesa CDC Community Meeting
03/03/2023
10
Questionnaire 1
January - April 2023
1861
12 City Boards/Commissions
Jan – April 2023
120
Website Visits
Jan – April 2023
2,600
Where Were Participants From?
PUBLIC PARTICIPATION HEAT MAP
The heat map below shows areas of public participation across the City of Mesa, as well as public event locations during Community Context. Participation locations are derived from the intersections nearest to where participants lived. This map only represents respondents that voluntarily supplied their location information and is not a complete representation of all participation.
What Did the Community Say?
TOP THREE REASONS WE CHOOSE TO LIVE IN MESA:
Total responses: 526 online, 157 on the info board at information booths (not all questionnaire respondents answered all questions)
TOP THREE ISSUES FACING MESA TODAY:
Total responses: 520 online
WHAT WE THINK MESA IS DOING WELL TODAY:
Total interviewees: 48
The themes below summarize interviewee responses to the prompt “What Mesa is doing well today?”.
Arts and Culture
• The Mesa Arts Center is a valuable community asset.
• Mesa has a good number of arts and culture events.
• The arts and culture district downtown is great.
Community Character
• Generally, Mesa feels like a safe place to raise a family.
• Mesa is a diverse, vibrant place.
• Small-town feel with big-city amenities.
• Sense of community cohesion.
• Legacy of being a family-focused City with good schools and affordable housing.
Public Services
• The development process has been greatly improved.
• Mesa is proactive about creating infrastructure where needed.
• Access to quality primary, secondary, and higher education opportunities.
• Light rail had a positive impact on other development and traffic.
• ASU has added value to the downtown area.
Parks and Recreation
• Proud of the parks system in Mesa.
Economic Development
• Economic Development has attracted more businesses and strengthened the economy.
• More affordable rent compared to other cities.
• Access to two commercial airports.
• Downtown is gaining momentum as an arts community and economic hub.
Regional Leadership
• Mesa’s Climate Action Plan positioned it as a leader for the region.
• City leaders are transparent and honest.
• Good land planners that are nimble and able to change.
WHAT WE WANT TO SEE MESA BE IN THE FUTURE:
Total interviewees: 48
The themes below summarize interviewee perceptions of Mesa’s challenges and opportunities.
OPPORTUNITIES
Parks and Recreation
• Increase indoor recreation centers and summer activities.
• Create more diversity among recreation opportunities.
Transportation
• Support the creation of connected multi-use trail systems, especially along canals.
• Increase walkability in urban areas.
• Provide micromobility options along with infrastructure that supports its use.
Arts and Culture
• Invest in cultural activities and practices that celebrate Mesa’s diversity.
• Blend elements of arts and culture throughout the new General Plan.
Climate Action
• Increase awareness of urban heat-related hazards and mitigate impacts.
• Increase tree canopy as a protective measure against heat islands.
• Ensure sustainable water supply.
Housing
• Diversify housing stock to meet the needs of all Mesa residents.
• Increase livability and density of downtown Mesa.
• Support new development strategies through accessory dwelling units and “tiny homes”.
• Integrate affordable housing into market-rate development projects.
• Explore mixed-use land uses in denser areas of the City.
• Use federal funds and grant money to provide innovative housing solutions.
Economic Development
• Grow downtown as a place that attracts business, office, retail uses, and sit-down restaurants.
• Promote entertainment and dining options to make Mesa a regional destination and increase the number of activities available to residents.
• Support Mesa as a destination by investing in tourism-related businesses (hotels, cultural, convention center, etc.).
• Focus on adaptive reuse through incentives.
• Continue to invest in Mesa’s airports and protect airports from residential incursion.
Community Connection and Character
• Create community hubs like community gardens, village centers, etc.
• Create a general plan that is implementable and honors the character of Mesa.
• Define character areas and support community identities.
• Cultivate districts with distinct identities through sub-area plans.
• Implement standards that protect historic buildings and honor their traditional uses.
CHALLENGES
Parks and Recreation
• Allocate more funding to parks and summertime recreation opportunities, such as aquatic and indoor recreation centers.
• Transform canals into safer, attractive recreational amenities.
Housing
• Manage over-concentrating apartments in isolated areas to maintain a healthy mix of housing.
• Protect the identity of established neighborhoods.
• Prioritize redevelopment projects.
• Identify appropriate locations, types and density of multi-family housing.
• Incentivize redevelopment to diversify uses, like mixed-use.
• Eliminate barriers to affordable housing.
• Provide workforce housing nearby growing industries.
Economic Development
• Retain talent and jobs to strengthen economy.
• Increase dining and entertainment options throughout Mesa.
• Protect airport areas from incompatible uses.
• Build a convention center that attracts visitors and industry to Mesa.
• Develop affordable and accessible healthcare services.
Public Services
• Densify areas with existing infrastructure and minimize development in areas without existing services.
• Provide resources and support toward mental health services.
• Continue to provide resources for emergency services such as police and fire to keep Mesa a safe place to live.
• Increase community health through appropriate and accessible medical care.
• Increase and diversify educational options throughout Mesa such as technical schools or universities to create a skilled workforce for Mesa.
Regulations
• Increase code enforcement and provide transparent data and explanations behind code decisions.
• Provide regulations for small lot development.
• Restrict building types around the airport to reduce land use conflicts and increase public safety.
Climate Action
• Increase recycling education and options.
• Provide water resources for a growing population.
• Improve water efficiency practices through landscape decisions, code, etc.
Transportation
• Identify funding sources for transportation projects, especially those that ease commuter traffic.
• Maintain safe streets and transit access for a rapidly growing population.
• Manage traffic congestion.
Community Character
• Create design standards that honor the history and character of Mesa.
• Preserve existing character in rural areas.
Water Resources
• Plan for future water demands while still meeting present water demand.
• Encourage economic development that can sustainably use Mesa’s existing water resources.
• Create actionable and specific goals, policies, and actions for water resources.
I COULDN’T __________ IF I WEREN’T IN MESA.
Total responses: 996
The word cloud below indicates key words shared by the community. The larger the font, the more popular the suggestion.
HOW WE RATE THE QUALITY OF LIFE IN MESA TODAY:
Total responses: 521 online
THE WAYS WE TRAVEL MOST IN MESA TODAY:
Total responses: 525 online
EASE OF TRAVELING AROUND MESA TODAY:
Total responses: 525 online responses
MOST IMPORTANT FACTORS IN CHOOSING HOW WE GET AROUND MESA ON A NORMAL DAY:
Total responses: 519 online
GREATEST TRANSPORTATION CHALLENGES FOR MESA’S FUTURE:
Total responses: 517 responses
Tomorrow’s Mesa 2050 General Plan 13
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03
VISION SETTING
SUMMARY
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Overview
This summary consists of all public engagement completed throughout the Vision Setting segment as documented in the Public Participation Plan (PPP). This second segment of public engagement was between March and June of 2023. Included in this document are methods, results, and analysis of key themes from respondents about the general planning process. This Vision Setting summary consists of the following sections:
• How Did We Reach the Community?
• Public Participation by the Numbers
• Where Were Participants From?
• What Did the Community Say?
How Did We Reach the Community?
INFORMATION BOOTHS
Staff held information booths in several locations across the City, in both formal and informal community gathering spaces. These booths provided an opportunity for City staff to collect feedback and share information about the General Plan in a fun and informal setting with the Mesa community.
DISTRICT
LOCATION
DATE
District 5
Mesa Market Place
3/17/23
District 6
Bellbank Park Farmer’s Market
3/19/23
District 4
Downtown Mesa Farmer’s Market
3/25/23
District 1
Andy’s Custard on McKellips
3/29/23
District 2
Jefferson Rec Center
3/31/23
District 3
Dobson Ranch Annual Meeting and Car Show
4/11/23
District 4
Celebrate Mesa at Pioneer Park
4/15/23
SOCIAL MEDIA
Tomorrow’s Mesa utilized a comprehensive social media campaign, spread across multiple platforms. The types of posts were designed to be accessible, easily shareable, and invite viewers to public events, take the questionnaire, or learn more about the general plan. Six social media posts and two paid advertisements with Mesa T-shirt giveaways from March to May covered a range of topics, including sample questions from the questionnaires.
VISION SETTING QUESTIONNAIRE
Staff released a vision setting questionnaire to the public for input during the Vision Setting segment and consisted of nine questions. The questionnaire was available at all information booths and online in both English and Spanish. At the questionnaire’s close on June 9, 2023, there were 1,552 respondents.
COMMUNITY CATALYST PROGRAM
Tomorrow’s Mesa developed a grassroots advocacy strategy to empower trusted local voices in the community. Tomorrow’s Community Catalyst Program. This program was advertised on the project website, at information booths, and at each of the interview sessions. On June 12, 2023, Community Catalysts received an email asking them to consider participating in upcoming Urban Lab workshops in late June and July and providing pre-designed social media content and messaging to promote the workshops. As of June 21, 2023, 90 people are participating in the program. Community Catalysts organized two events to educate and gain feedback from their neighbors. One event occurred in the Washington Escobedo Neighborhood on April 1, 2023, and another in the Mountain View Neighborhood on March 30, 2023. City staff attended these meetings and collected community feedback.
