04.CPA2600002 BOS REPORT PART 2.PDF

8
Economic 
Growth

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Planning Considerations . . . . . . . . . . . . . . . . . . . . . . 151
Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

Between 2010 and 2020, 
Maricopa County accounted 
for over half of Arizona’s 
total population growth
Introduction
Maricopa County stands as one 
of the most dynamic economic 
regions in the United States. With 
a population exceeding 4.5 million 
and growing rapidly, the County has 
become a magnet for both domestic 
migration and business investment. 
Between 2010 and 2020, Maricopa 
County accounted for over half of 
Arizona’s total population growth, and 
projections suggest it could reach 
6.5 million residents by 2060. This 
demographic expansion is reshaping 
the county’s labor market, housing 
demand, and infrastructure needs.
The County’s economic base is 
primarily service-oriented, yet it boasts 
robust goods-producing sectors that 
drive innovation and competitiveness. 
Key industries include healthcare and 
biosciences, finance and insurance, 
and 
advanced 
manufacturing, 
which 
encompasses 
aerospace, 
semiconductors, and electric vehicle 
components. Information technology 
is rapidly expanding, fueled by software 
development, cybersecurity, and data 
center growth, while transportation 
and logistics benefit from Maricopa’s 
extensive 
infrastructure 
and 
rail-
served industrial areas. Construction 
and real estate remain strong due 
to population growth and housing 
demand, and tourism continues to 
thrive with world-class resorts, sports 
venues, and cultural attractions. These 
sectors collectively position Maricopa 
County as a dynamic and resilient 
economy with competitive advantages 
in 
workforce 
talent, 
innovation 
ecosystems, and a favorable business 
climate.
Unincorporated 
Maricopa 
County 
presents unique opportunities and 
challenges. 
These 
areas 
of 
the 
County are experiencing increased 
development pressure as municipal; 
and urban centers expand outward. 
While unincorporated land typically 
offers flexible zoning and lower 
land costs, they often lack critical 
infrastructure such as sewer systems, 
improved roads, and comprehensive 
broadband 
connectivity. 
Strategic 
planning 
is 
essential 
to 
ensure 
that growth across unincorporated 
Maricopa County is balanced with 
infrastructure 
development 
and 
aligned with broader county goals.
The 
purpose 
of 
this 
Economic 
Development Element is to establish a 
comprehensive framework that guides 
policies and investments to sustain 
long-term prosperity.
The Economic Growth element includes strategies that 
Maricopa County can use to help create a diverse and resilient 
economy. Opportunities focus on locating employment 
proximate to where people live, supporting small and start-
up businesses, and supporting industries that require a lot of 
land but not urban services or infrastructure.
FRAMEWORK 2040 | Maricopa County Comprehensive Plan
150

Partnerships and Programs
The County supports economic development through its various departments 
and in conjunction with its community partners. In 2025, Maricopa County 
established the Office of Economic Development and a new Economic 
Development Coordinator role to develop partnerships with business; economic 
development, workforce development, community-based, industry trade, and 
labor organizations; boards and commissions; and other jurisdictions to support 
and grow the regional economy. A select review of some of these partnerships 
and programs include:
	
„ The Maricopa County Industrial Development Authority (MCIDA) is a 
nonprofit conduit issuer established under Arizona law to provide lower-cost 
financing for qualified projects through the issuance of revenue bonds. These 
bonds are exempt from Arizona income tax and, when compliant with the 
Internal Revenue Code, may also be exempt from federal income tax. 
Governed by a nine-member volunteer Board of Directors appointed by the 
Maricopa County Board of Supervisors, IDAMC operates with oversight and 
final approval from the Board of Supervisors. The Board meets regularly to 
ensure responsible stewardship of resources and compliance with statutory 
requirements. For more than 45 years, IDAMC has played a vital role in promoting 
economic growth, increasing affordable housing, creating jobs, and enhancing 
the overall economic vitality of Maricopa County.
	
„ Greater Phoenix Economic Council (GPEC) is a nonprofit partnership founded 
in 1989 to attract and grow quality businesses and enhance the region’s 
competitiveness. GPEC collaborates with 22 member communities, Maricopa 
County, and over 170 private investors to drive economic diversity and smart 
growth. Over its history, GPEC has helped more than 1,075 companies expand 
or relocate, creating nearly 195,000 jobs and generating over $76.5 billion in 
capital investment for the Greater Phoenix region.
Key Findings
	
„ Employment projections indicate 
a faster rate of employment 
growth within the unincorporated 
county at nearly 95 percent 
compared to Maricopa County at 
nearly 65 percent.
	
„ The largest employment gains 
through 2032 are anticipated 
to be in health care and social 
assistance, construction, arts, 
entertainment 
and 
recreation 
and professional, scientific and 
technical services. 
	
„ The top two industry sectors 
employing the most people within 
unincorporated Maricopa County 
and the County as a whole are 
retail trade and healthcare/ social 
assistance.
Planning Considerations
As the fourth most populous county in the United States, Maricopa County plays 
a critical role in shaping Arizona’s economic future. Its strategic location, robust 
transportation infrastructure, strong tourism, recreation, and sports options 
and proximity to other major markets position Maricopa County as a hub for 
commerce, technology, and global trade. The following analysis highlights 
specific considerations that inform the development of supporting economic 
strategies. 
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151

Maricopa County is a core member 
of 
GPEC’s 
regional 
partnership 
model. The County works with GPEC 
to coordinate business attraction 
and expansion efforts across the 
region; provide resources for projects 
requiring county-level support; and 
collaborate on strategic initiatives that 
strengthen competitiveness, such as 
workforce development, infrastructure 
planning, and industry cluster growth.
	
„ The Greater Maricopa Foreign 
Trade Zone (GMFTZ No. 277) 
was established in 2010 to serve 
Western Maricopa County and 
promote international trade and 
economic development. As part 
of the U.S. Foreign Trade Zone 
program, GMFTZ allows businesses 
to import goods duty-free, defer 
customs duties, and benefit from 
property tax reductions through 
reclassification to a Class 6 property 
instead of standard property tax 
assessments. 
These 
incentives 
help reduce operating costs and 
attract global manufacturers and 
distributors to the region.
Maricopa County plays a key role 
in supporting the Greater Maricopa 
Foreign Trade Zone by providing 
planning and zoning authority for 
unincorporated areas within the zone’s 
service area. The County collaborates 
with GMFTZ and local economic 
development offices to secure letters 
of concurrence from taxing entities and 
facilitate applications. Additionally, 
Maricopa 
County 
promotes 
FTZ 
designation as part of its broader 
economic development strategy to 
attract investment and create jobs in 
the West Valley.
	
„ The 
Workforce 
Development 
Division (WDD) is facilitated by the 
Maricopa County Human Services 
Department and is responsible for 
providing comprehensive workforce 
services for adult and youth job 
seekers and employers across 
the County. Services are available 
through two comprehensive career 
centers, partner sites in cities and 
towns across the Valley as well 
as all Maricopa County Library 
District locations. WDD helps the 
community by providing a wide 
range of activities designed to 
assist career seekers, many with 
significant barriers to employment, 
in obtaining the knowledge and 
skills necessary for self-supporting 
employment.
	
„ The 
Community 
Development 
Block 
Grant 
Program 
(CDBG) 
uses 
federal 
HUD 
funds 
to 
revitalize neighborhoods, expand 
affordable 
housing, 
improve 
community facilities, and create 
economic opportunities for low- 
and moderate-income residents. 
Funds are distributed annually 
through a competitive process 
to 
participating 
Urban 
County 
communities 
and 
nonprofit 
agencies. 
Projects 
include 
infrastructure 
improvements, 
public safety enhancements, and 
community services that directly 
benefit 
residents 
in 
smaller 
municipalities and unincorporated 
areas of the County.
	
„ The HOME Investment Partnership 
Program (HOME) provides HUD 
funding to increase the supply of 
safe, decent, and affordable housing 
for very low- and low-income 
families. 
Administered 
through 
the Maricopa HOME Consortium, 
funds support activities such as 
housing acquisition, construction, 
rehabilitation, and tenant-based 
rental assistance. The program 
strengthens 
public-private 
partnerships 
and 
leverages 
local and private resources to 
expand 
affordable 
rental 
and 
homeownership 
opportunities 
across the County.
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152

Educational Attainment
Over 65% of the population has attended college, which is lower in comparison 
to incorporated Maricopa County. Nearly 29% completed a Bachelor’s or Post-
Graduate Degree Program which is higher in comparison to incorporated 
Maricopa County, shown in Figure 14. 
When comparing educational attainment levels for individuals aged 25 years 
and older between 2010 and 2022, there are notable increases in higher 
education levels as shown in Table 8. The proportion of high school graduates 
rose from 21% to 26%, while those with some college education, but no degree 
increased from 20% to 27%. Additionally, the percentage of individuals holding 
an associate’s degree grew from 6% to 10%, and those with a bachelor’s degree 
increased from 12% to 18%. The most significant growth occurred in the category 
of graduate or professional degrees, which rose from 6% to 11%. Overall, the 
data indicates a significant upward trend in educational attainment over the 
12-year period. This trend is encouraging given that higher overall educational 
attainment greatly contributes to fostering economic development through 
attracting leading industry, which supports the growth of more advanced and 
diverse employment opportunities. Economic development resulting from rising 
educational levels not only expands economic activity for both professional and 
working-class industries, but it also opens pathways for residents into skilled 
trades, technical certifications, and personal career advancement. As a result, 
this type of widespread economic development and expanded economic activity 
strengthens the local labor market, reduces economic vulnerability among 
households from external factors, and strives to ensure that prosperity is shared 
across the broad spectrum of career options in Maricopa County.
Table 10.   Employment Projections by RAZ by MPA, 2020-2060 
Change %
2020
2030
2040
2050
2060
2020-2060
Total Maricopa 
County
2,139,150
2,677,370
3,028,141
3,272,994
3,526,978
64.9%
Incorporated Cities
2,084,500
2,599,456
2,940,219
3,175,608
3,417,164
63.9%
Indian Reservation 
25,856
41,576
46,888
49,288
56,739
107.8%
Unincorporated 
County
28,794
36,338
41,034
48,098
56,075
94.7%
Unincorporated as 
% of Total
1.4%
1.4%
1.4%
1.5%
1.6%
---
Source: Maricopa Association of Governments Socioeconomic Projections, 2023
Figure 14.   E d u c a t i o n a l 
Attainment
Employment Projections
Unlike population projections, MAG’s 
data for employment is based on 
Regional Analysis Zones (RAZ) across 
the Metropolitan Planning Area (MPA). 
Table 10 shows that by 2030 Maricopa 
County is projected to have three million 
jobs, with 1.4 percent in unincorporated 
Maricopa County. By the year 2060 
forecasted employment reaches 3.5 
million jobs, of which 1.6 percent are 
within unincorporated Maricopa County. 
Employment growth for Maricopa County 
and unincorporated county by decade is 
presented in Figure 15. The rate of job 
growth within unincorporated Maricopa 
County in the years 2030 and 2040 nearly 
matches the county as a whole. By 2050 
and beyond the forecasted job growth 
for unincorporated Maricopa County 
more than doubles Maricopa County 
as a whole. This long-term projection 
of increased employment growth in 
unincorporated Maricopa County is 
largely based on limited availability of 
developable land within incorporated 
areas. As incorporated communities 
annex additional lands in the future, it 
is anticipated this stark imbalance will 
reach more equilibrium as near term 
growth projections indicate.
Source: U.S. Census Bureau, 2022 American 
Community Survey 5-Year Estimates
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153

Workforce 
Distribution by 
Industries
Table 11 shows a workforce of 2.4 
million people in Maricopa County 
overall. The sectors employing the 
greatest percentage of people include 
health care and social assistance with 
13.5 percent followed by retail trade 
with 9.7 percent. Other top employing 
sectors 
include 
accommodation 
and food services (8.5%) and admin/
support/waste management (8.0%). 
There is also a large percentage of 
people within the County who are self-
employed at 7.1 percent.
When analyzing industry employment 
data specifically for unincorporated 
Maricopa 
County, 
nearly 
a 
fifth 
(19%) of unincorporated Maricopa 
County’s workforce is employed in 
the 
Educational 
Services, 
Health 
Care and Social Assistance industry. 
This is followed by Retail Trade 
(12%) and Professional, Scientific, 
Management, and Administrative and 
Waste Management Services (12%). 
Construction; Finance and Insurance, 
Real Estate, Rental and Leasing; and 
Arts, 
Entertainment, 
Recreation, 
Accommodation, and Food Services 
round off the next three largest 
industries accounting for another 27% 
collectively of workforce industries 
(Figure 16).
Unincorporated 
Maricopa 
County 
has a greater percentage of people 
employed in retail trade, construction, 
transportation/warehousing, 
public 
administration, wholesale trade, and 
utilities and equal or less people 
in 
health 
care/social 
assistance, 
professional and educational services, 
accommodation/food services than 
Maricopa County overall.
Figure 16.   Workforce Industries
Source: U.S. Census Bureau, 2022 American Community Survey 5-Year Estimates
Figure 15.   Employment Growth Rate per Decade, 2020 - 
2060
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Table 11.   Maricopa County Employment by Industry Sector, 2022
Total Employment
2,478,214
100.0%
Health Care and Social Assistance
332,999
13.4%
Retail Trade
239,326
9.7%
Accommodation and Food Services
209,524
8.5%
Admin/Support/Waste Management
199,424
8.0%
Self-Employed and Unpaid Family Workers, All 
Jobs
175,743
7.1%
Construction
166,491
6.7%
Educational Services
150,137
6.1%
Finance and Insurance
150,660
6.1%
Manufacturing
141,813
5.7%
Professional, Scientific, and Technical Services
141,759
5.7%
Transportation and Warehousing
111,592
4.5%
Wholesale Trade
95,486
3.9%
Government
81,328
3.3%
Other Services (Except Government)
75,327
3.0%
Arts, Entertainment, and Recreation
47,768
1.9%
Real Estate and Rental and Leasing
47,581
1.9%
Management of Companies and Enterprises
41,023
1.7%
Information
39,644
1.6%
Utilities
16,672
0.7%
Agriculture, Forestry, Fishing and Hunting
11,507
0.5%
Mining
2,410
0.1%
Source: Arizona Office of Economic Opportunity, 2022
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155

