El Mirage Parks & Recreation Master Plan_Final

2
This page is intentionally left blank.

3
TABLE OF CONTENTS
A Message from the Mayor
5
Acknowledgements
6
Master Plan Process Summary
7
INTRODUCTION
Overview 
 
 
 
 
 
 
 
30
An Engaged Community 
 
 
 
 
 
 
31
Quality Services 
 
 
 
 
 
 
37
Activated Spaces & Places 
 
 
 
 
 
 
51
A Culture of Excellence 
 
 
 
 
 
 
72
PLAN PRIORITY AREAS
Overview 
 
 
 
 
 
 
 
92
Helpful Tips  
 
 
 
 
 
 
94
STRATEGIC PLAN
Overview 
 
 
 
 
 
 
 
17
Parks 
 
 
 
 
 
 
 
18
Recreation & Leisure 
 
 
 
 
 
 
19
EL MIRAGE PARKS AND RECREATION DEPARTMENT
SUPPLEMENTAL DOCUMENTS
Overview 
 
 
 
 
 
 
 
10
Community Demographics  
 
 
 
 
 
11
THE EL MIRAGE COMMUNITY
A: Engagement Summary 
 
 
 
B: Parks & Facilities Maps and Information
C: Bicycle Facility & Urban Trail Design Guidelines 
 
D: Providers Network & Inventory Report
E: Strategic Plan 
PLAN DEVELOPMENT & ENGAGEMENT
Plan Development Overview  
 
 
 
 
 
21
Engagement : Informing the Plan 
 
 
 
 
 
22

4
INTRODUCTION
A Message from the Mayor
Acknowledgements
Master Plan Process Summary
“I love how many different recreational areas there are and the 
variety of different spaces [that El Mirage Parks and Recreation 
provides].”
- Community Survey response

5
5
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.
INTRODUCTION
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!

6
ACKNOWLEDGEMENTS
INTRODUCTION
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 this report.

7
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.
INTRODUCTION

8
MASTER PLAN PROCESS SUMMARY
INTRODUCTION
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 fresh 
department, the wisdom of its community, and the discipline required to transform vision into lasting value.

9
THE EL MIRAGE COMMUNITY
Overview
Community Demographics
“Please consider current demographics and future trajectory to 
ensure we plan for current and future residents.”
- Public Workshop comment

10
OVERVIEW
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.
Demographics are the statistical characteristics of human populations, such as 
age, income, race, ethnicity, education, and others, that are used to identify 
current and future customers or constituents and how likely they are to utilize 
a service or product. 
By studying constituencies through a demographic analysis and lens, the 
Department can begin to better understand the local population and examine 
and identify the composition and characteristics of those who make up the 
community.
As the department considers constituent demographics, it will help position 
the organization to serve community needs best and most appropriately, and,  
if and when possible, respond to desires. 
The information included in this section is updated to the public information 
provided by the City’s Economic Development Division, which was last 
updated in 2017. The updated tables and graphs contain the City of El Mirage 
data from the United States Census Bureau’s American Community Survey 
(ACS) and the Maricopa Association of Governments (MAG).
NOTE: The ACS is conducted every year to provide up-to-date information 
about the social and economic needs of communities.  
THE EL MIRAGE COMMUNITY

11
COMMUNITY DEMOGRAPHICS
ANALYSIS
From the time of incorporation in 1951 to the early 1990s, El Mirage was a small agricultural community that had experienced limited 
growth. However, a period of physical expansion as the City annexed land created an opportunity for future population growth. In 1970, 
EL Mirage was only 2.1 square miles. By 1980, it was 7.5 square miles, and by 1990, El Mirage expanded to 10 square miles as it exists 
today. Residential development followed in the 1990s and 2000s. As a result, the population began to grow. In 2000, the population of El 
Mirage reached 7,609 residents, and by 2010, the population had ballooned to 31,797 residents.
Following the 2010 national recession, population growth rates started to decline across Maricopa County, as well as in El Mirage, and 
continued to do so over the past decade. According to the U.S. Census Bureau, El Mirage had a population of 35,805 people in 2023, 
ranking the City the 29th most populated city in Arizona.
As population growth rates continue to flatten across the Phoenix Metropolitan Area, El Mirage is expected to grow at a rate consistent 
with the last decade. The Maricopa Association of Governments (MAG) projects El Mirage to have a population of 37,800 by 2030, a less 
than 1% growth rate since 2017, compared to the enormous 352% population growth rate experienced between 2000 and 2010. 
Furthermore, by 2040, El Mirage is projected to have a population of 38,400, 38,500 by 2050, and 38,600 by 2060.
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
7,609
31,797
35,702
35,805
37,800
38,400
38,500
38,600
0
20,000
40,000
60,000
Figure 1: El Mirage Population Trends & Projections
2000 
Estimate
2010 
Estimate
2020 
Estimate
2023 
Estimate
2030 
Projection
2040 
Projection
2050 
Projection
2060 
Projection
El Mirage
7,609
31,797
35,702
35,805
37,800
38,400
38,500
38,600
THE EL MIRAGE COMMUNITY

12
COMMUNITY DEMOGRAPHICS
$74,764 
$81,260 
$70,139 
$101,814 
$93,403 
$93,371 
$55,015 
$85,518 
$76,872 
El Mirage
Avondale
Glendale
Goodyear
Peoria
Surprise
Tolleson
Maricopa County
Arizona
Figure 2: Median Household Income
Source: U.S Census Bureau, 2023 ACS 5-Year Estimate
As described, the median household income for the City of El 
Mirage is $74,764, which falls just shy of the State median 
household income of $76,872. In looking at other West Valley 
cities, the City of El Mirage surpasses the City of Glendale and 
City of Tolleson’s median household income, while falling short of 
Maricopa County’s median household income.
What does this mean for El Mirage Parks & Recreation?
It is important for the department to continue to offer the 
community affordable services. The department could consider 
implementing a scholarship fund/program for eligible lower-
income residents to increase inclusion and access to services.
19%
32%
34%
15%
Approximately 32% of El Mirage’s residents have a high school 
diploma or equivalent, and another 34% have some college or an 
associate’s degree. Approximately 15% of the residents have a 
bachelor’s degree or postgraduate degree, while 19% have less 
than a high school diploma. The level of residents with 
associate’s/some college attainment is consistent among West 
Valley cities; however, El Mirage is behind when it comes to 
bachelor’s degree or post-graduate degree attainment.
What does this mean for El Mirage Parks & Recreation?
Education can be a predictor of participation, with higher 
educational attainment associated with increased transportation 
access, awareness
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
THE EL MIRAGE COMMUNITY

13
COMMUNITY DEMOGRAPHICS
Congruent with the large population growth El Mirage experienced 
in the 2000s and 2010s, the City’s labor force, while nearly 
quadrupling from 2000 to 2017, leveled off from 16,378 in 2017 to 
17,440 in 2023. Further, El Mirage’s young median age continues to 
present an emerging workforce of young professionals that has 
grown proportionally since 2017. 
What does this mean for El Mirage Parks & Recreation?
Given El Mirage’s prevalent young working population, the 
department can target this cohort through offering socialized-
focused services such as community and family events.
According to the 2023 ACS, an estimated 17,440 El Mirage 
residents are employed. Over a quarter (27%) of El Mirage’s 
workforce is employed within management, business, science, and 
arts occupations, followed by nearly a quarter (23%) in sales and 
office occupations and over a fifth (22%) in service occupations.
Figure 5: Occupational Distribution of the Labor Force
3,360
12,420
16,378
17,440
0
5,000
10,000
15,000
20,000
2000
2010
2017
2023
Figure 4: El Mirage Labor Force
Source: U.S Census Bureau, Census 2000, Census 2010, & 2017 and 2023 ACS 5-Year Estimates
27%
22%
23%
13%
14%
Production, transportation, and material 
moving occupations
Sales and office occupations
Service occupations
Management, business, sciences, and arts 
occupations
Natural resources, construction, and 
maintenance occupations
THE EL MIRAGE COMMUNITY

14
COMMUNITY DEMOGRAPHICS
The local labor force living in El Mirage works in a variety of industries, as displayed above. An estimated 20% (3,543 workers) of El 
Mirage’s local labor force are employed in the educational services, healthcare, and social assistance industries. The second largest 
industry is retail trade, which accounts for 14% (2,402 workers) of the labor force. The next most prominent industries within the labor 
force are professional, scientific, and administrative services, making up 12% (2,106 workers), and construction, making up 11% (1,933 
workers).
What does this mean for El Mirage Parks & Recreation?
The types of jobs residents hold can influence the types of recreation and leisure service opportunities they seek out. One primary 
consideration to highlight is availability. For instance, those in service occupations are more likely to have variable schedules that may 
inhibit their ability to participate in evening and weekend services. Given that the El Mirage community has a well-distributed labor force, 
the department can continue being cognizant of these realities when providing and scheduling services.
19
283
337
690
722
886
1,262
1,367
1,890
1,933
2,106
2,402
3,543
0
1,000
2,000
3,000
4,000
Agriculture, forestry, fishing and hunting, and mining
Wholesale trade
Information
Other services, except public administration
Public administration
Transportation and warehousing, and utilities
Manufacturing
Finance and insurance, and real estate and rental and leasing
Arts, entertainment, and recreation and food services
Construction
Professional, scientific, and management, and administrative services
Retail trade
Educational services, and health care and social assistance
Figure 6: Labor Force Distribution by Industry
Source: U.S Census Bureau, 2023 ACS 5-Year Estimate
THE EL MIRAGE COMMUNITY

15
COMMUNITY DEMOGRAPHICS
As indicated above, much of the workforce living in El Mirage 
works in neighboring cities such as Peoria, Tolleson, and Phoenix, 
along with a large concentration in Surprise.
What does this mean for El Mirage Parks & Recreation?
With a significant number of working residents employed in 
neighboring cities, they may also seek recreation and leisure 
opportunities that meet their needs and desires in those same 
communities, especially if they aren’t met in El Mirage.
There are approximately 4,470 jobs located within the City of El 
Mirage. The most significant employment clusters within the City 
of El Mirage are Construction (950 jobs), Retail (630 jobs), and 
Business Services (620 jobs). These clusters are represented by 
Dysart Unified School District, employing 500 individuals as the 
largest employer in the City, followed by Walmart, the City of 
Mirage Municipal government, and Avanti Windows and Doors. 
What does this mean for El Mirage Parks & Recreation?
To support local employers, especially the Dysart Unified School 
District, the City could consider partnering to offer employee 
wellness benefits to encourage the health and well-being of 
individuals, while also driving participation in department services.
Figure 8: El Mirage Top 10 Employers
Source: 2023 Arizona COG/MPO Employer Database
Rank
Business Name
Locations
Employees
1
Dysart Unified School District 89
6
500
2
Walmart
1
300
3
City of El Mirage
6
205
4
Avanti Windows and Doors
1
200
5
DVC Construction Company Inc
1
160
6
CalPortland Company
1
150
7
Parks Sons of Sun City Inc
1
140
8
BNSF Railway Co
1
120
9
Yellowstone Landscape
1
110
10
Southwest Steel Inc
1
100
Figure 7: Where People Living in El Mirage Work
THE EL MIRAGE COMMUNITY

16
EL MIRAGE PARKS AND 
RECREATION DEPARTMENT
Overview
Parks
Recreation & Leisure
“I am happy with everything that El Mirage Parks and Recreation 
has done, and I agree with what it is doing.”
- Community Focus Group response

17
DEPARTMENT OVERVIEW
EL MIRAGE PARKS AND RECREATION DEPARTMENT
The City of El Mirage Parks and Recreation Department exists to enhance the 
community’s quality of life through places, programs, and experiences that 
connect people to one another and to the city. Its work reflects a belief that 
recreation and public spaces are integral to health, belonging, and civic pride.
A parks and recreation department is, at its heart, a community’s caretaker of 
shared spaces and shared experiences. It provides the settings where people 
gather, play, learn, and celebrate together; where neighborhoods meet, 
cultures converge; and where individual well-being and collective identity are 
strengthened. 
Parks and recreation shape how a city feels and functions, supporting public 
health, community vitality, environmental stewardship, and social cohesion in 
ways few other public systems can.
As El Mirage continues to grow and evolve, so too does its parks and 
recreation system, which exists to foster wellness, belonging, and opportunity 
across generations. Its commitment extends beyond providing amenities; it is 
about cultivating a genuine sense of place and purpose and creating spaces 
that strengthen the shared fabric of the community.