GENERAL PLAN ADVISORY COMMITTEE (GPAC)
One GPAC meeting was held in the Vision Setting segment to provide updates to the GPAC and confirm the draft vision statement and guiding principles.
CITY COUNCIL, BOARDS, AND COMMISSIONS
Staff gave one update to the Planning and Zoning Board and one update to the City Council in the Vision Setting segment.
INTERVIEWS
The Office of Economic Development scheduled concierge interviews with four large employers. In these interviews, business representatives shared their perceptions of Mesa, where the City could improve, and what they loved about Mesa.
COMMUNITY MEETINGS
Staff held eight community meetings throughout Vision Setting which allowed the project team to directly engage with smaller groups in an informal setting about their perceptions and vision for the City of Mesa.
Participation By the Numbers
Public participation for Vision Setting is summarized in the table below. During Vision Setting, 3,231community members engaged. Total engagement across Community Context and Vision Setting totaled 6,231 engaged community members. As of June 19, 2023, 5,400 people visited the website.
MEETING/EVENT
DATE
ATTENDANCE/
RESPONSES
CC Study Session #2
5/25/23
35
P&Z Board Update
5/24/23
7
GPAC Meeting #4
5/8/23
10
7 Information Booths
March – April 2023
1,250
4 Concierge Interviews: Banner Health, Mountain Vista Medical, CMC Steel, and ASU Polytechnic
5/2/23, 5/4/23, 5/22/23
12
Community Meeting: Downtown Mesa Association
3/15/23
15
Community Meeting: Mountain View Neighborhood
3/30/23
40
Community Meeting: Lehi Crossing
4/4/23
50
Community Meeting: Phoenix East Valley with Vitalyst Health
4/20/23
80
Community Meeting: Las Sendas Shareholders
4/24/23
12
Community Meeting: Downtown Mesa Association
5/17/23
15
Community Meeting: Mesa Public Schools and City of Mesa
5/18/23
150
Community Meeting: Lehi Tour
6/1/23
3
Questionnaire 2
6/9/23
1,552
Website Visits
6/19/23
5,400
Where Were Participants From?
PUBLIC PARTICIPATION HEAT MAP
The Participation Heat Map shows areas of public participation across the City of Mesa, as well as public event locations through the Vision Setting information booths. Participation locations are indicated by the intersections nearest to where participants lived. This map only represents respondents that voluntarily supplied their location information and is not a complete representation of all participants.
What Did the Community Say?
WHICH FOUR STATEMENTS BEST REFLECT WHAT MESA SHOULD BE IN THE FUTURE?
Total questionnaire responses: 1,552 online
“Other” responses consisted of a City that…
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN HOUSING?
“Other” responses echoed the community’s desire for a greater variety of housing, especially affordable housing for seniors, and for more investment into older neighborhoods.
Additional themes present throughout the “Other” responses were about concentrated mixed-use and multi-family housing in Downtown Mesa, public transit, smart water use, and focus on providing accessible and responsive public services.
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN TRANSPORTATION?
Further comments and ideas for the future of Mesa’s transportation heavily agreed with the options presented in the questionnaire. The maintenance of existing roads and creation of new trails and recreational opportunities were important to the community, with special focus on equestrian trails.
Traffic congestion was expanded on in the “Other” responses. The community also suggested more roundabouts instead of traffic lights, better signalization at existing lights, and incentivizing public transit use to decrease car travel in Mesa. These incentives could be vouchers for locational activities if residents used public transit to travel there.
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN ECONOMY?
“Other” responses for Mesa’s economy reiterated a community-wide desire for small business incubation, an increased diversity in activities, dining, and entertainment options, and attracting higher-paying jobs to the area.
Ideas from the responses included partnering with nearby schools and businesses to create and retain talent in Mesa and developing community identities that define economic development in each district.
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN DEVELOPMENT OR REDEVELOPMENT?
“Other” responses in Development/Redevelopment were mainly comprised of ideas for the future and what the community would want to see from these spaces. Gathering spaces that served as points of community connection were the most discussed, such as urban farms, community gardens, mini parks, and dog parks. Community centers and crisis centers with mental health resources was also expressed as a valuable reuse of existing properties. As shown earlier in housing, increasing density in core districts (Asian, Fiesta, Downtown) was repeated in this section with an emphasis on walkability.
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN THE NATURAL ENVIRONMENT?
“Other” responses from the community expanded on the options presented in the chart above and suggested ways to achieve the top choices for participants. Overall, education about Mesa’s natural environment, constraints and opportunities was important to respondents. A second priority was housing development that exists in harmony with resource availability and climate conditions. The community recognizes that urban heat is a concern for the City and implementing green design principles in housing will support the sustainability of Mesa. Respondents also wanted to expand green design principles to streets and public spaces to reduce the impacts of urban heat and support the health and safety of the community.
IN THE FUTURE, WHAT ARE THE TOP THREE THINGS THE CITY SHOULD STRIVE FOR IN PUBLIC SERVICES?
Public services present many opportunities for the City to enhance its social resiliency through amenities. “Other” responses under public services mainly focused on the top three choices from the chart above. Community events, such as volunteer opportunities (neighborhood clean-ups days) or cultural events, were desired to better connect residents with the places they live, especially underserved communities. Additional comments discussed expanding City services like recycling and making more services accessible online. Respondents also expressed the need for more splash pads and open space in residential areas.
COMMUNITY COMMENTS
Two open-ended questions at the end of the Vision Setting questionnaire asked respondents to provide any other information about the plan. Across the two questions, 1,241 responses were received. A sample of the community’s responses are listed below and were analyzed to understand if any gaps exist between the questions asked in the Vision Setting questionnaire and where other opportunities exist for the community.
TOP THREE THINGS MESA WANTS TO PROTECT:
TOP THREE THINGS MESA WANTS TO CHANGE:
FROM THE COMMUNITY:
• “Mesa has a bright future, but we need to make it easier to reinvest in older areas of the City, like Main Street. Keep up the momentum in Downtown.”
• “Environmental issues (water and energy), safety, and transportation issues need to be improved upon.”
• “I want to maintain the historic neighborhoods but upgrade services so there aren’t as many outages as in the past.”
• “As a Mesa resident, a vibrant and diverse community is very important to me. We have so many things to think about while creating a safe and sound future for our City. Getting residents involved and listening to input is very community-oriented. We need to continue focusing on community at all levels and with all residents.”
• “The transit department needs to work with Valley Metro to ensure the safety of riders on the light rail and at stations so people will use the vital light rail to visit our City.”
• “My vision would be a city which is livable, vibrant, and innovative. We have to invest in helping all improve their environments which can literally change their lives for the better. In turn, they can pay this forward to build momentum towards lasting results.”
• “The ideal city should be resourceful, accessible, shared, safe, and desirable.”
• “I like what I see going on in the Downtown Mesa. Try to keep it local mom-and-pop businesses instead of chain restaurants and bars. This includes expanding the taprooms and local breweries. I look forward to the Mesa Music Festival coming back. As a resident of the City, activities like the Mesa Music Festival will enhance the identity of the City, create a deeper culture, and help make Mesa a destination city.”
• “It would be nice to have more places like the Red Mountain Multi-Generational Center. I feel that the police department is understaffed, and more patrol presence is needed to help with traffic awareness. “
• “I think it’s super important to have community centers not only for our children, but also adults and seniors.”
Tomorrow’s Mesa 2050 General Plan 27
Values high-quality education
Manages funds responsibly
Cares for older community members
Protects wildlife and scenic resources
Has concern for individual rights and freedoms
Open space and access to recreation
Safety and security
Community character
Revitalizing older areas and neighborhoods
Increasing activities and things to do for the community (restaurants, entertainment, shopping)
More options for affordable housing (townhomes, condos, single-family homes)
Tomorrow’s Mesa 2050 General Plan 39
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0404
URBAN LABS SUMMARY
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Overview
The Urban Labs segment of public engagement was between April and October of 2023. This section includes methods, results, and analysis of key themes from respondents about the general planning process.
This Urban Labs summary consists of the following sections:
• How Did We Reach the Community?
• Participation by the Numbers
• What Did the Community Say?
How Did We Reach the Community?
URBAN LABS WORKSHOPS
Six workshops were held throughout Urban Labs, one in each City Council District. Locations, meeting dates, and meeting times were carefully chosen to cater to the needs of residents and to capture the opinions and thoughts of various communities and backgrounds.
Project staff designed Urban Labs to be an innovative and interactive approach to engage with the community on Future Land Use within the City of Mesa. Project staff informed the community on engagement efforts from the previous segments and introduced the Future Land Use Designations along with their key elements. Out of the 11 Land Use Designations, seven were identified and chosen for Urban Labs. The seven Land Use Designations that were evaluated were the most complex and variable, requiring visioning feedback from the community to define their character. Workshop attendees were also able to provide input on the Growth Strategy Map.
Participation by the Numbers
Public participation in the Urban Labs is summarized in the table below. Over the course of the six district workshops, 136 people participated.