Table 12.   Maricopa County Industry Employment Projections by Sector, 2022-2032
2022
2032
% Change
Total Maricopa County 
Employment
2,478,214
2,880,320
16.2%
Accommodation and Food 
Services
209,524
241,271
15.2%
Admin/Support/Waste 
Management
199,424
214,194
7.4%
Agriculture, Forestry, Fishing 
and Hunting
11,507
10,191
-11.4%
Arts, Entertainment, and 
Recreation
47,768
58,377
22.2%
Construction
166,491
210,252
26.3%
Educational Services
150,137
156,840
4.5%
Finance and Insurance
150,660
162,311
7.7%
Government
81,328
86,735
6.6%
Health Care and Social 
Assistance
332,999
443,894
33.3%
Information
39,644
42,880
8.2%
Management of Companies 
and Enterprises
41,023
49,315
20.2%
Manufacturing
141,813
166,777
17.6%
Mining
2,410
2,714
12.6%
Other Services (Except 
Government)
75,327
85,317
13.3%
Professional, Scientific, and 
Technical Services
141,759
172,663
21.8%
Real Estate and Rental and 
Leasing
47,581
50,820
6.8%
Retail Trade
239,326
269,695
12.7%
Self-Employed and Unpaid 
Family Workers, All Jobs
175,743
195,678
11.3%
Transportation and 
Warehousing
111,592
133,360
19.5%
Utilities
16,672
17,033
2.2%
Wholesale Trade
95,486
110,003
15.2%
Source: Arizona Office of Economic Opportunity, 2022
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Industry Employment Projections
The Arizona Office of Economic Opportunity projects employment growth by 
the industry sector (Table 12). By the year 2032 Maricopa County is expected 
to see a 16.2% overall increase in employment. Strong employment growth is 
expected in health care and social services (33.3%), construction (26.3%), arts, 
entertainment and recreation (22.2%) and professional, scientific and technical 
services (21.8%) sectors.
Unemployment 
Rate
Unincorporated Maricopa County’s 
unemployment 
rate 
(4.9%) 
is 
comparable to incorporated Maricopa 
County (4.8%) and slightly higher than 
the State unemployment rate (4.3%) 
(Figure 17). 
Worker 
Commute Flows
Between 2010 and 2022, the number 
of people who live and work in 
Maricopa County grew by 467,142 
(36%), while those who work in 
Maricopa County but live elsewhere 
grew by 108,010 (55%) as exhibited 
in Figure 18. Conversely, the number 
of people living in Maricopa County 
and working elsewhere only increased 
by 24,371 (25%). Given that most 
workers across all income brackets 
work within the County, these factors 
support a strong local job market 
within Maricopa County. In addition, 
given workers are driving further 
distances to reach employment within 
Maricopa County, this demonstrates 
the County’s importance as a central 
economic driver, but also may be an 
indicator that workers are having to or 
are willing to drive further distances to 
access housing.
Figure 18.   Worker Commute Flow
Source: U.S. Census Bureau, 2022 American Community Survey 5-Year Estimates 
Figure 17.   Unemployment Rate
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Emplyment 
Statistics 2019, Inflow Outflow Analysis
 Chapter 8 •  ECONOMIC GROWTH
157

Strategies
Entering the 21st century, Maricopa County’s economy has been driven by rapid population 
growth, construction, and a diverse mix of industries including healthcare, finance, technology, 
and advanced manufacturing. For decades, Maricopa County has served as the economic hub of 
Arizona, accounting for the majority of the state’s GDP and employment. Despite this success, the 
County faces challenges such as workforce skill gaps and the need to ensure increased access 
to high-paying jobs. To address these issues, Maricopa County is taking a leadership role in 
promoting strategic economic development. The County’s long- and short-term objectives are to 
work collaboratively with cities, the private sector, and regional organizations to retain and expand 
existing businesses, encourage the growth of innovation-driven and value-added industries, 
attract new employers, improve workforce skills, and accelerate the creation of higher-paying jobs 
at a rate that outpaces population growth. These efforts aim to strengthen Maricopa County’s 
competitive position, elevate employment rates, and raise wage levels for residents across the 
region.
Population Growth Management: With Maricopa County accounting for the 
majority of Arizona’s population growth, managing this expansion is a top priority. 
Long-term planning efforts focus on ensuring adequate housing, healthcare, and 
educational infrastructure to meet the needs of a projected 6.5 million residents 
by 2060.
Industry Diversification: Maricopa County is actively working to broaden its 
economic base by fostering growth in sectors like leisure and hospitality, 
education and health services, and professional business services. By 
supporting small businesses and nonemployer enterprises (i.e. single employee 
businesses), the county aims to build a more resilient and inclusive economy 
that can adapt to changing market conditions.
Workforce Development & Training: Maricopa County has prioritized equipping 
its workforce with the skills needed for a rapidly evolving economy. Through 
programs like the Workforce Innovation and Opportunity Act (WIOA), the 
county partners with local employers and educational institutions to provide 
training in high-demand fields such as healthcare, information technology, and 
construction. These efforts aim to create clear career pathways and ensure 
residents are prepared for future job opportunities.
Real Estate & Construction Support: To meet rising housing demand, the county 
is streamlining development processes and encouraging new home construction. 
By updating zoning regulations and simplifying permitting, Maricopa County is 
assisting in the development of residential and non-residential projects that 
align with community needs. 
Fiscal Responsibility & Innovation: Maintaining a strong financial foundation 
is central to the county’s strategy. Maricopa County has a low debt burden 
and employs performance-based budgeting to ensure efficient use of public 
funds. This data-driven approach allows the county to invest strategically while 
maintaining transparency and accountability.
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158

Goals & Policies
Economic Growth Policies:
1.1
Maricopa County supports coordinated and balanced land use patterns that allow for both 
Basic and Non-basic sector businesses.
1.2
Maricopa County supports assessing its regulations and processes to enhance effectiveness, 
ensure quality service, increase efficiency, and establish a competitive advantage.
Economic Growth Goal 1: Foster a diverse and balanced economy 
to promote long-term economic stability and economic resiliency.
Goal Statement: Aiming for a diverse and resilient economy to ensure long-term stability and 
growth is integral to creating a balanced economic environment that can withstand various 
economic challenges locally and externally.
OPPORTUNITY
These goals advance 
Opportunity by creating 
pathways for residents and 
businesses to thrive.
STEWARDSHIP
These goals support 
Stewardship by emphasizing 
responsible and balanced 
economic development.
PROSPERITY
These goals strongly embody 
Prosperity by driving economic 
competitiveness and fiscal 
health.
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Economic Growth Policies:
2.1
Maricopa County supports partnerships with a variety of entities and stakeholders to 
increase business success and address community needs.
2.2
Maricopa County supports efforts to recruit prospective businesses and industries to the 
County and efforts to retain existing businesses and industries. 
2.3
Maricopa County supports the continuation and expansion of vocational, technical, and 
emerging career workforce training in the region.
Economic Growth Policies:
3.1
Maricopa County supports implementing the Comprehensive Plan in a clear and consistent 
way to help businesses make long-term investment decisions. 
3.2
Maricopa County supports an economic environment that promotes entrepreneurial 
activities and business formation.
Economic Growth Goal 2: Support the growth of opportunity in the 
local and regional economies.
Goal Statement: Promoting initiatives that create economic opportunities for residents and 
businesses is crucial in elevating job creation, entrepreneurship, and economic mobility.
Economic Growth Goal 3: Cultivate a thriving business environment 
that incubates and retains innovative companies.
Goal Statement: Attracting, retaining, and supporting innovative companies and a skilled 
workforce drives a dynamic and competitive business climate.
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Economic Growth Policies:
4.1
Maricopa County supports programs that provide citizens with the education and training 
necessary to attain careers in emerging and high-demand fields. 
4.2
Maricopa County supports organizations and programs that attract a variety of Basic Sector 
industry clusters that have long-term, stable growth prospects.
4.3
Maricopa County supports the Maricopa County Industrial Development Authority, HOME 
Investment Partnerships Program, Community Development Block Grant program, and 
other economic opportunity incentive programs.
Economic Growth Goal 4: Contribute to partnerships that advance 
an effective and integrated regional economy.
Goal Statement: Strengthening the County’s role in the broader regional economy through 
effective collaboration and integration emphasizes the importance of partnerships for regional 
economic success.
 Chapter 8 •  ECONOMIC GROWTH
161

9
Growth Areas

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Planning Considerations . . . . . . . . . . . . . . . . . . . . . . 165
Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174

Introduction
ARS 11-804.(C)(2) requires that the Comprehensive Plan identify growth areas 
in Maricopa County. These are areas that are suitable for planned multimodal 
transportation and infrastructure expansion to support concentrations of urban 
land uses. The law also requires this plan to include policies and strategies that: 
	
„ Make multimodal transportation more efficient;
	
„ Make infrastructure expansion more economical;
	
„ Provide for rational land development patterns;
	
„ Conserve significant natural resources and open spaces within identified 
growth areas, and coordinate and connect their locations to similar areas 
outside growth areas; and
	
„ Promote timely and financially sound infrastructure expansion 
Steady, well-managed growth is essential to the long-term prosperity and 
livability of Maricopa County. However, the pace, location, and form of that 
growth have far-reaching implications for the natural environment, transportation 
infrastructure, fiscal sustainability, and overall quality of life. This Growth Areas 
Element plays a critical role in guiding development to occur in a manner that is 
also efficient and orderly. 
By strategically identifying areas where growth is occurring or likely to occur, 
the County seeks to utilize its Urban Solutions for Urban Development strategy 
to guide urban growth and development in these areas in the most suitable 
fashion. Other aims include reducing traffic congestion, mitigating air pollution, 
and ensuring that new growth aligns with infrastructure capacity and community 
needs. Planning for suitable growth and development in appropriate locations 
also helps preserve open space, protect natural resources, and enhance the 
effectiveness of public investments.
The Growth Areas element pinpoints areas suitable for 
urban growth in unincorporated Maricopa County because 
they have appropriate and efficient levels of urban services 
and infrastructure. The Growth Areas element also explains 
where and when urban growth should occur to help establish 
sensible and efficient land use patterns.
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164

Growth Constraints
Planning Considerations
Previous 
County 
Comprehensive 
Plans 
have 
identified 
several 
constraints that affect the location 
and extent of new urban growth in 
unincorporated areas of Maricopa 
County. The constraints fall into 
these categories:
	
„ Physical constraints: steep slopes, riparian areas, floodplains, land 
subsidence, Earth fissures, water availability and important plant and 
wildlife habitat.
	
„ Built constraints: the lack of infrastructure and services, and the location 
of noise sources like airports, automobile proving grounds, racetracks and 
highways.
	
„ Ownership considerations: public land managed by federal, state and local 
governments and land held in trust for Native American communities.
	
„ Attitudinal considerations: public sentiment leading the decision-making 
on development.
Soil
Although often overlooked, soil characteristics play 
a critical role in shaping land use and infrastructure 
development. Properties of soil such as permeability, 
compaction, shrink-swell potential, plasticity, salinity, 
erosion 
susceptibility, 
and 
corrosiveness 
can 
significantly influence the feasibility, cost, and long-term 
stability of construction projects. Understanding and 
mitigating these challenges are essential for feasible 
growth and development.
Topography
Maricopa County’s diverse terrain presents notable 
challenges to development. Elevation and slope 
variations range from less than 2% on the desert floor 
to over 20% in mountainous regions. Steep and rugged 
areas often require costly engineering solutions or 
are avoided altogether. This results in rugged and 
steep areas being either bypassed for less challenging 
locations or developed at very low densities and 
intensities. It should be noted that any development 
occurring on a natural slope of 15% or greater is subject 
to the Hillside Development Regulations found in the 
Maricopa County Zoning Ordinance in addition to 
standards of the applicable zoning district. 
Floodplains
Floodplains, particularly those designated within the 
Federal Emergency Management Agency’s (FEMA) 100-
year floodplain, pose significant risks to development. 
These areas have a 1% annual chance of experiencing 
certain flooding, though actual events may occur more 
frequently and with greater severity. Development within 
floodplains is often hindered by insurance requirements, 
engineering complexities, and regulatory constraints, 
making it both technically and financially challenging
Subsidence/Earth Fissures
Land subsidence in Maricopa County is a significant 
geological issue that is a side effect of extensive 
groundwater pumping withdrawal. An overly high amount 
of groundwater withdrawal can lead to the gradual 
sinking of the ground surface, known as subsidence, 
which has the potential to result in the formation of 
earth fissures. These fissures are pervasive cracks that 
can extend for miles and pose risks to infrastructure, 
property, and public safety. The Arizona Geological 
Survey has identified multiple areas in Maricopa County 
affected by subsidence, with some fissures reaching 
depths of up to 90 feet and hundreds of feet in length. 
The impacts of subsidence include damage to roads, 
canals, and buildings, as well as potentially reducing 
water quality through contamination of groundwater 
aquifers. Map 20 shows the extent of known land 
subsidence features in Maricopa County. Note that the 
existence of these features do not imply that fissures 
will happen in these areas but only indicate the gradual 
setting or sinking of the Earth’s surface.
Physical Constraints
 Chapter 9 •  GROWTH AREAS
165

Source: ADWR, 2026
Land subsidence in Maricopa County is a significant 
geological issue that is a side effect of extensive 
groundwater pumping withdrawl.
Map 20.   Extent Land Subsidence Features in Maricopa County
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166

Water Quality/Availability
Water resources in Maricopa County 
are derived from both groundwater 
aquifers and surface water systems 
such as the CAP Canal and regional 
reservoirs. Availability is closely 
tied 
to 
precipitation 
patterns, 
particularly 
winter 
snowmelt 
in 
the higher elevations of Arizona, 
Utah, and Colorado. Variability in 
water quantity and quality across 
the County influences the scale, 
location, and viability of future 
development, necessitating careful 
resource management and planning.
Vegetation/Wildlife Habitat 
and Linkages
The Sonoran Desert ecosystem 
supports a rich diversity of plant 
and animal life, many of which are 
protected under federal and state 
legislation. These protections can 
limit 
or 
condition 
development 
activities, particularly in areas with 
sensitive habitats and key wildlife 
linkages. 
Preserving 
biodiversity 
and complying with environmental 
regulations are key considerations 
in the planning process.
Cultural/Archaeological 
Sites
Maricopa 
County 
is 
home 
to 
numerous 
archaeological 
sites 
linked to the Hohokam people and 
other early cultures. Inventories 
maintained by the Arizona State 
Historic Preservation Office (SHPO), 
Arizona State Museum, and various 
federal, tribal, and state agencies 
help identify and protect these 
cultural assets. Depending on their 
significance, such sites may restrict 
or delay development, requiring 
coordination 
with 
preservation 
authorities and adherence to legal 
safeguards.
Built Constraints
Infrastructure and Services
The availability of infrastructure and public services is one 
of the most critical factors influencing urban development 
in Maricopa County. These foundational elements 
such as water, wastewater, transportation, energy, and 
emergency services directly shape the type, timing, 
and location of new growth. Unlike rural development, 
which may function with limited infrastructure, urban 
development requires comprehensive systems to 
safeguard public health, meet community needs, and 
promote orderly and fiscally responsible growth.
This principle is central to the County’s Urban Solutions 
for Urban Development strategy. As such, any proposed 
amendments to the Comprehensive Plan or changes 
to zoning district boundaries must first confirm the 
presence and adequacy of the infrastructure and 
services outlined in the Land Use Element. Ensuring 
infrastructure readiness not only supports efficient 
development but also helps prioritize growth in areas 
where public investment can be maximized and long-
term community benefits achieved.
Noise-Generating Land Uses
Persistent, loud, or continuous noise can negatively 
affect public health, sleep quality, learning patterns, and 
property values. While noise can originate from many 
sources, several are particularly influential in shaping 
land use decisions and determining appropriate growth 
areas in Maricopa County.
	
„ Airports
Airports are significant sources of noise and potential 
safety hazards, making them key considerations in 
land use planning. Maricopa County is home to a 
variety of airport types, including major commercial 
hubs such as Sky Harbor International and Phoenix-
Mesa Gateway, general aviation airports serving 
private 
aircraft, 
and 
residential 
communities 
designed for light aircraft access. Although airports 
generate noise and safety concerns, they also 
provide substantial economic benefits. Therefore, 
ensuring compatible land use around airport facilities 
is essential when identifying suitable locations for 
future development.
	
„ Automobile Proving Grounds
Automobile proving grounds are specialized facilities 
where manufacturers test vehicles and components 
under controlled conditions. Several such facilities 
exist in Maricopa County, taking advantage of the 
region’s dry climate for performance testing. Noise 
generated by these operations, along with security 
 Chapter 9 •  GROWTH AREAS
167

concerns related to proprietary technologies, must be 
considered when evaluating the types and intensities 
of development appropriate for surrounding areas.
	
