Master Plan Executive Summary

EXECUTIVE 
SUMMARY

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TABLE OF CONTENTS
A Message from the Mayor  
 
 
 
 
 
4
Acknowledgements 
 
 
 
 
 
 
5
Master Plan Process Summary 
 
 
 
 
 
6
Master Plan Key Takeaways  
 
 
 
 
 
8
Community Demographics  
 
 
 
 
 
10
El Mirage Parks and Recreation 
 
 
 
 
 
11
Engagement : Informing the Plan 
 
 
 
 
 
12
Parks 
 
 
 
 
 
 
 
15
Level of Service Findings 
 
 
 
 
 
 
16
Basin Park Preferred Concept 
 
 
 
 
 
18
Capital Improvement Plan 
 
 
 
 
 
 
19
Financial Stewardship & Sustainability 
 
 
 
 
 
20
Strategic Plan 
 
 
 
 
 
 
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EXECUTIVE SUMMARY
EXECUTIVE SUMMARY

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A MESSAGE FROM THE MAYOR
Dear El Mirage Community Members and Stakeholders,
It is our pleasure to present this inaugural Parks and Recreation System Master Plan. This 
document is more than just another report; it is a testament to our shared vision for a “bright 
future” that will serve as a guide for quality-of-life decisions and investments over the next decade. 
The creation of this master plan was deeply rooted in community engagement resulting from a 
comprehensive, year-long process involving hundreds of residents, community leaders, and 
dedicated staff members. Through workshops, surveys, and numerous conversations, we have 
heard your ideas and aspirations for our parks, trails, facilities, and programs. Your feedback has 
been invaluable in helping build this blueprint for a more vibrant, healthy, and connected El 
Mirage! 
This master plan will serve as a foundational guide for the future endeavors of our Parks and 
Recreation Department, establishing core principles and strategic priorities for success in the areas 
of an Engaged Community, Quality Services, Activated Spaces and Places, and a Culture of 
Excellence. The plan’s ambitious goals and objectives are aimed at: 

Enhancing our natural spaces: Improving existing parks and developing new parks to be more 
sustainable and accessible.

Expanding connectivity: Creating a multimodal network to encourage active lifestyles and 
connect neighborhoods.

Promoting community health: Offering a diverse range of recreational and wellness programs 
for all ages and abilities.
Alexis Hermosillo
Mayor
City of El Mirage

Fostering partnerships: Collaborating with local organizations, businesses, and volunteers to maximize our community's resources.
Ultimately, this master plan is not a static document but a living framework for action. As we begin the important work of 
implementation, we will continue to seek your partnership and collaboration. The commitment and energy we have witnessed 
throughout this process have been truly inspiring, and we’re confident that together, we will build a parks and recreation system that 
enriches the lives of every resident.
Thank you for your ongoing support. We look forward to building this exciting future with you!
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ACKNOWLEDGEMENTS
Staff Project Team 
Sean VonRoenn, Parks & Recreation Director
Kassandra Bernier, Recreation Coordinator – Special Events
Nick Russo, Public Works Director
Development Services Department
Jorge Gastelum, Development Services Director/City Engineer
Bryce Christo, Assistant City Engineer
Jose Macias, Senior Planner
Tessa Wessel, Engineer Associate
Intergovernmental Affairs and Public Relations Division
Amber Wakeman, Deputy Director, IRP
Kari Silva, Marketing and Communication Coordinator
Serena Webbe, Editorial and Publishing Coordinator
City Council
Alexis Hermosillo, Mayor
Jacquelyn Parsons, Vice Mayor
Monica Dorcey, Councilmember
Ryan Eldridge, Councilmember
Scottie Gentry, Councilmember
Anita Norton-McDaniel, Councilmember
Donna Winston, Councilmember
Administration
Crystal Dyches, City Manager
Robert Nilles, Deputy City Manager
Consulting Team
110%, Inc.
Jamie Sabbach, Founder & President
Farrell Buller, Principal
Alexis Rankey, Project Consultant
Matt David, Operations & Marketing Manager
KTUA Planning and Landscape Architecture
Joe Punsalan, Principal
Jacob Leon, Senior Associate
Nicole Rogge, Senior Planner
CivicBrand
Ryan Short, Co-Founder & CEO
aQity Research & Insights
Jeff Andreasen, President
Community Contributions
A special thanks to the dedicated members of the City of El Mirage 
community who contributed their time, energy, and perspectives in 
efforts to inform this plan. All community feedback received throughout 
the process has been summarized and included as Supplement A: 
Engagement Summary to this report.
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MASTER PLAN PROCESS SUMMARY
In seeking to thoughtfully serve its residents amid ongoing change, the City of 
El Mirage developed this Parks and Recreation Master Plan through a 
collaborative, aspirational, and focused process. The plan provides a clear 
framework for decision-making, grounded in organizational priorities for the 
responsible management of services, assets, and resources over time.
Collaborative 
The plan was developed through an inclusive, robust engagement process that 
placed residents at the center. Community members contributed their voices 
through focus groups, public meetings, an open house, and a citywide survey, 
while staff and the City Council added insight from within the organization. 
Each conversation and touch point informed the priorities and shaped a 
shared vision for the role parks and recreation should play in community life. 
The process underscored a simple truth: when planning is collaborative, 
outcomes are stronger, more resilient, and more reflective of community 
values.
Aspirational
At the heart of the plan is a commitment to create parks and programs that 
express the energy, diversity, and spirit of El Mirage. A centerpiece of that 
aspiration is the concept plan for Basin Park, a 13-acre parcel in the heart of 
the community that will serve as both a recreational hub and a visible symbol 
of civic pride. Designed to balance active and passive recreation, Basin Park 
illustrates what can happen when imagination and community insights 
converge. It represents a commitment to build a community gathering space 
that invites connection and belonging.
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MASTER PLAN PROCESS SUMMARY
Focused
The plan also defines four organizational priorities that will guide 
decision-making, investment, and performance as the department 
matures:

An Engaged Community
Building relationships through transparency and participation.

Quality Services
Delivering park and recreation services that are responsive and 
equitable.

Activated Spaces and Places
Designing and maintaining parks and facilities that are safe, inviting, 
used, and well-maintained.

A Culture of Excellence
Developing staff, systems, and standards that reflect professionalism 
and a commitment to financial sustainability and continuous 
improvement.
An Engaged 
Community
Quality 
Services
Activated                        
Spaces 
and Places
A Culture 
of Excellence
El Mirage Parks and Recreation’s
Organizational Priorities
These pillars provide the organization’s north star, ensuring that every decision, whether about capital investment, staffing, or 
programming, advances the broader goal of making El Mirage a healthier, more connected, and more livable and lovable city.
The El Mirage Parks and Recreation Master Plan is a blueprint for stewardship and momentum. It captures the optimism of a young 
department, the wisdom of its community, and the discipline required to transform vision into lasting value.
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MASTER PLAN KEY TAKEAWAYS
A year of listening, learning, and analysis revealed several clear themes that shape the path forward for El Mirage Parks and Recreation.
1. The Community Values Parks and Recreation and Desires Access,  Connection, 
and Clarity
Across focus groups, surveys, workshops, and online engagement, residents 
consistently expressed:
A deep appreciation for parks, events, and the sense of community they 
foster.
Strong desire for improved connectivity—walking and biking routes between 
neighborhoods, parks, and schools.
Interest in a more transparent understanding of how decisions are made 
and how resources are allocated.
2.   Safety, Comfort, and Daily Usability Matter as Much as New Amenities
Throughout the process, residents identified:
Lighting, paths, shade, restrooms, and visible security as core needs.
A desire for parks that feel welcoming and cared for, not just equipped.
3.   The Department Operates Lean and Growth Requires Resources
Analysis of staffing, labor, and maintenance capacity revealed:
A system maintained with a functionally lean staffing model reliant on 
contracts and interdepartmental support.

The importance of building maintenance capacity now to prepare for Basin 
Park, Bill Gentry Park improvements, and system expansion.
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MASTER PLAN KEY TAKEAWAYS
4.   Basin Park Represents a Major Community Priority and Opportunity
Community input strongly favored advancing the recommended Preferred Concept:

A multi-use destination that fills major amenity gaps.

A symbol of civic pride and a central gathering place.
5.   Engagement Must Become Ongoing and Not Episodic
The planning process surfaced strong agreement that El Mirage needs:

Consistent, multi-channel communication to keep residents informed and 
engaged.

Opportunities for residents to become co-stewards of public spaces.
6.   Financial Stewardship and Sustainability Are Essential to the System’s Future
To grow responsibly and avoid future fiscal strain, the City should:

Set cost recovery expectations tied to service purpose and equity.