18
PARKS
El Mirage has 14 parks, as depicted in Figure 9, 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.
EL MIRAGE PARKS AND RECREATION DEPARTMENT
Figure 9: City of El Mirage Parks

19
RECREATION & LEISURE
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.
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. 
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.
The department also operates the El Mirage Community Garden, where residents can grow food, build friendships, and share a sense of 
responsibility for the environment. The garden offers a hands-on opportunity to cultivate healthy food and living, engage in the outdoors, 
and strengthen neighborhood ties.
Together, these recreation services embody what makes El Mirage special: a community that comes together to celebrate, learn, and 
grow. 
EL MIRAGE PARKS AND RECREATION DEPARTMENT

20
PLAN DEVELOPMENT & 
ENGAGEMENT
Overview
Engagement
“We have the opportunity to bring our City together through this 
plan”
- City Council Focus Group Response

21
21
PLAN DEVELOPMENT OVERVIEW
PLAN DEVELOPMENT & ENGAGEMENT
The El Mirage Parks and Recreation Master Plan was developed through a 
comprehensive, year-long process designed to understand current 
conditions, engage the community, and chart a responsible, future-focused 
path for the Department. The planning effort began by building a clear 
picture of how the Department operates today—its strengths, challenges, 
and the unique attributes of El Mirage—while also examining the 
environmental, social, and financial factors shaping its future.
A robust, intentional community engagement strategy ensured the plan was 
grounded in residents' voices. Stakeholder meetings, a public workshop, an 
open house, equitable engagement tactics, and a statistically valid 
community survey provided insight into the needs, interests, and lived 
experiences of those who use and those who may one day use El Mirage’s 
parks and recreation services.
This community input was paired with detailed analyses to illuminate both 
local realities and broader industry standards. Assessments of recreation 
service delivery, a partnership network, level-of-service analysis, multi-modal 
connectivity, Basin Park development opportunities, and financial 
considerations helped define what is feasible, sustainable, and aligned with 
community priorities. 
The process concluded with strategic planning to identify priorities, actions, 
resource needs, and implementation steps for the coming decade. The 
resulting Master Plan brings these components together into a clear, 
actionable roadmap that positions the City of El Mirage to strengthen, 
steward, and enhance its parks and recreation system over time.

22
22
ENGAGEMENT: INFORMING THE PLAN
An integral part of this planning effort was engagement. Engagement was 
more than a procedural step—it was a reflection of the City’s belief that good 
government listens, learns, and leads alongside the community. It was 
designed to foster transparency, build trust, and ensure that a wide range of 
voices and experiences would shape the master plan process and 
recommendations.
A variety of methods were used to reach people where they live, work, and 
play. Focus groups, surveys, workshops, open houses, and virtual engagement 
opportunities all contributed to a planning process that was inclusive, 
transparent, and grounded in understanding each person’s perspective and 
experience. 
These efforts not only informed the plan—they also strengthened 
relationships, created new advocates for parks and recreation, and generated 
enthusiasm among both internal and external stakeholders for what the 
department can achieve in the years ahead.
A deliberate and discerning evaluation of what was heard, learned, and 
observed helped define the department’s organizational priorities—those 
areas where focused investment of time, energy, and resources will have the 
broadest and most lasting impact on the community.
Note: Full results can be found in Supplement A: Engagement Summary
PLAN DEVELOPMENT & ENGAGEMENT

23
23
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
PLAN DEVELOPMENT & ENGAGEMENT

24
24
ENGAGEMENT: INFORMING THE PLAN
OVERVIEW
Staff, Advisory Task Force & City Council 
Planning Sessions
Separate planning sessions were held to 
learn about the planning process and 
undergo a series of analyses and 
concentrated discussions on their 
perspectives regarding the department. 
Community Focus Group Meetings
Seven community focus groups consisting 
of small groups of select stakeholders 
gathered for concentrated discussions on 
their perspectives about the department 
through a series of structured questions.
Public Workshop
This gathering included general information 
about the planning process and provided 
opportunities to collect resident and 
customer feedback by way of a series of 
interactive stations.
Online Pre-Survey
As part of the Public Workshop, an online 
survey was provided to attendees that 
gathered information about their current 
and desired engagement with department 
parks, facilities, and services.
Community Needs Assessment Survey
This statistically valid effort gathered 
information on the satisfaction, usage, and 
perceptions of the El Mirage Parks and 
Recreation Department.  
Community Open House
This second public gathering provided 
residents with another opportunity to 
provide feedback that included reviewing 
the Basin Park Conceptual Plans.
Virtual Engagement Room
This online engagement simulated the in-
person Community Open House experience 
and consisted of interactive stations meant 
to further dissect key themes discovered 
during prior engagement efforts.
PLAN DEVELOPMENT & ENGAGEMENT

25
25
ENGAGEMENT: INFORMING THE PLAN
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 supported potential 
amenities were the amphitheater, volleyball 
courts, and walking paths. 
PLAN DEVELOPMENT & ENGAGEMENT

26
26
ENGAGEMENT: INFORMING THE PLAN
STAFF & CITY COUNCIL IMPORTANT ISSUES
PLAN DEVELOPMENT & ENGAGEMENT
STRENGTHS
Staff
personnel, leadership, and organizational 
culture
Communication
Overall, strong communication efforts
Financial
The city has a strong financial foundation
WEAKNESSES
Variety of services
could provide a wider range of services
Communication
can improve sharing offerings and 
understanding residents
Park & facility maintenance
improvements to maintenance and 
overall safety 
OPPORTUNITIES
Partnerships
teaming with local organizations and 
businesses
Parks & facilities
expansion and improvement to system
Transportation & connectivity
improved connectivity to increase 
accessibility
THREATS
Physical & mental health
trends in overall health affecting the 
community at large
Environmental concerns
climate change, extreme heat, and lack of 
water
Public safety
Safety in public parks affecting residents
“I Believe…”
___ should be the focus of the Department 
to have the greatest impact on the 
community.
1.
Community engagement & gathering
2.
Trails & connectivity
3.
Public safety
___  will be important for the Department 
to consider as it creates an operational 
philosophy.
1.
Variety of services
2.
Public safety
3.
Staffing
___ will be necessary for the Department 
to do so that it can become the best 
version of itself.
1.
Communication
2.
Culture & identity
3.
Variety of services

27
27
ENGAGEMENT: INFORMING THE PLAN
COMMUNITY FOCUS GROUPS IMPORTANT ISSUES
PLAN DEVELOPMENT & ENGAGEMENT
1
Public safety: overall safety in community 
spaces.  Specific examples included 
homelessness, crime, and rule/law 
enforcement.
2
Transportation: lack of transportation 
options and infrastructure. Specific 
examples included traffic, lack of 
accessibility, and overall safety.
3
Growth & development: concerns 
regarding managing community growth 
sustainably and balanced between 
residential and business needs.
Top Community-Wide Issues in Next 3-
5 Years 
1
Community engagement: providing 
services to bring the community together, 
improve stakeholder relations, and 
increased volunteer opportunities.
2
Improve parks & facilities: maintenance 
and additions. Specific examples included 
better sidewalk and outdoor lighting and 
expanded playgrounds.
3
Public safety: efforts to improve safety in 
public spaces. Specific examples included 
safety programs, increased security, and 
increased staff resources.
How Can the Department Address 
These Issues?
1
Communication: Department and City-
wide communication and marketing efforts 
are lacking, from accessibility of 
information to transparency.
2
Financial: the affordability for Department 
services is a reason that some community 
members cannot participate.
3
Public safety: concerns of overall safety in 
public spaces is a reason for choosing not 
to participate in services.
Barriers to Participation
Parks & facilities: Improvements to current infrastructure and 
addition of new amenities
Public safety: Investing in public safety improvement such as 
lighting, video surveillance, and more staff presence
Partnerships: Increasing partnerships with community 
organizations to improve service options and reach
El Mirage - Past and Present: Honoring the City’s past (public 
recognition) and investing in the present (celebrating its 
diversity)
Local schools: Improved activation of students through 
events and co-hosted services with schools
Faith-based organizations: Radiant Church and Santa 
Teresita Church were commonly mentioned
Health & wellness organizations: Desire for more 
opportunities (e.g., health education and health-drives)
Other organizations & businesses: Inter-departmental 
departments, other municipal entities, non-profits, 
HOAs, and local businesses
How Should the Department Invest Its Resources?
Community Partnership Opportunities

28
28
ENGAGEMENT: INFORMING THE PLAN
PLAN DEVELOPMENT & ENGAGEMENT
NEEDS ASSESSMENT SURVEY IMPORTANT ISSUES
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

29
PLAN PRIORITY AREAS
Overview
An Engaged Community
Quality Services
Activated Spaces & Places
A Culture of Excellence
“[The department] can showcase El Mirage’s unique community 
by creating a variety of places and options for residents to come 
together.”
- Community Workshop comment

30
30
OVERVIEW
GUIDING THE PATH FORWARD
The following four organizational priorities form the foundation upon which the Master Plan is built. They are interconnected 
commitments that define how the department serves the community—now and into the future. Together, these priorities reflect what 
residents value most: opportunities to connect, places that inspire pride, services that enhance quality of life, and a department that 
operates with integrity and excellence.
PLAN PRIORITY AREAS
An Engaged Community means residents participate, collaborate, and share responsibility for shaping parks and recreation services. 
Quality Services confirms that every offering delivers real value and impact. 
Activated Spaces and Places create physical and social environments where connection and belonging thrive. 
A Culture of Excellence sustains it all by developing the people, systems, and standards that make lasting success possible. 
These priorities serve as the capstone for the plan, guiding decisions, investments, and daily actions.

31
31
AN ENGAGED COMMUNITY
PLAN PRIORITY AREAS
An engaged community is one where residents feel invited, informed, and 
empowered to shape the spaces, places, and services that define their quality 
of life. Authentic community engagement reflects a culture of sharing, 
listening, and collaboration.
El Mirage Parks and Recreation will continue to prioritize meaningful 
engagement that transforms participation into partnership and awareness into 
shared stewardship. Engagement strengthens trust between residents and the 
City, ensures that investments reflect genuine community needs and interests, 
and builds lasting support for sustaining the civic spaces, places, and services 
that define El Mirage’s quality of life.
Recommended actions (outlined on the following pages and in the 
department’s Strategic Plan) are intended to produce the following outcomes 
with community members who are informed, involved, and invested.
increased participation
strategic/effective partnerships and collaborations
positive relationships and interactions with the community
community ownership and co-stewardship
a more informed community

32
32
AN ENGAGED COMMUNITY
PLAN PRIORITY AREAS
THE ROLE OF ENGAGEMENT IN A THRIVING PARKS AND RECREATION 
SYSTEM
Community engagement today is about far more than gathering opinions or creating a list of wants. For El Mirage, engagement is a 
powerful tool for building understanding, strengthening relationships, and inviting residents to become partners in caring for the parks, 
facilities, and programs they value. As the City grows and diversifies, intentional and ongoing engagement helps ensure that the 
community is not only heard, but informed, connected, and empowered.
The planning process revealed that El Mirage residents care deeply about their parks and recreation system. They want to understand 
how decisions are made, how resources are allocated, and why certain investments rise in priority. Modern engagement must meet this 
desire for clarity. It shifts the conversation from “What do you want?” to “Let’s understand what is possible, what is needed, and how we 
work together to protect what matters.” When engagement provides context, explains trade-offs, and conveys the realities of public 
service—staffing capacity, service costs, maintenance requirements, and long-term sustainability—the community is better equipped to 
participate thoughtfully and constructively.

33
33
AN ENGAGED COMMUNITY
PLAN PRIORITY AREAS
Effective engagement also promotes shared stewardship. When residents understand the role they play in maintaining parks, respecting 
facilities, participating in programs, and championing responsible investment, they become active partners in strengthening the system. 
Engagement nurtures pride in place, builds trust, and cultivates a deeper sense of community ownership. This shared responsibility is 
especially important in a city like El Mirage, where population growth, shifting demographics, and rising expectations require 
collaborative management.
Finally, engagement is an ongoing commitment, not a one-time event tied to a planning effort. By investing in user-friendly 
communication tools, strengthening relationships with residents and partners, and implementing more intentional outreach — especially 
to underrepresented or less vocal groups — the department can continue to build a culture where community members feel connected, 
informed, and part of the solution. This includes partnerships, yes, but also storytelling, education, transparency, and collaborative 
problem-solving.
Elevating engagement as a strategic priority recognizes that a successful parks and recreation system is built with the community, not just 
for it. When residents are informed and engaged, when they understand the value and realities of the work, and when they see 
themselves as co-stewards of parks and quality of life, the entire system becomes stronger, more resilient, and more reflective of the 
people it serves.

