DRAFT FINAL PARKS VISION 2030 MASTER PLAN.PDF

PARKS VISION
2030
PARKS, OPEN SPACE &
TRAIL SYSTEM PLAN
41835 N. Castle Hot Springs Rd.
Morristown, Arizona 85342
(602) 506-2930 • www.maricopa.gov/parks
DRAFT

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PARK’S VISION 2030 
ACKNOWLEDGEMENTS 
BOARD OF SUPERVISORS 
Clint Hickman - District 4 (Chairman) 
Jack Sellers - District 1 
Thomas Galvin - District 2 
Bill Gates - District 3 
Steve Gallardo - District 5 
MARICOPA COUNTY PARKS COMMISSIONERS 
Shelby Scharbach (Chair) – District 1 
John Crane (Vice Chair) - District 2 
Eric Mears - District 3 
Dr. Robert Branch - District 4 
Isabel Chavez - District 5 
Megha Budruk – Member-At-Large 
Jack Stapley – Member-At-Large 
PARKS VISION 2030 PROJECT TEAM 
R.J. Cardin, Director, Parks and Recreation Department 
Jay Hicks, Dig Studio 
Jenny Robertson, Dig Studio 
Jennifer Waller, Deputy Director, Parks and Recreation Department 
Dawna Taylor, Communications Officer, Parks and Recreation Department 
Aimee Upton, Administrator, Parks and Recreation Department  
Eileen Baden, Park Planner (former), Parks and Recreation Department 
Amber Gore, Special Projects Manager, Continuous Improvement 
Wendy Hultsman, Emeritus Professor, Arizona State University School of Community Resources & Development 
Travis Lundell, Lucas Jensen, Ajdin Spahic, and Cole Hunger, Arizona State University Interns 
For providing technical and professional review and expertise, a special thank you to the following Maricopa County 
departments and external agencies: 
Maricopa County Manager and Assistant Manager’s 
Offices 
Maricopa County Board of Supervisor Chiefs of Staff 
Maricopa County Department of Transportation 
Flood Control District of Maricopa County 
Maricopa County Office of Management & Budget  
Maricopa County Parks and Recreation Dept. Staff 
Arizona Game and Fish Department 
Arizona State Parks and Trails 
Arizona Department of Forestry and Fire Management 
Bureau of Land Management 
Bureau of Reclamation 
City and Town Parks and Recreation Departments 
Maricopa Association of Governments 
US Forest Service 
Stakeholder Participants 
Focus Group Participants 
Public Meeting Participants 
Most importantly, Maricopa County thanks all the citizens, park visitors, property owners, community and business 
organizations, federal, state, and local agencies, and all other stakeholders that provided input on this plan.

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PARK’S VISION 2030       |      i 
CHAPTER 1 – INTRODUCTION 
−
Project Background ......................................... 01 
−
Heritage, Identity, and Land ............................. 03 
−
2009 Strategic Systems Master Plan ............. 04 

Mission and Vision 2009 Mission ........... 05 

2009 Vision ............................................... 05 

2009 SSMP Accomplishments ................ 05 

Land and Facilities ................................... 06 

Programs .................................................. 06 

Operations and Maintenance ................... 07 

Finance/Administration ........................... 07 
−
Maricopa County Parks and Recreation Strategic
System Master Plan Addendum 2014 ............ 09 
−
Maricopa County’s Comprehensive Plan – Vision
2030 .................................................................. 09 

Open Space - Overview ............................ 10 

Land Use - Overview ................................. 10 

Environment - Overview ........................... 10 

Transportation - Overview ........................ 11 

Economic Growth - Overview ................... 11 
−
Purpose: Parks Vision 2030 ............................ 11 

Plan Elements: Parks Vision 2030 ........... 12 

People ....................................................... 13 

Community Health and Well-Being .......... 13 

Quality of Life and the New Economy ..... 13 

Exceptional Visitor Experience ................ 13 

Place ......................................................... 13 

Preserving Regional Natural Heritage ..... 13 

Sustaining and Maintaining Park Resources
................................................................... 14 

Connected Landscapes and Trails
Connectivity .............................................. 14 

The Picture Comes Into Focus ................ 14 
CHAPTER 2 – EXISTING AND FUTURE CONDITIONS 
−
Land Use........................................................... 15 
−
Housing ............................................................ 16 
−
Water Resources .............................................. 17 
−
River Corridors – Future Parklands ................. 17 
−
Transportation ................................................. 17 
−
Community Health and Wellness .................... 18 
−
Open Space ...................................................... 18 
−
Demographics of Maricopa County ................ 19 