„ Major Roads and Highways
Roads and highways produce continuous noise but 
are indispensable to the region’s economic vitality 
and mobility. Their presence influences land use 
compatibility and plays a role in determining where 
growth can occur. Planning for development near 
major transportation corridors requires careful 
consideration of noise impacts and mitigation 
strategies to ensure livability and long-term efficiency.
	
„ Railroads
Railroads contribute to brief but intense noise events 
due to train speed, horn use, and track conditions. 
Despite these impacts, rail infrastructure is essential 
for the movement of goods and people. As with 
highways, land use compatibility near rail corridors is 
an important factor in identifying appropriate areas 
for growth and development.
Hazardous Areas
Hazardous conditions can also dictate the types 
and intensities of new development. Two of these 
hazards, floodplains and subsidence/Earth fissures, 
are discussed earlier in this chapter, but there are other 
potentially hazardous conditions that determine growth 
areas:
	
„ High Noise or Accident Potential Zones
State law identifies specific areas surrounding 
military installations as High Noise or Accident 
Potential Zones. These zones include land near 
Luke Air Force Base, Luke Auxiliary Airfield Number 
One in northwest Surprise, and the auxiliary airfield 
located south of Gila Bend. These designations 
includesboth the noise contours surrounding these 
facilities and the accident potential zones that extend 
from the ends of their runways. The purpose of these 
zones is to ensure that future development remains 
compatible with the operational impacts of military 
aircraft, which may pose risks to public health and 
safety.
Arizona has in place legislation to strengthen protections 
for Luke Air Force Base and its ancillary facilities. It 
requires local governments including Maricopa County, 
Surprise, Glendale, El Mirage, Goodyear, Youngtown, 
Buckeye, and Gila Bend to adopt land use plans and 
zoning regulations that address properties within 
these designated zones. These plans must ensure that 
development is compatible with the noise and accident 
potential associated with military operations. State law 
limits the types of land uses permitted in these areas to 
those deemed compatible by the state, although other 
uses may be allowed with mutual consent from Luke Air 
Force Base and Maricopa County.
In addition to these zones, state law also defines a 
broader area known as the Territory in the Vicinity of 
a Military Airport. This area extends outward from the 
center of the main runways at Luke Air Force Base and 
Luke Auxiliary Airfield Number One. Although land uses 
within this territory are not restricted, construction of 
occupied buildings must incorporate noise reduction 
measures. These requirements may influence the types 
and densities of future development.
	
„ Palo Verde Nuclear Generating Station
The Palo Verde Nuclear Generating Station near 
Tonopah is the largest power producer in the United 
States. When the facility was constructed several 
decades ago, the surrounding area was sparsely 
populated. 
Although 
population 
levels 
remain 
relatively low, several master-planned communities 
are proposed within the ten-mile Plume Exposure 
Pathway Emergency Planning Zone. This zone is 
established to facilitate protective actions in the event 
of an unintended release of radioactive material. 
A secondary safety zone, known as the Ingestion 
Exposure 
Pathway 
Emergency 
Planning 
Zone, 
extends an additional fifty miles from the facility.
It is uncertain whether significant residential growth will 
occur in the Pathway zone before the facility is eventually 
decommissioned. If such growth does take place, 
protecting public health and safety becomes a critical 
priority in the unlikely event of a radioactive incident. 
Although the probability of such an event is low, the 
consequences of delayed evacuation could be severe. 
Therefore, careful planning and a reliable transportation 
network are essential. Additionally, the need to secure 
high-profile facilities such as nuclear power plants 
remains a priority for federal, state, and local authorities. 
Future homeland security considerations may influence 
or restrict the type, intensity, or location of development 
in this part of Maricopa County.
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168

Federal Land
The federal government is the largest land holder in 
Maricopa County, managing approximately 484,000 
acres of the Tonto National Forest, nearly 508,000 acres 
of Wilderness areas, and about 1.5 million acres of 
military and other miscellaneous property. Most federal 
land is not available for development although in certain 
instances land managed by the BLM can be acquired 
for development via land trades or outright sales. While 
some discussions on transferring federal land holding 
to private ownership have been prompted at the federal 
level for the purpose of alleviating housing shortages, 
opponents of such action warn that this would undermine 
conservation efforts and public access. Presently, since 
most federal land is not available for development it is 
not considered a growth area. 
The U.S. Department of Defense is the largest land 
holder primarily because of the Barry M. Goldwater 
Range located approximately 70 miles southwest of 
Phoenix. The Goldwater Range includes approximately 
2.7 million acres – approximately one-third of which is 
in Maricopa County – for air and ground training. Only a 
small portion of the Goldwater Range is actually used for 
training operations meaning the vast majority remains 
undisturbed desert. The entire range is off limits to 
private development, and therefore is not a growth area.
State Trust Land
The Arizona State Land Department (ASLD) oversees 
more than 600,000 acres of Trust land in Maricopa 
County on behalf of beneficiaries like public and 
specialized schools, colleges, hospitals and charitable 
institutions to ensure that when land is sold or leased it 
receives the highest value-added return possible. State 
law mandates that fair market value be obtained for all 
Trust land sales and commercial leases. All revenue 
derived from the sale of Trust lands are placed in a 
fund administered by the State Treasurer, and revenue 
derived from commercial leases are distributed directly 
to the beneficiareis. Whether Trust land is considered a 
growth area depends on several factors, including when 
such land is made available for auction or lease, the 
status of ASLD land management plans, and available 
infrastructure and services.
Native American Communities
There are approximately 200,000 acres of land controlled 
by various Native American communities within the 
boundary of Maricopa County. These include land 
held in trust for the Fort McDowell-Apache, Salt River 
Pima-Maricopa, Gila River and Tohono O’odham tribal 
communities. While development can occur in these 
areas each respective nation controls the location, type 
and intensity of growth within their borders. Therefore, 
for the purpose of this plan these communities are not 
considered growth areas.
Maricopa County Regional Parks
Covering 
approximately 
120,000 
acres 
Maricopa 
County’s twelve parks and conservation areas comprise 
one of the largest regional park systems in the nation. 
Each park offers various levels of recreation for the 
more than 1.2 million residents and guests that visit the 
system annually. Except for recreational enhancements, 
development in the parks is prohibited meaning these 
are not growth areas.
Ownership Constraints
Attitudinal Constraints
Public attitudes toward development play a pivotal role 
in shaping the type, scale, and location of future growth 
across unincorporated Maricopa County as discussed in 
the earlier Public Engagement section. Preferences vary 
widely, with some residents favoring newer urban-context 
environments while others advocate for preserving rural 
desert character and open desert landscape spaces. 
These divergent views are especially pronounced in 
unincorporated areas, where land use decisions often 
spark strong community sentiment.
Understanding and responding to these perspectives 
is essential for crafting workable growth strategies. 
Whether supporting higher-density development or 
maintaining low-intensity rural landscapes, public 
opinion continues to influence planning outcomes and 
remains a key factor in determining how and where 
growth occurs.
 Chapter 9 •  GROWTH AREAS
169

Growth Pressures
Due to the availability of lower-priced rural or undeveloped land at the fringe 
of urban development in the Phoenix Area, unincorporated Maricopa County 
experiences significant growth pressures. As the population increases and 
demand for housing rises in the region, developers are increasingly drawn to 
these exurb areas due to lower land costs and fewer regulatory constraints often 
found in municipalities. The outward expansion and rate of development can 
strain existing infrastructure and services, creating challenges for coordinated 
planning and efficient service delivery.
Growth in the unincorporated exurban fringe can also strain regional 
systems such as transportation, water supply, and emergency services. As 
development pushes outward, the cost of extending roads, utilities, and public 
safety infrastructure increases, often outpacing the revenues generated by 
new growth. This dynamic underscores the importance of aligning fringe 
development with long-range planning goals, including the designation of 
appropriate growth areas, the integration of multimodal transportation options 
as feasible, and the preservation of critical natural and/or cultural assets.
Finally, growth in unincorporated fringe affects the existing residents who have 
already built up their homes and livelihoods in these portions of the County. 
Agricultural operations, open space preservation, and rural lifestyles frequently 
come into conflict with suburban development proposals. Residents in these 
unincorporated areas often express concerns about traffic congestion, loss of 
natural landscapes, and changes to community character. At the same time, 
local governments face pressure to accommodate growth while maintaining 
fiscal responsibility and protecting environmental resources. Balancing these 
interests requires thoughtful land use strategies that prioritize infrastructure 
readiness, environmental stewardship, and community engagement.
Effects on Area Plans
This analysis indicates that growth pressures in unincorporated areas of 
Maricopa County are increasingly concentrated along the western urban fringe, 
particularly near the Interstate 10 Corridor toward Tonopah. This finding aligns 
with the fact that the four existing Area Plans in this part of the County have 
not been updated in nearly two decades. There is a high likelihood of a need for 
timely reassessment of these four Area Plans to reflect current development 
dynamics and community issues.
This growth pressure analysis provides a valuable basis for prioritizing the 
update sequence of existing Area Plans. By identifying areas experiencing 
heightened development interest, the County can ensure that planning efforts 
are responsive, proactive, and strategically targeted. Additionally, the analysis 
serves as a tool for identifying new regions with suitable conditions that may 
warrant consideration of the creation of new Area Plans.
Utilizing a similar approach for the Area Plan Program could enhance the 
County’s ability to manage growth effectively, support timely development, 
and maintain alignment with long-range planning objectives. This approach 
also reinforces the importance of regularly evaluating and updating planning 
documents to ensure they remain relevant and actionable in the face of evolving 
growth patterns.
The 
Comprehensive 
Plan 
analyzed several factors that 
are common drivers of growth 
pressure found in unincorporated 
Maricopa County, including:
	
„ Proximit y to existing 
development;
	
„ Proximity to planned future 
employment centers;
	
„ Proximity to approved master 
planned communities; and
	
„ Zoning and/or future land 
use that allows for new 
development
This growth pressure analysis 
resulted in these factors driving a 
greater potential of development 
growth 
in 
unincorporated 
Maricopa County, particularly on 
the western urban fringe of the 
Phoenix metro area. Through 
this analysis, two notable hot 
spots of projected future growth 
are evident. The first projected 
future growth hot spot is in the 
Tonopah area within the extent 
of the Tonopah/Arlington Area 
Plan, and the second hot spot 
is near Wittmann close to the 
US-60/SR 74 intersection. Map 
21 captures the results of the 
projected future growth analysis 
for 
unincorporated 
Maricopa 
County. 
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170

Source: Maricopa County Office of Enterprise Technology, 2025; Michael Baker International 
Analysis, 2026
Unincorporated Maricopa County experiences significant 
growth pressures as developers are drawn to lower-priced 
rural land at the fringe of urban development.
Map 21.   Future 
Growth 
Hot 
Spot 
Growth 
Projection 
in 
Unincorporated Maricopa County
 Chapter 9 •  GROWTH AREAS
171

Strategies
The previous Comprehensive Plan introduced the term Urban Growth Area, 
identifying where urban growth is most suitable to occur. This area encompasses 
unincorporated land in Maricopa County that is planned for urban development 
within either a County Area Plan, a Development Master Plan/Master Planned 
Community, or a Municipal Planning Area from a municipal general plan within 
the extent of Maricopa County. 
Under the new Municipal-Rural Influence Framework that this Comprehensive 
Plan puts forth, unincorporated land can be considered as part of the Urban 
Growth Area or the Rural Service Area. 
Urban Growth Area
When not hindered by the previously mentioned constraints, there are opportunities 
for growth in unincorporated Maricopa County. Any land determined to be in the 
County’s Urban Growth Area, as detailed in the Municipal-Rural Influence Framework, 
has the ability to propose a land use designation change or rezoning to an urban land 
use regardless of the land’s initial designation. However, being determined to be in 
the Urban Growth Area does not automatically allow for approval of any land use 
designation change or rezoning request. The formal definition of the Urban Growth 
Area in Maricopa County is as follows:
Any unincorporated land designated for an urban land use in the Comprehensive 
Plan, the respective County Area Plan, or an applicable municipal general plan if the 
requirements of the Urban Solutions for Urban Development (USUD) strategy can 
be satisfied and assurance of annexation can be obtained. Unincorporated land 
designated for rural land use in the Comprehensive Plan or a County Area Plan 
could also be considered the Urban Growth Area if that land is designated for urban 
land use in an applicable municipal general plan, provided that the requirements of 
the USUD umbrella policy can be satisfied and an assurance of annexation can be 
obtained to avoid forming new County Islands. Any area that does not meet these 
criteria is part of the Rural Service Area, which allows for rural land use. Moreover, 
urban growth is unsuitable anywhere that the constraints identified in this chapter, as 
applicable, cannot be properly addressed.
While the Urban Growth Area does allow for urban-context development in 
unincorporated areas assuming the USUD requirements are satisfied and the other 
conditions in the above definition are also met, Maricopa County does affirm that 
such urban development, especially urban residential development, should annex 
into the appropriate municipalities to avoid the endurance of County Islands or the 
creation of new ones and to ensure urban services, urban infrastructure, and a locally 
elected government are available. If, for whatever reason, annexation is not possible, 
then any proposed urban development in the County’s Urban Growth Area shall seek 
an assurance of annexation with the appropriate municipality.
Certain industrial land uses that require large amounts of land, but not urban services 
and infrastructure, are acceptable outside the Urban Growth Area in the Rural Service 
Area. These uses could include electric generating facilities, proving grounds and 
test facilities, extraction industries, agriculturally-oriented businesses and other 
rural-type industrial uses on a case-by-case basis. Additionally, certain commercial 
land uses that are under 40 acres do not require a Comprehensive Plan Amendment 
and can prove proportionally-scaled satisfactions to the USUD requirements are 
acceptable outside the Urban Growth Area in the Rural Service Area.
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172

Rural Service Area
The Rural Service Area in Maricopa County encompasses regions characterized 
by low-density land use, limited infrastructure, and a strong emphasis on 
preserving open space, agricultural operations, and the rural lifestyle. These 
areas are not in the Urban Growth Area and are not intended for intensive urban 
development. Development in the Rural Service Area is guided by policies that 
prioritize compatibility with the natural landscape, minimize infrastructure 
demands, conserve regional resources, and maintain the integrity of rural 
communities. As such only rural land use designations and their associated 
zoning districts are expected in the Rural Service Area with the exception for 
certain industrial and commercial land uses previously mentioned.
Urban/Rural Transitional Areas
Urban/rural interface transition areas in unincorporated Maricopa County 
represent dynamic zones where urban or suburban expansion meets 
traditionally rural landscapes. These areas are characterized by a mix of land 
uses, including low-density residential development, agricultural operations, 
and emerging infrastructure. These transition areas are often included within 
the limits of the current Area Plans. As growth continues to extend outward from 
incorporated municipalities, these transitional zones face increasing pressure to 
accommodate new housing, commercial activity, and public services. However, 
the lack of municipal governance and limited infrastructure in the County can 
complicate planning efforts. This is why Maricopa County supports planning for 
these areas between its Urban Growth Area and its Rural Service Area to ensure 
smooth and cohesive transitions.
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173

OPPORTUNITY
These goals advance 
Opportunity by ensuring 
strategic and orderly 
development that supports 
livability and accessibility.
STEWARDSHIP
These goals strongly support 
Stewardship by directing 
growth to appropriate areas 
and reducing environmental 
impacts.
PROSPERITY
These goals reinforce Prosperity 
by creating a stable and efficient 
framework for economic growth.
Growth Area Policies:
1.1
Maricopa County supports assurance of annexation, where feasible, of new urban 
development and redevelopment sites within its Urban Growth Area. 
1.2
Maricopa County supports planning for urban/rural interface transition areas between its 
Urban Growth Area and Rural Service Area.
Growth Areas Goal 1: Address growth strategically to ensure orderly, 
compatible land use and reasonable development.
Goal Statement: Ensuring orderly and reasonable growth through effective development planning 
practices is crucial for providing the appropriate infrastructure needed to maintain a high quality 
of life.
Goals & Policies
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174