MEETING/
EVENT
DATE/LOCATION
Urban Lab District #1
July 12, 2023 (6-8 PM) | St. Luke’s Lutheran Church of Mesa
Urban Lab District #2
July 8, 2023 (9-11 AM) | Jefferson Recreation Center
Urban Lab District #3
June 26, 2023 (6-8 PM) | Grande Room-Dobson Ranch Community Center
Urban Lab District #4
July 8, 2023 (6-8 PM) | NE and NW Community Rooms at the Luster Building
Urban Lab District #5
June 26, 2023 (6-8 PM) | Mesquite Room of Red Mountain Multi-Generational Center
Urban Lab District #6
June 27, 2023 (6-8 PM) | Gilbert Community Education Center
FUTURE LAND USE
The Urban Labs workshops asked participants about their opinions on Future Land Use Designations. Each Land Use Designation has common elements describing the character and associated development type.
FUTURE LAND USE MAP AND DESIGNATIONS
The Future Land Use Map (FLUM) helped the community visualize proposed development patterns, density changes, and generally, how the community’s physical form can shift over time. Mesa resident input on FLUM represented an incremental step in the overall engagement process, and the results from these workshops were incorporated into the final FLUM.
GROWTH STRATEGY MAP
The City asked residents about the following Growth Strategy for Mesa, including the concepts of conserve, sustain, enhance, and grow. These categories indicate areas where development can be concentrated, and resources can be allocated to achieve balanced growth, increasing the quality of life throughout Mesa. The locations for each of these strategies are shown on the Growth Strategy Map.
CONSERVE
• Protection/Reserve Areas
• Areas to remain undeveloped, including historic districts or resources, schools, public lands, and parks.
SUSTAIN
• Stable Areas
• Areas that are encouraged to remain in their current condition with subtle redevelopment and transition.
ENHANCE
• Transition/Reuse/ Redevelopment Areas
• Areas in good condition but encouraged to continue to develop or reuse existing land and buildings.
GROW
• Development/ Redevelopment Areas
• Areas with a significant amount of vacant or underutilized land capable of supporting new development or redevelopment.
FUTURE LAND USE DESIGNATION RESULTS
What is Rural Residential?
Which elements do you feel are most important?
What is Traditional Residential?
Which elements do you feel are most important?
What is Mixed Residential?
Which elements do you feel are most important?
What is Urban Residential
Which elements do you feel are most important?
What is a Neighborhood Center?
Which elements do you feel are most important?
What is a Regional Center?
Which elements do you feel are most important?
What is a Regional Employment Center?
Which elements do you feel are most important?
COMMUNITY COMMENTS
In addition to polling for each Future Land Use Designation, Urban Labs attendees provided general input on areas and styles of growth, which will help City staff refine areas to conserve, sustain, enhance, or grow. Ideas for Mesa’s growth are summarized below:
Tomorrow’s Mesa 2050 General Plan 43
44 Tomorrow’s Mesa 2050 General Plan
What did the Community Say?
Preserve existing neighborhood character
Redevelopment should focus on community spaces
Focus small-business incubation across Mesa, but especially Downtown
Create partnerships that identify community needs and coordinate responsive development
Encourage creation of design standards that enhance future
(re)development
Create more transitional/buffer zones between residential and commercial/industrial development
Diversify land uses within neighborhoods and character areas to increase access to amenities, emphasizing pedestrian and bike-oriented spaces
05
CHOICES AND PRIORITIES SUMMARY
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Overview
The Choices and Priorities segment of public engagement was between May and October of 2023. This section includes methods, results, and analysis of key themes from respondents about the general planning process.
This Choices and Priorities summary consists of the following sections:
• How Did We Reach the Community?
• Participation by the Numbers
• Where Were Participants From?
• What Were the Key Local Issues?
How Did We Reach the Community?
Tomorrow’s Mesa used a multifaceted approach to engage with the community. Social media posts, the project website, a Choices and Priorities questionnaire, the Community Catalyst Program, three General Plan Advisory Committee (GPAC) meetings, two Planning and Zoning Board meetings, and one presentation to the Economic Development Advisory Board. Additional community meetings, events, and the Urban Labs workshops (detailed in Chapter 4) continued to deepen community connections and created space for broad and diverse sections of the community to provide feedback.
SOCIAL MEDIA
Tomorrow’s Mesa utilized a comprehensive social media campaign, spread across multiple platforms. The types of posts were designed to be accessible, easily shareable, and invite viewers to public events, take the questionnaire, or learn more about the general plan. Throughout the General Plan process, Tomorrow’s Mesa offered materials in both English and Spanish.
PROJECT WEBSITE
The project website was launched during the Community Context segment and updated throughout the Choices and Priorities segment to provide information to the public on opportunities for feedback, events, and project progress. The project website hosted the Choices and Priorities questionnaire, information about Community Catalyst opportunities, and Urban Labs where attendees could directly engage with the project staff.
CHOICES AND PRIORITIES QUESTIONNAIRE
Staff launched a Choices and Priorities questionnaire to the public for input during this segment, and it consisted of 14 questions. Questions focused on gauging residents’ agreement or disagreement with a stated priority as it pertained to housing, transportation, employment, and commercial amenities. There was an opportunity for participants to give open-ended feedback on each topic as well. The questionnaire was available at all information booths, to City employees and department heads, and online in both English and Spanish. At the questionnaire’s close on October 11, 2023, there were 295 respondents.
COMMUNITY CATALYST PROGRAM
On June 12, 2023, Community Catalysts received an email asking them to consider participating in upcoming Urban Lab workshops in late June and July and providing predesigned social media content and messaging to promote the workshops. As of October 16, 2023, 102 people were participating in the program.
GENERAL PLAN ADVISORY COMMITTEE (GPAC)
Four GPAC meetings were held in the Choices and Priorities segment in May, July, September, and October to provide updates to the GPAC and obtain feedback and direction on the process.
CITY COUNCIL, BOARDS, AND COMMISSIONS
Staff gave two updates to the Planning and Zoning Board and three presentations to the Economic Development Advisory Board and subcommittee.
COMMUNITY MEETINGS/EVENTS
Eight community meetings/events were held throughout Choices and Priorities, which provided the opportunity for smaller groups of community members to share which local issues were most important to them in an informal setting.
URBAN LABS WORKSHOPS
Tomorrow’s Mesa introduced a set of interactive community planning workshops called Mesa Urban Labs as a forum for collecting public input on the General Plan, Transit Master Plan, Transportation Master Plan, and other key City Plans. Within the Choices and Priorities phase, six of these workshops were held, one in each district of Mesa, offering invaluable insight for the planning staff into the most critical local issues. These workshops are detailed in the Chapter 4 of this document.
Participation by the Numbers
Public participation estimates for the Choices and Priorities phase are summarized in the table below. For the Choices and Priorities segment, 2,265 community members were engaged. Total community engagement over all three segments 8,896 community members have engaged. Additionally, as of October 16, 2023, 8,800 people visited the website.
MEETING/EVENT
DATE
ATTENDANCE/
RESPONSES
Urban Lab Workshop - District 1
6/12/23
20
Encore Community Meeting
6/27/23
5
P&Z Board Meetings (2 meetings)
6/28/23 – 8/9/23
14
Urban Lab Workshop - District 5
6/28/23
40
Urban Lab Workshop - District 3
6/29/23
25
Urban Lab Workshop - District 2
7/8/23
4
Urban Lab Workshop - District 4
7/8/23
22
Mesa Shareholders Forum Community Meeting
7/11/23
10
Urban Lab Workshop - District 6
7/12/23
25
GPAC Meetings (4 meetings)
7/24/23 – 10/23/23
5
Economic Development Advisory Board
8/1/23
20
Downtown Mesa Association Community Meeting
8/16/23
10
MPS Education Appreciation Night Community Meeting
8/17/23
70
Cup of Joe with Councilmember Goforth Community Meeting
8/23/23
100
Questionnaire 3
10/11/23
295
Celebrate Mesa Event
10/14/23
1,000
Website Visits
Jan – Oct
8,800
Dia De Los Muertos Event
10/21/23
750
Zacharis Elementary School Event
10/21/23
250
Where Were Participants From?
PUBLIC PARTICIPATION HEAT MAP
The participation heat map demonstrates “hot” areas of public participation across the City of Mesa throughout various plan engagement events. Participation locations are indicated by the intersections nearest to where participants live. This map only depicts participants who voluntarily supplied their location information and is not a complete representation of all participants.
What Were the Key Local Issues?
TOTAL QUESTIONNAIRE RESPONSES: 295
TOP PRIORITIES AMONG MESA RESIDENTS
WHAT ELSE DID THE COMMUNITY SAY?
• “…Mesa is a leader and definitely will be known as one of the few cities that thought ahead and got things right rather than just settling down and staying still. Mesa, I feel like, is that 3% of the country that will change 96% of it overnight...”
• “I want the city to continue to be a family-friendly oriented city. The perfect city to raise a family.”
• “I love Mesa. Let’s empower people to shape their neighborhoods as they see fit.”
THE FOLLOWING STATEMENTS DESCRIBE POTENTIAL HOUSING OPTIONS AND NEIGHBORHOOD AMENITIES.