Build the organizational discipline to invest, maintain, and replace assets 
sustainably.
MASTER PLAN 
DEVELOPMENT
The Master Plan recognizes what the 
community has clearly expressed: the 
desire for parks that are safe, shaded, 
connected, and well-maintained. 
It responds to staff who need clarity, 
systems, and resources to meet those 
expectations. And it honors the City 
Council’s charge to adopt a plan that is 
responsible, equitable, and achievable. 
Every recommendation in this Master 
Plan and every action detailed in the 
supporting Strategic Plan was crafted to 
translate these needs into a focused 
pathway forward.
Together, they form a blueprint for 
stewardship: one that protects existing 
assets, expands opportunities, 
strengthens organizational capacity, and 
ensures the El Mirage Parks and 
Recreation Department continues to 
evolve with care.
This plan gives the City not only 
direction, but the tools and commitment 
needed to turn vision into lasting value.
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COMMUNITY DEMOGRAPHICS
El Mirage is a small community in the Northwest Valley, known for its diversity, resilience, and strong sense of connection. Once rooted in 
agriculture and military support, it has evolved into a city shaped by young families, long-time residents, and newcomers who share a 
commitment to progress and quality of life. These characteristics, along with a changing population, provide important context for 
understanding the community’s current and future needs. Understanding what makes El Mirage unique also requires understanding the 
people who call it home. A review of key demographic indicators helps clarify who the community is today and how its characteristics are 
likely to shape future interests and needs for services.
Sources: U.S Census Bureau, Census 2000, Census 2010, Census 2020, 2023 ACS 5-Year Estimate & Maricopa Association of Governments 
Socioeconomic Projections of Population and Employment, May 2025
EXECUTIVE SUMMARY
7,609
31,797
35,702
35,805
37,800
38,400
38,500
0
20,000
40,000
60,000
2000 
Estimate
2010 
Estimate
2020 
Estimate
2023 
Estimate
2030 
Projection
2040 
Projection
2050 
Projection
7,609
31,797
35,702
35,805
37,800
38,400
38,500
$74,764 
$85,518 
$76,872 
El Mirage
Maricopa County
Arizona
Figure 2: Median Household Income
19%
32%
34%
15%
Figure 3: Education Attainment
Less than a High School Diploma
High School Graduate
Some College and Associates Degree
Bachelor’s Degree or Post Graduate 
Degree
Figure 4: Occupational Distribution of 
the Labor Force
27%
22%
23%
13%
14%
Figure 1: El Mirage Population Trends & Projections
Production, transportation, and 
material moving occupations
Sales and office occupations
Service occupations
Management, business, sciences, 
and arts occupations
Natural resources, construction, and 
maintenance occupations