Growth Area Policies:
2.1
Maricopa County supports consistent implementation of and compliance with its Urban 
Solutions for Urban Development strategy in its Urban Growth Area.
2.2
Maricopa County supports periodically evaluating the development constraints and 
considerations identified in this element to determine how they impact the Urban Growth 
Area, and whether they require reconsideration or modification.
Growth Areas Goal 2: Have urban growth that is consistent with the 
County’s Urban Growth Area, meets statutory requirements, and 
implements the Urban Solutions for Urban Development strategy.
Goal Statement: The County’s Urban Growth Area allows for the growth of infrastructure, services, 
and development according to the Urban Solutions for Urban Development strategy in order to 
protect the public’s health, safety, and well-being.
 Chapter 9 •  GROWTH AREAS
175

10
Open Space

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Planning Considerations . . . . . . . . . . . . . . . . . . . . . . 179
Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184

Annual visitation to 
Maricopa County 
Parks is expected to 
rise from  
2.7 million  
in 2022 to  
3.7 million  
by 2032
Introduction
Open space and recreation are 
fundamental components of a healthy 
and livable community. Across the 
United States, research consistently 
demonstrates that parks, trails, 
and natural areas provide critical 
environmental, social, and economic 
benefits. They improve air and water 
quality, mitigate urban heat islands, 
and support biodiversity, while offering 
residents opportunities for physical 
activity, mental restoration, and social 
interaction. In urbanized regions, 
open spaces provide essential green 
infrastructure where people of all ages 
and backgrounds can gather. Open 
spaces also contribute to the aesthetic 
character of urban areas, offering 
visual relief from built environments 
and preserving distinctive landmarks 
that strengthen a region’s identity. 
However, as urbanization intensifies 
and development pressures grow, 
protecting and enhancing open space 
becomes a critical consideration to 
ensure future generations enjoy equal 
and widespread access to nature and 
recreation.
Maricopa County manages one of 
the largest regional park systems 
in the United States, covering more 
than 120,000 acres of Sonoran Desert 
landscapes. The system’s mission 
is to preserve open space, protect 
sensitive ecosystems, and provide 
diverse recreational opportunities for 
residents and visitors. It includes 12 
regional parks and conservation areas 
along with miles of multi-use trails all 
offering unique amenities.
This chapter establishes a vision for an 
interconnected system of parks, trails, 
and natural areas that reflects County 
priorities and responds to emerging 
challenges. It outlines goals and 
policies to conserve natural resources, 
expand recreational opportunities, and 
integrate open space planning with 
housing, transportation, and economic 
development strategies. In doing so, 
the Comprehensive Plan elevates 
open space and recreation as core 
components of a dynamic, healthy, and 
attractive Maricopa County.
The Open Space element recommends ways to increase the 
amount, quality, and variety of open space in unincorporated 
Maricopa County, and ways to link open space into 
interconnected systems.
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178

Planning 
Considerations
Maricopa County’s Parks Vision 2030 outlines a comprehensive approach to 
managing and expanding its regional park and open space system in response 
to rapid population growth and evolving community needs. The County, home 
to over 4.4 million residents in 2020, is projected to surpass five million by 2030 
and reach 6.4 million by 2055. This growth will significantly increase demand 
for parks, trails, and natural open spaces, with annual visitation expected to rise 
from 2.7 million in 2022 to 3.7 million by 2032. To maintain the current standard 
of 27 acres per 1,000 residents, the County must acquire approximately 15,000 
acres every decade. Public input strongly supports reinvesting in existing parks, 
protecting wildlife corridors, and acquiring new open spaces.
Open Space
Maricopa Count y deems the 
preservation and development of 
open spaces in general as essential 
for maintaining the quality of life for its 
residents, promoting physical activity, 
and fostering a sense of community. 
Overall, there are 4,850.3 square miles, 
or 3,104,190 acres, of open space land 
in unincorporated Maricopa County. 
This total includes the 120,000 acres 
in the 12 regional parks in the County 
system, the 684,000 acres of recreation 
land under BLM management, the 
655,000 acres of the Tonto National 
Forest, and the 97,350 acres of 
dedicated or proposed open space 
from the County’s area plans. The 
remaining acreage of open space in the 
unincorporated County are either not 
planned to remain open space or are 
under the operation of other agencies 
that do not permit recreational use. As 
the population continues to grow and 
development follows, the importance 
of balancing development with the 
conservation of open spaces remains 
a key priority for Maricopa County. The 
recreational opens space land in the 
County is shown on Map 22.
 Chapter 10 •  OPEN SPACE
179

Parks
Maricopa County manages one of the largest regional park systems in the United 
States, encompassing approximately 121,185 acres of protected land. All the 
regional parks the County manages are shown in Map 22. The park system is 
designed to balance recreation, conservation, and connectivity. It offers extensive 
open space areas, diverse recreational resources, and a well-planned network of 
access points. The system includes:
	
„ Regional Parks (12 total including Conservation Areas) 
	ƒ Adobe Dam Regional Park – 1,454 acres
	ƒ Buckeye Hills Regional Park – 4,453 acres
	ƒ Cave Creek Regional Park – 2,934 acres
	ƒ Estrella Mountain Regional Park – 19,837 acres
	ƒ Lake Pleasant Regional Park – 23,662 acres
	ƒ McDowell Mountain Regional Park – 20,472 acres
	ƒ San Tan Mountain Regional Park – 10,119 acres
	ƒ Usery Mountain Regional Park – 3,529 acres
	ƒ White Tank Mountain Regional Park – 29,557 acres
	ƒ Vulture Mountains Recreation Area – 1,046 acres (with 70,000+ acres under 
cooperative management with BLM)
	
„ Conservation Areas
	ƒ Spur Cross Ranch Conservation Area – 2,174 acres
	ƒ Hassayampa River Preserve – 776 acres
	
„ Education Center
	ƒ Desert Outdoor Center at Lake Pleasant
	
„ Linear Parks & Greenways
	ƒ Maricopa Trail – 315+ miles (regional loop connecting parks)
	ƒ Sun Circle Trail – 35 miles (National Recreation Trail)
	
„ Future Expansion Targets
	ƒ Verde River, New River Mesa, Buckeye Hills East, Saddle Mountain, Big Horn 
Mountains, Harquahala, Eagletail, Hummingbird Springs, Painted Rocks, Lake 
Pleasant West, Seven Springs, Horseshoe Lake, Bartlett Lake, Table Mesa.
Local and neighborhood parks similarly play a crucial role in maintaining the 
stability of communities by offering spaces for recreation, social interaction, and 
promoting healthy lifestyles. Unlike cities and towns, Maricopa County does not 
manage local parks. Instead, parks in unincorporated areas are privately managed 
by homeowners’ associations or similar entities. Nevertheless, Maricopa County 
recognizes the importance of having local parks with adequate and appropriate 
amenities as a vital part of the community. 
Available 
Recreational 
Resources 
Trail System - Multi-use 
trails for hiking, biking, 
equestrian use, competitive 
tracks, ADA/barrier-free 
trails.
Camping Facilities - 
Developed RV and tent sites, 
primitive camping areas, 
group/youth campgrounds.
Water Recreation - Lake 
Pleasant: boating, fishing, 
kayaking, paddleboarding; 
boat ramps, marinas.
Amenities & Facilities - Nature 
centers, amphitheaters, 
p l a y g r o u n d s ,  p i c n i c 
ramadas, restrooms (flush/
vault), dump stations, 
equestrian staging areas, 
archery ranges, shooting 
ranges, observatories, event 
venues, interpretive signage, 
retail/gift shops.
Programs & Education - 
Interpretive education, guided 
hikes, bird walks, moonlight 
hikes, fitness events, 
volunteer programs, youth 
education at Desert Outdoor 
Center.
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180

121,185 acres
Protected land managed by Maricopa County, forming one 
of the largest regional park systems.
Map 22.   County Parks and Trails Map
Source: Maricopa County Parks & Recreation, 2025; Maricopa County Planning & Development, 2025; BLM, 2024
 Chapter 10 •  OPEN SPACE
181

Trails
Maricopa County manages an 
extensive trail network spanning more 
than 651 miles, with 290 miles located 
within its regional parks. These trails 
wind through diverse landscapes, 
including desert terrain, canal paths, 
and mountain foothills, offering a 
scenic and interconnected system 
for outdoor recreation. Designed for 
multiple uses, the trails accommodate 
hiking, mountain biking, and horseback 
riding, with select paved segments 
supporting wheeled sports.
Beyond the trail paths within the 12 
regional parks, the Maricopa Trail and 
the Sun Circle Trail are extensive trails 
that traverse the County connecting 
urban spaces to nature. Both of these 
trails are integral to Maricopa County’s 
efforts to enhance the recreational 
opportunities available to residents. 
The Maricopa Trail and the Sun Circle 
Trail are shown in Map 22.
The Maricopa Trail is a 315-mile loop 
that encircles the Phoenix metropolitan 
area, connecting ten of Maricopa 
County’s regional parks and various 
municipal parks. This extensive trail 
system offers a unique opportunity 
for outdoor enthusiasts to explore the 
diverse landscapes of the Sonoran 
Desert, from open desert expanses 
to urban centers. The trail is designed 
for multiple uses, including hiking, 
biking, and horseback riding, making 
it accessible to a wide range of 
users. With numerous trailheads and 
community access points, the Maricopa 
Trail provides a comprehensive tour 
of the County’s natural beauty and 
recreational opportunities. The trail 
also includes spurs that link to outlying 
mountain parks and other regional trails 
like the Arizona Trail.
The Sun Circle Trail is a scenic and 
versatile trail that spans approximately 
110 miles (35 miles maintained by 
Maricopa County), creating a similar 
loop that connects various parts of 
the Phoenix metropolitan area. Like 
the Maricopa Trail, the Sun Circle 
Trail is designed for multiple uses, 
including hiking, biking, and horseback 
riding. However, it often follows canal 
paths, providing a unique urban trail 
experience and additional recreation 
opportunities for wheeled sports. The 
Sun Circle Trail links several parks and 
natural areas, offering users a chance 
to explore diverse landscapes, from 
desert vistas to lush green spaces. It 
serves as an important recreational 
resource, promoting outdoor activities, 
and connecting communities in 
unincorporated Maricopa County.
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Strategies
Overall, Maricopa County seeks to be a regional leader in recreation, conservation, and community engagement, ensuring 
access to natural spaces, promoting health and wellness, and preserving the Sonoran Desert’s natural and cultural heritage 
while adapting to future growth and environmental challenges. Maricopa County’s future strategy for managing open 
space and recreation centers on preserving and expanding a connected system of natural areas, parks, and trails while 
balancing rapid population growth with ecological protection. This is expected to be achieved through reinvesting in existing 
parks to maintain quality visitor experiences and protecting wildlife corridors and river greenways to ensure biodiversity 
and connectivity. Framing open space not only as a recreational amenity but as critical infrastructure for health, water 
conservation, and economic vitality, ensuring that future growth supports a high quality of life while protecting the County’s 
unique desert heritage.
Park Master  
Planning: 
Maricopa County anticipates updating all Park Master Plans within two to three years. These 
updates will address emerging recreation trends, visitor capacity challenges, and urban 
encroachment, ensuring parks remain relevant and resilient.
Development  
Guidelines: 
Future development will incorporate low-impact design and green infrastructure while 
maintaining buffer zones to protect sensitive landscapes. Continual review of zoning policies 
will help preserve riparian areas and hillside slopes.
Edge  
Treatments: 
The transition from urban development to open space along the edges of County’s regional 
parks is a critical issue for the park system. Effective edge treatment works to minimize 
the effects of this transition and shapes the parks’ quality, accessibility, security, and 
endurability. Hard edges, such as walls and fences, diminish scenic value and isolate parks 
from surrounding areas. In contrast, soft edges, like natural landscaping and larger building 
setbacks, protect scenery and integrate parks with nearby communities. Maricopa County 
supports working with municipalities to apply soft edge treatments on a case-by-case basis 
and endorses guidelines for unincorporated areas.
Hazards and 
Conservation: 
To reduce drought and wildfire risks, the County prioritizes habitat restoration, invasive species 
management, and adaptation measures. This conservation leadership will be strengthened 
through regional collaboration with federal, state, and municipal partners.
Land  
Acquisition: 
The County plans to acquire and manage new parklands and corridors ahead of growth. 
Priority areas include the Verde River and New River Mesa in the East Valley and Buckeye 
Hills and Saddle Mountain in the West Valley. Four new regional parks are planned by 2050, 
along with river corridor restoration for recreation and wildlife movement.
Strategic  
Partnerships: 
Collaboration with federal and state agencies, cities, and nonprofits will be essential for 
land acquisition, stewardship, and program development. These partnerships will help share 
resources and responsibilities.
Diversified  
Funding Portfolio: 
Funding will come from a mix of sources, including general obligation bonds, development 
impact fees, grants, dedicated taxes, concessionaire investments, and volunteer programs. 
This diversified approach ensures financial sustainability for operations and future growth.
Recreation and  
Visitor Experience: 
Access points will be managed through a variety of means including primary park entrances 
with controlled entry stations, regional trailheads, and secondary/remote trailheads. These 
measures will improve connectivity between parks, communities, and wildlife corridors. 
Visitor satisfaction will be monitored through surveys, economic impact studies, and capacity 
management strategies supported by technology.
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OPPORTUNITY
These goals advance 
Opportunity by providing 
residents with the ability for 
health, leisure, and social 
interactions.
STEWARDSHIP
These goals strongly reflect 
Stewardship by preserving and 
protecting the unique Sonoran 
Desert environment and its 
ecological integrity.
PROSPERITY
These goals contribute to 
Prosperity by supporting 
local economies and regional 
attractiveness.
Goals & Policies
Open Space Policies:
1.1
Maricopa County supports implementing the County Parks and Recreation Department’s 
currently adopted Parks, Open Space & Trail System Plan, and any successor plan.
1.2
Maricopa County supports soft edge treatments and buffers along the perimeter of its 
regional parks, regional trail system, the El Rio corridor, and open space in unincorporated 
areas of the County. 
Open Space Goal 1: Protect and expand the regional park system 
proportionately with population growth. 
Goal Statement: Ensuring that the regional park system grows and integrates in proportion to 
meet the needs and demands for recreational opportunities in the natural landscapes and spaces 
of an increasing population in both the incorporated and unincorporated portions of Maricopa 
County.
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Open Space Goal 2: Support access to both local and regional 
recreational opportunities and open space. 
Goal Statement: Supporting appropriate public access to recreational lands and open spaces in 
the region outside of the County’s jurisdiction is important for providing opportunities for exercise, 
relaxation, enjoyment, and social interaction, while also supporting environmental conservation 
and local economies.
Open Space Policies:
2.1
Maricopa County supports supports new residential developments using the local park ratios 
identified in this plan as a guide for the provision of local recreational amenities.
2.2
Maricopa County supports user-based funding options for its regional park system and 
regional trail system to help maintain high-quality amenities and access. 
1.3
Maricopa County will coordinate with planning initiatives that seek to revitalize the Salt and 
Gila River corridors as vital ecological, cultural, and economic assets. 
1.4
Maricopa County supports the mission and ongoing efforts of the Lower Gila River 
Collaborative, a voluntary partnership focused on restoring the Lower Gila River ecosystem 
while promoting stewardship, recreation, and compatible development.
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Open Space Goal 3: Maintain the Maricopa Trail and the Maricopa 
County Regional Trail System. 
Goal Statement: Continue to protect and enhance the Maricopa County Trail System in addition 
to working with regional municipalities to connect the trail system to their parks, preserves, and 
open space systems..
Open Space Policies:
3.1
Maricopa County supports dedication and improvement of trail right-of-way within new 
development, including the Maricopa Trail and Maricopa County Regional Trail System.
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Open Space Goal 4: Provide regional leadership to promote the 
preservation of the desert landscape through protected recreational 
lands and open space. 
Goal Statement: Leading efforts to preserve and conserve the natural landscape and wildlife 
habitats and corridors through protected recreational lands and open spaces is a primary objective 
for the flourishing of the unique environment of the Sonoran Desert for future generations.
Open Space Policies:
4.1
Maricopa County supports the protection of scenic corridors and views as outlined in adopted 
scenic corridor plans and in the Maricopa County Zoning Ordinance.
4.2
Maricopa County supports partnering with municipalities to address edge treatments along 
the perimeter of regional parks and the regional trail system.
4.3
Maricopa County supports partnering with adjacent federal and state agencies to expand 
recreation opportunities and protect and preserve existing open space from development 
pressures where feasible.
4.4
Maricopa County supports partnering with adjacent federal, state, and local agencies to 
promote responsible recreational activities and opportunities that aim to protect and preserve 
existing parks, recreation areas, public lands, and open spaces.
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11
Water Resources