“OTHER” COMMENTS HIGHLIGHTED…
In regard to housing, most Mesa residents agree with the following three statements; neighborhoods should include a diversity of housing accompanied by accessible schools and parks; existing neighborhoods should be preserved and revitalized; and pedestrian and bicycle connectivity should be incorporated more between neighborhoods to larger networks. Diversifying and preserving housing while providing access to educational hubs and green space through non-motorized connectivity routes will preserve Mesa as an equitable and choice destination to live, work, and play.
“Other” responses expressed a desire for affordable middle housing options that are well-connected to greenspace and more locally owned businesses such as sit-down restaurants and healthy markets, and amenities. Many respondents stated a distaste for warehouses that have been built, especially near neighborhoods and housing. Many comments also discussed the need for multifamily housing to be located in other areas, not just near commercial hubs.
THE FOLLOWING STATEMENTS DESCRIBE HOW PEOPLE SHOULD MOVE AROUND IN THE FUTURE.
“OTHER” COMMENTS HIGHLIGHTED…
Regarding transportation, residents expressed the highest agreement when it concerns encouraging inclusive walkability; utilizing canal paths; and promoting safer bicycle paths. These priorities reflect responses that highlighted an interest in enhanced streets and trails that included shade through landscaping or built structures.
Additional comments proposed ideas such as having traffic signal priority for non-car modes of transportation and implementing car-free zones. Residents also focused on providing shade to seating areas outdoors and utilizing canal paths for not only pedestrians and bikes but horse riders as well. Safety was a major concern when it came to current bikers and light rail riders, both groups expressing hesitancy to engage in either mode of transport under current conditions.
THE FOLLOWING STATEMENTS DESCRIBE THE PLACES WHERE MESA RESIDENTS WORK.
“OTHER” COMMENTS HIGHLIGHTED...
The top three priorities for Mesa’s commercial districts were focused on synergy between employment and housing types; more open space and greenspace within employment hubs; and adequate buffers between these areas and residential areas.
“Other” responses for Mesa’s employment highlighted a desire for a diverse stock of job opportunities and deemphasizing tech jobs, which often have higher barriers to entry. Respondents also showed an interest in limiting warehouses or data centers in residential areas and implementing more mixed-use employment areas. Residents suggested encouraging better design standards for employment centers so to better integrate them within the community. Respondents expressed the need for support for small, local business owners.
THE FOLLOWING RESPONSES DESCRIBE COMMERCIAL AREAS AND AMENITIES.
COMMENTS HIGHLIGHTED…
Mesa residents expressed interest in having the City work with developers to creatively use underutilized or vacant land, especially in older parts of the City. These reimagined spaces should be defined by quality design and attractiveness, appropriately adding to the character of Mesa.
Many residents provided free response input as shown above and this input can be summarized as want for a focus on quality design and attractiveness, enhancing distinct character areas within the City, and increasing mixed-use areas.
The community equally prioritizes design and land use decisions that support the creation of distinct districts with their own character and vibrant, well-designed spaces that allow community members to live and work in the same place.
Responses about Development/Redevelopment were mainly comprised of ideas for the future and what the community would want to see from these spaces. Gathering spaces that served as points of community connection were the most discussed, such as urban farms, community gardens, mini parks, and dog parks.
Community centers and crisis centers with mental health resources was also expressed as a valuable reuse of existing properties. As shown earlier in housing, increasing density in core districts (Asian District, Fiesta District, and Downtown) was repeated in this section with an emphasis on walkability.
Tomorrow’s Mesa 2050 General Plan 57
Attainable and middle housing
An increase in greenspace
More locally owned small businesses and amenities
True pedestrian connectivity for neighborhoods
Multifamily housing in other areas, not just commercial areas
No more warehouses, especially near neighborhoods
More safety for biking in Mesa
Car-free zones
Canal utilization for pedestrian, equestrian, and bike
Traffic signal priority for rail, bus, bike, and pedestrian
Increased shade on sidewalks and at seating areas
Improved safety and experience on light rail
Limit warehouses and data centers
Add mixed-use and buffers to employment areas
Encourage the success of small, local business
Match employment types to housing costs
Support diverse and low-barrier-to-entry jobs, not just tech
Encourage large companies to support the community
Preservation of rural areas
More landscape and tree cover in commercial areas
Less of an emphasis on chains and fast food
Ground floor retail in apartment buildings
More free and accessible third spaces
More small, locally owned restaurants and shops
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MESA EXPERIENCE
SUMMARY
Overview
The City of Mesa, Logan Simpson, and the Arizona State University’s (ASU) Resilient Visions Collaboratory (RV CoLab) designed and developed an immersive city planning eXperience held at ASU’s Media and Immersive Experience (MIX) Center. This was the first project in the United States to use an immersion studio to simulate concepts from a draft general plan exclusively for youth public engagement. Various schools throughout the City of Mesa participated including:
• ASU Prep
• Dobson High
• East Valley Academy
• Eastmark High
• Heritage Academy
• Mountain View
• Red Mountain High
• Mountain View High
• Westwood High
• Skyline High
Prior to students and teachers gathering in the immersive studio, participants engaged in a 20-40 discussion about city government, urban planning, and immersive technology and received the objective for the immersive experience:
“Today, you are going to help shape the future of Mesa. You will be transported a little over 10 years into the future to the year 2034 and together we will all walk through three different urban landscapes. Your challenge today is to help Mesa design the future of our city.”
A professional facilitator guided students through three scenarios representing different placetypes in Mesa’s 2050 General Plan. Depending on the time available, school groups participated in one, two, or all three scenarios; thus, data from participants will vary based on the length of time they were part of the experience. This report details the description of participants and their responses on city planning questions.
Sessions were held over four days in November 2023. Both quantitative and qualitative data were collected primarily through participants’ use of a smartphone or similar device to electronically answer questions.
Participation by the Numbers
Public participation for the Mesa eXperience is summarized in the table below. A total of 408 students attended the experience and 194 students participated in an interactive survey.
EVENT
DATE
SURVEY PARTICIPANTS
REGISTERED ATTENDANCE
ASU Prep
11/2023
8
16*
Dobson High
11/2023
46
104
East Valley Academy
11/2023
13
24
Eastmark High
11/2023
19
50
Heritage Academy
11/2023
17
25
Mountain View High
11/2023
19
45
Mountain View High and Red Mountain High
11/2023
36
52
Westwood High
11/2023
13
40
Westwood High and Skyline High
11/2023
23
52
* Estimate
Scenario Responses
Participants moved through different immersive urban environments and a facilitator asked their preferences about different aspects of these environments. Based on the time availability and needs of each school, some schools experienced different immersive scenarios and different questions than others, therefore not all participant groups have responses, and some have multiple responses based on the session they attended. Preferences were ranked on a scale of 1 to 7, with 1 being the lowest preference and 7 being the highest.
NEIGHBORHOOD CENTER
IN THE FUTURE, HOW IMPORTANT IS IT TO HAVE THESE THINGS WHERE YOU LIVE?
Participants responded that they would like a large park with different play areas and sports courts, and they want the ability to walk or bike to stores.
ON A SLIDING SCALE, HOW MUCH WOULD YOU VALUE BEING ABLE TO…
As shown in the charts below, participants from school groups were somewhat neutral on urban designs that prioritized being able to “drive up to a store” or design that requires drivers to “park and walk up to the store”. Mean scores were close to the midpoint of the one to seven scale.
RANK YOUR PREFERRED WAY TO ACCESS THIS NEIGHBORHOOD CENTER?
For the 11 school groups who responded, 60% preferred walking over driving to the Neighborhood Center shown in the immersive experience.
URBAN RESIDENTIAL
IF YOU WERE TO BIKE TO THIS NEIGHBORHOOD CENTER, WHICH WOULD YOU PREFER?
School groups (N=168) preferred bike lanes next to a sidewalk rather than next to a parking lot as shown below.
IN IMAGINING YOUR FUTURE LIFESTYLE, WOULD PUBLIC TRANSIT SUPPORT YOUR LIFESTYLE?
In the chart below, 47% of school group respondents (N=125) stated that public transit would support their lifestyle.
CAN YOU SEE YOURSELF LIVING NEAR PUBLIC TRANSIT?
Of the 112 school group respondents, 66% indicated that they could see themselves living near public transit.
DO YOU LIKE THE IDEA OF LIVING AND WORKING IN THE SAME BUILDING?
Only 36% of student groups responded that they liked the idea of living and working in the same building.
HOW IMPORTANT IS IT TO HAVE A PUBLIC PLAZA OR GATHERING SPACE FOR YOUR COMMUNITY?
While only four school groups answered this question, the chart below shows a strong preference for a public plaza or gathering place.
IF YOU WERE WITHIN WALKING OR BIKING DISTANCE OF MAIN STREET, HOW MUCH WOULD YOU ENJOY HAVING “POCKET PARKS” TO REST?
Only two school groups responded to this question and their score was a six out of seven (indicating a positive attitude) on this question.
Summary of Comments
Students that did not participate in the electronic survey frequently vocalized comments that were noted by event staff. This section provides a summary of themes and a sample of verbal comments from student participants.
Parks and Open Space:
• Increase shade for comfort.
• Add a diverse selection of trees, flowers, and grass.
• Enhance with the vibrant colors of nature.
• Introduce better lighting for safety and extended usability.
• Diversify seating options and make them comfy.
