In 1991, Todd Jones arrived in Las Vegas to become a professor of philosophy at University of Nevada Las Vegas. He immediately liked the John S. Park neighborhood, where he had friends—members of a poetry group and other professors. He was attracted to the vintage esthetics and the feel of streets lined with large trees. It was a contrast with the explosion of homes being built in the city during the 1990s. Todd knew if ever bought a house, it would be there. In 2000 he did. He describes his impressions of the neighborhood's history as an old Mormon area. He also classifies the residents as being members of what her describes as three or four very distinct populations: "urban professionals, old Mormons, professors and lots of immigrants from Mexico. Todd talks about the neighborhood website that once existed and his impression of the political leanings of residents. At one point he worked as a Democrat precinct captain.

Yorgo Kagafas is a self-described "urban guy." He became an Urban Planner for the City of Las Vegas in 1999. A farm boy from Ohio, he was educated at The Ohio State University, served in the US Navy and earned a M.A. in Environmental Planning from Arizona State University. He came to Las Vegas with a successful grassroots experience from living in a historic Phoenix neighborhood. His unique background complemented his new job which was to implement the Neighborhood Planning Process, a proactive system for Las Vegas communities to express their neighborhood desires prior to a developer coming in with their own agenda. In this interview he explains the criteria that must be met in this process. By coincidence, Yorgo moved into the John S. Park Neighborhood. He was attracted to its central location, intact residential neighborhood, and homes with character at affordable prices. While walking his dog one day, he met neighborhood leader, Bob Bellis, and became aware of neighborhood activism that could use his expertise. Yorgo points out that the good-old-boy mentality that still existed in Las Vegas was a potential obstacle. However he, Bob, and others were able to rally the homeowners and became a textbook example of how the Neighborhood Planning Process should work. He helped them identify their main issues: 1) Mary Dutton Park rehabilitation; 2) code enforcement of property maintenance; 3) attaining historic designation; 4) halting commercial encroachment. That was the first battle, according to Yorgo. With that done, they could next devise and implement a plan, which he describes. The process officially began March 14 2000. In June 2001, the Las Vegas City Council approved the final document.

Oral history interview with Irene Bustamante Adams conducted by Monserrath Hernández and Claytee D. White on May 13, 2020 for the Latinx Voices of Southern Nevada Oral History Project. Irene discusses her personal history, her culture and family traditions, and her previous employment. She also talks about her time in Las Vegas and how she came to be a representative for District 42 in the Nevada Assembly. Subjects discussed include: Migrant Farmworkers; California; Mexican culture; Equal Opportunity Program.

Steven Hart was born on April 7, 1946, and moved to Las Vegas as a one-year-old with his parents Nat and Sylvia Hart. After graduating from Las Vegas High School, Steven Hart went through an apprenticeship program to become a journeyman carpenter as his father wanted him to learn all phases of the hotel, restaurant, gaming, and business. Including hot to build and design them. He then enlisted in the United States Navy and joined its construction battalion during the Vietnam War. Upon his return to Las Vegas, Steven followed in his father?s footsteps working in the casino industry. Nat Hart was one of the city?s original celebrity chefs and corporate vice president of food and beverage for Caesars World. Well-known for his restaurants at Caesars Palace and the Desert Inn, and for his popular gourmet cooking school. During his long career as a successful gaming executive, Steven worked at several properties, including the International Hotel as food and beverage controller. He was the vice president of food and beverage for the Del Web Corporation. The assistant corporate food and beverage director at the Argent Corporation as well as the Casino Credit executive and Junket Representative for Caesars World. He worked as executive casino host at Bills Gamblin Hall and Hotel in addition to working as the hotel gaming consultant with Hart Gaming LLC. Steve?s wife and dad also owned Kazuku Yakitori, Ichi Ban Japanese steak house, Ringside Bar and Grill and the World Boxing Hall of Champions Museum. In 1985, Steven married Texas-born Wendy Stark Hart, who is also present during this oral history interview. Wendy Hart also pursued a career as an executive in the food and beverage industry. Together, Steven and Wendy Hat reflect at length about Nat Hart?s successful career, particularly as longtime corporate vice president of food and beverage for Caesars World Inc., and opening many of the company's restaurants at Caesars Palace locally and in Atlantic City. Steve and his dad also put in many restaurants for many of the Las Vegas Strip hotels. They discuss both Nat?s relationships with infamous industry figures, like Frank Rosenthal and Hy Goldbaum, and Nat?s dining endeavors with other industry leaders such as like Kirk Kerkorian and Stu and Cliff Pearman. They also highlight the innovation and creativity that Nat brought to his work. Steven also talks about his own career path, from working small jobs at the hotels while in high school, to his military service and developing construction skills, to learning various aspects of the gaming industry management. He reminisces about his childhood in Las Vegas and involvement with Jewish community, including being the first bar mitzvah at Temple Beth Sholom and later serving as president of Jewish War Veterans, Post 711.