12/22/2025
34
AN ENGAGED COMMUNITY
PARTNERSHIPS
When executed effectively, partnerships and collaborations are advantageous 
relationships that enable participating organizations to efficiently utilize 
resources, resulting in cost-effective service delivery. This is of critical 
importance in all sectors today, as resources are often scarce and precious. 
Well-planned and managed partnerships in El Mirage will provide for enhanced 
innovation and credibility in the community, potentially leading to bridging 
markets, cooperative capital development, or improvements, and/or 
collaborative service delivery. 
Current Partnerships
El Mirage Parks and Recreation currently has 
two primary partnerships that are aimed to 
enhance parks, recreation, and leisure services 
to the greater El Mirage community.
PLAN PRIORITY AREAS
Valley of the Sun YMCA
Goal: The agreement allows the YMCA to 
administer its health and fitness service 
operations out of the City owned Community 
Recreation Center and manage the scheduling 
of the Gateway Park Sports Fields.
Term Length: 20 years
Expires: September 30, 2043
Dysart Unified School District No. 89
Goal: The agreement allows the City to use 
District schools for providing services during 
non-use hours and vice versa.
Term Length: 1 year renewable
Expires: June 30, 2026

35
AN ENGAGED COMMUNITY
1.1 EXECUTE THE 75TH ANNIVERSARY CELEBRATION EFFORTS
The department's active participation in coordinating the City’s 75th Anniversary Celebration will include planning community-wide 
events, such as the three-day festival, birthday celebration, and other activities.
1.2 IDENTIFY NEW PARTNERSHIP OPPORTUNITIES
As a result of the Partner Network, additional partner opportunities should present themselves as ways to best use resources, reduce 
or eliminate duplication, and continue to enhance the El Mirage community’s “Continuum of Park and Recreation Service”. Areas of 
focus may include youth service opportunities, outdoor recreation, facility management, and health and wellness.
PLAN PRIORITY AREAS
1.3 EVALUATE EXISTING PARTNER AGREEMENTS
Well-planned and managed partnerships with local community organizations, such as the Dysart Unified School District (Dysart Schools) 
and the YMCA, have enabled the department to expand its market reach and enhance service delivery. 
The collaboration with the Dysart Schools provides special-event parking and space for youth and adult sports programs when existing 
facilities are at capacity. At the same time, the partnership with the YMCA allows this non-profit to occupy a city-owned asset, 
optimizing the facility and land while serving more than 2,000 resident members. The YMCA also assists the city by scheduling fields 
and courts at Gateway Park.
These agreements should continue to be evaluated annually, with reviews of the scope and management of the relationship, roles and 
responsibilities, milestones, terms, and financial arrangements, including reciprocity.
Scheduling touchpoints such as presentations at community events, hosting and planning periodic public gatherings, distributing annual 
community satisfaction surveys, facilitating social media contests, and other innovative ways to keep the community engaged will help 
keep the department top of mind and offer various platforms for people to connect with the department. This should also include 
consideration of multi-lingual communication methods.
1.4 DEVELOP A MARKETING PLAN TO STRENGTHEN COMMUNITY INVOLVEMENT, CONNECTION AND 
PARTICIPATIONS

36
AN ENGAGED COMMUNITY
1.5 IDENTIFY CONSTRAINTS AND BARRIERS TO ACCESS
Identifying constraints and barriers that could hinder access to Department services involves a comprehensive assessment of factors 
such as geographical location, financial limitations, transportation options, scheduling conflicts, language barriers, and social and 
cultural considerations. By pinpointing these obstacles, a clearer picture emerges of the difficulties community members encounter in 
accessing services. This insight can inform the development of targeted strategies and initiatives to overcome or eliminate these 
barriers, ensuring that Department services are accessible and inclusive to all individuals, regardless of their circumstances.
PLAN PRIORITY AREAS
1.6 ESTABLISH A SCHOLARSHIP/REDUCED RATE/NEEDS-BASED ASSISTANCE PROGRAM
Providing residents who may be considered economically disadvantaged, underserved, underrepresented, or marginalized with the 
financial assistance they need will help reduce economic barriers to access to park and recreation services. 
1.7 FORMALIZE THE RELATIONSHIP WITH THE EL MIRAGE YOUTH ADVISORY COMMISSION
Determine the department’s partnership with the El Mirage Youth Advisory Commission to ensure consistent communication, shared 
priorities, and understanding, as well as meaningful youth input in decision-making that influences park and recreation service delivery.

37
37
QUALITY SERVICES
Quality services are valuable, equitable, and well-managed. They are 
meaningful and memorable experiences for El Mirage residents regardless of 
age, ability, or income, and reflect a thoughtful balance between fiscal 
responsibility and community impact.
El Mirage Parks and Recreation will pursue quality as both a promise and a 
practice. Community feedback, data, and ongoing analysis will guide decisions, 
helping the department refine operations, allocate resources wisely, and 
measure success by outcomes that matter—health, connection, and 
satisfaction. True quality will be reflected in both volume and value, as well as 
in the ways services enrich lives and strengthen the community as a whole.
Recommended actions (outlined on the following pages and in the 
department’s Strategic Plan) are intended to produce the following outcomes 
when services meet and exceed expectations.
high levels of service
clean/safe/well-maintained spaces and places
increased participation
enhanced department image
staff and community pride
PLAN PRIORITY AREAS

38
QUALITY SERVICES
RECREATION SERVICE DESIGN AND DELIVERY PHILOSOPHY
Purpose
The El Mirage Parks and Recreation Department exists to enhance community well-being by creating opportunities for connection and 
belonging through accessible and fiscally responsible services, places, and spaces. As an organization, we are committed to building a 
system that reflects the values, needs, and aspirations of our community; one that is intentional, equitable, and sustainable.
Philosophy
Our philosophy is rooted in the belief that parks and recreation are vital to physical health, mental wellness, social connection, and civic 
pride. We view parks and recreation not as a collection of places, spaces, programs, or events, but as an ecosystem of experiences that 
support community vitality and individual flourishing.
Core Principles
Service design and delivery in El Mirage will be guided by three core principles:
PLAN PRIORITY AREAS
Community-Driven 
Design
Services, places, and spaces will be 
shaped and informed by the 
community.
Sustainable and 
Scalable Delivery
Balance aspiration with capacity by 
starting small and successfully 
before expanding.
Inclusive Access and 
Lifelong Engagement
Ensure that everyone can and 
wants to access the benefits of 
parks and recreation.

39
QUALITY SERVICES
PLAN PRIORITY AREAS
1. Community-Driven Design
Programs and services will be shaped and informed by the community. Participation, listening, and co-creation will form the foundation 
of our planning and design process. We will seek to understand what residents value most, how they live, learn, and play, and design 
experiences that reflect those priorities.
We will use data, demographic realities and changes, and ongoing feedback to ensure services respond to evolving needs and interests 
and reach various segments of the greater El Mirage community, particularly underserved and emerging populations.
2. Sustainable and Scalable Delivery
As a small department within a major metropolitan region, our approach must balance aspiration with capacity. We will focus on doing a 
few things exceptionally well before expanding. This means designing services that:

Maximize the impact of limited staff and resources.

Leverage partnerships with schools, nonprofits, and neighboring cities.

Utilize contract instructors, volunteers, and shared facilities strategically.

Prioritize quality and continuity over quantity and novelty.
Our commitment is to start small, learn, and scale responsibly, building a system that endures rather than one that overextends.
3. Inclusive Access and Lifelong Engagement
We will ensure that everyone, regardless of age, ability, background, or income, can access the benefits of recreation. Inclusivity will not 
only shape who we serve, but how we serve.
This includes designing services that:

Reflect the diversity and cultural richness of El Mirage.

Remove physical, financial, and social barriers to participation.

Encourage multigenerational and multicultural engagement.

Promote recreation as a lifelong pursuit rather than a stage of life activity.

40
QUALITY SERVICES
PLAN PRIORITY AREAS
Operational Approach
To translate this philosophy into practice, the Department will:

Use a continuum strategy that distinguishes between common good 
and exclusive services, aligning each with overall community benefit 
and cost-recovery expectations.

Emphasize partnerships with schools, HOAs, local organizations, and 
private providers to expand reach and share resources.

Apply performance measures that track participation, satisfaction, 
financial health, and community impact, not just outputs, but 
outcomes.

Invest in staff development to build a high-performing, service-
oriented culture grounded in professionalism, empathy, and 
accountability.

Communicate transparently about how resources are used and why 
choices are made, strengthening public trust and understanding.
The Road Ahead
The City of El Mirage is at a formative moment where service design decisions made today will shape the community’s quality of life for 
decades to come. By aligning purpose, philosophy, and practice, we can create a park and recreation system that not only delivers 
services but builds community; not only serves residents but inspires them to take part in shaping the city’s future.

41
QUALITY SERVICES
PARKS MAINTENANCE
For El Mirage, a culture of excellence includes understanding what it takes to maintain parks and facilities at a standard the community 
can be proud of. National benchmarks from the NRPA offer a valuable frame of reference for evaluating maintenance and staffing 
capacity. While these benchmarks are not prescriptions, they provide insight into how local practices, investments, and expectations align 
with broader industry trends, helping the City make informed choices about how to manage and preserve its park system.
Looking ahead, future development of Basin Park and other planned park enhancements will expand both the scope and complexity of 
the system. As the park system grows, so too will the need for additional maintenance capacity to protect these new investments, sustain 
the quality of existing assets, and uphold the standard of excellence the community expects.
INDICATOR
NATIONAL 
MEDIAN
NOTES
FTEs per 10,000 residents (all agencies)
~8.9 FTEs
Typical U.S. agency median
FTEs per 10,000 residents (large/urban areas - >250k population)
~4.7 FTEs
Reflects economies of scale, not lower need
Share of operating budget spent on staffing
~55%
Majority of agency expense is labor
Share of operating budget spent on maintenance/operations
~46%
Balance is programs/admin/other
Operating cost per capita
~$99
Reflects total operating expense per resident
Operating cost per acre maintained
~$8,260
Useful for maintenance-level comparisons
Figure 10: Parks Maintenance & Staffing Benchmarks
Important: These benchmarks are not standards or targets. They are median reference points drawn from agencies nationwide—half 
operate above, half below. Their greatest value lies in helping contextualize local realities, not dictate them.
PLAN PRIORITY AREAS
Source: National Recreation & Park Association Agency Performance Review, 2023-2024

42
QUALITY SERVICES
Understanding What the Benchmarks Tell Us

Scale influences ratios, not needs. Larger cities appear “leaner” on FTEs per 10,000 residents due to economies of scale and 
contracting practices, not because their parks require less maintenance.

Staffing shortfalls create risk, not just visual decline. Insufficient maintenance capacity accelerates asset deterioration, safety 
hazards, and deferred costs—problems that grow exponentially over time.

Ratios don’t tell the whole story. Staffing efficiency can only be evaluated alongside:

Acres maintained per FTE

Work orders per FTE

Age and condition of assets

Climate and seasonality

Service level expectations

Extent of contracted or volunteer labor
MEASURE
EL MIRAGE
COMMENT
Population served
35,780
Small/mid-size agency
Park acres maintained
63 acres
Compact, high-visibility system
Total Parks Maintenance FTEs
6.5 FTEs
Lean staffing profile
Functional maintenance capacity (inc. Public Works support)
~2.0 FTEs
Functionally low for system of its size
Annual contract maintenance cost
$180k
Substantial reliance on outsourcing
Parks division operating budget
$1.4M
Below national median
% of parks division operating budget + public works FTEs + 
contract maintenance to parks staffing
55%
Aligned with national benchmark 
Figure 11: Interpretation for El Mirage Parks Maintenance
PLAN PRIORITY AREAS

43
QUALITY SERVICES
Interpretation and Implications

Invisible Labor Dependencies: El Mirage Parks and Recreation’s reliance on support from the Public Works Department obscures the 
true cost of service delivery. What appears as “1 FTE in Parks” is functionally closer to 2 FTEs of total labor when shared support is 
factored in (as shown in Figure 12).

Contract maintenance as a proxy for staff: Roughly $180,000 annually in contracted mowing and landscape services effectively 
functions as labor substitution—keeping the system operational but not necessarily sustainable.
El Mirage relies heavily on contractual and cross-departmental support to sustain daily operations. National benchmarks offer practical 
context but cannot replace local evaluation. The City’s challenge is not to “match the median,” but to design a sustainable maintenance 
and staffing model that balances risk, quality, and fiscal prudence—ensuring the system it already operates can withstand the test of 
time.
PLAN PRIORITY AREAS
Figure 12: El Mirage Parks and Recreation Department Organizational Chart

12/22/2025
44
QUALITY SERVICES
TRENDS
Trends can be a source of inspiration for park and recreation organizations and 
the professionals who serve their communities. Whether it be an innovation, an 
idea, or something related to pop culture, trends tend to influence human 
behavior. 
What’s Trending
According to the National Recreation and Park Association’s (NRPA) annual Top 
Trends in Parks and Recreation article, there are a number of trends that 
demand public parks and recreation’s attention and have the potential to 
respond to in 2025 and beyond. We’ve highlighted and expanded upon the five 
most relevant of those for El Mirage Parks and Recreation to consider.
Climate Change
One of the more pernicious effects of climate change is the trapping of extreme 
heat in urban and some suburban areas. Often, these highly developed areas 
contain little heat-absorbing natural cover and have high percentages of 
impervious heat-collecting surfaces, which amplify extreme heat in the daytime 
and then radiate it in the nighttime hours. The concentration of waste energy, 
air pollution, and loss of tree canopy cover all magnify the negative health 
impacts as well, which affect vulnerable and low-income populations the most. 
Parks and green spaces are proving to be among the most effective tools to 
combat the effects of heat islands, and cities and urban counties are looking to 
maximize the benefits of their park systems to combat urban heat island effects.
What does this mean for El Mirage Parks & Recreation?
Residents identified more shade areas/trees as the top demand for park 
amenities in the Community Needs Assessment Survey. As the department 
continues planning for its parks system, this inclusion to combat the effects of 
climate change is a priority and is reflected in the plan's recommendations.
Fads vs. Trends
While often used interchangeably, it’s 
important for the park and recreation 
profession to distinguish between fads and 
trends and how to respond to each.
The difference between the two is their power 
of endurance. 
While both fads and trends are happening now 
and are worthy of our attention, park and 
recreation organizations need to be diligent in 
how they respond and invest in each. 
Fads
interests of intense popularity 
that are short-lived and exist on 
a surface level. 
Trends
Sustained, long-term shifts in 
consumer behavior that satisfy a 
need.
PLAN PRIORITY AREAS