• Allow for more art and murals.
• Address the need for more activities.
• Preserve scenic views while providing shaded areas.
• Integrate yard spaces or recreational facilities.
• Implement sustainable solutions like solar energy.
• Foster a livelier atmosphere forcommunity interaction.
• Provide fire pits for winter.
• Add misters and water features.
• More desert plants, real ones, not fake ones.
• More dog parks.
• Ensure neighborhoods aren’t too noisy.
• Ensure there are places for kids to play.
Housing:
• Homes could have gardens on top.
Circulation and Mobility:
• Acknowledge and appreciate safety measures such as bike lane barriers.
• Enhance visual appeal and environmental sustainability with more greenery along bike lanes.
• Ensure there are bike racks.
• Prioritize street parking over parking lots.
• Make sure sidewalks are wide and streets are small.
Land Use and Urban Design:
• Create variability in building styles.
• Foster connections between people through human-oriented design.
Economic Development:
• Provide places for people to eat.
• Provide places for people to work out.
• Ensure there are public restrooms.
• Create more outdoor eating spaces.
• Prioritize recreation facilities and parks.
Conclusions
Participants reported overwhelmingly positive responses to the event (quotes):
• This experience made me excited to share my opinions about how I want our city to be.
• I think my community members should experience this so they can also share their opinions about city planning.
• This experience has made me excited to learn more about city planning.
• Participating in this interactive experience helped me better understand the kinds of design elements that matter when planning a community.
Participants reported that it is important to have a large park with different play areas and sports courts when planning space. They also reported on the importance of walking or biking to stores.
• There were mixed results on participants preferred way of accessing neighborhoods (walking versus driving).
• Respondents all preferred bike lanes next to sidewalks as opposed to parking lots.
• Students were split (47% to 53%) on public transportation supporting their future lifestyle; however, 66% reported that they could see themselves living near public transit.
Of the groups responding, all noted the importance of having a gathering space for their community. And of the two groups responding, all noted the importance of “pocket parks” when biking or walking to a main street.
DRAFT PLAN SUMMARY
Overview
The Draft Plan segment of public engagement was held between January 4, 2024 and March 4, 2024, represents the required 60-day comment period per Arizona State Statute 9-461.06. This section includes methods, results, and analysis of key themes from respondents about the general planning process.
This Draft Plan summary consists of the following sections:
• How Did We Reach the Community?
• Participation by the Numbers
• Online Questionnaire Results
• Draft Plan Showcase Events Comments
How Did We Reach the Community?
SOCIAL MEDIA
Tomorrow’s Mesa utilized a comprehensive social media campaign, spread across multiple platforms, including Facebook, Twitter, Instagram, Nextdoor, and LinkedIn. Posts were accessible, easily shareable, and invited viewers to the Draft Plan Open House Events, review and offer comment on the Draft Tomorrow’s Mesa General Plan 2050 via an online document-review platform; view and offer comment on the draft future land use map; or take the online questionnaire. Over the course of the 60-day comment period, the City launched 15 organic social posts, with a total of 9,633 impressions and 205 engagements.
The City also implemented a series of paid ads through Nextdoor, with a total of 10 posts and over 68,000 impressions. An additional 8 paid ads were included on Facebook with a total of nearly 360,000 impressions, and 8 additional paid ads in Spanish resulted in over 190,000 impressions.
LIBRARIES
The City of Mesa created booths at three public libraries, including Main, Dobson Ranch, and Red Mountain libraries. Each booth included print copies of the Draft General Plan along with comment cards. Nearly 60 comment cards were collected from these stations.
PAID ADVERTISEMENTS
The City of Mesa also posted ads in Prensa Arizona (January 25, 2024) and the East Valley Tribune (Northeast and Southeast, February 4, 2024). Prensa Arizona also included banner ads and Facebook notices.
EMAILS THROUGH SCHOOLS
The City coordinated with Mesa Public Schools to release notification of the Draft Plan and Open Houses through their PeachJar system. Notice went out to 41 public schools throughout the City.
PROJECT WEBSITE
The project website was updated throughout the Draft Plan segment to provide information to the public on opportunities for feedback, Draft Plan events, and project progress. The project website hosted the Draft Plan questionnaire, and links to the Draft Plan review platform and an interactive Future Land Use and Growth Strategy Map. During the 60-day comment period, there were over 10,000 visits to the website.
CITY COUNCIL, BOARDS, AND COMMISSIONS
Staff gave three updates each to City Council and the Planning and Zoning Board, along with updates to the Downtown Mesa Association, Mesa Grande, and Las Sendas Community Association.
DRAFT PLAN QUESTIONNAIRE
The City hosted an online questionnaire through Survey Monkey, available for public response from January 4, 2024 through March 4, 2024. Both a long and short version of the questionnaire were available. The questionnaire was available in both Spanish and English
Nearly 190 total respondents participated between both questionnaires —139 to the full questionnaire, and 48 to the short questionnaire. Results from this questionnaire can be found at the end of this Chapter.
ZENCITY SURVEY
In an attempt to further increase the reach of public input, Mesa partnered with ZenCity, a digital platform that uses survey tools and analytics to help cities understand resident preferences and needs. ZenCity specifically gauged support for the Core Values and Guiding Principles in the draft 2050 General Plan. The survey was available between January 3rd and
February 7th, and 842 respondents were recruited to participate in the survey. Refer to Chapter 08 for this summary.
ONLINE DRAFT PLAN REVIEW
The Draft Plan document was uploaded onto an online review platform from January 4, 2024, through March 4, 2024. This platform allowed viewers to add comments throughout the General Plan document, and see and respond to others’ comments. All comments were downloaded, reviewed, and used to inform additional updates to the adoption draft. Over the course of the 60-day period, the Draft Plan received over 5,300 views, and 280 comments by 70 individual commenters.
ONLINE FUTURE LAND USE MAP/GROWTH STRATEGY MAP
The online map allowed users to zoom in to specific areas of the Future Land Use Map and Growth Strategy Map, and make comments on specific parcels. Over 110 individual comments were downloaded and used to inform additional updates to the adoption draft.
PLAN SHOWCASE OPEN HOUSE EVENTS
Six community meetings/events were held during the last two weeks of February, which provided the opportunity for groups of community members to review and comment on the Draft Plan and the Future Land Use and Growth Strategy Maps in an open house format. Over 80 community members attended at least one of these events, along with City leadership, members of the General Plan Advisory Committee, and staff.
Participation by the Numbers
Public participation estimates for the Draft Plan phase are summarized below. For the Draft Plan segment, over 5,500 community members were engaged. As of March 5, 2024, nearly 28,000 people visited the project website.
MEETING/EVENT
DATE
ATTENDANCE/
RESPONSES
Las Sendas Community Association Roundtable
2/7/24
12
Mesa Grande (3 meetings)
2/15/24, 2/20/24, 3/4/24
5
Downtown Mesa Association
1/17/24
8
Draft Plan Showcase Event - District 2
2/22/24
5
Draft Plan Showcase Event - District 1
2/23/24
8
Draft Plan Showcase Event - District 3
2/24/24
25
Draft Plan Showcase Event - District 5
2/29/24
30
Draft Plan Showcase Event - District 6
3/1/24
3
Draft Plan Showcase Event - District 4
3/2/24
12
Online Questionnaire #4
1/4/2024 – 3/4/2024
~190
ZenCity Survey
1/3/2024 – 2/7/2024
842
Online Draft General Plan Review
1/4/2024 – 3/4/2024
5,300+ views; 280 comments and 70 commenters
Online Future Land Use Map/Growth Strategy Map Review
1/4/2024 – 3/4/2024
110+ comments
Tomorrow’s Mesa Website Visits
1/4/2024 – 3/4/2024
10,000+ visits
I Love Mesa Day*
3/9/2024
TBD
Celebrate Mesa*
4/13/2024
TBD
*Note, these events were held after the 60-day comment period, but were used to draw awareness to the General Plan and its anticipated review and adoption
Online Questionnaire Results
The City hosted an online questionnaire through Survey Monkey, available for public response from January 4, 2024 through March 4, 2024. Nearly 190 respondents participated in the questionnaire.
HAVE YOU READ THE GENERAL PLAN OR THE SECTIONS THAT INTEREST YOU? (48 responses)
THE MESA 2050 GENERAL PLAN IS A VISIONARY DOCUMENT THAT WILL GUIDE DEVELOPMENT IN THE CITY FOR THE NEXT DECADE. DOES THE MESA 2050 GENERAL PLAN ALIGN WITH YOUR VISION FOR MESA? (47 responses)
PLEASE SHARE WHY OR WHY NOT. (22 responses)
The following is a summary of representative comments for this question.
• It is a visionary plan but how are some of the points going to be executed?
• Would like to say we are working sustainably and show our appreciation for the beautiful desert around us
• The City should focus on municipal provisions for City residents only. This would include but not be limited to conditions of streets, zoning criteria for business and residential land, provision and maintenance of public transportation, police and security, public schools and parks.
• Neighborhood development should be left to the private sector to be done according to City codes, not in accordance with a City “design.” And the businesses that the City attracts should guide what local private developers provide under City codes. This is not a responsibility of the City government - only City zones and City codes.