Interview with Arthur "Art" Marshall by Claytee White on February 11, 2014. In this interview, Marshall

Arthur Marshall was born in 1929 in Cleveland, Ohio. He met his wife, Jayn in 1953, and the couple moved to Las Vegas where she already lived with her family. Art joined his father-in-law in the family's retail clothing business. Art Marshall took over the retail clothing business with his brother-in-law, Herb Rousso, and expanded operations as Marshall-Rousso stores. Art quickly became very active in the Jewish community upon arriving in Las Vegas. He served as president at Temple Beth Sholom, and worked with other Jews in the city, many who owned and managed the hotels at the time, to build a strong Jewish community in Las Vegas. He served as the chairman of Nevada State Bank and spent 12 years on the Nevada Gaming Commission.

Patricia Mulroy served Las Vegas as the general manager of the Las Vegas Valley Water District from 1989 to 2014. She served the state of Nevada as the general manager of the Southern Nevada Water Authority from 1993 to 2014. Patricia helped to build the Authority, and saw the state through the devastating drought of the Colorado River. Patricia was born in Frankfurt, Germany on February 24, 1953. As a young girl, she lived in several different countries, but always felt that the United States was her home. Her experiences abroad fed her to develop a fascination with government work and state service. She arrived in Nevada in 1974 to attend UNLV. In 1989, Patricia became the general manager of the Las Vegas Valley Water District. She entered the field at a tumultuous time, facing the drought of the Colorado River and tension within the districts. She pioneered the Water Authority, which revolutionized Southern Nevada’s water rights system and allowed the districts to deal with the issue cooperatively. She worked with other Southwestern states and Mexico to support Las Vegas and Nevada through the drought. Patricia retired in 2014, but has chosen to remain active in politics and business. She is currently working with the World Bank in China on the World Economic Forum. She is also a nonresident Senior Fellow at the Brookings Institute, a faculty advisor for the Desert Research Institute, and a board member of the Wynn Board of Directors.

Not many sixteen-year-olds assume the roles of father and mother to three younger siblings (one an infant), graduate from high school on time, and earn a full-ride scholarship (plus a loan) to a prestigious university. One such sixteen-year-old was Washington, D.C., native DeRuyter O. Butler, Executive Vice President of Architecture, Butler/Ashworth Architects, Ltd., LLC, and formerly Executive Vice President, Architecture, of Wynn Design & Development, LLC, and Director of Architecture, Atlandia Design & Furnishings, Inc. Determined to do right on behalf of his siblings and himself, Butler recruited his grandmother and enrolled in Catholic University, earning his B.S. in Architecture in 1977 while working overtime at the U.S. Post Office, buying a house in Maryland, and supporting his family. His first professional job in Philadelphia required him to rethink his living arrangements. Partnering with his sister, who assumed childcare duties during the week in Maryland, Butler lived in New Jersey during the week and commuted to Maryland on the weekends. After four years in that position and a short stint of being unemployed, in 1982 he became a draftsperson for Steve Wynn's Atlandia Design in Atlantic City. After he had worked with architects Joel Bergman and Paul Steelman in Atlantic City for four years, Wynn moved Atlandia Design to Las Vegas. Butler followed in 1986, bringing with him his grandmother and his youngest brother. In this interview, Butler discusses his unusual career path; the challenges of responding to and anticipating entertainment and recreation market trends; Wynn's insistence on always striving for "better"; and the importance of concealing service infrastructure in order to create the ultimate guest experience. He emphasizes Wynn's leadership in the gaming industry and with Clark County and the City of Las Vegas. He speaks to lessons learned from designing The Mirage, Bellagio, the Wynn, Wynn Palace, and Encore. Finally, he describes real-world limitations to building such as drought and historic water rights; traffic patterns, ride-hailing companies, and parking restrictions, and flight patterns and building heights.