45
QUALITY SERVICES
Swimming & Aquatics
Public parks and recreation organizations are expected to continue providing 
swimming and aquatics opportunities, with the pressures correlating with the effects 
of climate change. However, this urgency from the public comes with challenges to 
providers; near the top of that list is staffing. Whether an outcome of “The Great 
Resignation” or not, organizations across the country are finding their systems 
stretched to staff the vital part-time and seasonal positions to provide these services. 
Some agencies, like the New York City Department of Parks & Recreation (NYC Parks), 
are taking the challenge head-on by offering free municipal lifeguard training 
programs that provide certification and employment opportunities within the 
organization. The program includes 40 hours of swimming and rescue techniques, 
first aid, and CPR training. 
PLAN PRIORITY AREAS
What does this mean for El Mirage Parks & Recreation?
Given the City’s partnership with the Valley of the Sun YMCA and their service operation of the Community Recreation Center’s pool, 
staffing-related issues aren’t as much an area of attention to the department as is the demand to provide additional swimming and 
aquatic opportunities in the community. During the Master Plan’s public engagement opportunities (i.e., Public Workshop, Pre-Survey, 
Community Needs Assessment, and Community Open House), participants expressed a desire for the department to add aquatic 
features, such as splash pads.
The Loneliness Epidemic
Growing rates of loneliness and its effects on individual and societal health is such a paramount issue in today’s society that the U.S. 
Surgeon General published an 82-page advisory in 2023 dissecting the issue from its health outcomes to the benefits of connected 
communities. Parks and recreation organizations have and will continue to play a vital role in combating social isolation through the 
provision of services and physical spaces that provide opportunities for positive social interactions. Organizations can actively provide 
curated services with the primary intention of socialization, or they can simply continue to highlight their service menu and its benefits. 
Allison Colman, NRPA’s Director of Programs, urges the parks and recreation organizations to leverage their parks and community spaces 
to build social and intergenerational connectedness and relationships. She also expects addressing loneliness as a growing area of focus 
moving forward.

46
QUALITY SERVICES
PLAN PRIORITY AREAS
What does this mean for El Mirage Parks & Recreation?
The Community Needs Assessment Survey revealed that community events were by 
far the most in-demand program type, signaling the community’s desire for social 
connection. While the City’s current Special and Community Events provide residents 
with a variety of opportunities to gather, the department can continue evaluating 
potential new event experiences to meet strong demand for socialization 
opportunities.
Adaptive Sports for Active Adults
Seventy-six million Americans were born between 1946 and 1964, representing the 
Baby Boomer generation. This cohort does not relate to the term “senior”, with the 
park and recreation industry adopting the term “Active Adults”, nor do they wish to 
engage in the same types of activity as do their “elders”. Today’s Active Adults are 
social-cause oriented, care about vitality and activity, and are fitness and wellness 
driven to stay healthy and age well. In response, parks and recreation organizations 
are getting creative in providing fun and adequate services, with adaptive sports – 
such as short mat bowling and walking soccer – currently trending nationwide. While 
these two specific examples may prove to be a fad in the long term, modified 
traditional individual and team sport activities are more likely to have staying power 
in our industry as they meet the social, fitness, and wellness needs of Active Adults.
What does this mean for El Mirage Parks & Recreation?
The El Mirage Senior Center currently provides some adaptive sport offerings, such as 
Chair Volleyball and Cornhole, that are in line with this national trend. The 
department can continue to engage both with Senior Center members and the 
community’s Active Adults who are not members, providing a wide variety of services 
that vary in physical demand to ensure that all needs are met.

47
QUALITY SERVICES
What does this mean for El Mirage Parks & Recreation?
While the department offers some arts and crafts programs at the Senior Center, it does not provide any additional arts programming. 
The City has a partnership with the Dysart Unified School District that includes displaying student artwork at City Hall for public viewing. 
However, if the department wishes to address arts programming in relation to the NRPA trend referenced above, working with local arts 
organizations, such as the West Valley Arts Council and WHAM Art Association, may be the most advantageous option given their 
reputation, established presence in the community, and service area expertise.
PLAN PRIORITY AREAS
Arts Programming
Arts programming provided by park and recreation organizations across the country 
is flourishing, as organizations are working towards bringing both visual and 
performing arts to their communities. NRPA highlights one of the Maryland-National 
Capital Park and Planning Commission’s (M-NCPPC) community-based arts programs 
that targets their community’s teens and young adults, the Young Artists 
Apprenticeship program. This program pairs together teen participants with 
professional artists/teachers in a one-on-one mentor-mentee relationship that’s 
guided through a variety of site-specific programs such as murals, sculpture 
installations, and many others. This innovative and heralded program has been well-
supported, and M-NCPPC is hoping to progress the program into areas such as show 
production, videography, editing, and more.

48
QUALITY SERVICES
2.1 ADOPT A SERVICE DELIVERY PHILOSOPHY/STRATEGY
Adopting a service design and delivery philosophy provides the foundation for consistent, transparent, and community-aligned 
decisions. For El Mirage Parks and Recreation, it ensures that programs and services are intentionally shaped by resident needs and 
interests, delivered within the City’s capacity, and guided by principles that promote equity, quality, and long-term sustainability. 
2.2 DEVELOP A SERVICE EVALUATION PROGRAM
A structured, repeatable process for reviewing park and recreation services will help ensure they remain relevant, mission-aligned, and 
responsive to community needs. The program will establish consistent criteria for assessing performance, participation, equity, cost 
recovery, value, and satisfaction, allowing the department to make informed decisions about what to continue, modify, expand, or 
sunset.
PLAN PRIORITY AREAS
2.3 IMPLEMENT A RECREATION MANAGEMENT SOFTWARE SYSTEM (RMSS)
Adopting an RMSS will streamline core functions, including program registration, facility reservations, point-of-sale transactions, and 
customer communication. A comprehensive RMSS can also enhance staff efficiency, improve data accuracy, expand reporting 
capabilities, and provide a more seamless and user-friendly experience for residents.
2.4 MAINTAIN AN UNDERSTANDING OF LOCAL PUBLIC HEALTH INDICATORS
Maintaining an understanding of local public health indicators is crucial for the Department to effectively address community health 
needs and improve residents' overall well-being. Public health indicators provide valuable insights into the state of health in El Mirage, 
influencing decisions on recreation service development and facility enhancements. By staying informed, the Department will continue 
to play a critical role in promoting healthy lifestyles and contributing to community resilience.
2.5 EVALUATE PARK AND RECREATION TRENDS FOR RELEVANCE AND FEASIBILITY
Regularly review emerging trends in recreation, leisure, and public health to determine which opportunities are appropriate for El 
Mirage. This analysis ensures that new or evolving services are not adopted simply because they are “popular,” but because they align 
with community needs and/or interests, organizational capacity, and financial sustainability.

49
QUALITY SERVICES
2.8 DEVELOP AN ASSET MANAGEMENT PLAN
An asset management plan is a strategy for responsibly managing the physical assets of a system, directing investment decisions in 
development, maintenance, rehabilitation, replacement, or disposal, ensuring that desired levels of service and other operational 
objectives are met. The development of an asset management plan for El Mirage’s park and recreation assets will help determine 
where future capital, annual maintenance, and operating funds should be allocated to maintain the park and recreation system at a 
high level of service. 
PLAN PRIORITY AREAS
2.7 ESTABLISH LEVELS OF SERVICE STANDARDS FOR PARKS MAINTENANCE
Defined service levels for park maintenance are crucial in eliminating guesswork and ensuring the system is consistently and 
professionally cared for. Clear standards for appearance, response times, and preventive maintenance create a measurable “level of 
care” that guides budgeting, staffing, scheduling, and accountability. 
2.6 DOCUMENT PARKS MAINTENANCE CAPACITY
Documenting maintenance capacity — including internal staff, contracted services, and Public Works support — is critical to 
determining the proper level of effort required to keep the system operational. A clear, transparent accounting will reveal where hidden 
labor is masking structural shortfalls, expose actual resource needs, and prevent the City from making decisions based on incomplete or 
misleading assumptions. This level of clarity is essential for building a sustainable, defensible maintenance model as the system grows.
2.9 REPLACE/REHABILITATE PARK AMENITIES IN POOR CONDITION
Replacing or rehabilitating park amenities in poor condition is essential to maintaining safety, functionality, and community trust. The 
2022 Parks Needs Assessment and 2025 Master Plan’s site review process highlights specific assets (e.g., playgrounds, picnic areas, and 
walkways) that no longer meet acceptable standards and pose increasing maintenance and risk concerns. Addressing these deficiencies 
now prevents further deterioration, protects the City’s existing investments, and ensures residents experience parks that are safe and 
aligned with El Mirage’s commitment to quality.

50
QUALITY SERVICES
2.11 CREATE COMMUNICATIONS PROTOCOLS FOR CONTRACTOR OVERSIGHT AND QUALITY CONTROL
Establishing communications protocols for contractor oversight and quality control will help ensure that contracted maintenance and 
service providers meet the City’s expectations for safety, performance, and consistency. Clear standards, reporting procedures, and 
communication channels reduce misunderstandings, improve accountability, and allow staff to address issues quickly and effectively. 
2.12 OBTAIN TREE CITY DESIGNATION
Pursuing Tree City USA designation demonstrates El Mirage’s commitment to environmental stewardship, community pride, and long-
term urban forestry management. This recognition not only elevates the City’s credibility when seeking grants or partnerships, but also 
establishes a framework for maintaining healthy trees, improving shade, and enhancing overall park and neighborhood quality. 
PLAN PRIORITY AREAS
2.10 IMPLEMENT A COMPUTERIZED MAINTENANCE MANAGEMENT SOFTWARE SYSTEM (CMMS)
Implementing a CMMS will position the department to adopt a proactive, data-driven approach to asset maintenance. A CMMS 
improves efficiency by tracking work orders, asset conditions, lifecycle costs, and preventive maintenance schedules in one organized 
system—helping the City extend asset life, reduce avoidable repairs, and allocate resources more strategically. 
Shade is essential for improving comfort, safety, and year-round usability, especially in desert climates where heat can limit interest and 
activity in outdoor spaces. Adding natural or built shade structures to playgrounds, picnic areas, and other high-use amenities reduces 
the effects of urban heat islands and encourages more frequent and diverse park use. 
2.13 ENHANCE SHADE IN PARKS

51
51
ACTIVATED SPACES & PLACES
Activated spaces and places are alive with activity and a sense of belonging. 
They encourage movement, connection, and discovery for residents of all ages 
and backgrounds. Well-used spaces and places strengthen neighborhoods, 
foster a sense of community, and improve health and well-being. 
The department will continue to design, program, and maintain spaces that 
are safe, accessible, welcoming, and feel alive every day. From casual daily 
visits to major community celebrations, each park and facility will reflect care, 
inclusivity, and sustainability. Activation will mean more than activity; it will 
mean a shared sense of ownership where residents see parks and public 
places as vital parts of community life, cared for and celebrated together.
Recommended actions (outlined on the following pages and in the 
department’s Strategic Plan) are intended to produce the following outcomes 
when places and spaces in the park and recreation systems are activated.
increased participation
improved safety
improved and increased engagement between the community and staff
community ownership
enhanced understanding of department opportunities
increased value/utility of parks and recreation
PLAN PRIORITY AREAS

52
ACTIVATED SPACES & PLACES
PARK CLASSIFICATIONS
The Master Plan categorizes El Mirage’s parks into two types: Neighborhood Parks and Community Parks. These categories are consistent 
with those identified in the City’s 2020 General Plan. The existing park acreage of each park type is listed in Figure 13. 
PARK TYPE
ACRES
SIZE
Neighborhood Park
20.33
Less than 5 acres
Community Park
42.80
More than 5 acres
Total
63.13
Park Classification Definitions
Neighborhood Parks: Neighborhood parks are medium-sized green spaces designed to serve the daily recreation needs of the 
neighborhoods immediately adjacent to the park. Neighborhood parks typically range from 0.5 to 5 acres and serve community members 
within a half-mile radius. They typically contain mostly passive recreation amenities such as picnic tables and small play areas, but can 
occasionally contain one or two sport courts or small fields.
Community Parks: Community parks are large green spaces designed to serve the daily recreation needs of the city at large. Community 
parks typically range from 5 to 40 acres and serve community members within a 2-mile radius. They typically contain both active and 
passive amenities such as sports facilities, picnic areas, play areas, restrooms, and dedicated parking.
PLAN PRIORITY AREAS
Figure 13: Park Acreage by Park Type