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
Planning Considerations . . . . . . . . . . . . . . . . . . . . . . 191
Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198

Introduction
Managing water resources is one of Maricopa County’s most pressing 
challenges as growth continues and the unincorporated areas depend on a mix 
of surface, ground, and reclaimed water to fulfill demand. As long as people have 
lived in this region, there has been an understanding that with the dry climate, 
careful planning and responsible use of water are essential. That same mindset 
continues today in the County, allowing millions to call the desert home.
As Maricopa County grows, so does the challenge of providing enough water for 
everyone. Weather patterns can shift from year to year, making water supplies 
unpredictable. To keep up with demand and ensure long-term efficiency and 
supply, we need to find new ways to use water more efficiently and make the 
most of what we have.
Recognizing this, state law requires Maricopa County to include a Water 
Resources section in its Comprehensive Plan. This section looks at how 
much water is available, how much we’ll likely need as the population grows, 
and how we can meet that demand. The goal is to offer practical policies and 
recommendations that support smart, balanced water use for the future.
The water providers within Maricopa County rely on three main sources: 
	
„ Surface Water: Includes rivers, lakes, and water delivered through the Central 
Arizona Project (CAP) Canal.
	
„ Groundwater: Water stored underground in aquifers.
	
„ Effluent/Reclaimed Water: Treated wastewater that can be reused for certain 
purposes.
The next section provides a closer look at each of these sources.
3
main sources water 
providers within Maricopa 
County rely on (Surface 
Water, Groundwater, 
and Effluent/Reclaimed 
Water)
The Water Resources element focuses on strategies to 
help ensure that an adequate water supply is available to 
meet future growth. Since water supply and allocation are 
regulated at the state level, strategies in this element target 
water conservation and water quality protection efforts that 
Maricopa County can implement at a local level.
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Planning Considerations
Surface Water and the CAP Canal
Surface water is from sources such 
as rivers, lakes, and streams. This 
is Arizona’s main renewable water 
source. However, as surface water 
replenishment depends on annual 
rainfall and snowmelt, its availability 
can vary widely from year to year. To 
help manage this variability, reservoirs 
and dams along the Salt, Verde, Gila, 
and Agua Fria Rivers collect runoff 
from northern and eastern Arizona. 
This stored water helps stabilize 
supplies during both wet and dry 
periods.
A major source of surface water for 
Maricopa County is the CAP Canal. 
Managed by the Central Arizona 
Water Conservation District, the CAP 
Canal stretches nearly 340 miles from 
Lake Havasu to the San Xavier Indian 
Reservation near Tucson. It delivers 
about 1.5 million acre-feet of Colorado 
River water each year to Maricopa, 
Pinal, and Pima Counties, making it 
a critical lifeline for all who live in its 
service area. 
The Colorado River’s water is divided 
among seven western states under 
the 1922 Colorado River Compact. 
Arizona, California, and Nevada make 
up the Lower Basin, while Wyoming, 
Colorado, Utah, and New Mexico 
form the Upper Basin. Each division 
receives 7.5 million acre-feet annually, 
with Arizona allocated 2.8 million 
acre-feet. Some of this water is used 
directly, while the rest is stored in 
underground aquifers to help buffer 
against future shortages. The Arizona 
Water Banking Authority oversees this 
storage process.
As of 2025, Arizona is grappling with a 
Tier 1 shortage in the Colorado River 
Basin, resulting in a 512,000 acre-
foot reduction, impacting 30% of the 
Central Arizona Project’s supply and 
nearly 8% of the state’s total water 
use. With the threat of deeper Tier 
2 or 3 cuts looming, municipalities 
are looking to groundwater reserves, 
conservation efforts, and collaborative 
drought 
planning. 
Arizona 
has 
proposed a “supply-driven” model that 
ties water allocations to actual river 
flows, aiming for fairer distribution 
amid recent water level declines. 
However, negotiations among the 
seven basin states remain tense and 
unresolved, with Upper Basin states 
wary of shifting burdens. The cuts 
affect agriculture, tribal lands, and 
recreation, prompting environmental 
advocates to push for long-term water 
strategies. Meanwhile, the century-
old Colorado River Compact faces 
mounting pressure as 30 tribes assert 
their water rights, adding complexity 
to an already strained system.
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Groundwater is water that has slowly seeped into underground aquifers over 
many years from rain and snowmelt. As it takes so long to naturally refill these 
aquifers, groundwater is considered a limited and mostly non-renewable resource. 
The Arizona Department of Water Resources (ADWR) oversees the regulation and 
management of groundwater sources to ensure short-term use and protect long-
term availability. In 2024, ADWR published an update of its Groundwater Model 
and 100-Year Assured Water Supply Projection that estimated the volume of 
groundwater in storage above 1,000 feet at the end of the historical simulation 
(simulated over 122 years, from 1900-2022) to be 126,750,000 AF. The cumulative 
storage change (decline) for this same 122-year historical period is 21,470,000 
AF. Also following the 2024 update to incorporate the latest data, the 100-year 
Assured Water Supply projection reported that the unmet demand at the end of the 
100-year projection period is estimated to be 3,604,500 AF, which is a reduction 
from the previous projection estimate of 4,862,000 AF. The majority of the unmet 
demand is within the so-called “unprotected” sectors, which include agriculture, 
industrial, and other uses. Since the supply of surface water sources are annually 
variable or restricted through the Colorado Compact, this projected unmet 100-
year demand will likely be served through a combination of converting land from 
high-consumption water uses to lower-demand water uses and increased water 
reuse to limit the rate of increase in pumping groundwater in the Phoenix AMA.
In unincorporated Maricopa County, water management faces unique challenges 
due to diverse land ownership and varying levels of infrastructure. Unincorporated 
areas often rely heavily on groundwater, which is regulated under the state’s Active 
Management Areas, which were established under the 1980 Arizona Groundwater 
Management Act to prevent over-extraction and ensure safe yield. Over-extraction, 
also referred to as overdraft, occurs when more water is pumped from the aquifer 
than is replenished, and can lead to land subsidence, causing the ground to sink 
and potentially damage infrastructure. Maricopa County has 48.8% of its land area 
in the Phoenix AMA, 4.1% in the Pinal AMA, 5.3% in the Harquahala Irrigation Non-
expansion Area (INA), and 41.9% outside of an AMA or INA. AMAs implement strict 
groundwater management plans, aiming to balance groundwater withdrawal with 
natural and artificial recharge. 
Groundwater 
Graywater is wastewater from everyday activities like showering, laundry, and 
handwashing. Once treated, it can be reused for things like supporting agricultural 
and landscaping irrigation, supporting industrial cooling and processes, and other 
non-drinking purposes.
The region has 92 wastewater treatment facilities producing around 324,000 
acre-feet of treated graywater annually. As Maricopa County continues to grow, 
graywater has and will continue to be a vital source of water for non-potable uses 
as a means to preserve the regional groundwater and surface water sources  for 
uses that require potable water.
Effluent / Graywater
The primary source of 
water in the Phoenix 
AMA portion of 
Maricopa County is 
groundwater at 748,000 
acre-feet annually
Agriculture remains Arizona’s largest water consumer, but reductions in CAP 
deliveries and new conservation mandates are accelerating changes in cropping 
patterns and irrigation practices. Farmers are adopting precision irrigation, soil 
moisture sensors, and crop switching to maintain productivity under constrained 
supplies. However, continued farmland conversion to urban development, 
especially in Maricopa County, raises concerns about regional and national food 
security, given Arizona’s role as a major winter vegetable producer. Balancing 
water conservation with the need to sustain agricultural output will remain a critical 
challenge moving forward.
Water Scarcity’s 
Effect on Agriculture 
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The primary source of water in the Phoenix AMA portion of Maricopa County 
is groundwater at 748,000 acre-feet (AF) annually. Surface water is the second 
largest source for water in the Phoenix AMA at 562,000 AF annually. The CAP Canal, 
which transports Colorado River water, is the third largest source in the County at 
419,000 AF annually. Effluent or reclaimed water is the smallest source of water in 
the Phoenix AMA at 274,000 AF annually. Figure 19 illustrates the sources of water 
in the Phoenix AMA. 
Supply of Water 
Sources
Figure 19.   Source of Water in Phoenix AMA (in acre-feet), 
2019 Data
Source: Phoenix Active Management Area – 5th Management Plan 2020-2025
Demand for Water 
Sources
As urban development expands into farmland, the demand for water is moving 
away from agriculture production towards residential and industrial uses. Until 
1999, more water was used in the Phoenix AMA for agriculture than for cities. 
Since that time, water demand has gradually shifted to where in 2019, agriculture 
accounted for only 29% of the Phoenix AMA overall water use, while municipal use 
accounted for 50% and industrial use accounted for an additional 10%. The Native 
American Tribal communities account for the remaining 21% of water demand in 
the Phoenix AMA. Figure 20 displays the percentage splits of how water is used in 
the Phoenix AMA.
Figure 20.   Water Demand in Phoenix AMA (in acre-feet), 
2019 Data
Source: Phoenix Active Management Area – 5th Management Plan 2020-2025
 Chapter 11 •  WATER RESOURCES
193

Strategies
Ensuring access to safe and clean water remains a foundational priority for 
Maricopa County. In alignment with state and County health regulations, 
the County plays a critical oversight role by reviewing infrastructure plans, 
conducting inspections, and issuing permits for water services.
Two key programs that manage oversight are the Drinking Water Program and 
the Water and Waste Water Treatment Program. The Drinking Water Program 
regulates public water systems to ensure compliance with federal drinking water 
standards. It also provides technical assistance, educational outreach, and 
regulatory guidance to system administrators, helping them maintain safe and 
reliable water delivery. The Water and Wastewater Treatment Program oversees 
the regulation of water and wastewater treatment facilities, reclaimed water 
operations, and reuse water systems. While Maricopa County does not own or 
operate these facilities, its regulatory role is essential in safeguarding public 
health and environmental quality. Together, these programs reflect Maricopa 
County’s proactive approach to water safety, emphasizing collaboration, 
compliance, and community well-being.
Water Quality
Adequate Water 
Supply
In areas designated as AMAs, Arizona law requires land developers to prove an 
Assured Water Supply (AWS) through securing a Certificate of Assured Water 
Supply (CAWS) before subdividing land. This certificate ensures that there is a 
long-term, reliable water source to support the proposed development. For water 
providers, a Designation of Assured Water Supply (DAWS) is issued to prove an 
AWS for all of a provider’s customers.
Outside of AMAs, water use was less regulated prior to 2007. At this time the 
State of Arizona gave municipalities and counties the authority to require a 
Water Adequacy Determination for new subdivisions. While this determination 
is not as stringent as the certificate required within AMAs, it still plays a critical 
role in responsible growth.
To receive a Water Adequacy Determination, developers must demonstrate:
	
„ That water is physically available, legally accessible, and consistently reliable.
	
„ That the subdivision has the financial capacity to deliver water to residents.
	