• My concern is water consumption. Please show me specifically how we can sustain.
• Enormous concrete enormous warehouses make additional heat, and many of these warehouses are empty for years.
• I have faith in the leadership that has brought the City of Mesa to its present state. Their guidance will likely target an appropriate path into the future.
• Concern about sustainability of our water supply with all the growth going on in Mesa. Giving incentives to businesses using large amounts of water to build in Mesa takes away from those of us trying to live and work here.
• I appreciate the emphasis on non-motorized transportation and attainable housing, however I think the emphasis on high-end housing doesn’t align with Mesa’s working-class identity.
• I use the Mesa Arts Center classes as studio space. The ceramics program is great but at capacity. We have been told that cuts and more classes may be implemented which would make the space much worse. I like the idea of the arts in the General Plan, but I am seeing threats of the opposite being implemented.
• I think there are great sentiments about improving community and transportation in the City of Mesa. I do worry that the zoning of the City will hurt that overall vision.
• The overall vision is strong, but it seems like it is mostly staying on the current trajectory. I don’t think that the parts that relate to climate are forward-thinking enough (water, resource uses, transportation, etc.)
• I would like to see a lot more consideration to add trees and plants throughout the City especially in parks, walking areas, shopping centers, roads, etc.
• I would like to see continued expansion of creative arts, theatre, design to make the City a destination for entertainment, food, and art.
• I want Mesa top continue its positive growth and the plan seems to encourage that.
• Please add more bike paths, bike parks/pump tracks. More trails at desert trails park
• Takes the history but plans for a good future.
• Too many data centers in Eastmark. There needs to be more places to eat and things to do. It is ruining a great area.
PLEASE PROVIDE FEEDBACK BELOW ON THE CHAPTER OF THE PLAN THAT INTEREST YOU. (25 responses)
The following is a summary of representative comments for this question, and organized by Chapter.
Chapter 2. The People
• Mesa needs to encourage year-round living. When there are so many snowbirds, it is difficult for businesses to succeed year-round.
• I think it is important for residents to feel at home and a part of Mesa. Communities will celebrate on their own what values and characteristics they find among themselves. Let neighbors be neighbors. The City of Mesa doesn’t have to “foster” anything.
• The people will be the reason Mesa survives and thrives in the future and the page The People suggests so in its presentation!
• Active transportation is exciting to hear about. I think a great method is to improve pathways to and from the canal paths.
• Further investment in the cultural and public spaces and offerings in Mesa will continue to help us grow as a community, and help these remain accessible to all community members. Most of the cultural events in the Valley have entrance fees that, although perfectly reasonable to some, are unattainable for many, especially families. Mesa currently stands out for making many of these events and offerings free and open to the public, while benefiting surrounding businesses.
• Developing a comprehensive response to support unhoused people is critical. More people are going to experience homelessness as the housing affordability crisis is going to take many years to address.
• Support and investment in education and higher education is critical. Currently, Mesa’s public schools are on a downward spiral, which will have a huge long-term impact on the community.
Chapter 3. The Land
• Maximize the beautiful views. Have restaurants and parks that overlook the beautiful mountains.
• The Fiesta District is a concern. Convenient area to all freeways and other cities, however, it is older and there hasn’t been anything done as far as I know to update the area. Look beyond apartments and include single-family and townhomes. Plus small businesses, unique restaurants and bars along with convenience services.
• Private land developers do a great job in providing for the needs of education, open space for recreation, street design, etc. The City of Mesa should make sure zoning and codes are sensible and sustainable. Private land developers always work with city managers.
• I feel it is important to preserve land for open spaces and recreation - not just development.
• There could be a higher desire for things such as rent control rather than just non-definitive ideas such as “attainable housing”. Attaining housing isn’t always the issue, sometimes just being able to keep the roof over one’s head is the biggest struggle.
• Single-family zoning is too prevalent in certain districts.
• I support the emphasis on creating affordable and attainable housing. However, making additional high-end housing a public priority is tone-deaf, and something that builders and the private sector can invest in, but Mesa should not be focusing on this on behalf of our citizens.
• I fully support P01, making open and green spaces close to all neighborhoods. That would make Mesa stand out as a great place to live, and more equitable access than it currently is and most other towns/cities.
• Safe non-car transportation options.
• We need a more expansive bike path network, as well as pump tracks and other fun biking features geared toward the large community of mountain bikers in the valley.
•
Plans for accessible services and recreation in locations where that is lacking
Chapter 4. The Economy
• Encourage businesses that employ people (not data centers or warehouses).
• The function of the City government is to attract business to the City. The businesses that come will hire private developers to meet the needs of future employment and its needs.
• A healthy economy will be necessary to provide a firm foundation for our future.
• Growth cannot continue unless we have the resources for those living and working here.
• It’s critical that Mesa focuses on attracting good quality jobs (which include not only wages, but also benefits, flexibility, and other factors that employees look for).
• Workforce development will be critical as demographic trends lead to fewer workers available to fill jobs, and as more jobs require postsecondary training of some sort.
• There needs to be much more emphasis placed on the environment, conservation, and response to climate change. It’s not enough to say we will manage our water responsibly. This area needs a lot more detail and depth, as well as an emphasis on ensuring that all citizens at all socioeconomic levels will be provided with the support they need for extreme heat and other climate-caused events.
Chapter 5. Implementation
• Rather than have a vote on the General Plan, the City of Mesa should break these actions up into separate actions for residents to vote on.
• Any action plan requires the backing of the team, and it will need enthusiastic supporters speaking out to firm up backing from other community members.
• On the right track
DO YOU HAVE SPECIFIC SUGGESTIONS ON WHAT THE CITY SHOULD PRIORITIZE WHEN PLANNING MESA’S FUTURE? (33 responses)
The following is a summary of representative comments for this question, and organized by Guiding Principle.
Great Neighborhoods
• New is always great but some of the older areas need assistance (monetary and vision) on how to clean up or revitalize prior to introducing new additions. There are a multitude of old strip mall areas and old commercial that could be rezoned for apartments or new commercial instead of taking up vacant land that could be used for more significant ideas.
• Focus on reclaiming Main Street between Power and Apache Junction.
• Repurposing buildings. Stop building apartments. Homes are needed. Diversity is great here.
• Look at downtown Chandler, Gilbert, and Scottsdale. Look at how their business is booming every weekend.
• The Escobedo District would look nicer if the City cleaned it up a bit more. The houses are historic and they should stay that way.
• Maintain essential characteristics of current neighborhoods, add more higher-end community options and continue redevelopment.
Human Services
• Teen/young adult/adult activities
• Involve the youngest generations with the oldest generations in group discussions about current affairs, and then use their solutions to meet the needs of the future.
Parks and Open Space
• Southeast Mesa needs an aquatic center.
• Expand our libraries, parks, and recreation. These are benefits that can be used by all citizens.
• We need more bike parks and trails.
• Pump/skills tracks. Desert trails exists, but the pump track is not great and the jumps are much more geared toward bmx bikes than full size mountain bikes.
Housing
• Too many multi-resident housing are pushing up the price of single home residences. With fewer and fewer single-family residences going into the market because of inflation and the rise of interest rates, single resident housing is becoming more and more unaffordable.
• Housing - equitable, more affordable.
DO YOU HAVE SPECIFIC SUGGESTIONS ON WHAT THE CITY SHOULD PRIORITIZE WHEN PLANNING MESA’S FUTURE? (continued, 33 responses)
Circulation and Mobility
• No light rail on Rio Salado east of Dobson. It would destroy the neighborhood and neighborhood schools.
• Add pedestrian paths to and from the canal paths and pedestrian centers.
• A safe way to travel from Sky Harbor all the way out to Apache Junction.
• Buying electric vehicles is not green, higher cost and uses slave labor to mine battery resources. Cost of light rail too high to build.
• More bike paths away from vehicle traffic to access downtown Mesa, Longbow, etc.
Land Use and Urban Design
• Stop building warehouses in southeast Mesa.
• University and Gilbert/Lindsey area could really use a grocery store and a gas station.
• Increase the availability of higher end restaurants on the east side.
Economic Development
• Stop letting data centers come to Mesa. They barely provide jobs and deplete our water supply and available land.
• Continue to add high quality jobs and education opportunity, especially through ASU Gateway.
Environment, Conservation, Energy, and Water
• Celebrate our desert living - encourage rain water harvesting and look at ways to reduce the heat island effect. Discourage landscape blowers and plastic grass. The trees we are planting are fantastic!
• We live in one of the hottest states, please consider more covered parking and covered playgrounds.
• Significantly increase the addition of trees.
• Increase and encourage the use of electric vehicles to help our climate and reduce pollution. More designated charging stations and continue to switch city vehicles to electric.
Other
• Reducing spending, reducing regulations on private citizens.
HAVE YOU READ THE GENERAL PLAN OR THE SECTIONS THAT INTEREST YOU? (40 responses)
THE MESA 2050 GENERAL PLAN IS A VISIONARY DOCUMENT THAT WILL GUIDE DEVELOPMENT IN THE CITY FOR THE NEXT DECADE. DOES THE MESA 2050 GENERAL PLAN ALIGN WITH YOUR VISION FOR MESA? (16 responses)
PLEASE SHARE WHY OR WHY NOT. (9 responses)
• I live in West Mesa, just outside the downtown core. “Safe” doesn’t exactly describe my neighborhood due to the car traffic.