53
ACTIVATED SPACES & PLACES
Additional Classification Definitions
Greenways and Trails: Greenways and trails are linear spaces that offer recreation 
and transportation opportunities for the City at large. These are often designed as 
off-street corridors (such as rivers, washes, canals, rail lines, utility corridors, etc.) 
to maximize safety and comfort. Greenways and trails generally consist of walking, 
biking, hiking, and equestrian paths with supporting amenities such as benches, 
wayfinding signage, and waste receptacles. When combined with other pedestrian 
and bikeways infrastructure, greenways and trails can provide connectivity to 
parks, residential neighborhoods, schools, commercial areas, and other community 
destinations.
Joint-Use Facilities: Joint-use facilities typically provide recreation access to 
facilities that are not owned or partly owned by the City of El Mirage. Typical joint-
use facilities and their agreements are between school districts, public agencies, 
private entities, or nonprofit organizations that own and operate facilities within 
the City. Common amenities within these agreements include access to school 
playgrounds, sports courts, sports fields, or walking tracks. For the purposes of this 
Plan, no joint-use facility is documented.
PLAN PRIORITY AREAS

54
ACTIVATED SPACES & PLACES
PLAN PRIORITY AREAS
ID
PARK NAME
ADDRESS
AREA
ACRES
TYPE
1
Basin Park
N. 125th Ave.
Central, south of Cactus Rd
20.00
Community Park
2
Bill Gentry Park
14010 N. El Mirage Road
North
8.00
Community Park
3
Brown Family Park
13401 N. 127th Avenue
North-west
2.50
Neighborhood Park
4
Buena Vida Park
12900 N. 124th Lane
Central
2.40
Neighborhood Park
5
Charter Oak Park
12701 W. Charter Oak Road
Central-west
0.80
Neighborhood Park
6
Dreyfus Park
12933 W. Dreyfus Drive
North-west
1.20
Neighborhood Park
7
Dahlia Park
12814 W. Dahlia Drive
North-west
0.90
Neighborhood Park
8
Gateway Park
10100 N. El Mirage Road
South
14.80
Community Park
9
North Brisas / Castro Park
13055 N. B Street
East
1.00
Neighborhood Park
10
Parque Verde
13200 N. 127th Lane
West
1.40
Neighborhood Park
11
South Brisas Park
12325 N. B Street
East
1.00
Neighborhood Park
12
Veteran's Park
12400 N. 128th Drive
West
2.40
Neighborhood Park
13
Sundial IV Park
11602 N Main St
Central-east
6.05
Neighborhood Park
14
El Mirage Library Demonstration Park
13513 N El Mirage Rd
Central
0.68
Neighborhood Park
Sub Total Acres
63.13
Basin Park (undeveloped)
13.1
PARK DESCRIPTIONS
El Mirage has three community parks and eleven neighborhood parks, totaling approximately 63 acres of parkland. Figure 14 displays the 
full list of City parks in El Mirage, their associated acreages, and their park classifications. 
Note: For more detailed information on all parks, please refer to Supplement B: Parks & Facilities Maps and Information Park and the 
2022 Recreation Facility Assessment and Level of Service Analysis document.
Figure 14: El Mirage Parks Summary

55
ACTIVATED SPACES & PLACES
LEVEL OF SERVICE ANALYSIS
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.
Population Level of Service
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. 
PLAN PRIORITY AREAS
Figure 15: Existing and Future Park Acreage Level of Service
LEVEL OF SERVICE
CURRENT
(all City parks)
2050 LOS
Existing Park Acreage
63.13
63.13
Recommended Adopted Standard 
per 1,000 Population
5.00
5.00
Acres per 1,000 Population
1.76
1.51
Total Surplus/Deficit Acres per 
1,000 Population
-3.24
-3.49
Acres in Deficit
115.90
145.87
DETAILS
2020
2050
Population
35,805
41,800
Acres per 1,000 Population
35.81
41.80
Park acres needed                   
(5 per 1,000)
179.03
209.00
Sources: U.S Census Bureau 2020 Census, Maricopa Association of Governments

56
ACTIVATED SPACES & PLACES
PLAN PRIORITY AREAS
Figure 15 shows the existing population LOS in El Mirage. Using 2020 population estimates, the City currently has 1.76 acres for every 
1,000 residents, which puts the City approximately 3.24 park acres per 1,000 residents behind its established goal. For the 35,800 current 
residents in El Mirage, the City would need to add 115.9 additional park acres to meet its goal.
Additionally, Figure 15 shows the existing park acreage LOS with the future projected population. Future population projections are 
derived from the Maricopa Association of Governments (2016). The population of El Mirage is expected to increase steadily over the next 
20 years. If the City does not add additional parkland, the total acres in deficit may increase from 115.9 to 145.9 over the next two 
decades.
Population Level of Service With Consideration of HOA Amenities
Traditional park level-of-service (LOS) standards, such as acres per 1,000 residents, 
are valuable reference points. Still, they do not always tell the whole story in 
communities with a substantial network of privately owned park amenities. In El 
Mirage, homeowners’ associations (HOAs) provide a meaningful share of 
neighborhood-scale green space, playgrounds, and other park amenities that shape 
how residents experience parks and open spaces daily. While these amenities are not 
part of the City’s park inventory and are governed separately, they enhance access, 
proximity, and overall recreational opportunities for many households.
Relying solely on city-owned acreage can overstate the perceived shortfall in park LOS 
and lead to conclusions that do not fully reflect on-the-ground conditions. A more 
complete understanding of El Mirage’s park system considers how public parks, HOA 
amenities, walkability, accessibility, park quality, and geographic distribution work 
together as an integrated system. Recognizing the role of HOA assets does not 
diminish the importance of City parks or the need for strategic public investment; 
rather, it helps ensure that future planning decisions are grounded in a realistic 
assessment of how residents are currently served and where targeted improvements 
will have the greatest community benefit.
Figure 16 on page 57 illustrates the LOS in El 
Mirage with consideration of HOA park acreage. 
Further details on HOA parks can be found on 
page 58.

57
ACTIVATED SPACES & PLACES
Accessibility Level of Service
An accessibility analysis was conducted to determine the geographic distribution and 
accessibility of El Mirage’s park system. The analysis visualizes which areas have 
walking access to a park by showing areas within a 10-minute walking distance. The 
analysis generates a “walkable service area” around each park by using routes based 
on the road network and park access points.
 
PLAN PRIORITY AREAS
Figure 16: Existing and Future Park Acreage Level of Service With HOA Parks
LEVEL OF SERVICE
CURRENT
(all City parks)
2050 LOS
Existing Park Acreage
63.13
63.13
HOA Acreage
39.82
39.82
Recommended Adopted Standard 
per 1,000 Population
5.00
5.00
Acres per 1,000 Population
2.88
2.46
Total Surplus/Deficit Acres per 
1,000 Population
-2.12
-2.54
Acres in Deficit
76.08
106.05
DETAILS
2020
2050
Population
35,805
41,800
Acres per 1,000 Population
35.81
41.80
Park acres needed                   
(5 per 1,000)
179.03
209.00
Sources: U.S Census Bureau 2020 Census, Maricopa Association of Governments

58
ACTIVATED SPACES & PLACES
HOA Parks: HOAs are found throughout the City, many of which feature private parks with amenities such as swimming pools, 
clubhouses, playgrounds, and other recreational facilities reserved exclusively for HOA residents. While these facilities are not open to 
the general public, they play a critical role in closing park access gaps within their respective HOA community and the City at large. 
Although the City does not own or maintain these parks, nor are the acres included in the LOS Analysis, these 39.82 acres of HOA 
parkland positively contribute to the overall system. Figure 17 displays the HOA boundaries, as well as the combined half-mile walkable 
distances to HOA and City parks. 
PLAN PRIORITY AREAS
Figure 17: HOAs and Private Parks

59
ACTIVATED SPACES & PLACES
Walkability: Figure 18 depicts the half-mile walkable areas to parks, highlighted by the green shade, as well as the orange shaded areas 
that depict the residential areas. The orange areas without a green shade are considered park-access gaps. This analysis can be used to 
determine improvements for sidewalks, bicycle facilities, trails, and roads to improve park accessibility. The City can also use this analysis 
to help determine where to build new parks to address gaps.
PLAN PRIORITY AREAS
Figure 18: Walking Distance to Parks

60
ACTIVATED SPACES & PLACES
Trail Accessibility: An accessibility analysis was also conducted for existing trails in El Mirage. This was completed to help understand 
which areas throughout the City have access to the existing trail network. Figure 19 displays the half-mile walkable distances to trails in El 
Mirage depicted by the blue shade. 
PLAN PRIORITY AREAS
Figure 19: Walking Distance to Trails

61
ACTIVATED SPACES & PLACES
Amenity Level of Service
An amenity-based LOS analysis was performed by comparing El Mirage's 
existing recreation amenities with park metric benchmarks derived from 
NRPA’s annual Agency Performance Review. The NRPA metrics are based on 
average results of a comprehensive nationwide survey of park and 
recreation agencies from 2008 through 2023. The planning team uses the 
NRPA metrics as guidelines for best practices in cities with a similar 
population to El Mirage. The team analyzed the 2022 El Mirage Recreation 
Facility Assessment and Level of Service Analysis in combination with the 
fieldwork done as part of the 2025 Master Plan’s site review process, to 
determine amenity inventory counts of each City park.
El Mirage’s existing park amenities were totaled to understand the number 
of amenities available to residents. Amenity totals are included in Figure 19 
alongside recommended benchmark service levels based on the current 
population. Amenities shaded in green meet the needs of the population, 
amenities in orange are on the cusp of meeting the needs, and amenities in 
red do not meet the needs of the current population.
The two far-right columns in Figure 20 also show the existing City amenities, 
using future population projections to determine the future amenity level of 
service. As the population increases, deficits increase if no new amenities 
are added citywide.
While the amenity LOS analysis serves as a powerful indicator for identifying 
deficits, it should not be the only indicator for identifying amenity shortfalls. 
It is also important to consider regional trends, El Mirage’s unique 
demographics, and the needs identified during the outreach process.
PLAN PRIORITY AREAS

62
ACTIVATED SPACES & PLACES
Figure 20: Existing and Future Amenity Level of Service
PLAN PRIORITY AREAS
AMENITY LEVEL OF SERVICE
Total 
Existing 
Inventory
Recommend
ed City 
Standard 
(1/# pop)
Total 
Facilities 
Needed
Total 
Surplus / 
Deficit
Total 
Future 
Facilities 
Needed
Total 
Future 
Surplus 
Deficit
Indoor Rec 
Facilities
Recreation Center
1.0
26,100
1.4
-0.4
1.6
-0.6
Community Center
0.0
29,600
1.2
-1.2
1.4
-1.4
Senior Center
1.0
31,700
1.1
-0.1
1.3
-0.3
Teen Center
1.0
28,000
1.3
-0.3
1.5
-0.5
Public Library
1.0
25,000
1.4
-0.4
1.7
-0.7
Outdoor Park & 
Rec Facilities
Picnic Area (12+ People)
7.0
5,000
7.2
-0.2
8.4
-1.4
Playground
11.0
2,900
12.3
-1.3
14.4
-3.4
Restroom Facility
2.0
4,600
7.8
-5.8
9.1
-7.1
Basketball
5.5
8,500
4.2
1.3
4.9
0.6
Volleyball
1.0
10,000
3.6
-2.6
4.2
-3.2
Tennis
0.0
4,000
9.0
-9.0
10.5
-10.5
Pickleball
0.0
9,300
3.9
-3.9
4.5
-4.5
Rectangular Soccer Fields
2.0
10,100
3.5
-1.5
4.1
-2.1
Football
2.0
16,500
2.2
-0.2
2.5
-0.5
Splashpad/Sprayground
1.0
35,000
1.0
0.0
1.2
-0.2

63
ACTIVATED SPACES & PLACES
AMENITY LEVEL OF SERVICE
Total 
Existing 
Inventory
Recommend
ed City 
Standard 
(1/# pop)
Total 
Facilities 
Needed
Total 
Surplus / 
Deficit
Total 
Future 
Facilities 
Needed
Total 
Future 
Surplus 
Deficit
Outdoor Park & 
Rec Facilities
Diamond Fields*
3.0
10,500
3.4
-0.4
4.0
-1.0
 Youth Baseball
2.0
5,600
6.4
-4.4
7.5
-5.5
 Adult Baseball
0.0
16,200
2.2
-2.2
2.6
-2.6
 Youth Softball
1.0
10,600
3.4
-2.4
3.9
-2.9
 Adult Softball
0.0
9,400
3.8
-3.8
4.4
-4.4
Swimming Pool
1.0
28,100
1.3
-0.3
1.5
-0.5
Skate Park
1.0
30,400
1.2
-0.2
1.4
-0.4
Pump Track
0.0
106,000
0.3
-0.3
0.4
-0.4
Stage (no built-in seating)
1.0
42,000
0.9
0.1
1.0
0.0
Amphitheater (built-in 
seating/terrace)
0.0
31,500
1.1
-1.1
1.3
-1.3
Concession Stand
2.0
15,600
2.3
-0.3
2.7
-0.7
Community Garden
1.0
24,800
1.4
-0.4
1.7
-0.7
Dog Park
1.0
26,700
1.3
-0.3
1.6
-0.6
Walking Path
5.0
5,300
6.8
-1.8
7.9
-2.9
Outdoor Exercise Area/Exercise Path 1.0
28,000
1.3
-0.3
1.5
-0.5
PLAN PRIORITY AREAS
*Indicates amenity that may have a shared use (e.g., Diamond fields with dual uses for softball and youth baseball)
YMCA facilities have been included in this analysis