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EL MIRAGE PARKS & RECREATION
Parks
El Mirage has 14 parks, all of which are found within the developed regions of the City. El Mirage has a well-rounded and well-distributed 
park system that includes fourteen various parks, totaling approximately 63 acres of parkland. 
The City provides a plethora of park amenities for residents, including playgrounds, picnic areas, walking and bicycle trails, green spaces, 
sports fields and courts, skate park, splashpad, swimming pool, and dog park.
Recreation
El Mirage’s recreation services are designed as experiences that bring people together to build connections, foster wellness, and 
celebrate El Mirage’s unique attributes. These recreation services embody what makes El Mirage special: a community that comes 
together to celebrate, learn, and grow. 
Community and Special Events
At the heart of these services are the community events that unite residents and reflect the City’s commitment to inclusion and civic 
pride. Annual favorites such as the Fall Harvest Festival, Winterfest and Parade, Public Safety Day, and Spring Faire transform Bill Gentry 
Park and Gateway Park into lively hubs of music, food, and fun. 
Senior Center
The El Mirage Senior Center also plays a central role in community life, serving as a welcoming and active hub for older adults. The Center 
offers wellness programs and educational opportunities that support socialization, purpose, and independence. It reflects the City’s belief 
that aging well means staying engaged and that a truly vibrant community values and includes every generation.
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ENGAGEMENT: INFORMING THE PLAN
OVERVIEW
Who We Heard From
Staff
Advisory Task Force & City Council
Community
Planning Session
January 2025
Interviews
January 2025
Planning Session (both)
January 2025
Update Meetings (Advisory Task Force)
March 2025
May 2025
Update Meetings (City Council)
June 2025
September 2025
Focus Groups
January 2025 – 49 participants 
representing 7 groups
Public Workshop
January 2025 – 20 participants
Online Pre-Survey
February 2025 – 72 responses
Community Open House
June 2025 - 59 participants
Needs Assessment Survey
July 2025 – 420 responses
Virtual Engagement Room
August 2025 - 116 responses
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ENGAGEMENT: INFORMING THE PLAN
OVERALL KEY TAKEAWAYS
Connectivity
Improving connectivity of El Mirage’s parks 
and recreation system is an opportunity 
identified by residents as an area of 
improvement for the department.
Sense of Community
Residents believe that El Mirage Parks and 
Recreation plays a vital role in providing 
residents with a sense of community and 
social connection.
Communication & Marketing
The department has the opportunity to 
improve overall efforts to increase 
awareness, collaboration, and buy-in of 
department services.
Variety of Services
Residents value the currently offered 
services and wish for additional accessible 
and inclusive services that are representative 
of the community’s diversity.
Park & Facility Maintenance
El Mirage Parks and Recreation should 
continue to prioritize clean and well-kept 
parks and facilities.
Basin Park Conceptual Expansion
Two conceptual plans were presented to the 
community. The plan’s notably supported 
potential amenities were the amphitheater, 
volleyball courts, and walking paths. 
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ENGAGEMENT: INFORMING THE PLAN
NEEDS ASSESSMENT SURVEY IMPORTANT ISSUES
EXECUTIVE SUMMARY
1
Parks are well-maintained, clean (34%)
2
Enjoy events in the parks (11%)
3
Community events (8%)
4
Gateway Park (7%)
5
(tie) Seasonal events, Number/variety of 
parks, Pleased with parks (6%)
Positives for El Mirage P&R
1
Better maintained/cleaner parks (12%)
2
More safety in parks (8%)
3
More communication about offerings (7%)
4
Concerned about homeless (7%)
5
(tie) More shade area/trees, More water 
features (6%)
Improvements for El Mirage P&R
Yes
72%
No
28%
1
Gateway Park (46%)
2
Bill Gentry Park (45%)
3
Sports/Ballfields at Gateway Park (27%)
4
Ramadas/picnic shelters (24%)
5
Recreation Center at NW Valley YMCA 
(21%)
Visited or Used in Past Year
1
Shade areas (60%)
2
Multi-use trails for walking, biking (55%)
3
Splash pads/spray grounds (53%)
4
Natural open space (42%)
5
Group picnic areas (39%)
Demand/Interest in Park Amenities
Familiarity and Usage
1
Community events (59%)
2
Youth-sports programs - ages 6-12 (23%)
3
Adult non-sports programs - ages 18+ (23%)
4
Adult sports programs - ages 18+ (22%)
5
Active older adults programs - ages 55+ 
(20%)
Demand/Interest in Program Options
Avg. 0-10 
Score
% 
Unfamiliar
6.3
32%
Overall Esteem Ratings: El Mirage Parks & Recreation System
14%
30%
22%
15%
19%
Negative (0-4)
Neutral (5)
Somewhat Favorable (6-7)
Very Favorable (8)
Highest Regard (9-10)
56% Favorable

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PARKS
EXECUTIVE SUMMARY
Figure 5: City of El Mirage Parks