• The developments over the last 5 years are illustrative of and proactively implementing the vision statement.
• I have been born and raised in Mesa Arizona. I want to see a brighter Mesa for the future.
DO YOU HAVE SPECIFIC SUGGESTIONS ON WHAT THE CITY SHOULD PRIORITIZE WHEN PLANNING MESA’S FUTURE? (11 responses)
Parks and Open Space
• Parks, independently owned restaurants and other small businesses. Indoor rec activities for families.
Housing
• We do not support multi-family within single family neighborhoods.
• There needs to be access to more affordable housing and a better way for the younger generation to afford to buy a house. There are too many rental properties and not enough single family home options.
Circulation and Mobility
• No more expansion of any type of light rail or trolley in West Mesa. Especially from Dobson to Country Club. That would be a nightmare as it navigates by two schools and in front of many single-family homes.
• Bus service in East Mesa to county line.
• Public transportation and parks come to mind, especially in areas where dense housing is planned.
• Better infrastructure for vehicles.
Land Use and Urban Design
• Suggest developing a more comprehensive neighborhood/area reuse plan that incorporates low income, affordable housing (own or rent) and likely multi-unit. But do so with an Urban Center or Urban Residential community plan to deliver the vision, provide safe living, and give preschool to young teens a safe place away from the streets.
Economic Development
• More unique local businesses in the newer areas. There is a ton of concrete warehouse buildings going up in the area near QC. What about something more unique like the Pecans in QC or Agritopia in Gilbert.
• Reduce taxes to attract business.
• I’d like to see the city economic plan address downtown Mesa development in depth. We are getting lots of housing downtown but we need grocery stores like Whole Foods and Trader Joe’s. We need more cafes and restaurants and outdoor seating for all the restaurants. The City could encourage businesses to utilize sidewalk or any adjacent outdoor space. This would contribute to a more lively downtown and attract more customers. I also would like to see trees planted all along Main Street
Environment, Conservation, Energy, and Water
• The City should require a certain number of trees be planted in every new development, citywide.
Public Facilities and Services
• In all actions, prioritize the tax-paying citizens of Mesa, with fiscally prudent emphasis on public safety, diversified economic growth, high quality private housing, and an efficient roadway system.
Draft Plan Showcase Event Comments
CHAPTER 1: INTRODUCTION
• How are population projections taken into account for the Vision?
Tomorrow’s Mesa: Values and Guiding Principles
Destruction of desert and use of non-native plants is contradictory to the Tomorrow’s Mesa Vision photo
The People
• Mesa could benefit from placemaking such as Old Town Scottsdale, Kierland Commons, and SanTan Village
• Libraries should be open on Saturday, and maybe even just Main on Sunday
The Economy
• Outlaw HOA requirements for grass lawns to conserve water and work with retailers and nurseries to offer more native species
• As the Sonoran Desert is rapidly disappearing, we need more awareness of native plant use to protect the ecosystem and sense of place (e.g. desert uplands are a good model throughout Mesa)
• Utilities Department should be open Monday through Friday.
The Land
• Better public transportation to make it easy for anyone to use
• More shaded areas in parks, transit stops, stop lights, and other public spaces
CHAPTER 2: THE PEOPLE
History, Arts, and Cultural Resources
• Excited to see museums, arts, culture listed among the priorities for Mesa’s future
• Asian Culture Park more than signs
• Would like to see investment in arts and culture in Mesa’s Asian District
Great Neighborhoods
• Proud to be in Dobson Ranch
• Strengthen schools by maintaining a balance of long-term residency and neighborhood investment
• Promote complete communities in both existing and new
• Please clarify or rewrite “complete communities are incompatible”
• Reinvest in programs and places vital to the working class, and historically significant neighborhoods, like the Washington Activity Center in Washington Escobedo
Public Safety
• Take a regional approach and include other cities
• Responsible strategic planning when locating investments to not overconcentrate coordination is needed between human services department, neighborhoods, housing, and economic development
• Public safety must remain high on the list of city priorities
• Prioritize public safety alternatives to police, such as social workers and de-escalation specialists
Human Services
• Promote job and professional development and promote first time homeownership programs, accountability, financial skillsets
• Collaborate with churches and other faith-based organizations
• I support efforts to help the homeless to find permanent housing and employment to break the cycle of poverty and despair
• Support our public schools and surrounding communities
• Expand assistance for animals/animal control, as there are few resources in Mesa.
CHAPTER 3: THE LAND
Housing
• Include the word affordable housing in this plan
• Would like to see more affordable housing in mixed-use and walkable communities
• Allow higher density neighborhoods to support restaurants, commercial, and retail
• Too many apartments and too high density are destroying our mountain views. Stop!
• Expand affordable and subsided housing for all people, and build it across a diversity of regions, so we can be truly integrated
• Concerned that high-end housing and executive housing will be a priority over mid-range and affordable housing
• Mixed income is very important to make attainable
Circulation and Mobility
• Move cars, people and goods
• Cars need to be mentioned as a predominant mode, along with the other options mentioned
• Can canal trails for bikes be developed and better communicated to residents
• No road diets
• More bike-friendly access
• Expand light rail further east-maybe as a northeast loop
• Explore the cost comparison of bus rapid transit and car share and compare to light rail
• Light rail increases human services demand
• Signal priority for light rail
• Enhance bike-friendly and safe transportation avenues to reduce carbon footprint and to promote personal/community health
• Would like to see expanded public transit in mix use and higher density areas
• Many neighborhoods have seen property damage, trespassing, and drug use within one mile of the light rail, and many want to limit it
• Explore the feasibility of transportation option such as bus rapid transit and other modes
• Careful consideration should be made to the impacts of neighborhoods
Parks and Open Space
• Maintain and enhance our desert landscape
• More parks like Desert Arroyo Park would be wonderful
• Diverse small park system that is more accessible to kids without parent taxi
• Parks need good edge-to-edge sight lines, because places like Pioneer Park are really easy to lose sight of your children
Land Use and Urban Design
• New apartments and neighborhoods should incorporate community centers to build a sense of community
• Every complex or neighborhood to should have green spaces to enjoy nature
• Tax and development incentives for redevelopment
• Keep downtown core strong
• Encourage restaurants of higher quality - no more beer or taco emphasis
Growth Strategy Map
• Change the single-family dwelling lots from pepper to university between Dobson and Horne from sustain to conserve even though it isn’t technically an Historic District
• Is Enhance appropriate for the airports?
• Call out the canals on these maps
• Change mobile home parks to Enhance
• Use Enhance for retail, not residential
• Allow limited commercial in some light industrial space to activate industrial parcels and night, food, brewery, etc.
Tomorrow’s Mesa: Placetypes
• Downtown: I have noticed many of the shops in the mixed residential buildings are empty
• Rural Residential: Thank you! These neighborhoods keep the “Mesa” spirit alive
• Rural Residential: Where are the trees?
• Mixed Residential: Complete communities = 15 minutes cities = something that China has implemented with geo-tracking. Not for Mesa citizens. Thank you
• Mixed-Residential: As a resident near downtown, I like and want more 15-minute city qualities for those of us downtown
• Urban Center: Big employers should be required to participate in TDM strategies; create a policy like Tempe
• Each place type deserves its own street typologies/standards that move people
• Regional Employment Center: requires standards for proximity and connectivity to foster placemaking
• Industrial: no more storage unit facilities
• Industrial: in the 202 area we already have a great many industrial places
• Parks and Open Space: trees, shades, quiet, water!
CHAPTER 4: THE ECONOMY
Public Facilities and Services
• Create opportunities for the county islands to be annexed into Mesa
• I would like to see extended hours for our libraries. Sunday too!
• Please expand funding for libraries including programming which provides tremendous resource for the community
Environment, Conservation, Energy, and Water
• Would love to see more resources for recycling pickup provided by the City
• Mesa is over charging citizens 30% utilities to cover the General Fund
• Environmentally responsible landscaping of roadway medians
• We must have trees! Encourage support! Incentives!
• Maintain the landscape along mayor streets/freeways
Economic Development
• Would love to see supporting the arts/artists and cultural diversity included in the plan to support, develop, and attract new residents
• Would love to see arts and culture business in Mesa
• Bring in more mom and pop type restaurants and stores
• Skilled trade, i.e. manufacturing already can’t fill positions with qualified candidates for $35/hr. and we need the people not more “hiring” signs
CHAPTER 5: IMPLEMENTATION
• Keep metrics at this level for transparency as they are buried too low in specific strategic plans and loses connections to the residents
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ZENCITY SURVEY SUMMARY
Overview
In an attempt to further increase the reach of the 2050 General Plans public input, Mesa partnered with ZenCity, a digital platform that uses survey tools and analytics to help cities understand resident preferences and needs. Mesa asked ZenCity to engage residents in various geographic areas and demographics and gauge their support for the Core Values and Guiding Principles in the draft 2050 General Plan.
The Draft Plan Showcase - ZenCity Survey segment of public engagement took place between January and February of 2024. This section includes methods, results, and analysis of the ZenCity General Plan Survey.