„ That the water quality meets all required health and safety standards.
Maricopa County views Water Adequacy Determinations as a practical and 
necessary tool for promoting sustainable development outside AMAs. They help 
ensure that new communities are built with a clear understanding of their water 
resources and responsibilities.
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Starting  in 2023, the state government issued a moratorium on issuing any 
new AWS, pausing the approval of new subdivision plats that solely relied on 
groundwater. This decision was made due to modeling showing future shortfalls 
for groundwater, forcing developers to use other water sources to proceed with 
development. With approvals for new groundwater supplies suspended and 
surface water sources like CAP already stretched, housing construction halted 
in areas of Maricopa County that had not already been issued an AWS. 
In October 2025, EPCOR was officially awarded the first Alternative Designation 
of Assured Water Supply (ADAWS) by ADWR. Following a new 2023 rule, the 
ADAWS offers flexibility by allowing water providers to secure an AWS through 
evaluating demand in its entire service area, which is now subject to AWS 
rules, and proving a 100-year water supply with a comingling of a provider’s 
water supplies. This means that all groundwater pumped and delivered within 
that service area must be made consistent with the management goal of that 
particular Active Management Area.  As part of the ADAWS, EPCOR has also 
become a member in the Central Arizona Groundwater Replenishment District 
(CAGRD), which requires EPCOR to replenish all excess groundwater it delivers 
to customers within its CAGRD-enrolled service areas to ensure groundwater 
pumping is made consistent with AWS rules. EPCOR’s attainment of an ADAWS 
secures water reliability for more than 140,000 in its service area and unlocks 
the potential for 60,000 new homes.
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Given that certain areas within the Phoenix AMA continue to experience water 
level declines from groundwater pumping, the state also initiated a moratorium 
on the issuance of permits for proposed subdivisions that are not served by a 
designated water provider and would rely on local groundwater as a primary water 
source. In response to these restrictions, transporting additional groundwater 
to the Phoenix AMA from the Harquahala INA Basin has become a realistic 
possibility over the near-term period if needed.
The Harquahala INA is one of the groundwater basins in rural Arizona set aside 
specifically to import water to the Phoenix AMA, and to other AMAs, once water 
gets scarce. It is approximately 766 square miles and located in the westernmost 
portions of Maricopa County and in La Paz County. Public and private entities 
from outside the Harquahala INA have purchased groundwater rights from 
landowners within the INA for at least a decade. It is now increasingly common 
that municipalities within Maricopa County are purchasing groundwater rights 
or even land for those same rights to support their own plans for growth and 
development. Challenges with this strategy include the cost or buying the land 
(and groundwater rights), the treatment of the groundwater, and the transport of 
the groundwater to the entities holding rights to it.
Harquahala INA
Water Conservation
Water conservation is fundamental to maintaining growth and quality of life in 
Maricopa County. As a desert region facing long-term water supply challenges, 
the County must lead efforts that promote efficient water use and resource 
stewardship. This includes fostering a culture of conservation through public 
education and outreach, ensuring residents and businesses understand the 
benefits and necessity of reducing water demand.
Collaboration among municipalities and regional partners is equally important. 
Coordinated planning and shared best practices can help implement strategies 
such as expanding reclaimed water use, encouraging low-water landscaping, 
and improving efficiency in both urban and agricultural settings. By integrating 
conservation principles into land use decisions and infrastructure planning, 
Maricopa County can support responsible growth while protecting its most 
limited resource for future generations.
Recently enacted state legislation has, perhaps, introduced a more efficient 
agricultural to urban land conversion program in the spirit of groundwater 
conservation while supporting increasing housing supply to address housing 
affordability. Senate Bill 1611, signed in 2025, created the “Ag-to-Urban” program, 
a voluntary pathway for farmers in Active Management Areas (AMAs) to retire 
irrigated farmland and transfer groundwater rights to urban developments. 
At the core of the law is a groundwater savings credit system, which allows 
agricultural landowners to permanently surrender their irrigation grandfathered 
rights and provide these rights to developers in the form of calculated credits. 
These credits can be applied, by a developer, toward the assured water supply 
requirements for new subdivisions. This legislation establishes a clear, regulated 
process for converting agricultural water rights to urban use while maintaining 
conservation standards and provides a framework to balance housing demand 
with groundwater protection, shaping growth in water-limited regions like 
Maricopa County.
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Water conservation is a central focus of these efforts 
whether through promoting efficient water use in new 
developments, supporting public education campaigns, or 
investing in technologies that reduce water.
Maricopa County plays a leading role in tackling regional water challenges by 
working closely with cities, towns, tribal nations, and state agencies across 
Arizona. Recognizing that water is a shared and limited resource, the County 
actively collaborates on long-term planning, infrastructure development, and 
conservation strategies that benefit the entire region. Through partnerships 
with the Arizona Department of Water Resources, the Central Arizona Project, 
and other regional stakeholders, Maricopa County helps coordinate efforts 
to protect groundwater, manage drought conditions, and expand the use of 
reclaimed water. Water conservation is a central focus of these efforts whether 
through promoting efficient water use in new developments, supporting public 
education campaigns, or investing in technologies that reduce waste.
Leadership on Water 
Resources
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Water Resource Policies:
1.1
Maricopa County supports residential development that is subject to the requirements of 
the Arizona Department of Water Resources Assured and Adequate Water Supply programs.
1.2
Maricopa County supports water adequacy determinations for new subdivisions outside 
Active Management Areas. 
1.3
Maricopa County supports water conservation techniques in the planning and design of 
new development.
1.4
Maricopa County supports low water use and drought-tolerant landscaping.
Water Resources Goal 1: Contribute to the endurance of the region’s 
water supply and its delivery.
Goal Statement: Supporting the local water providers’ efforts to secure the reliability and 
endurance of the region’s water supply ensures stability in water delivery necessary for planning 
future development and the needs of the community.
OPPORTUNITY
These goals advance 
Opportunity by ensuring 
reliable and high-quality water 
access for residents and 
businesses.
STEWARDSHIP
These goals reinforce 
Stewardship by emphasizing 
responsible water management 
in a desert environment.
PROSPERITY
These goals ensure economic 
stability, as water security is 
foundational to Prosperity.
OPPORTUNITY
These goals advance 
Opportunity by ensuring 
reliable and high-quality water 
access for residents and 
businesses.
STEWARDSHIP
These goals strongly reflect 
Stewardship by emphasizing 
responsible water management 
in a desert environment.
PROSPERITY
Water security is foundational 
to Prosperity, and these goals 
ensure economic stability.
Goals & Policies
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Water Resource Policies:
2.1
Maricopa County supports compliance with its Drinking Water Program and its Water and 
Wastewater Treatment Programs.
2.2
Maricopa County supports renewable water use for landscape, park and common area 
irrigation; artificial lakes; and decorative water features.
Water Resources Goal 2: Promote and protect regional water 
quality.
Goal Statement: Focusing on initiatives and best practices to maintain and improve water quality 
for all users.
Water Resource Policies:
3.1
Maricopa County supports informing the public about the importance and benefits of water 
conservation.
3.2
Maricopa County supports the collaboration of municipalities to implement best practices 
for water planning and conservation.
Water Resources Goal 3: Support and provide leadership for water 
conservation in the region.
Goal Statement: Leading initiatives to promote water conservation practices across the region 
is vital for supporting the efficient and prudent management of water resources in the desert 
Southwest.
 Chapter 11 •  WATER RESOURCES
199

12
Energy

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .202
Planning Considerations . . . . . . . . . . . . . . . . . . . . . .203
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .204
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .208

Introduction
Energy use is integral to nearly every 
aspect of society, powering homes, 
businesses, and critical infrastructure. 
As environmental concerns grow and 
the long-term costs and availability 
of 
natural 
resources 
become 
more 
pressing, 
energy 
efficiency 
has emerged as a critical priority. 
Promoting the use of efficient and 
renewable energy sources is not only 
sound environmental policy but also a 
wise economic strategy.
Maricopa 
County 
is 
committed 
to fostering energy practices that 
ensure a reliable energy future for 
the region to continue its growth 
and quality of life. The majority of 
the power generated in the County 
comes from natural gas and nuclear 
sources. The emphasis on advancing 
alternative energy technologies over 
the past 50 years (alongside continued 
traditional energy development) has 
led to the development of solar energy 
production plants and projects in 
Maricopa County that seek to harness 
the abundant solar resources. These 
solar power projects are concentrated 
in the western desert portions of the 
County that are flatter and have better 
transportation access. 
Under 
the 
previous 
County 
Comprehensive 
Plan, 
the 
energy 
element had a focus on alternative 
energy development (particularly solar 
power) for resource management 
purposes. 
However, 
the 
rapid 
expansion of artificial intelligence 
(AI) and data centers has triggered 
a significant surge in electricity 
demand across the United States. 
As AI technologies become more 
sophisticated and widely adopted, they 
require immense computational power, 
usually delivered through energy-
intensive data centers. According to 
the International Energy Agency, data 
centers already consume about 1.5% 
of global electricity, and this figure is 
expected to more than double by 2030, 
surpassing the current electricity 
use of entire nations like Japan. 
Domestically, the U.S. Department 
of Energy projects that electricity 
demand from data centers could 
double or triple by 2028. This growth 
is driven by the rise of generative 
AI, cloud computing, and machine 
learning applications, all of which rely 
on high-density server farms. Utilities 
in Arizona and across the western 
states are now grappling with how to 
meet this escalating demand while 
maintaining grid reliability and future 
capacity. As a result, energy planning 
and infrastructure investment are 
becoming increasingly urgent priorities 
for high-growth regions. The County 
sees energy development supported 
through 
technological 
innovation, 
as a way to grow energy capacity to 
meet demand without further strains 
on regional resources. These efforts 
position Maricopa County as a leader 
in cost-effective energy production, 
balancing 
economic 
opportunities 
and prosperity with environmental 
stewardship.
The Energy element includes policies to promote energy 
production to meet rising demand, renewable and clean 
emission energy, energy conservation and overall more 
efficient energy use.
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Planning Considerations
Energy Generation Profile in the County
Maricopa County’s energy system 
is supported by a diverse mix of 
generation facilities that power one 
of the fastest-growing regions in 
the 
nation. 
Unincorporated 
areas 
host major plants fueled by nuclear, 
natural gas, hydroelectric, and solar 
sources. The distribution of these 22 
energy generation facilities is shown 
in Map 23. At the center is the Palo 
Verde Nuclear Generating Station in 
Tonopah, the largest nuclear plant in 
the United States, producing about 
31,000 
gigawatt-hours 
annually 
and serving over one million homes 
across the Southwest. Its innovative 
use of treated wastewater for cooling 
helps conserve water in Arizona’s 
arid climate. Natural gas plants in the 
County provide essential baseload and 
peak capacity, while solar facilities 
continue to expand, reflecting the 
region’s commitment to renewable 
energy and diversification.
Maricopa 
County 
also 
actively 
continues to develop its renewable 
energy 
generation 
capabilities, 
particularly focusing on solar energy 
sources. In reviewing the County’s 
Comprehensive 
Plan 
Amendment 
data, 
the 
County 
approved 
69 
Comprehensive Plan Amendments 
(CPAs) that involved a solar energy 
project between 2008 and 2023. 
The total land area for all of these 
approved CPAs is 92 square miles, 
concentrated around both the Palo 
Verde Nuclear Generating Station and 
the Harquahala Generating Facility. 
While some of these approved CPAs 
are over a decade old, not all of the 
solar 
energy 
generating 
facilities 
have made it past the finish line to 
construction. These initiatives align 
with Maricopa County’s strategy to 
support the development of renewable 
energy as a means of growing the 
overall energy generation portfolio.
Energy Development on Federal Lands  
in the County
The Bureau of Land Management released the Record of Decision (ROD) for its 
updated Western Solar Plan in 2024. This plan update guides BLM’s management 
of solar energy proposals and projects on public lands. It makes over 31 million 
acres of public lands across 11 western states available for application for 
potential solar energy development, driving development closer to transmission 
lines/corridors or on to previously disturbed lands. This plan also excludes 
sensitive areas from solar development like specially protected lands, important 
cultural resources, and critical wildlife habitat. Siting projects away from areas 
where they may conflict with other resources and uses is expected to help 
ensure responsible development, speed the permitting process, and provide 
greater predictability to the solar energy industry on BLM land. This is important 
for Maricopa County to consider since over 35% of its total area is under BLM 
management.
Land Patterns Effect on Energy Consumption
While generation capacity remains strong, energy demand is growing rapidly as 
population and land use patterns evolve. Single-family homes in master-planned 
communities drive higher electricity use for cooling and electric vehicles, 
while multi-family housing near transit offers efficiency, but it also adds to 
overall consumption. Additionally, commercial and mixed-use developments 
increase peak daytime loads, and industrial corridors are emerging as the 
most significant growth area with data centers and advanced manufacturing 
facilities now representing the fastest-growing load segment, with some 
facilities consuming 50–100 megawatts each. All these factors have created 
unprecedented challenges for infrastructure planning and underscore the need 
for a coordinated approach that links land development with energy planning.
 Chapter 12 •  ENERGY
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Strategies 
Broad-Based Energy Development Strategy
Maricopa County is facing a dramatic rise in electricity demand, driven by rapid 
population growth, regular heatwaves, and the proliferation of energy-intensive 
technologies such as data centers, artificial intelligence, and electric vehicles. 
Experts have recently underscored the urgency of a comprehensive strategy 
to ensure that grid reliability and long-term capacity increase do not hinder 
local and regional growth plans. Extended summer heat waves beyond typical 
durations have amplified the need for dependable cooling systems, placing 
additional strain on the power grid.
To meet these challenges, Maricopa County encourages the adoption of an 
all-of-the-above energy development approach that embraces a diverse mix of 
traditional fossil fuel sources and clean emission sources, including solar, wind, 
nuclear, natural gas, and battery storage. This strategy should be supported by 
investments in transmission infrastructure by developers responsible for such 
developments, distributed generation, and energy efficiency across all sectors—
residential, commercial, and industrial. Through supporting the expansion of 
the energy produced locally and diversifying the generation types, the County 
can allow for an energy future that has the ability to manage peak loads and 
leverage technological innovation for greater efficiency in service of building 
a strong energy future that aligns with both the demands of a rapidly evolving 
technological landscape.
Energy Efficient Development
The most cost-effective way to achieve energy efficiency is at the initial planning 
and building design stages which is why Maricopa County supports innovative 
techniques that help conserve energy. Although Maricopa County reviews 
plans to determine if energy conservation is included in project design, it also 
continuously assesses its design and construction requirements to ensure they 
do not impede energy conservation. Going forward, Maricopa County could also 
consider incentives to help increase energy efficient design and construction.
Energy efficiency is also a factor in general land use planning. As energy use in 
the region continues to increase with more urban development, the County looks 
to coordinate land use patterns within its jurisdiction that can conserve energy 
consumption through shortening travel distances. 
Energy Costs
Maricopa County has no control over future rises in energy prices, but it can 
control its own expenses by practicing energy conservation in all aspects of its 
operations. It can also help reduce residential and business energy costs by 
supporting energy efficient development techniques and technologies. Maricopa 
County can also require compensatory power generation for industrial uses 
that use large amounts of energy and that the construction of infrastructure, 
long-term maintenance of that infrastructure and long-term use and demand 
generated by a development is paid for by the development itself.
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Maricopa County encourages the adoption of an all-of-
the-above energy development approach that embraces 
a diverse mix of traditional fossil fuel sources and clean 
emission sources, including solar, wind, nuclear, natural gas, 
and battery storage.
Source: Maricopa County Office of Enterprise Technology, 2024
Map 23.   Energy Generation Facilities
 Chapter 12 •  ENERGY
205

Solar Energy Generating Facilities
With abundant sunshine and vast open and flat land, Maricopa County is seen as a 
natural leader in solar energy development. Solar power offers Maricopa County 
a promising path toward increasing the amount clean emission energy produced 
locally, but it also presents challenges that require thoughtful planning. On the 
positive side, the region’s abundant sunshine makes solar energy highly efficient 
and cost-effective, reducing greenhouse gas emissions and lowering long-term 
energy costs. Solar installations, at both the utility-scale and residential scales, 
can diversify the energy portfolio and improve grid resilience. However, solar 
power also has limitations. It is intermittent, producing energy only when the 
sun shines, which creates a need for storage solutions or backup systems. Large 
solar farms can require a significant land mass that potentially impacts wildlife 
habitats and the natural ecology or competes with other land needs. Additionally, 
the upfront costs of solar infrastructure and the need for grid upgrades can be 
barriers to widespread adoption. Balancing these benefits and drawbacks is 
essential as solar power projects continue to develop in Maricopa County.
Planning for the eventual decommissioning of solar facilities is also becoming 
increasingly important as installations age. Decommissioning involves 
dismantling panels, responsibly managing materials, and restoring land for 
future use. Without proper planning, retired solar sites could lead to waste 
management challenges and underutilized land.
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BESS
Battery Energy Storage Systems (BESS) are emerging as a critical component 
of Maricopa County’s evolving energy landscape. By storing excess energy 
during low-demand periods and discharging it during peak hours, BESS reduces 
strain on generation resources and improves grid reliability. In a region where 
summer peaks are intensified by cooling needs and data center operations, 
large-scale battery storage can help stabilize the grid and support renewable 
energy integration.
By shaping where and how these facilities are introduced and reused, the County 
can support economic growth, maintain reliable service, and ensure that energy 
infrastructure evolves in a way that strengthens long-term flexibility.
Artificial Intelligence
The rapid use of artificial intelligence is transforming energy demand across 
Maricopa County. AI systems, particularly large-scale machine learning and 
language models, require substantial computational resources, resulting in 
continuous, high-intensity electricity use. As these applications expand across 
multiple sectors, this plan provides an opportunity to guide development in ways 
that strengthen the County’s energy future. By anticipating challenges such as 
grid reliability and resource management, and by establishing land use policies 
that support necessary infrastructure, Maricopa County can manage AI-driven 
growth while minimizing environmental impacts and ensuring that progress 
enhances community well-being.
Data Centers
Data centers are important to the digital economy and a major driver of Maricopa 
County’s projected energy growth, often locating in areas with reliable electricity 
and cooling resources. These requirements, along with the County’s available 
land, and lower risk of natural hazards compared to other regions, make Maricopa 
County an attractive destination for data center development. However, because 
of their high energy consumption, heat output, and need to operate continuously, 
it is estimated that data centers consume up to 50 times more electricity per 
square foot than traditional office buildings. Due to that, Arizona Public Service 
projects that by 2031, data centers will account for 55% of its total power needs, 
while the Salt River Project anticipates roughly half of its demand through 2029 
will be tied to these facilities. 
The amount of energy requested in data center development combined with the 
forecasted energy demand estimates for these facilities also raises the issue of 
increased energy rates spread across the customers of a given utility’s service 
area. The massive power demand of data centers has often forced utilities to 
invest in the expansion of power infrastructure because of these developments. 
From a planning perspective, the development and proliferation of data centers 
raises critical considerations for land use, infrastructure capacity, water demand, 
and environmental impacts that should all be a part of the approval process 
for digital infrastructure sites. The goals and policies within this plan seek to 
balance the economic benefits of such high-energy use growth and expansion 
with the protection of utility customers by ensuring that the grid remains resilient 
and accessible to all residents of Maricopa County.
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OPPORTUNITY
These goals advance Opportunity 
by ensuring reliable and efficient 
energy access for residents and 
businesses.
STEWARDSHIP
These goals strongly reflect 
Stewardship by aligning growth 
with ecological preservation 
and practices.
PROSPERITY
These goals promote Prosperity 
by positioning Maricopa County 
for future energy development.
Goals & Policies
Energy Policies:
1.1
Maricopa County supports an all-of-the-above energy strategy that incorporates both 
traditional and alternative sources of energy to ensure that the energy supply is abundant 
and meets demand.
1.2
Maricopa County supports expanding the energy generation supply and capacity to meet 
the increased needs from future growth.
Energy Goal 1: Support enhancing the stability and the development 
of the energy grid in the region.
Goal Statement: Improving the stability and reliability of the energy grid through resilient and 
dependable energy infrastructure to support current and future regional energy needs.
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Energy Policies:
2.1
Maricopa County supports energy efficient design and construction of new development.
2.2
Maricopa County supports energy conservation through balanced and efficient development 
patterns where residential, commercial and employment land uses with complementary 
compatibility are proximate.
2.3
Maricopa County supports energy conservation through having new urban development 
locate in cities and towns, and in the Urban Growth Area of the County identified in this Plan.
Energy Policies:
3.1
Maricopa County supports energy conservation and emissions reduction through allowing 
new development to provide alternative transportation options or connect to existing 
alternative transportation infrastructure.
3.2
Maricopa County supports the utilization of traditional, alternative, and clean emission 
energy research and development.
Energy Goal 2: Increase energy efficiency through development 
patterns.
Goal Statement: Promoting development patterns that enhance energy efficiency is essential to 
reducing the rate of demand for new energy generation sources.
Energy Goal 3: Support energy development in the region.
Goal Statement: Encouraging the development of energy resources through investment in local 
energy projects is requisite to support growth, development, and innovation within the region.
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209