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Population LOS
A population-based park acreage assessment demonstrates the extent to which the City is 
meeting its established goal of providing five acres of parkland for every 1,000 residents. 
Figure 6 shows the population LOS in El Mirage for City-owned parks. Figure 7 illustrates El 
Mirage’s park acreage LOS alongside the City’s Homeowners Association (HOA) parks.
LEVEL OF SERVICE
A park Level of Service (LOS) analysis is a method used in park planning to evaluate how parks, open spaces, and facilities serve a 
community. This analysis uses three inputs to determine the overall park LOS for El Mirage.
1. Population-based LOS analysis uses population and park acres.
2. Accessibility-based LOS uses residential population density and park locations to determine the accessible distance to and from parks.
3. Amenity-based LOS analysis uses population and park amenity counts and compares them to national averages.
Together, these three inputs communicate how well the existing parks system serves the community from a data-driven process. These 
findings will complement the feedback gathered from the community, stakeholders, city staff, and general best practices. The LOS 
analysis can also be used to determine future conditions using population growth projections to help guide park planning efforts.
LOS Key Takeaways
Figure 6: Existing and Future Park 
Acreage Level of Service
EXECUTIVE SUMMARY
LOS - ALL CITY 
PARKS
CURRENT
FUTURE 
(2050)
Acres per 1,000 pop.
1.76
1.51
Total Surplus/ Deficit 
Acres per 1,000 pop.
-3.24
-3.49
Acres in Deficit
115.90
145.87
AMENITY 
BENCHMARKS
CURRENT
FUTURE 
(2050)
Meet
3
2
On the cusp
14
6
Do not meet
13
22
Figure 8: Existing and Future Amenity 
Level of Service
Amenity-based LOS
Performed by comparing El Mirage’s 
existing recreation amenities with park 
metric benchmarks derived from NRPA’s 
Agency Performance Review. 
Figure 7: Existing and Future Park 
Acreage Level of Service With HOA Parks
LOS - ALL CITY & 
HOA PARKS
CURRENT
FUTURE 
(2050)
Acres per 1,000 pop.
2.88
2.46
Total Surplus/ Deficit 
Acres per 1,000 pop.
-2.12
-2.54
Acres in Deficit
76.08
106.05

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LEVEL OF SERVICE
EXECUTIVE SUMMARY
Figure 9: Walking Distance to Parks
Figure 11: HOAs and Private Parks
Accessibility LOS
Conducted to determine the geographic distribution and accessibility of the City’s park system.

Walkability: identifies which areas have walking access to a park 

Trail Accessibility: identifies which areas have walking access to a trail 

Homeowners Association (HOA) Parks: identifies which areas have walking access to a City or private HOA park 
Figure 10: Walking Distance to Trails

1/12/2026
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BASIN PARK PREFERRED CONCEPT
The feedback collected from the community workshop and the virtual 
engagement room resulted in Preliminary Concept #2 being the design that 
resonated the most with residents. The team received several requests to adjust, 
add, and/or edit certain proposed park features. The results were also shared 
with the City Council and staff prior to determining the final direction to take the 
preferred concept. 
Major Park Amenities
• Parking lot (approx. 302 parking spaces)
• Paved shared use paths (walking, bicycling, 
maintenance vehicle)
• Shaded group picnic areas
• Shaded all-inclusive playground
• Splash pad
• Restroom buildings
• Multi-use sports courts (tennis, pickleball, 
handball) and volleyball courts
• Multi-purpose rectangular sports fields and 
open grassy areas
• Shaded amphitheater
• Shaded fitness area
• Dog park (large and small breed areas)
• Disc golf course (in existing area of Basin 
Park, east of expansion)
• Pedestrian-scale lighting, emergency blue 
light poles, and park surveillance
• Future Cactus Road improvements (road 
widening, traffic signal at 125th Dr., 
pedestrian hybrid beacon at 123rd Ln., 
sidewalks, planted parkways, dedicated left 
turn lanes, stormwater infrastructure, etc.)
Figure 12: Preferred Basin Park Concept
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CAPITAL IMPROVEMENT PLAN
A Capital Improvement Plan (CIP) provides the long-term financial framework the City of El Mirage needs to sustain, modernize, and 
responsibly expand its parks and recreation system. The Parks & Recreation Master Plan’s CIP synthesizes the City’s FY 2027–2031 
itemized requests and capital considerations for FY 2032–2036. 
Figure 14 below highlights the short-term CIP requests over the next five years for FY 2027-2031. 
Note: While the Basin Park planning estimate incorporates 4% annual escalation and yearly compound growth, capital costs remain fluid and can shift 
quickly depending on construction labor availability, materials pricing, supply chain fluctuations, regional development pressure, and inflationary 
dynamics. In recent years, many municipalities have experienced 8–20% increases in certain construction categories during periods of volatility. This 
makes annual recalibration essential.
EXECUTIVE SUMMARY
Figure 14: Short-Term CIP (FY 2027-2031)
CIP ITEM
CONSIDERATIONS
AMOUNT
FY 2026 Carryover CIP Requests
Includes playground equipment replacement and vehicle replacement program
$461,000
Parks & Amenity Renewal
Includes playground resurfacing, pathway resurfacing, court resurfacing, 
ramada/shade repair, furniture refresh
$1.0M-$2.0M
Irrigation Systems Replacements & Efficiency
Includes controllers, valves, pump systems, and distribution lines
$1.0M-$2.0M
Shade Structure Expansion
Includes metal/powder-coated structures, UV-resistant fabric, tree canopy planting
$600k-$1.0M
Lighting & Safety Enhancements 
Includes LED conversions, security camera, pathway lighting
$350k-$600k
Restrooms (New & Replacement)
Costs vary depending on prefabricated vs. built-in place structures, available 
utilities, site prep requirements
$350k-$1.2M
Senior Center Lifestyle Replacements
Includes HVAC replacement, roof repair/replacement, flooring, code and 
accessibility updates
$315k-$535k
YMCA Lifestyle Replacements
Includes: HVAC modernization, roof replacement, flooring and interior updates, and 
mechanical and electrical upgrades
$1.8M-$3.2M
Subtotal
$5.415M-$10.535M