64
ACTIVATED SPACES & PLACES
BASIN PARK EXPANSION
The master planning and community engagement process included strategies to gather both citywide and park-specific feedback for park 
improvements. The City used this as an opportunity to determine the elements that could be included in the 14-acre expansion of Basin 
Park. This City-owned land would provide residents with many new active parks and recreation opportunities and complement the 
existing passive recreation that Basin Park currently provides.
The City used past planning efforts, ongoing survey findings, the first community workshops, stakeholder and staff feedback, and the 
results from the existing conditions analysis to develop two preliminary concepts. Figures 21 and 22 were presented at the second multi-
day community workshop to gather input from El Mirage residents. Interactive posters and an online virtual engagement room allowed 
the team to understand which of the two concepts resonated with the community more and to determine what modifications to make to 
develop one preferred concept.
Both preliminary concepts had similar amenities (parking, multi-use courts, multi-purpose fields, walking paths, an inclusive playground, 
a dog park, and picnic areas). Major differences between the two included a more prominent, shaded amphitheater and more versatile 
open grassy areas, compared to a smaller stage and two dedicated, large, multi-purpose fields.
PLAN PRIORITY AREAS
Figure 21: Option 1 Preliminary Concept
Figure 22: Option 2 Preliminary Concept

12/22/2025
65
ACTIVATED SPACES & PLACES
PLAN PRIORITY AREAS
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 23: Preferred Basin Park Concept

66
ACTIVATED SPACES & PLACES
SAFE ROUTES TO PARKS CONNECTIVITY PLAN
The El Mirage Parks and Recreation Master Plan identifies opportunities to enhance the City’s current bicycle and trail network by 
improving connectivity to City parks. Figure 24 displays opportunities to upgrade existing facilities, as well as install new ones to create an 
interconnected network of safe routes to parks for pedestrians and bicyclists.
PLAN PRIORITY AREAS
Figure 24: Proposed Connectivity Map

67
ACTIVATED SPACES & PLACES
The proposed bicycle and trail facilities shown in Figure 24 were developed based on 
an evaluation of the following:

Existing trails and bicycle facilities

Previously proposed trails and bicycle facilities from the City’s General Plan

Existing road width and striping, including on-street parking

Opportunities to complete gaps between existing facilities

Opportunities to improve connectivity to parks
If implemented, the proposed bicycle and trail network shown in Figure 24 will 
expand access and connectivity to El Mirage’s parks and recreation system by 
providing viable options to travel by bicycle or on foot. The City reserves the right to 
implement projects at its discretion and as funding becomes available. Factors that
PLAN PRIORITY AREAS
may influence the timing of future implementation include capital improvement funding, grant opportunities and programs, and 
opportunities to leverage City-owned land and other planned projects, such as street repaving or restriping or upcoming development 
projects.
While the network in Figure 24 spans the city, it was developed specifically to provide safe routes to parks and does not capture all 
opportunities for bicycle and trail facilities in El Mirage. The City can use Figure 24 as the foundation for future planning efforts that 
analyze the entire city at the same level of detail, such as an Active Transportation Plan.
Overview of Bicycle and Trail Facilities 
The bicycle and trail facilities shown in Figure 24 include:

Shared Lane/Bicycle Boulevard: Shared lanes do not provide a dedicated space for bicyclists and instead direct bicyclists and 
motorists to share the road. Because of this, shared lanes and bicycle boulevards are only appropriate on low-speed, low-volume 
roadways. These roadways can be upgraded from shared lanes to bicycle boulevards through the installation of signage and 
pavement markings, volume management strategies such as diverters, and traffic calming measures such as speed humps, radar 
feedback signs, and neighborhood traffic circles.

12/22/2025
68
ACTIVATED SPACES & PLACES
PLAN PRIORITY AREAS

Bicycle Lane: Bicycle lanes are one-way on-street facilities that dedicate right-
of-way to bicyclists within the roadway using a combination of pavement 
markings and signs. Bicycle lanes should include buffer space whenever 
feasible to provide greater separation between bicyclists and motor vehicles.

Separated Bicycle Lane: Separated bicycle lanes, also known as protected 
bicycle lanes or cycle tracks, are on-street bicycle facilities with horizontal and 
vertical separation from vehicles. Vertical separation, such as flexible posts, 
landscaping, and parked vehicles, is used to improve the comfort and safety 
of bicyclists. The installation of separated bicycle lanes has been shown to 
reduce bicycle-vehicle crashes and increase bicycle ridership.

Shared Use Path (Paved): Shared use paths, also known as multi-use paths, 
are paved, two-way off-street facilities dedicated to non-motorized users. 
Shared-use paths are designed for and used by pedestrians, bicyclists, and 
individuals using other mobility devices, including wheelchairs, skateboards, 
scooters, and roller skates.

Shared Use Trail (Unpaved): Shared-use trails are unpaved off-street facilities 
that can accommodate a wide range of trail users and can be located in open 
space areas, as well as adjacent to waterways, parks, golf courses, roadways, 
housing, and more. A shared-use trail is intended to be a firm-surface trail 
that, to the greatest extent possible, meets the requirements for Americans 
with Disabilities Act (ADA) compliance.
Improvement Opportunities
• Enhanced Crossing (Traffic Study Needed) 
Enhanced crossings identify areas where a 
new crossing would connect proposed 
bicycle facilities and trails, enabling bicyclists 
and pedestrians to cross roadways. Traffic 
studies will be needed to determine if a new 
crossing is warranted. Crossings may be 
paired with additional traffic-control devices.
• Trailhead
Trailheads are access points where 
pedestrians, bicyclists, and other non-
motorized users can access the trail system. 
Trailheads may also function as rest and 
orientation points, especially where two or 
more trails meet. Trailheads may provide 
various levels of amenities, depending on 
trail type, location, and need. 
• Future Connection Opportunity
These opportunities highlight areas where 
the City can coordinate with developers or 
neighboring jurisdictions to facilitate 
connectivity between areas of interest.
Note: see Supplement C: Bicycle Facility & 
Urban Trail Design Guidelines for a more detail 
overview of bicycle facilities and urban trails.

69
ACTIVATED SPACES & PLACES
3.1 APPLY THE PREFERRED CONCEPT FOR BASIN PARK
Applying the preferred concept for Basin Park allows El Mirage to strategically address park amenity gaps identified in the Level of 
Service analysis and reinforced through community engagement. By advancing the preferred concept that reflects both demonstrated 
need and resident priorities, the City can invest in amenities that meaningfully expand access, improve equity, and enhance overall 
system performance. 
3.2 DEVELOP A MASTER PLAN FOR BILL GENTRY PARK
A Master Plan specific to Bill Gentry Park will help the City identify the amenities, improvements, and services that best meet the needs 
and interests of North El Mirage residents. A focused planning process ensures investments are guided by community input, aligned 
with service gaps, and designed to improve access and equity within the park system. 
3.4 EVALUATE THE FEASIBILITY AND BENEFITS OF A NEIGHBORHOOD PARK IN THE CENTRAL-WEST AND 
NORTH REGIONS OF EL MIRAGE
A new neighborhood park in the central-west and north region of El Mirage would help reduce the current minor park-access gap and 
strengthen neighborhood livability. These areas are the only gaps identified in the combined City and HOA park access network. 
Exploring feasibility helps the City understand land opportunities, costs, and community benefits so decisions about expansion are 
grounded in need, equity, and long-term value. 
PLAN PRIORITY AREAS
3.3 RENOVATE AND ENHANCE SUNDIAL IV PARK
Implement targeted improvements at Sundial IV Park to address safety, security, connectivity, and aging infrastructure. Key 
enhancements include pedestrian bridge improvements, perimeter fencing, upgraded security and lighting, and replacement or 
enhancement of the ramada, playground, and surfacing.
3.5 EVALUATE THE FEASIBILITY OF ADDING WALKING LOOPS TO VARIOUS PARKS
Analyzing the feasibility of adding walking loops to parks such as Bill Gentry, Brown Family, Charter Oak, and Veterans’ Parks will help 
determine whether these amenities can be integrated effectively into existing park layouts. This evaluation should identify space 
availability, design considerations, and potential community benefits, ensuring that any new loops enhance daily use and support 
health and wellness.

70
ACTIVATED SPACES & PLACES
3.7 IMPLEMENT THE SAFE ROUTES TO PARKS CONNECTIVITY PLAN
Implementing the Safe Routes to Parks Connectivity Plan will strengthen safe, convenient, and walkable access to key destinations, 
including Gateway, Basin, and Bill Gentry Parks. Prioritizing these corridors ensures that more residents, especially youth, seniors, and 
households without vehicles, can reach parks comfortably and reliably. This effort supports both community health and equitable 
access by making parks easier and safer to use every day.
3.8 ESTABLISH AN INTERDEPARTMENTAL PLANNING COLLABORATION TO IMPLEMENT MULTIMODAL 
PLANNING EFFORTS
The creation of an interdepartmental planning collaboration will ensure that multimodal projects such as trails, walkways, bike routes, 
and safe street connections are coordinated across Parks, Public Works, Planning, and other key City departments. This approach will 
streamline decision-making, reduce duplication, and align investments so that improvements support both mobility and park access 
goals. 
3.9 INCLUDE POUR-IN-PLACE SURFACING TO ENHANCE ADA ACCESSIBILITY
Adding pour-in-place rubber surfacing for both existing and new playgrounds will significantly improve safety, accessibility, and year-
round usability. This investment supports ADA compliance, reduces maintenance compared to loose-fill materials, and ensures that 
children and caregivers of all abilities can navigate play areas more easily. 
PLAN PRIORITY AREAS
3.6 DEVELOP A PROGRAM AND PARTNERSHIP PLAN FOR BILL GENTRY PARK
Developing a program and partnership plan for Bill Gentry Park will identify appropriate uses, such as a farmers’ market or activating 
the concession building, that can bring the space to life. This effort will clarify programming opportunities, operational requirements, 
and potential partners who can help expand services without overextending staff or resources. 
3.10 ENHANCE PARKS SECURITY
Enhancing parks’ security through measures such as pedestrian-scale lighting, security cameras, increased patrol presence, and clear 
ranger or staff protocols will improve both real and perceived safety throughout the system. These upgrades help deter unwanted 
activity, support safe use during early morning and evening hours, and create a more welcoming environment for all park and trail 
users.

71
ACTIVATED SPACES & PLACES
3.12 CREATE A STANDARDIZED RENTAL PROGRAM
Creating a standardized rental program for fields, ramadas, garden plots, the senior center, and other rentable assets will streamline 
processes, improve consistency, and ensure fair and transparent access for all users. A unified system helps staff manage scheduling, 
pricing, and availability more efficiently while providing residents with a clear, predictable experience. Standardization will also support 
better revenue tracking and resource planning as the department grows.
PLAN PRIORITY AREAS
3.11 FINALIZE THE DESIGN OF AN ADOPT-A-PARK/FRIENDS-OF-THE-PARKS PROGRAM
The development of an Adopt-a-Park or Friends-of-the-Parks program will help the department establish a structured, community-
driven model for volunteerism and park stewardship. Designated service days, such as “Make a Difference Day,” create predictable 
opportunities for residents, businesses, and civic groups to contribute to park beautification and maintenance.

72
72
A CULTURE OF EXCELLENCE
A culture of excellence is a mindset. It means the department strives for 
continuous improvement, develops its people, refines its systems, and holds 
itself accountable to high standards of performance. As a young and growing 
department, El Mirage Parks and Recreation’s long-term success depends on 
the professionalism, creativity, and integrity of its team. Excellence builds 
confidence among residents, partners, and City leadership, ensuring that the 
department is trusted to manage resources wisely and deliver results.
The department will cultivate a workforce defined by creativity, collaboration, 
and accountability. Investing in staff development, cross-department 
partnerships, and data-informed management will ensure that excellence 
becomes not just an aspiration but a habit. This culture of excellence will build 
public confidence, inspire innovation, and ensure the department remains a 
trusted steward of community resources and experiences.
Recommended actions (outlined on the following pages and in the 
department’s Strategic Plan) are intended to produce the following outcomes 
when the organization's culture is healthy and consistently strives for 
excellence.
optimization of resources/productivity
staff retention and continuity
a healthy workplace
PLAN PRIORITY AREAS

73
A CULTURE OF EXCELLENCE
FINANCIAL STEWARDSHIP & SUSTAINABILITY
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.
This strategy:

Clarifies how public dollars are used, ensuring tax support is used to support services with a broad community benefit.

Establishes fair, transparent cost recovery goals for all services, giving staff a shared framework to price programs responsibly and 
sustainably.

Supports equity, protecting access to common good services while ensuring exclusive benefit services contribute an appropriate and 
just share of costs.