3.3
Maricopa County supports the use of appropriate setbacks and buffers to residential uses 
from energy generation and/or energy storage facilities to prevent or lessen the impact 
from potential fires and other potential hazards.
3.4
Maricopa County supports developing energy infrastructure using low-impact construction 
techniques and, where feasible, siting such energy infrastructure on previously disturbed 
locations for the benefit of local wildlife (including flora and fauna).
3.5
Maricopa County supports appropriate buffers and setbacks to ecological and riparian 
habitats found along borders of significant washes and riverbanks from energy generation 
and/or storage facilities.
3.6
Maricopa County supports responsible and timely decommissioning of solar energy 
generation and battery energy storage system facilities to ensure public safety, environmental 
protection, and restoration of land to a beneficial condition.
Energy Policies:
4.1
Maricopa County supports incentive programs that promote energy efficiency where 
feasible and effective.
4.2
Maricopa County supports efforts to assist businesses and individuals with renewable 
energy options and energy conservation.
Energy Goal 4: Coordinate energy initiatives/programs in the region.
Goal Statement: Aligning energy initiatives/programs with jurisdictions both within and outside 
of Maricopa County ensures coordinated planning partnerships and viable development in the 
long-term.
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Chapter 12 •  ENERGY
211

13
Cost of 
Development

In This Chapter
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
Planning Considerations . . . . . . . . . . . . . . . . . . . . . . 215
Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
Goals & Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .220

ROADS
PARKS
LAW ENFORCEMENT
EMERGENCY SERVICES
Introduction
Maricopa County continues to experience some of the fastest population growth 
in the nation, bringing both opportunities and challenges. While growth supports 
economic vitality and community development, it also creates significant 
demand for new infrastructure and public services—such as roads, parks, law 
enforcement, and emergency facilities. Meeting these needs requires careful 
planning and responsible fiscal management to ensure that growth pays its fair 
share without placing undue burdens on existing residents.
Arizona law mandates that the County includes a Cost of Development element 
in the Comprehensive Plan to identify strategies for funding infrastructure and 
services necessitated by new development. This chapter outlines Maricopa 
County’s approach to balancing growth with fiscal prudence, ensuring that 
development contributes proportionately to the costs it generates. It evaluates 
funding mechanisms and provides overarching goals and policies that promote 
efficient land use, mutual cost sharing, and long-term financial stability.
By framing cost of development as a critical component of growth management, 
Maricopa County seeks to maintain a high quality of life, protect taxpayers, and 
support a robust economy while adapting to future challenges.
The Cost of Development element specifies ways to help 
ensure that new development pays its fair share towards 
the cost of additional infrastructure and services needed to 
serve new development. The Cost of Development element 
also identifies current cost sharing methods, recommends 
future cost sharing strategies, and includes ways to ensure 
reasonable application of the recommended strategies.
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Planning Considerations
Legal Framework
Arizona law mandates that new development contribute its fair share toward 
infrastructure and public services. However, these contributions must satisfy 
constitutional and statutory standards, including:
Rational Nexus and Rough Proportionality: Under Arizona Revised Statutes and 
U.S. Supreme Court precedents (Nollan, Dolan, and Koontz), any exaction or 
impact fee must demonstrate an essential nexus between the development and 
the public purpose served, and be roughly proportional to the impact created 
by that development. This ensures fees are not arbitrary and remain legally 
defensible. 
Due Process Protections: The Fifth and Fourteenth Amendments, along with 
Article 2 of the Arizona Constitution, require both procedural and substantive 
due process. Procedural due process demands transparent, consistent adoption 
processes, while substantive due process requires that cost-sharing measures 
be reasonable and not unduly oppressive. 
Takings Clause Compliance: The U.S. Constitution prohibits government from 
taking private property without just compensation. In the context of cost-
sharing, takings claims typically arise when fees lack a rational nexus or fail 
proportionality tests. 
Equal Protection: Programs must apply uniformly and avoid unjustified 
distinctions between similar developments. While absolute uniformity is not 
required, any differentiation must be relevant and defensible. 
ARS §12-1131 through §12-1138 (Private Property Rights Protection Act):  ARS 
§12-1131 through §12-1138 requires compensation if land-use regulations reduce 
property value. Although cost-sharing is not a land-use restriction per se, overly 
burdensome requirements could trigger claims under this law, necessitating 
careful review of program impacts.
Designing and implementing 
a cost-sharing program for 
new development is inherently 
complex, requiring careful 
consideration of legal, economic, 
land use, and administrative 
factors. A well-structured 
program must balance the 
need for infrastructure funding 
with protections for property 
rights, economic vitality, and 
compliance with state and 
federal law. Poorly designed 
programs risk harming the local 
economy, exacerbating housing 
affordability challenges, or 
imposing unforeseen legal and 
administrative burdens on the 
county.
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215

Land Use and Growth 
Management
Inconsistent cost-sharing requirements across jurisdictions can lead to 
“jurisdiction shopping,” where developers favor areas with lower fees, resulting 
in fragmented and inefficient land-use patterns. Maricopa County should align 
its program with regional planning goals to promote orderly growth
Economics
Cost-sharing programs must avoid discouraging growth or creating imbalances 
in the local economy:
Residential vs. Non-Residential Development: Residential projects often 
generate higher service costs than tax revenues, but construction activity remains 
vital to economic health. Conversely, non-residential development diversifies the 
tax base and reduces reliance on residential property taxes. Programs should 
encourage balanced growth without incentivizing inefficient patterns. 
Competitiveness and Affordability: Excessive fees can increase housing costs 
or deter business investment. Best practices recommend conducting economic 
impact analyses and periodically adjusting fees to reflect market conditions and 
infrastructure needs.
Administrative and Lifecycle Costs
Beyond legal, growth, and economic factors, the long-term success of a cost-
sharing program depends on its administrative feasibility and ability to account 
for ongoing infrastructure needs. Implementation is not a one-time exercise; 
it requires continuous oversight, transparent processes, and adaptability to 
changing conditions. Administrative complexity can lead to inefficiencies, 
increased compliance risks, and higher operational costs if not properly managed. 
Equally important is recognizing that infrastructure obligations extend beyond 
initial construction, because facilities and services incur recurring expenses for 
maintenance, upgrades, and eventual replacement. Incorporating lifecycle cost 
analysis into program design ensures that funding strategies remain efficient 
over time, reducing the likelihood of fiscal shortfalls and deferred maintenance 
that can burden taxpayers.
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Strategies
Designing and implementing a fair and effective cost-sharing program is a 
complex task that requires balancing multiple priorities. Such programs must 
ensure that new development contributes proportionately to the infrastructure 
and services it demands, while avoiding unintended consequences that could 
harm the local economy, reduce housing affordability, or impose excessive legal 
and administrative burdens on the County.
A successful cost-sharing framework must be transparent, legally defensible, 
and economically efficient. It should align with state requirements for a rational 
nexus between development impacts and associated costs, while maintaining 
flexibility to adapt to changing growth patterns and market conditions. 
Additionally, the program must consider long-term fiscal implications, including 
lifecycle costs for infrastructure maintenance, and integrate strategies that 
promote efficient land use and mutual distribution of costs.
This section presents a range of funding mechanisms that can help Maricopa 
County manage growth responsibly. It identifies preferred methods for cost 
recovery, highlights best practices from recent Arizona plans, and establishes 
guiding principles to ensure that growth pays its fair share without compromising 
community well-being or economic vitality.
Funding Methods
User Fees: Maricopa County charges fees to individuals, businesses, and other 
governments that directly benefit from County services. Examples include court 
filing fees, kennel fees, park entrance fees, vital records, and probation services. 
The County’s policy is to recover the actual cost of providing these services 
while ensuring fees do not unfairly burden those most in need. All user fees are 
set by the Board of Supervisors unless otherwise directed by state law.
Property Taxes: The County may levy taxes on real and personal property 
through:
	
„ Primary Property Tax: Used to fund general obligations and special overrides.
	
„ Secondary Property Tax: Used to fund voter-approved bonds and overrides.
While a uniform tax rate is established annually, actual tax obligations vary 
based on assessed property values. Currently, Maricopa County levies only a 
primary property tax.
Excise and Special Sales Taxes: Excise taxes are locally imposed and limited in 
scope. At present, Maricopa County administers a voter-approved, temporary 
jail excise tax of one-fifth of one cent to fund detention facility construction and 
operations.
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217

Intergovernmental Revenues: Maricopa County receives significant revenue 
from state programs, including:
	
„ State-Shared Sales Tax: Distributed to counties and municipalities based on 
population and other factors.
	
„ Highway User Revenue Fund (HURF): Derived from motor fuel taxes and 
allocated for transportation infrastructure.
	
„ Vehicle License Tax (VLT): Assessed annually on vehicles based on 
depreciated value.
Additional revenues may come from federal grants and intergovernmental 
agreements, though these funds often carry restrictions.
Licenses and Permits: Fees for licenses and permits—such as building permits, 
environmental health permits, and marriage licenses—help offset administrative 
costs. Rates are set by the Board unless otherwise mandated by state law.
Bond Financing: State law authorizes Maricopa County to issue bonds for capital 
projects:
	
„ General Obligation Bonds: Backed by the County’s full faith and credit.
	
„ Revenue Bonds: Repaid through specific revenue streams, such as user fees.
	
„ Special Assessment Bonds: Issued for improvements benefiting specific 
properties, repaid by those property owners.
Conditions of Approval: Conditions attached to zoning changes that require 
property owners to finance infrastructure improvements or services necessary 
for their development. This ensures mutual cost sharing and protects taxpayers.
Development Agreements: These legally binding contracts outline terms, 
conditions, and financial obligations for large-scale or master-planned 
developments. They may address land dedications, infrastructure phasing, and 
financing arrangements.
Special Tax Districts: Special districts provide services that local governments 
cannot or choose not to provide. Examples include districts for parks, libraries, 
flood control, water, sewer, and fire protection. These districts allow those 
who benefit from a service to pay for it directly, offering local control and 
accountability.
Development Fees: Development fees, also known as impact fees, are special 
charges levied on new development to cover the capital costs of infrastructure 
such as roads, parks, and public safety facilities. Fees are calculated based on 
unit type or square footage. State law limits their use to capital costs and requires 
a supporting Capital Improvement Plan. They cannot fund ongoing operations or 
maintenance. The County does not charge impact fees currently.
Other Revenue Sources: Additional funds may come from fines, forfeitures, 
concessions, land sales, and interest earnings. While not major revenue streams, 
these sources help offset specific service costs.
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Preferred Funding Methods
To ensure fairness and compliance with state law, Maricopa County prioritizes 
a balanced approach to funding infrastructure and services required by new 
development. 
	
„ The County relies on development agreements for large-scale projects to 
clearly define responsibilities and financial obligations between developers 
and the County. 
	
„ For targeted infrastructure improvements, community improvement districts 
are used to provide localized funding solutions that directly benefit the areas 
served. 
	
„ Additionally, intergovernmental agreements play a critical role in sharing 
costs across jurisdictions, ensuring regional collaboration for projects that 
impact multiple communities. 
	