Age ............................................................ 21 

Race and Ethnicity .................................... 22 

Language .................................................. 23 

Household Income ................................... 23 

Technology ............................................... 24 

Individuals with Disabilities...................... 24 

County Parks Overview - Organizational
Structure ................................................... 24 

Maricopa County Parks and Recreation
Commission ............................................. 25 

Attendance ............................................... 25 

Drive Time Analysis ..................................26 
−
Natural and Cultural Resources .......................28 
−
Corridors and Connections ..............................28 
−
Conservation, Community Enhancement, and
Invasive Species ...............................................29 
−
Community Enhancement and Restoration ....29 
−
Climate, Climate Change, and Wildfires ..........29 
−
Regional Conservation Planning ......................30 
−
Park Programs ..................................................30 
−
Financial Analysis .............................................30 
−
Expenditures .....................................................31 

Fund 100 – General Fund .........................31 

Fund 225 – Spur Cross Ranch Conservation
Fund ...........................................................31 

Fund 240 – Lake Pleasant Recreation Fund
 ...................................................................31 

Fund 241 – Enhancement Fund ...............31 

Fund 230 – Grant Fund .............................31 

Fund 239 ...................................................32 

Fund 243 – Donation Fund .......................32 
−
Operating Expenditures ....................................32 
−
Revenues ..........................................................33 
−
Capital Improvement ........................................34 
−
Economic Impact .............................................35 
CHAPTER 3 – TRENDS AND BENCHMARKING 
−
National Trends and Outdoor Recreation........36 

2021 Sports, Fitness, and Leisure Activities
Topline Participation Report .....................36 

2021 Outdoor Participation Trends Report
 ...................................................................40 
−
NRPA Top Trends in Parks and Recreation ....47 

Health ........................................................47 

Technology ................................................48 

Climate Change .........................................48 

Park Infrastructure ....................................48 
−
North American Camping Report: The 2019 Five-
Year Trends ......................................................48 
−
Arizona Trends in Outdoor Recreation ............49 

Arizona Statewide Comprehensive Outdoor
Recreation Plan (2018) .............................49 

Arizona Trails 2020: A Statewide Motorized
and Non-Motorized Trails Plan ................49 

Motorized Recreationists .........................50 

Non-Motorized Recreationists .................51 
−
Benchmark Analysis .........................................53 

Comparable Agencies ..............................53 

The Benchmarking Agencies ...................53 

Population .................................................54 

Park Inventory ...........................................54 

Total Park Acres per 1,000 .......................55 

Developed Acres vs. Undeveloped Acres 55

Total Trail Miles ........................................55 

Facilities and Programs ............................56 

Visitation ...................................................57

ii      |      PARK’S VISION 2030  
 
Transportation, Access, and Equity ......... 57 
− 
Parks and Open Space Regulations and 
Ordinances ....................................................... 58 
− 
Financial Analysis ............................................ 60 
 
Total Operating Budget ............................ 60 
 
Total Funding Sources ............................. 62 
 
Total Non-tax Revenues ........................... 63 
 
CHAPTER 4 – OUTREACH 
− 
Introduction and Purpose ................................ 64 
− 
Public Input ...................................................... 65 
 
Park Visitor Input – Maricopa County Parks 
2018/2019 Visitor Survey ........................ 65 
 
Visitor Demographics ............................... 66 
 
Visitor Behavior ........................................ 66 
 
Visitor Satisfaction ................................... 67 
 
Additional Key Findings From the Study . 67 
− 
2020 Annual Pass Holders COVID-19 Study... 68 
 
General Population Input ......................... 69 
 
Center for the Future of Arizona/Gallup .. 69 
 
Nina Mason Pulliam Trust/Morrison Institute
................................................................... 71 
 
Arizona State Parks – Statewide 
Comprehensive Outdoor Recreation Plan
................................................................... 71 
 
Importance of Arizona Recreation Settings – 
Preference for Open Spaces in Natural 
Settings ..................................................... 72 
 
Parks Vision 2030 Planning Outreach ..... 73 
 
Parks Vision 2030 – Public Virtual Meetings
................................................................... 73 
 
Public Outreach Feedback Form Results…74-
77 
 
Demographics .......................................... 78-
80 
− 
SWOT Analysis Workshop ............................... 81 
 
Stakeholders Focus Group Meetings ...... 82 
 
Improving Existing Regional Parks .......... 82 
 
Responding to Population Growth and 
Increased Visitation ................................. 82 
 
