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EXECUTIVE SUMMARY 2 This page is intentionally left blank. 3 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 20 Financial Stewardship & Sustainability 21 Strategic Plan 23 EXECUTIVE SUMMARY EXECUTIVE SUMMARY 4 4 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! EXECUTIVE SUMMARY 5 ACKNOWLEDGEMENTS Staff Project Team Sean VonRoenn, Parks & Recreation Director Kassandra Bernier, Recreation Coordinator – Special Events Nick Russo, Public Works Director Administration Crystal Dyches, City Manager Robert Nilles, Deputy City Manager 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 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 the full Parks and Recreation Master Plan report. EXECUTIVE SUMMARY 6 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. EXECUTIVE SUMMARY 7 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. EXECUTIVE SUMMARY 8 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. EXECUTIVE SUMMARY 9 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. EXECUTIVE SUMMARY 10 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 11 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. EXECUTIVE SUMMARY 12 12 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 EXECUTIVE SUMMARY 13 13 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. EXECUTIVE SUMMARY 14 14 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 15 PARKS EXECUTIVE SUMMARY Figure 5: City of El Mirage Parks 16 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 17 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 12/22/2025 18 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 EXECUTIVE SUMMARY 19 BASIN PARK PREFERRED CONCEPT EXECUTIVE SUMMARY BASIN PARK EXPANSION COSTS While the Basin Park expansion provides an exciting opportunity for the community, it is important to understand the anticipated costs. Figure 13 below outlines the planning-level cost estimate completed for the Preferred Concept. This estimate is based on typical amenity and installation costs using average estimates from the last five years. Each item has a cost markup that projects construction costs through FY 2031. This markup includes items such as a 4% annual escalation and yearly compound growth inflation rate per year, mobilization, traffic control, surveying, design and engineering, insurance, and an overall contingency. The City should use this for planning purposes only and is encouraged to complete a detailed cost estimate at the Schematic Design phase of this project. TOTAL Light grading, cleanup, etc. 1,752,975 $ $1,752,975 All-inclusive Play Area 1,673,250 $ Splash Pad 1,245,000 $ $2,918,250 Picnic Shelter (Large structure) 1,080,000 $ Stage (no built-in seating) 406,250 $ Restroom w/ Storage (medium/large size) 4,325,000 $ Dog Park 582,000 $ $6,393,250 Volleyball (lighted) 270,000 $ Tennis (lighted) 540,000 $ Pickleball (lighted) 291,000 $ Handball Courts (lighted) 622,500 $ $1,723,500 Multi-purpose Field (lighted) 3,250,000 $ $3,250,000 Gathering Spaces and Buildings Gathering Spaces and Buildings Sports Courts Sports Courts Sports Fields Sports Fields El Mirage PRMP Basin Park Expansion Concept Planning Level Cost Estimate Demolition and Site Prep Demolition and Site Prep Play Areas Play Areas Bench 157,300 $ Picnic Table 59,150 $ Trash+Recycle bins 81,250 $ Bike Rack 20,475 $ Drinking Fountain 92,625 $ Bollard 92,625 $ Interpretive Sign 48,750 $ Entry Monument 222,600 $ 37,350 $ Outdoor Exercise Equipment (individual) 47,700 $ Frisbee Golf Course 15,900 $ $875,725 Lighted Parking 1,563,975 $ Multi-purpose Path (Pedestrian/Vehicular) 2,071,875 $ Pedestrian Path (Concrete) 221,000 $ Securty Camera System 24,375 $ Lighting for Paths 487,500 $ Curb and Gutter 135,240 $ $4,503,965 Irrigation (overhead spray) 2,524,920 $ Turf (hydroseed) 1,262,460 $ Tree (24 in box) 406,404 $ $4,193,784 $25,611,449 Landscape, Plants, Irrigation Concept Grand Total Park Amenities BBQ Park Amenities Hardscape Paving Lighting Hardscape Paving Lighting Landscape, Plants, Irrigation Figure 13: Basin Park Expansion Concept Planning Level Cost Estimate 20 20 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 Preferred Basin Park Concept Plan Includes total amount of the Basin Park Expansion costs $25,611,449 Subtotal $26,072,449 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 21 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 22 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 23 23 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 EXECUTIVE SUMMARY 24 This page is intentionally left blank.