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FINANCIAL STEWARDSHIP & SUSTAINABILITY
FINANCIAL SUSTAINABILITY STRATEGY
Fiscal stewardship lays the groundwork for a stable, trusted, and resilient park and recreation system. For El Mirage, embracing financial 
sustainability from the start ensures resources are used wisely, and services can endure as the community grows.
To that end, El Mirage Parks and Recreation will benefit from a clear, defensible financial sustainability strategy rooted in the beneficiary 
of service—from “common good” services to “exclusive” services—that provides the foundation for allocating public dollars across 
departmental services.
Department Service Categories
The development of categories which include services that are alike in "purpose" is important when it comes to justifiable and equitable 
allocation of subsidy, cost recovery levels, and assignment of budget and general ledger lines to account for a category’s fiscal 
performance.
Beneficiary of Service
Determining the “beneficiary of services” is a primary driver in how the department can begin to make informed and defensible taxpayer 
investment decisions. Following this concept, service categories are ranked from the one most closely aligned with the definition of 
“common good” to the one most closely aligned with the definition of “exclusive benefit”. By ranking service categories in this manner, 
contrasts begin to emerge between services that should justifiably receive greater subsidy (common good services) and those that may 
receive little to no subsidy (exclusive benefit services).
Below is a suggested list of recommended department service categories and definitions ranked on the beneficiary of service.
EXECUTIVE SUMMARY

Open Access

Community Events

Equity Services

Drop-in Activities

Enrichment Activities

Instructional Activities

Special Events

Rentals

Resales

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FINANCIAL SUSTAINABILITY
Recommended Continuum
The department’s recommended tax use and revenue generation approach is illustrated as a Financial Sustainability Strategy Continuum, 
presenting the degree to which financial resources will be spent, and expenses will be recovered and managed. This strategy represents 
an equitable philosophy where subsidy allocation decisions are based upon “beneficiary of service”. In this conceptualization, each type 
of service has a set of specific characteristics that provide a rationale for who should pay (e.g., taxpayers, the individual, or both) and to 
what degree. Ultimately, this aligns subsidy allocation, cost recovery goals, and expectations with beneficiary of service. The 
recommended three-year Financial Sustainability Strategy includes the department’s recommended service categories and cost 
recovery/subsidy goals and expectations. 
Figure 15: Recommended Financial Sustainability Strategy
EXECUTIVE SUMMARY

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STRATEGIC PLAN
Priority Goal
Recommended 
Action
Action Details
Prioritization
Resource 
Requirement
Staff Lead
Timeline
broad based 
statements of 
intent; an aim or 
desired result
method of 
performing the 
acts that will 
influences the 
goals and lead to 
desired result(s)
the finer details 
and context 
explaining each 
associated 
action
High
necessary for the 
organization to 
thrive
Medium
organization 
should address 
but not pressing
Low
a desire; 
satisfies an 
interest
High
significant staff, 
financial, and 
other resources
Medium
moderate staff, 
financial, and 
other resources
Low
lessor staff, 
financial, and 
other resources
assigns a clear 
individual(s) or a 
team 
responsible
Short-term
0-2 years
Mid-term
3-5 years
Long-term
6-15+ years
The Strategic Plan includes 44 recommended actionable steps resulting from the master planning effort, which staff are encouraged to 
execute to impact and improve department operations and service to the community.
Figure 16 below serves as an example of how these goals and actions are structured and defined in the El Mirage Parks and Recreation 
Master Plan and supporting Strategic Plan. 
Figure 16: Strategic Plan Guide
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