This Draft Plan Showcase - ZenCity Survey summary consists of the
following sections:
• Participation by the Numbers
• Methodology
• What Did the Community Say?
• Results
Participation by the Numbers
Public participation in the Draft Plan Showcase - ZenCity Survey took place over the course of a month from January 3rd through
February 7th, 842 respondents were recruited to participate in the survey.
Methodology
Survey respondents were recruited using targeted ads on various platforms (e.g., social media, apps for Android and IOS) as well as online survey panels. Using data from the US Census Bureau, this survey employed quotas to match the distribution of race, ethnicity, age, and gender in Mesa, ensuring that the sample represented the entire population of Mesa.
To make sure the sample was representative, a technique called rake-weighting was used to balance out any remaining differences between the makeup of the survey respondents and the community. This process served as a statistical safeguard against any demographic group being overrepresented or underrepresented in the final score calculations by giving overrepresented groups a lower weight and underrepresented groups a higher weight in the analysis.
What Did the Community Say?
EXECUTIVE SUMMARY
• On average, a majority of respondents reported believing that all three of the Core Values were very important.
However, respondents most commonly selected ‘exceptional public safety services’ as important and least commonly selected ‘diversity in Mesa’.
• District 4 reported believing that each of the three Core Values were less important (as compared to the other districts), and District 1 most commonly rated them as important.
• Interestingly, some differing demographic effects were found for each of the Core Values. For example, 18 to 34 year old respondents were found to be the age group that rated ‘Our People’ principles as most important, but rated ‘Our Economy’ least important. Conversely, respondents living in Mesa for 5 to 10 years, rated each of the principles as more important than those living in Mesa under 5 years or over 10 years.
• Lastly, when asked about comments or questions, many respondents mentioned their support for these Core Values and their desire to see them succeed. However, there were also concerns around how these will be funded and specific questions around what will be done and when.
ZenCity Results
HOW IMPORTANT ARE THE FOLLOWING CORE VALUES WHEN PLANNING FOR THE FUTURE OF THE CITY?
Core Values: On average, the large majority of respondents reported believing that all three Core Values were at least somewhat important. However, the Core Values associated with ‘Our Economy’ were more widely agreed upon, with an average of 84% of respondents believing that they were at least somewhat important. In comparison, 77% of respondents reported believing that the Core Values associated with ‘Our People’ were at least somewhat important, and 6% reported believing that they were not important.
PERCENT OF “VERY” AND “SOMEWHAT IMPORTANT” RESPONSES BY COUNCIL DISTRICT
Districts: Across all three Core Values and all six districts, the percentage of “very” and “somewhat important” responses ranged from 71% (District 4, Our People) to 90% (District 1, Our Economy). Moreover, District 4 reported the lowest percentages of importance across all three Core Values, and District 1 reported notably high percentages of importance in relation to the Our People and Our
Economy Core Values.
IMPORTANCE BY AGE GROUP
Age: The effect of age was found to vary across the three Core Values. Namely, for ‘Our People’, 18-34 year olds reported higher percentages of importance as compared to 35-54 year olds and over 55. Conversely, older respondents rated ‘Our Economy’ more important than younger respondents (88% over 55s, 86% 35-54 year olds, and 81% 18-34 year olds). The ‘Our Land’ Core Values was found to have the least notable effects of age.
IMPORTANCE BY RACE
Race: Overall, White respondents reported believing that the ‘Our Land’ and ‘Our Economy’ Core Values were important more often than Hispanic and Black respondents. However, when asked about the Core Values associated with ‘Our People’, White and Hispanic respondents reported lower perceived importance and higher percentages of ‘slightly important’ and ‘not important’ as compared to Black respondents.
IMPORTANCE BY RESIDENCY DURATION
Years in Mesa: Respondents living in Mesa for 5 to 10 years reported higher percentages of importance across all three Core Values, as compared to those that have lived in Mesa for under 5 years, or over 10 years. This was particularly notable when looking at the principles associated with ‘Our People’, where 82% of them reported the principles were at least somewhat important, as compared to 77% and 76% of those living in Mesa under 5 years and those living in Mesa over 10 years (respectively).
WHAT QUESTIONS, COMMENTS, OR CONCERNS, IF ANY, DO YOU HAVE ABOUT MESA’S CORE VALUES AND
GUIDING PRINCIPLES?
Open-ended Responses: The 400+ open text responses were categorized into the 12 Guiding Principles and into a few other key themes that were mentioned. Beyond the responses that provided general support for them and/or had no comment or questions, respondents most commonly talked about the attainable housing and safety principles. There were also multiple comments mentioning homelessness in the City, and asking how the principles will be funded and/or the potential effect on taxes.
HOW IMPORTANT ARE THE FOLLOWING GUIDING PRINCIPLES WHEN PLANNING FOR THE FUTURE OF THE CITY?
Our People: Within the Core Value of ‘Our People’, there was agreement across most respondents that having an exceptional public safety services is particularly important (94% reported it as very or somewhat important, and only 2% reported it as slightly or not important). Conversely, when it came to diversity in Mesa, there was more variation with 64% of respondents reporting it as very or somewhat important and 19% reporting that they believed it was slightly or not important.
HOW IMPORTANT IS ‘DIVERSITY IN MESA’ WHEN PLANNING FOR THE FUTURE OF THE CITY?
Diversity in Mesa: The percentage of respondents that reported that diversity in Mesa was somewhat or very important ranged from 55% in District 4, to 74% in District 3, and from 58% of Male respondents to 89% of Black respondents. Notably, older respondents (35-54 year olds and over 55s), Male respondents and respondents that have lived in Mesa over 10 years also reported higher percentages of ‘slightly important’ or ‘not important’ (21%, 22%, 24%, and 21%, respectively).
WHAT QUESTIONS, COMMENTS, OR CONCERNS, IF ANY, DO YOU HAVE ABOUT MESA’S CORE VALUES AND
GUIDING PRINCIPLES?
Open-text Responses: Respondents that spoke about topics relating to the ‘Our People’ Core Value particularly spoke about safety concerns, mentioning specific regions, the light rail, homelessness, and drugs. There were also frequent mentions of the desire to have all neighborhoods in Mesa be a more welcoming and specific concerns about too many industrial/commercial buildings and
mobile homes.
HOW IMPORTANT ARE THE FOLLOWING GUIDING PRINCIPLES WHEN PLANNING FOR THE FUTURE OF THE CITY?
Our Land: Overall, a majority of respondents reported believing that all four Guiding Principles of ‘Our Land’ were somewhat or very important, with only between 8% and 4% of respondents believing that any of them were only slightly or not important. However, percentages of very and somewhat important were found to be lower when asking about active lifestyles with rich recreation opportunities (76% somewhat or very important).
HOW IMPORTANT IS ‘ACTIVE LIFESTYLES WITH RICH RECREATION OPPORTUNITIES’ WHEN PLANNING FOR THE FUTURE OF THE CITY?
Recreation opportunities: The percentage of respondents that reported that active lifestyles with rich recreation opportunities was very or somewhat important to them ranged from 66% in District 4 to 79% in District 1. Hispanic respondents reported particularly low percentages of importance (68% selected very or somewhat important), however percentages of slightly and not important remained low across all of the analyzed demographic groups.
WHAT QUESTIONS, COMMENTS, OR CONCERNS, IF ANY, DO YOU HAVE ABOUT MESA’S CORE VALUES AND
GUIDING PRINCIPLES?
Open-text Responses: Most comments that mentioned ‘Our Land’ principles talked about attainable housing and transportation. Specifically, respondents reported that they desired more affordable housing, improved public transportation and reduced traffic. There were also mentions of a desire of an improved downtown area with additional shops and food options.
HOW IMPORTANT ARE THE FOLLOWING GUIDING PRINCIPLES WHEN PLANNING FOR THE FUTURE OF THE CITY?
Our Economy: Resilience and cost-effective public services were the Guiding Principles that respondents believed were most important when it came to ‘Our Economy’ (90% and 88%, respectively). However, a large majority of respondents also rated economic innovation and prosperity and sustainability as very or somewhat important, and the percentages of slightly and not important remained
low throughout.
HOW IMPORTANT IS ‘GOOD STEWARDSHIP OF NATURAL RESOURCES’ WHEN PLANNING FOR THE FUTURE OF THE CITY?
Sustainability: The percentage of respondents that reported that good stewardship of natural resources was very or somewhat important to them ranged from 75% in District 4 to 86% in District 1. Though percentages of slightly and not important remained low throughout all the analyzed demographic groups, White respondents reported particularly high levels of perceived
importance (85%).
WHAT QUESTIONS, COMMENTS, OR CONCERNS, IF ANY, DO YOU HAVE ABOUT MESA’S CORE VALUES AND
GUIDING PRINCIPLES?
Open-text Responses: Guiding Principles relating to ‘Our Economy’ were the least commonly mentioned, however those that did, mainly mentioned environmental sustainability and economic prosperity. Specifically, respondents wanted more green spaces and a focus on ensuring Mesa remains a sustainable city. An additional 20 responses were also collected that mentioned the potential cost of these principles to taxpayers.
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