„ Finally, fee-for-service models are implemented to recover the costs of 
regulatory oversight and permitting, maintaining fiscal responsibility while 
safeguarding public health and safety.
 Chapter 13 •  COST OF DEVELOPMENT
219

OPPORTUNITY
These goals advance Opportunity 
by promoting growth occurs in a 
financially sensible and transparent 
manner.
STEWARDSHIP
These goals reflect  
Stewardship by promoting 
responsible resource allocation.
PROSPERITY
These goals strongly support 
Prosperity by protecting the 
County’s fiscal strength and 
economic stability.
Goals & Policies
Cost of Development Policies:
1.1
Maricopa County supports continuously evaluating the preferred funding methods with 
respect to the legal, socioeconomic, land use and administrative considerations identified 
in this element, and making changes when deemed necessary.
1.2
Maricopa County supports using the traditional and preferred funding methods identified in 
this plan to offset costs of new development.
Cost of Development Goal 1: Exercise sound financial management 
and build the County’s fiscal strength.
Goal Statement: Making fiscally responsible decisions that strengthen the County’s financial 
health is needed to ensure that development projects contribute positively to the County’s fiscal 
stability.
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Cost of Development Policies:
2.1
Maricopa County supports the provision of clear, accurate, and accessible financial 
information related to the costs of development and to overall County operations.
Cost of Development Policies:
3.1
Maricopa County supports new development contributing its proportionate share of the 
costs of infrastructure necessary to support the demand for electric, water, sewer, and other 
services generated and necessitated by the development. 
3.2
Maricopa County supports requiring new development to contribute its proportionate share 
of long-term maintenance costs associated with the use of all new infrastructure to support 
the demand for electric, water, sewer, and other services generated and necessitated by the 
development.
3.3
Maricopa County supports requiring the provision of infrastructure, facilities, and services 
needed by new development prior to that development, either directly or through fees. Where 
appropriate, the construction of infrastructure and facilities may be phased to coincide with 
project timelines.
Cost of Development Goal 2: Ensure transparency in financial 
reporting
Goal Statement: Providing clear and accurate financial information about the County to residents 
and stakeholders is key to maintaining transparency in financial reporting that builds public trust 
and accountability.
Cost of Development Goal 3: Require that new development pays 
its proper and reasonable share of the costs of new infrastructure, 
services, and other public improvements.
Goal Statement: Ensuring that new developments contribute their proportionate share to the 
costs of infrastructure, services, and public improvements is important for reducing future 
liabilities and protecting the long-term fiscal solvency of Maricopa County.
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221

14
Comprehensive 
Plan Adoption, 
Readoption, and 
Amendments

In This Chapter
Comprehensive Plan  
Adoption & Amendment Guidelines. . . . . . . . . . . . .224
County Area Plan Adoption & Readoption. . . . . . . .225
Amendment Procedures . . . . . . . . . . . . . . . . . . . . . .226
Amendment  
Procedures (continued). . . . . . . . . . . . . . . . . . . . . . .228

Comprehensive Plan  
Adoption & Amendment 
Guidelines
Prior to adopting the Comprehensive Plan or a Major Comprehensive Plan Amendment, the County is required to 
adopt a public participation program for Comprehensive Plan adoptions that outlines coordination strategies with 
County residents. The Board of Supervisors (Board) most recently adopted the Public Participation Program in 
2000, prior to adopting the Eye to the Future 2020 Maricopa County Comprehensive Plan. The Board is amending 
the Public Participation Program (Appendix III) for this current Framework 2040 Comprehensive Plan to reflect 
modern practices.
ARS 11-805 sets procedural requirements associated with the adoption and readoption of the Comprehensive 
Plan as well as amendments to the Plan. Every 10 years, the County is required to adopt a new Comprehensive Plan 
or readopt the existing Comprehensive Plan by resolution. The Plan represents the official guide for development 
within the County and may be amended in whole or in part through successive actions.  
At least sixty (60) days prior to noticing the Comprehensive Plan or an element or major amendment of the Plan, 
the Planning & Zoning Commission (Commission), or staff thereof, is required to transmit a draft of the Plan for 
review and comment to the Board; each municipality within the County; each contiguous county; and federal, 
state, regional, and local agencies. Additionally, any person or entity that requests in writing to receive a review 
copy of the proposal will be included in the transmittal of the draft Plan or amendment. Review copies are now 
provided digitally.
The Commission shall hold at least one hearing as the recommending body for the Plan. Legal notice of the time 
and place of the hearing is required to be published in the newspaper of general circulation in the County seat 
and in a newspaper of general circulation in the area to be affected, or adjacent to the area to be affected, if other 
than the County seat. The County considers the Arizona Business Gazette to be the newspaper of record within 
Maricopa County which is available countywide in any potential affected or adjacent areas other than the County 
seat. Publication of the legal notice must occur between fifteen (15) and thirty (30) calendar days prior to the 
hearing date.
Following the recommendation by the Commission, the Board must also hold one public hearing on the Plan or 
amendment. Legal notice must be given at least fifteen (15) days prior and published in a newspaper of general 
circulation in the County seat.  
The Board may alter the contents of the Plan or amendment at the public hearing. However, before any change is 
made, the Board shall re-refer the portion of the proposal to be changed back to the Planning & Zoning Commission 
for a reissue of its recommendation prior for that portion to be heard for determination again by the Board. The 
adoption or readoption of the Comprehensive Plan or amendment to the Plan must be approved by at least two-
thirds of the Board or four (4) out of five (5) members.  
The Comprehensive Plan is intended to be a consistent, predictable, and transparent guide for 
making land use decisions in unincorporated areas. The goals and policies in this Plan support 
consistent and predictable decisions, but to remain relevant the Plan must be periodically 
modified to adapt to changes in State law, the environment, the economy, elected leadership 
and community priorities. Although amendments are sometimes necessary, Maricopa County 
reaffirms that any change should improve the County’s overall condition and not undermine 
the Plan’s core principles.
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If there is any area within County jurisdiction that is within the High Noise or Accident Potential Zone of a Military 
Airport or Ancillary Military Facility, notice must be sent to the Attorney General by certified mail with a return 
receipt requested within three (3) business days of the approval of the Plan’s adoption, readoption, or amendment 
to the Plan. The Attorney General has twenty-five (25) calendar days following notice by certified mail to issue 
a determination of compliance or non-compliance with ARS 28-8481, subsection J. If the determination is not 
given, the Comprehensive Plan is deemed in compliance. If deemed in non-compliance, the effective day of 
approval is thirty (30) days following receipt of the non-compliance notice. During this period, the Board may take 
new action altering the plan to be compliant or reaffirm the non-compliant action with the potential for civil action 
by the Attorney General.
The adopted Plan is effective for up to ten (10) years following the date the Plan is adopted or readopted. 
Readoptions are permitted prior to the tenth anniversary of the Plan’s most recent adoption. Otherwise, a new 
Comprehensive Plan is required.
If a motion to adopt or readopt fails to pass, the motion may be reconsidered, and the motion to reconsider 
must also be approved by at least two-thirds of the Board.  If Plan passage fails, the prior Comprehensive Plan 
remains in effect until a new Plan is adopted. The Board must annually consider adoption of the proposed Plan 
or consider a revised Plan.
County Area Plan Adoption & 
Readoption
An Area Plan is a plan that accounts for the unique conditions and needs of specific parts of Maricopa County. 
Arizona Revised Statutes establishes the required contents of a Comprehensive Plan, and the Comprehensive 
Plan establishes Countywide goals and policies. While Area Plans mimic the content of a Comprehensive Plan 
by including elements, goals, policies and land use designations within the plan extent, such plans are optional. 
Area Plans and Area Plan updates are only permitted to be adopted following adoption of the initial Comprehensive 
Plan or within the effective period of the current Comprehensive Plan. If the effective period of the Comprehensive 
Plan has lapsed, an Area Plan may not be updated until a new or revised Comprehensive Plan is adopted. Area 
Plans are neither Comprehensive Plans nor Major Amendments, and therefore do not require complete adherence 
to the ARS 11-805 procedural requirements summarized in the previous section.
Criteria associated with Area Plan adoption or readoption is established within the Area Plan Program in the Land 
Use Element of the Comprehensive Plan.  
The adoption or readoption of an Area Plan shall be flexible in notice and public participation techniques in order 
to provide innovative outreach. However, a public hearing for consideration of adoption or readoption shall be 
noticed at least fifteen (15) days prior in the newspaper of general circulation (Arizona Business Gazette).
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Amendment Procedures
Goal and Policy Amendments - Comprehensive Plan
An amendment to change the goals and policies of this Comprehensive Plan may only be initiated by the 
Planning & Zoning Commission, or staff thereof, and approved by resolution by the Board of Supervisors. Such 
an amendment shall be considered for adoption in accordance with the requirements of ARS 11-805.
Goal and Policy Amendments - Area Plan
Amendments to change the goals and policies of an Area Plan may only be initiated by the Planning & Zoning 
Commission, or staff thereof, and approved by resolution by the Board of Supervisors. As with the adoptions or 
readoption of an Area Plan, notice and public participation techniques will be flexible. However, hearings shall be 
noticed at least fifteen (15) days prior in the newspaper of general circulation (Arizona Business Gazette).
Major Comprehensive Plan Amendments (including Major 
Development Master Plan Amendments)
ARS 11-805 permits the County’s Comprehensive Plan to define the criteria which determines whether a proposed 
amendment effects a substantial alteration of the County’s land use mixture or balance as established within the 
land use element of the County’s existing Comprehensive Plan.
A Major Amendment applies to changes of more than 640 contiguous gross acres and should include various 
types, densities and intensities of residential, commercial retail, office/non-retail employment, open space, and 
community land uses in a master-planned community design. However, a Major Amendment comprised of a 
single- or limited-use industrial and other large-scale employment projects may be considered eligible for a 
Major Amendment on a case-by-case basis following a pre-application meeting and subject to the discretion 
of the Zoning Inspector. A Major Amendment may also be required for a group of non-contiguous properties 
that exceed 640 gross acres aggregate if part of the same overall development at the discretion of the Zoning 
Inspector.
A Major Amendment shall comply with the requirements of ARS 11-805 as with Comprehensive Plan adoption 
and readoption. Such amendments will be evaluated for adherence to the Urban Solutions for Urban Development 
strategy, and consistency with the goals and policies of the Comprehensive Plan and the applicable Area Plan, 
if any.
The Major Amendment criteria for a Development Master Plan (DMP) is found within the DMP Guidelines. While 
obsolete, the DMP application process remains open to amendments of an existing Development Master Plan 
and for a Modification of Conditions application. Development Master Plans are not zoning, yet are considered 
a categorical feature of the Comprehensive Plan. The original intent of the Development Master Plan was to 
provide flexibility in design techniques paired with commitments associated with providing adequate facilities, 
infrastructure and amenities, and as such associated conditions are valid, enforceable, and remain in effect. 
Either an Applicant or Staff may initiate a Major Comprehensive Plan Amendment or a Major DMP Amendment.
Amendments include changes to the goals, policies and/or land use designations 
in the Comprehensive Plan or County Area Plan, and changes to previously 
approved amendments to the Comprehensive Plan or a Development Master 
Plan. All amendments are processed according to state laws and require 
approval by the Board. An amendment to the Plan initiated by the applicant is 
classified as one of the following:
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General Comprehensive Plan Amendments (including Minor 
Development Master Plan Amendments)
A General Comprehensive Plan Amendment applies to changes of 640 gross acres or less. Additionally, land 
uses over 640 acres determined to be rural industrial within Step 3 of the Municipal-Rural Framework may seek 
a General Comprehensive Plan Amendment. A General Amendment is a standard amendment that must comply 
with basic State notice requirements and County public participation requirements and must be approved by 
the Board. A General Amendment will be evaluated for adherence to the Urban Solutions for Urban Development 
strategy, and consistency with the goals and policies of this Comprehensive Plan and the applicable Area Plan, if 
any. An Applicant or County Staff may initiate a General Comprehensive Plan Amendment.
Condition(s) of Approval Modification
The County Attorney’s Office has determined that Comprehensive Plan Amendment conditions of approval are 
no longer enforceable, and may not be established for a future Comprehensive Plan Amendment. Some legacy 
Comprehensive Plan Amendment conditions may have been previously implemented in a Plan of Development 
or Zoning District Change application when referenced therein, and modifications to those conditions will occur 
under those application processes specified within the Maricopa County Zoning Ordinance. 
An application may be filed to change the conditions of a previously approved Development Master Plan. Notice of 
application and notice of hearing shall occur in the same manner as a General Comprehensive Plan Amendment, 
and the application shall be approved by the Board. An application for modification of conditions may be initiated 
by an Applicant or County Staff.
Comprehensive Plan Amendment Application Waived
The Comprehensive Plan’s future land use plan map shows general land uses over large areas and not smaller area 
land uses. As such, Comprehensive Plan Amendment applications shall not be required for zoning amendment 
requests of 40 acres or fewer in size if it can be demonstrated that a preponderance of the Plan’s goals and 
policies are advanced or implemented and/or the request conforms to the existing land use designation of the 
site. An applicant’s argument for the zoning request will be evaluated by Staff prior to a hearing by the Planning 
& Zoning Commission.  
Similarly, a new permanent or semi-permanent (Special Use Permit) zoning amendment request greater than 40 
acres in size and without an appropriate land use designation, shall be required to apply for a Comprehensive 
Plan Amendment. A Comprehensive Plan Amendment shall not be required prior to a Temporary Use Permit 
application or any other application that does not establish permanent or semi-permanent zoning.
Designations of Private or State Land as Open Space, 
Recreation, Conservation, or Agriculture
Per ARS 11-804(E), “In applying an open space element or a growth element of a comprehensive plan, a county 
shall not designate private or state land as open space, recreation, conservation or agriculture unless the county 
receives the written consent of the landowner or provides an alternative, economically viable designation in the 
comprehensive plan or zoning ordinance, allowing at least one residential dwelling per acre.  If the landowner is 
the prevailing party in any action brought to enforce this subsection, a court shall award fees and other expenses 
to the landowner.  Each county shall incorporate this subsection into its comprehensive plan and provide a 
process for a landowner to resolve discrepancies relating to this subsection.”
In the County, no process is necessary for a landowner to resolve discrepancies related to this subsection as 
all land use designations, with the exception of the land use designation of “Military Compatible,” allow for a 
minimum of one residential dwelling unit per acre.  Should a landowner wish to seek an alternative land use 
designation, the Major or General Amendment procedures within this Comprehensive Plan shall apply.
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Amendment  
Procedures (continued)
Major Comprehensive Plan Amendments, General 
Comprehensive Plan Amendments, Application Deadlines, and 
Hearings. 
In accordance with state law, all Major Comprehensive Plan Amendments and Major DMP Amendments will 
be considered at a single public hearing in the calendar year that the amendment is requested. Since the 
Board considers Major Amendments at a public hearing in December, the application filing deadline for a 
Major Comprehensive Plan Amendment is the last business day of May of the calendar year in which the Major 
Amendment is requested. 
It is the position of the County that the filing deadline promotes notice and proper public participation in 
accordance with state law. The deadline also provides Staff and County Officials with sufficient time for review 
of impactful land use decisions and the long-term considerations regarding potential development projects. 
No filing deadline is necessary for General Comprehensive Plan Amendments since they are considered by the 
Board throughout the calendar year.
Comprehensive Plan Amendments: Rights and Privileges
Comprehensive Plan Amendments do not grant any entitlement or protected development right, do not vest any 
development right, and do not confer any other rights beyond those outlined in state law. When approved by the 
Board, Comprehensive Plan Amendments do allow requests for zoning district boundary changes consistent 
with the approved Comprehensive Plan Amendment, Arizona Revised Statutes. and other applicable County 
requirements. 
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Comprehensive Plan Amendment Process
Preliminary Discussion (“pre-application” meeting)
Before an official Amendment application submittal, the applicant must participate in a pre-application meeting 
or discussion with Maricopa County. The pre-application meeting determines the extent of the changes needed, 
potential issues, considerations, the Amendment process necessary to meet County requirements, and the 
submittal requirements.
Application
Once the pre-application meeting is complete, an official Amendment application submittal can occur. Submittal 
and fee requirements are included in the application packet along with information about the required public 
participation process. Applicants should carefully review these requirements to help avoid potential delays in 
processing.
Official Review
Upon receipt of the official application and fees, the County Planning and Development Department will refer 
the application to the appropriate internal and external stakeholders for review. As necessary, official review 
will also include a technical advisory committee (TAC) meeting where stakeholders will provide comments and 
recommend changes needed to meet County requirements and/or stakeholder requests. Information and details 
about the TAC meeting are provided at the pre-application meeting.
Public Hearing – Planning & Zoning Commission
Once TAC requirements are met, the Amendment application will be scheduled for a public hearing by the 
Maricopa County Planning & Zoning Commission (Commission), or staff thereof. Adjacent landowners, other 
stakeholders, and affected parties will be notified of the date, time, and place of the hearing based on the 
applicant’s required site posting and notice in a newspaper of general circulation (Arizona Business Gazette). 
(Note: Additional information about site posting and other notification requirements is available in Maricopa 
County’s Public Participation Program in Appendix III). If the Commission makes a recommendation of approval 
or denial of the application, the Amendment application will be transmitted to the Board for final consideration 
and action.
Public Hearing – Board of Supervisors
As the governing body for land use decisions in unincorporated areas, the Maricopa County Board of Supervisors 
is responsible for making a final determination of approval or denial of the Amendment application. Notice of 
Board hearing is provided in the same manner as the Commission hearing. The Board may either accept or 
reject the Commission’s recommendation. If the Board approves the Amendment application, it is effective 
immediately. The applicant is thereafter responsible for meeting any required conditions of approval.
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