Builds organizational discipline early, helping the department grow intentionally rather than reactively as it begins expanding 
offerings and assuming more responsibilities.
While this strategy focuses on operations rather than capital, it establishes the financial backbone the department needs as it continues 
to expand, ensuring that, as El Mirage grows, the park and recreation system develops in a manner that can be sustained over time.
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. The benefits of this type of approach are two-fold:

It is inefficient for the department to determine cost recovery expectations for each individual service, including facility, activity, or 
event

Categorizing by “type of service” or “likeness of service” discourages attempts to determine fees and charges (and therefore cost 
recovery decisions) based upon special interests, age-based services, or individual values.
PLAN PRIORITY AREAS

74
A CULTURE OF EXCELLENCE
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).

Common Good Services are accessible, of benefit to all in a community, and provide universal value. Essentially, these are services 
that contribute to the “common good” and can be characterized as essential (“must-haves”), having community-wide interest and 
far-reaching impacts.  Services contribute to greater equity, cultural awareness, and make everyone in El Mirage’s life better.

Exclusive Benefit Services are oriented toward individual use rather than broad public value and are generally discretionary, with 
limited community-wide impact and potential barriers to access.
Below is a suggested list of recommended department service categories and definitions ranked by the beneficiary of service.

Open Access: Access to parks, park amenities, and/or recreation facilities, which does not include supervision or oversight by staff, 
and activity is self-directed by the user or participant. 

Community Events: Annual events planned to be appealing and accessible to a majority of, or the entire community, regardless of 
age, ability/skill, family composition, etc. 

Equity Services: Services that focus on addressing community inequities and improving access to leisure opportunities. 

Drop-in Activities: Activities that do not require registration, are non-instructed, and include staff/volunteer oversight. 

Enrichment Activities: Classes, clinics, workshops, and other led and/or instructed activities designed to enhance self-sufficiency and 
personal development through education.

Instructional Activities: Classes, clinics, workshops, and other led and/or instructed activities which include instruction and the 
primary goal of introducing participants to a skill at a “learn to” level. 

Special Events: Events designed for a niche market or a specific interest. 

Rentals: Space and facility reservations for exclusive use by an individual or group. 

Resales: Consumable goods, non-consumable goods, and services available for purchase. 
PLAN PRIORITY AREAS

75
A CULTURE OF EXCELLENCE
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. 
PLAN PRIORITY AREAS
Figure 25: Recommended Financial Sustainability Strategy

76
A CULTURE OF EXCELLENCE
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 26 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. As detailed in the Capital Improvement Plan subsection starting on page 77, 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 (detailed calculations have been provided to City staff). 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.
PLAN PRIORITY AREAS
Figure 26: Basin Park Expansion Concept Planning Level Cost Estimate
QTY
UNIT
UNIT COST
TOTAL
Light grading, cleanup, etc.
735,000
SF
$2
1,752,975
$                                                
Total
$1,752,975
All-inclusive Play Area
1
EA
$1,673,250
1,673,250
$                                                
Splash Pad
1
EA
$1,245,000
1,245,000
$                                                
Total
$2,918,250
Picnic Shelter (Large structure)
4
EA
$270,000
1,080,000
$                                                
Stage (no built-in seating)
1
EA
$406,250
406,250
$                                                    
Restroom w/ Storage (medium/large size)
2
EA
$2,162,500
4,325,000
$                                                
Dog Park
1
EA
$582,000
582,000
$                                                    
Total
$6,393,250
Volleyball (lighted)
2
EA
$135,000
270,000
$                                                    
Tennis (lighted)
2
EA
$270,000
540,000
$                                                    
Pickleball (lighted)
4
EA
$72,750
291,000
$                                                    
Handball Courts (lighted)
2
EA
$311,250
622,500
$                                                    
Total
$1,723,500
Gathering Spaces and Buildings
Gathering Spaces and Buildings
Sports Courts
Sports Courts
Demolition and Site Prep
Demolition and Site Prep
Play Areas
Play Areas

77
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
Figure 26 (cont.): Basin Park Expansion Concept Planning Level Cost Estimate
QTY
UNIT
UNIT COST
TOTAL
Bench
22
EA
$7,150
157,300
$                                                    
Picnic Table
13
EA
$4,550
59,150
$                                                      
Trash+Recycle bins
25
EA
$3,250
81,250
$                                                      
Bike Rack
20
EA
$1,024
20,475
$                                                      
Drinking Fountain
15
EA
$6,175
92,625
$                                                      
Bollard
30
EA
$3,088
92,625
$                                                      
Interpretive Sign
10
EA
$4,875
48,750
$                                                      
Entry Monument
2
EA
$111,300
222,600
$                                                    
10
EA
$3,735
37,350
$                                                      
Outdoor Exercise Equipment (individual)
6
EA
$7,950
47,700
$                                                      
Frisbee Golf Course
1
EA
$15,900
15,900
$                                                      
Total
$875,725
Lighted Parking 
1
LS
$1,563,975
1,563,975
$                                                
Multi-purpose Path (Pedestrian/Vehicular)
51000
SF
$41
2,071,875
$                                                
Pedestrian Path (Concrete)
6800
SF
$33
221,000
$                                                    
Securty Camera System
1
EA
$24,375
24,375
$                                                      
Lighting for Paths
30
EA
$16,250
487,500
$                                                    
Curb and Gutter
1932
LF
$70
135,240
$                                                    
Total
$4,503,965
Irrigation (overhead spray)
397000
SF
$6
2,524,920
$                                                
Turf (hydroseed)
397000
SF
$3
1,262,460
$                                                
Tree (24 in box)
213
EA
$1,908
406,404
$                                                    
Total
$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

78
A CULTURE OF EXCELLENCE
CAPITAL IMPROVEMENT PLAN (CIP)
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. With modest acreage (63.13 acres), aging assets, and community expectations to 
grow, a clear, prioritized CIP ensures that funds are invested thoughtfully and strategically, ensuring that asset conditions reflect the 
organization’s commitment to high-quality, safe, and well-maintained public spaces.
This CIP synthesizes the City’s FY 2027-2031 itemized requests and capital considerations for FY 2032–2036. These recommendations 
were informed by the following throughout the master planning process:

The City’s 2026–2030 itemized capital requests

High-level systemwide condition observations

Staff insights and operational realities

Community input emphasizing cleanliness, safety, shade, and the expansion of Basin Park

Replacement cycles and industry lifecycle standards

Capital costs provided through the Basin Park concept planning process
System Inventory & Capital Context
El Mirage maintains 14 parks totaling 63.13 acres. Most sites serve neighborhood-level needs, while three, Basin Park, Bill Gentry Park, 
and Gateway Park, function as community-scale anchors.
Brick-and-mortar facilities include:

El Mirage Family YMCA – approximately 30,000 sq. ft. (City-owned facility operated by the YMCA)

El Mirage Senior Center – approximately 5,000 sq. ft.

Gateway Park Concession Building (current concessionaire is “Windy City Dogs”) – approximately 2,000 sq. ft.

Administrative Building – approximately 2,000 sq. ft.
These facilities incur significant lifecycle costs for heating, ventilation, air conditioning (HVAC) systems, roofing, flooring, interior finishes, 
and site infrastructure.
PLAN PRIORITY AREAS

79
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
Key Implications for Capital Planning

Several parks were built or renovated within similar eras, creating overlapping replacement cycles.

Systemwide reinvestment is needed to keep parks safe, functional, and compliant with accessibility expectations and in alignment 
with community interests and expectations.

Shade, irrigation efficiency, restrooms, security lighting, and modernized amenities emerged as top priorities.

Limited staff capacity increases the risk of deferred maintenance accumulating without targeted capital investment.

Basin Park, if constructed, will represent the most significant single investment in the City’s parks and recreation history and will 
reshape CIP priorities for the next decade.
Depreciation, Useful Life, and Why These Costs Recur
Public assets, from playgrounds to HVAC systems, decline in value and function over time. Depreciation is not simply an accounting 
exercise; it reflects the natural wear and tear of equipment, fleet, and infrastructure.
Typical Useful Life Cycles (Adjusted for Arizona Climate & Use Conditions)
Arizona’s high UV exposure, extreme summer temperatures, and year-round park utilization shorten the useful life of many outdoor 
amenities. The ranges below reflect realistic planning cycles for El Mirage.

Playground equipment: 10–15 years
(UV degradation, heavy seasonal use, and accelerated material wear shorten life cycles.)

Playground surfacing: 5–7 years
(Especially poured-in-place rubber; turf may reach 8–10 years with proper maintenance.)

Ramadas/shelters: 12–18 years
(Steel structures last; fabric shade elements typically need replacement at 10–12 years.)

Concrete/asphalt pathways: 12–20 years
(Surface cracking and heat-related expansion reduce lifespan on unshaded routes.)

80
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS

Irrigation systems: 12–18 years
(High mineral content, water pressure, and soil expansion accelerate wear on 
valves, pumps, and lines.)

Lighting systems: 18–25 years
(LED fixtures last longer; poles and electrical infrastructure are affected by heat 
and dust.)

HVAC systems: 12–18 years
(For the Senior Center and YMCA, rooftop units in AZ typically peak at 12–15 
years.)

Roofs:
•
Flat membrane roofs: 12–18 years
•
Pitched/metal roofs: 18–25 years
(Heat and UV exposure significantly shorten membrane roof life.)
Because many El Mirage parks were developed or renovated around the same time, 
several asset categories are now aging in unison, requiring coordinated reinvestment.
Sources: Shen, H., et al. (2017). A Model for Predicting Residual Service Life of Polymers Exposed Outdoors. Playground Guardian 
(Industry Technical Report, 2023). “How Weather Impacts Playground Equipment.” USA Shade & Fabric Structures. “The Science 
of Shade: How Shade Structures Block UV Rays and Heat.” The Nature Conservancy & AECOM (2021). The Future of Extreme 
Heat in Maricopa County. American Society of Irrigation Consultants (ASIC). (2019). Irrigation System Lifecycle Guidelines. U.S. 
Department of Energy – Energy Saver Program (2022).
Cost Escalation and Economic Volatility
While the Basin Park planning estimate incorporates 4% annual escalation and yearly 
compound growth, capital costs remain fluid and can shift quickly due to construction 
labor availability, materials pricing, supply chain fluctuations, regional development 
pressures, 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.

12/22/2025
81
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
Why Escalation Matters
Even if a project is not built immediately, its cost continues to grow due to 
inflation and rising construction prices. This growth is often measured using 
Compound Annual Growth Rate (CAGR).
CAGR represents the year-over-year rate at which a cost increases when price 
escalation compounds. Unlike simple inflation, which adds the same amount 
each year, CAGR compounds the increase, so each year’s cost builds on the 
previous year’s higher cost.
This matters because even modest escalation has a significant long-term impact.
Example:
A $1 million amenity deferred for 5 years with a 4% CAGR becomes approximately 
$1.216 million — a 22% increase without adding any scope, features, or quality.
CAGR is especially relevant in the construction industry, where labor shortages, 
materials volatility, and supply chain disruptions can accelerate costs faster than 
general inflation.
Recommended Practices
To remain financially resilient and accurate in 
forecasting, the City of El Mirage should:
• Recalculate major capital numbers annually 
to reflect real-time costs.
• Reprioritize phasing based on updated 
market realities and available funding.
• Build contingencies (typically 10–20%) into 
funding strategies to account for unknowns.
• Use recognized cost indices, including:
o Engineering News-Record (ENR) 
Construction Cost Index (CCI) – tracks 
national/regional construction cost 
movement.
o Producer Price Index – Construction 
Materials – monitors material-specific 
price changes.
o CPI-U – captures broad consumer 
inflation but should not be used as the 
primary construction forecast tool.
Annual recalibration, combined with a clear 
understanding of how compounding escalation 
works, protects the City from underestimating 
the true cost of capital reinvestment.

82
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
How Cost Estimates and Ranges Were Developed
Price ranges throughout the CIP are derived from:
1. Basin Park Concept Plan Cost Model: As detailed in Figure 25 of the Basin Park Expansion Costs subsection, detailed unit costs (per 
square foot, per linear foot, per amenity) were developed, including mass grading and site preparation, infrastructure (irrigation, 
utilities, lighting), amenity-specific construction, soft costs (design, engineering, permitting), and contingency and escalation. Those 
same categories were used to generate systemwide cost ranges.
2. National & Regional Benchmarks: Cost assumptions align with Arizona municipal construction pricing from comparable cities and 
NRPA lifecycle standards.
Example:

Playground replacement at $350k–$600k per site, depending on size, surfacing, and shade.

Irrigation replacement at $80k–$140k per acre for full-system modernization.

Lighting upgrades averaging $150k–$250k per sports or high-use zone.
3. Asset Category Multiplier Method: For system-wide ranges (e.g., $1.2–$2.0M), the methodology considered the number of impacted 
assets, typical unit cost, condition-based priority, contingencies (10–15%), and escalation to the expected construction year (4% CAGR 
applied).
4. Facility-Specific Lifecycle Costs (Senior Center & YMCA): Cost ranges for these facilities, which are consistent with comparable public 
facilities in the region, were calculated using:

HVAC replacement costs of $25–$35/sq. ft.

Roof replacement at $12–$20/sq. ft.

Flooring replacements at $6–$12/sq. ft.

Interior modernization at $20–$40/sq. ft.