Improving Regional Connectivity for Wildlife 
and People ................................................ 83 
 
Addressing Priority Concerns and Challenges
................................................................... 84 
 
Improving Communication, Collaboration, 
and Coordination ...................................... 84 
 
Stakeholder Discussion On Park System 
Mission ..................................................... 84 
 
Partnership Recommendations ............... 85 
 
Engagement of Visitors............................ 85 
− 
Executive Team (Staff) Input ........................... 86 
 
Partnership Goals That Emerged From the 
Meeting  .................................................... 86 
 
Feedback Form Results ........................... 86 
 
Mission ..................................................... 87 
 
Vision .........................................................87 
 
Major Themes ...........................................88 
 
Most Important Challenges ......................89 
 
Ranking Partnership Goals .......................89 
 
Ranking Goals of the Parks Department..89 
 
CHAPTER 5 – FINDINGS, RECOMMENDATIONS, 
AND IMPLEMENTATION 
­ 
Introduction ......................................................91 
 
Identifying What Priorities Are Most 
Important ...................................................91 
 
Continuing The Legacy .............................92 
­ 
Parks Vision 2030 – Major Priorities ...............93 
 
The Role of Parks and Open Space In 
Enhancing Community Health and Well-
Being ..........................................................93 
 
The Need and Responsibility to Reinvest, 
Protect, and Continue to Improve Our 
Existing Park System ................................97 
 
The Importance of Acquiring and Managing 
New Parklands and Corridors to Stay Ahead 
of Growth ...................................................103 
 
Leadership in Conservation and Preservation 
Matters for Our Future ..............................111 
 
Developing Sustainable and Diversified 
Funding Is Critical .....................................114 
 
2030 Vision Map .......................................122 
 
APPENDIX TABLE OF CONTENTS ...........................123 
 
APPENDIX A – PARK OVERVIEWS ..........................124 
 
APPENDIX B – PARTNERS ........................................151 
 
APPENDIX C – REGIONAL PLANS ...........................159 
 
APPENDIX D – PUBLIC OUTREACH FEEDBACK 
FORM RESULTS ...........................................................205

iii      |      PARK’S VISION 2030 
CHAPTER 1 - INTRODUCTION 
- 
Figure 1 - Project Area Map with Existing MCPRD Parks 
and Trails (2022) .......................................................02 
- 
Figure 2 - Point of Sale Reservation System ............07 
- 
Figure 3 - Maricopa Association of Governments 
Bikeways Map ...........................................................11 
- 
Figure 4 - Plan Elements/Guiding Principles ............12 
 
CHAPTER 2 – EXISTING AND FUTURE CONDITIONS 
- 
Figure 5 – Population Trends for Maricopa County 
1900-2030 .................................................................16 
- 
Figure 6 – Arizona’s Water Supplies ........................17 
- 
Figure 7 – Shifting the Health Paradigm: Elements of A 
Healthy Community ..................................................18 
- 
Figure 8 – Arizona State and County Population 
Projections: 2022 to 2055 .........................................19 
- 
Figure 9 – Population and Housing Unit Estimate 
Tables ........................................................................19 
- 
Figure 10 – 2020 Total Population – MAG2019 
Socioeconomic Projects – Regional Analysis Zone 
(based on density) ....................................................20 
- 
Figure 11 – 2055 Total Population – MAG 2019 
Socioeconomic Projects – Regional Analysis Zone 
(based on density) ....................................................20 
- 
Figure 12 – 2021 Maricopa County Age and Sex 
Demographics ...........................................................21 
- 
Figure 13 – 2019 United Census Bureau Data Based on 
5-Year Estimates .......................................................22 
- 
Figure 14 – Total Population – Hispanic or Latino ..23 
- 
Figure 15 – Maricopa County Parks and Recreation 
Organizational Chart .................................................24 
- 
Figure 16 – Maricopa County Regional Attendance for 
2012 through 2022 ....................................................25 
- 
Figure 17 – 10 Mile Service Area from Park Entrances 
and Major City Preserves ..........................................26 
- 
Figure 18 – Highest Population within 15-minutes ..27 
- 
Figure 19 – Highest Population within 30-minutes ..27 
- 
Figure 20 – Differing Levels of Connectivity ............28 
- 
Figure 21 – Expenditures by Fund ............................32 
- 
Figure 22 – Expenditures by Fund ............................33 
- 
Figure 23 - Camping Revenue by Park by Year .........33 
- 
Figure 24 – Day Use Revenue by Park by Year .........33 
- 
Figure 25 – CIP Project Total Actuals by Category for 
All Parks, FY17-21 .....................................................35 
 