83
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
Recommended CIP (FY 2027-2036)
Short-Term CIP (FY 2027-2031): The Short-Term CIP is broken out into two categories, Existing Requests & Basin Park and Overall 
Systemwide Needs.
Figure 27: 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, and 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

84
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
Short-Term CIP (FY 2027-2031) – Existing Requests & Basin Park 
Priorities: safety, modernization, reinvestment, water efficiency, and Basin Park.
1. FY 2026 Carryover CIP Requests = $461,000
These requests represent immediate needs:
•
Playground Equipment Replacement – $240,000
•
Vehicle Replacement Program – $221,000
2. Preferred Basin Park Concept Plan = $25,611,449
Major components include an all-inclusive playground and splash pad, a multi-use lighted field, courts, pathways, shelters, gathering 
spaces, landscaping and irrigation, parking and lighting, as well as infrastructure and grading.
Short-Term CIP (FY 2027-2031) – Overall Systemwide Needs
1. Parks & Amenity Renewal = $1.2M-$2.0M
How this was calculated:
•
8-10 playgrounds (full replacement - phased over 20 years) - $350k-$600k
•
Surfacing refresh cycles (every 5-7 years)
•
Path resurfacing – $3-$7/sq ft for resurfacing and $6-$12/sq. ft. for concrete replacement
•
Ramada/shade refurbishments – $30k-$60k each
Sample inclusions: playground resurfacing, pathway resurfacing, court resurfacing, ramada/shade repair, furniture refresh

85
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
2. Irrigation Systems Replacements & Efficiency = $1.0M-$2.0M
Cost basis:
•
$80k-$140k per acre for full-system replacement
•
Prioritization based on water consumption, condition, and age
Scope: controllers, valves, pump systems, and distribution lines
3. Shade Structure Expansion = $600k-$1.0M
Cost basis:
•
$85k-$150k per large structure
•
$40k-$70k per smaller shade structure
•
Established priority locations: Bill Gentry Park, Gateway Park, Brown Family Park, unshaded neighborhood parks
Includes: metal/powder-coated structures, UV-resistant fabric, tree canopy planting
4. Lighting & Safety Enhancements = $350k-$600k
Cost basis:
•
$150k-$250k per high-use zone for LED transition
•
$25k-$50k per pathway segment
Includes: LED conversions, security camera, pathway lighting
5. Restrooms (New & Replacement) = $350k-$1.2M
Costs vary widely depending on:
•
Prefabricated ($350k-$600k) vs built-in place ($600k-$1.2M) 
•
Available utilities, site prep requirements

86
A CULTURE OF EXCELLENCE
PLAN PRIORITY AREAS
6. Senior Center Lifecyle Replacements = $315k-$535k
The cost basis utilizes the items listed in the Facility-Specific Lifecycle Costs (Senior Center & YMCA), as listed on page 81.
Includes: HVAC replacement, roof repair/replacement, flooring, code, and accessibility updates
7. YMCA Lifecycle Replacements = $1.8M-$3.2M
The cost basis (~30,000 sq. ft.) utilizes the items listed in the Facility-Specific Lifecycle Costs (Senior Center & YMCA) on page 81.
Includes: HVAC modernization, roof replacement, flooring and interior updates, and mechanical and electrical upgrades
As the building approaches 10-15 years old, these costs align with typical lifecycle cycles for similar municipal recreation facilities.
Long-Term CIP (FY 2032-2036)
Priorities: system expansion, restroom strategy, connectivity
Cost ranges reflect planning-level estimates based on current industry data and may vary depending on scope, market conditions, and 
procurement.
Figure 28: Long-Term CIP (FY 2032-2037)
CIP ITEM
AMOUNT
1. Restroom Strategy (New & Replacement) 
$1.2M-$1.8M
2. Systemwide Pathways & Connectivity 
$1.0M-$2.0M
3. Reinvestment Cycle Phase 2 
$1.0M-$2.0M
4. Senior Center Modernization
$500k-$1.0M
5. YMCA Major Upgrades 
$4.0M-$5.0M
Total
$7.7M-$11.8M

87
A CULTURE OF EXCELLENCE
INVESTMENT IN THE PEOPLE WHO DO THE WORK
El Mirage is a community on the rise. New development and increasing community engagement are creating new opportunities for the 
Parks and Recreation Department to expand its impact. As the City looks ahead, its ability to deliver excellent parks, programs, and 
experiences will depend on the people who bring that work to life.
Department staff are dedicated, service-oriented, and deeply committed to the community. Throughout this planning effort, employees 
expressed pride in their work, a strong desire to grow, and energy around improving how they serve El Mirage residents. Building on this 
enthusiasm is one of the most promising opportunities identified in the Parks and Recreation Master Plan.
Investing in employee development, communication, and a positive workplace culture helps ensure the department is equipped for the 
future. As the community changes, staff will encounter new expectations, new program needs, and expanded responsibilities. Providing 
them with the tools, training, and support to succeed not only strengthens day-to-day operations, it positions the department to 
embrace new opportunities with confidence.
PLAN PRIORITY AREAS
Human 
Resources
Financial 
Resources
Physical 
Resources
A strong organizational culture also reinforces consistency, 
accountability, and teamwork. When employees are supported and 
aligned around shared goals, they are more collaborative, more 
innovative, and better able to deliver high-quality service. These 
outcomes directly benefit residents and help the City meet its 
broader goals for community livability and quality of life.
By elevating these essential human resources, the City of El Mirage 
affirms that people are the backbone of a thriving parks and 
recreation system. Investing in an organization’s culture is an 
investment in the community and one that enhances service, 
builds long-term capacity, and ensures the department continues 
to flourish alongside the City it serves.

88
A CULTURE OF EXCELLENCE
4.1 ADOPT A FINANCIAL SUSTAINABILITY STRATEGY
A financial sustainability strategy will provide the department with a clear framework for making equitable, transparent, and fiscally 
responsible decisions as it grows. This strategy aligns services with community benefit, clarifies cost-recovery expectations, and helps 
ensure that financial resources are spent wisely and in a justifiable manner. 
4.2 CONDUCT A COST OF SERVICE ANALYSIS
Conducting regular cost-of-service analysis provides a clear understanding of the costs of delivering services and operating and 
maintaining parks and facilities. This data and information will position the department to set informed pricing, align resources with 
community priorities, and make decisions grounded in transparency and fiscal responsibility. 
4.3 DESIGN A DEPARTMENT PURPOSE STATEMENT
A purpose statement defines why the department exists and what it is fundamentally responsible for doing for the community. 
Designing a purpose statement will give the department a unifying direction, guide decision-making, and ensure staff, city leadership, 
and the community share a clear understanding of the department’s role in El Mirage.
PLAN PRIORITY AREAS
4.4 CREATE POSITION-SPECIFIC PROFESSIONAL DEVELOPMENT PLANS
Position-specific professional development plans will help ensure that every staff member has the skills, training, and tools needed to 
perform their duties effectively and grow as a pro. These plans provide clarity around expectations, support consistent, high-quality 
service delivery, and strengthen the department’s overall capacity as it matures. 
4.5 DESIGN A DEPARTMENT-SPECIFIC ONBOARDING PROGRAM
Designing a department-specific onboarding program tailored to each division and position will help new employees integrate quickly 
and understand expectations from day one. A structured onboarding process improves consistency, reduces learning gaps, and fosters a 
strong, connected workplace culture.

89
A CULTURE OF EXCELLENCE
4.6 FACILITATE TEAM-BUILDING OPPORTUNITIES
Facilitating team-building opportunities, such as mission review sessions, training sessions, and department gatherings, aims to 
strengthen communication, trust, and cohesion among staff. These activities will help align the staff team around priorities, reinforce 
organizational values, and support a positive workplace culture. 
4.7 DEVELOP A RISK MANAGEMENT/LOSS CONTROL PROGRAM
A risk management and loss control program will help the department proactively identify, assess, and mitigate safety and liability risks 
across parks, facilities, and operations. A structured program improves staff preparedness, reduces preventable incidents, and protects 
both the public and City resources. 
4.8 DEVELOP DIVISION-SPECIFIC SAFETY/SECURITY PLANS
Division-specific safety and security plans will ensure that each functional area of the department has clear, relevant protocols tailored 
to its unique operations and risks. These plans support consistent practices, strengthen staff readiness, and enhance the safety of both 
employees and the public. 
PLAN PRIORITY AREAS
4.9 DEVELOP ADMINISTRATIVE STANDARD OPERATING PROCEDURES (SOPs)
Designing administrative SOPs that cover procurement, cash handling, and division-specific processes such as senior center operations 
and special events will bring consistency, clarity, and accountability to daily operations. Standardized procedures help staff understand 
expectations, reduce errors, and ensure compliance with City policies and best practices.
4.10 CREATE CHANNELS FOR STAFF FEEDBACK
Dedicated channels for staff feedback, such as satisfaction surveys, idea-sharing tools, and opportunities to highlight success stories, 
help build a culture of openness, trust, and continuous improvement. These mechanisms give employees a voice, strengthen 
communication, and provide leadership with valuable insights to enhance operations and workplace morale.

90
A CULTURE OF EXCELLENCE
4.11 CONTINUE CONVERSION OF THE NEW ADMINISTRATIVE BUILDING INTO A FUNCTIONING HOME BASE 
FOR PARKS AND RECREATION OPERATIONS AND MAINTENANCE
The ongoing conversion of the new administrative building into a fully functioning home for department operations and maintenance 
will provide staff with the space, tools, and infrastructure needed to work efficiently and safely. Completing this transition will lead to 
improved coordination among divisions, centralized resources, and support a more professional and effective service environment. 
PLAN PRIORITY AREAS
Evaluate and update existing ordinances related to parks and recreation to ensure clarity, enforceability, and alignment with operating 
needs. Specific focus areas include addressing ordinance infractions, such as prohibiting unauthorized pop-up tents and other 
temporary structures, prohibiting activities that damage turf or infrastructure, and clarifying rules for distinguishing between permitted 
and unpermitted park uses.
4.12 CONDUCT AN ORDINANCE REVIEW AND RECOMMEND UPDATES AS NEEDED

91
“Invest resources wisely.”
- Community Focus Group response
STRATEGIC PLAN
Overview of Strategic Plan
Helpful Tips

92
92
OVERVIEW
The Strategic Plan is the actionable part of the overall Parks and Recreation 
Master Plan. The resulting Strategic Plan, included as Supplement E: Strategic 
Plan Worksheet, is designed as a management tool for ease of use and as a 
method of simplifying recommendations. The Strategic Plan is essential for the 
overall Master Plan to come to life for several key reasons, some of which 
include:

Clarity of Goals and Objectives: 
It outlines specific actions that will be taken within a defined timeframe. 
This clarity helps ensure that everyone involved understands what needs 
to be done and why.

Resource Allocation: 
It helps in allocating resources effectively. By identifying the actions, 
timelines, and responsibilities, the Implementation Plan allows the 
department to allocate resources such as budget, human resources, and 
other resources in a targeted and efficient manner.

Accountability And Responsibility: 
It assigns clear responsibilities to individuals or teams for each action 
item. This accountability ensures that actions are completed on time and 
to the expected standards.

Monitoring And Evaluation: 
It provides a basis for monitoring progress and evaluating the success of 
the plan. Regular reviews against the action plan allow for adjustments 
to be made if circumstances change or if certain actions are not 
achieving the desired outcomes.

Continuous Improvement: 
It promotes a culture of continuous improvement. Through regular 
updates and revisions based on feedback and changing circumstances, 
the department can adapt and evolve to meet new challenges and 
opportunities.
STRATEGIC PLAN

93
93
OVERVIEW
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 that staff are encouraged to 
execute to impact and improve department operations and service to the community.
The following pages in this section detail the department’s Organizational Priority Goals and Associated Actions. The graphic below 
serves as an example of how these goals and actions are structured and defined in the El Mirage Parks and Recreation Master Plan. 
Figure 29: Strategic Plan Guide

94
94
HELPFUL TIPS
STRATEGIC PLAN
Maintaining awareness of the department’s 
commitment to the Strategic Plan amongst 
all staff is critical to success – and this must 
go beyond an occasional speech, an annual 
meeting, or sending the occasional email. 
After spending months crafting the Parks 
and Recreation Master Plan and its priorities 
and recommended actions, it is important 
that the same commitment, drive, and 
passion that carried through plan 
development is continued into 
implementation, execution, and monitoring 
progress.
It is essential to reinforce action when it is 
taken. Regular and consistent review of 
effort is needed to provide feedback, take 
corrective action, hold staff accountable, 
and keep El Mirage Parks and Recreation on 
course.
Monitoring the implementation of the plan 
is important for several reasons. First, it 
helps ensure that work is progressing and 
that the department is assessing whether it 
is accomplishing desired outcomes. Second, 
monitoring provides the opportunity to 
communicate progress, both internally and 
externally. Third, it identifies where 
problems and opportunities lie and what has 
changed, allowing for corrective actions, 
including adjustment or setting a new 
course. Most importantly, monitoring 
demonstrates a commitment to the plan 
and translating the planning effort into a 
tangible reality rather than it becoming an 
occasional academic exercise.
Generate and 
Keep Momentum
Maintain 
Awareness
Monitoring and 
Keeping Score

95
This page is intentionally left blank.