CHAPTER 3 – TRENDS & BENCHMARKING 
- 
Figure 26 - Total Active Americans: Six-year Trend .37 
- 
Figure 27 – Inactive to Healthy Active Across Six-year 
Trend – SFIA Report ..................................................37 
- 
Figure 28 – Inactive Levels in the U.S. – based on 
income segments – SFIA Report ..............................38 
- 
Figure 29 – Overall Participation in the U.S. – 
Participation rate by category – SFIA Report  ..........39 
- 
Figure 30 – Nationwide Outdoor Grows Amid Covid-19
 ...................................................................................41 
- 
Figure 31a – Participant Profile ................................42 
- 
Figure 31b – Participant Demographics ..................42 
- 
Figure 32 – Young Adult Participation .....................43 
- 
Figure 33 - The Next Generation Key Findings .........43 
- 
Figure 34 – The Next Generation Participation – Annual 
Outings Per Youth Participant ..................................44 
- 
Figure 35 – Special Report: The New Outdoor 
Participant – Post-Covid Challenges ........................45 
- 
Figure 36 – Improving Retention of New Participants
 ...................................................................................45 
- 
Figure 37 – Activities Started Due to the Pandemic – 
What Activities Did New Outdoor Participants Pick Up 
During Covid ..............................................................46 
- 
Figure 38 – Activities Started Due to the Pandemic – 
How Much Do New Participants Value the Following 
Outdoor and Non-Outdoor Activities During Covid ..46 
- 
Figure 39 – New Participants Start or Resume Outdoor 
Activities During Covid ..............................................47 
- 
Figure 40 – Arizona State Parks Outdoor Recreation 
Current and Expected Future Participation  .............50 
- 
Figure 41 – Arizona Trails 2020 – Motorized 
Recreationists ...........................................................50 
- 
Figure 42 – Arizona Trails 2020 – Motorized Trail 
Access .......................................................................51 
- 
Figure 43 – Arizona Trails 2020 – Management Actions
 ...................................................................................51 
- 
Figure 44 – Arizona Trails Non-Motorized 2020 ......51 
- 
Figure 45 – Arizona Trails Non-Motorized Access 2020
 ...................................................................................52 
- 
Figure 46 – Arizona Trails 2020 – Non-motorized 
Management Actions ................................................52 
- 
Figure 47 – Benchmarking Organizations – Jurisdiction 
and Population ..........................................................54 
- 
Figure 48 – Park Inventory ........................................55 
- 
Figure 49 – Total Number of Trail Miles ..................56 
- 
Figure 50 – Trail Miles Per 10,000 Population .........56 
- 
Figure 51 – Park/Open Space Goals ........................59 
- 
Figure 52 – Operating Expenditures .........................60 
- 
Figure 53 – Total Operating Budget .........................61 
- 
Figure 54 – Operational Budget Per Capita ..............61 
- 
Figure 55 – Total Funding Source Fee Comparison 63 
 
CHAPTER 4 – OUTREACH 
- 
Figure 56 – Triangulation Method for Determining 
Priorities ....................................................................64 
- 
Figure 57 – Outreach Groups and Methods .............65 
- 
Figure 58 – Level of Satisfaction with Recent Visit 
Overall .......................................................................67 
- 
Figure 59 – Environmental and Sustainable Future: 
Actions Arizonans Want by the 2021 Center for the 
Future of Arizona and Gallup Poll .............................70 
- 
Figure 60 – Nina Mason Pulliam Trust/Morrison 
Institute – Which one of the following do you believe 
should be the top priority for the governor or legislature
 ...................................................................................71 
- 
Figure 61 – Arizona State Parks – Statewide 
Comprehensive Outdoor Recreation Plan ................72 
- 
Figure 62 – AZ State Parks and Trails – Support for 
Outdoor Recreation Areas/Facilities to Help Achieve 
Health Goals ..............................................................73 
- 
Figure 63 – Public Outreach Feedback from Results
 ...................................................................................74 
- 
Figure 64 – - Which is your favorite Maricopa County 
park to visit? - Public Outreach Feedback from Results   
…………… ......................................................................74 
- 
Figure 65 – What are the primary reasons preventing 
you from visiting a Maricopa County park more 
regularly? - Public Outreach Feedback from Results
 ...................................................................................75 
- 
Figure 66 – Awareness - Public Outreach Feedback 
from Results ..............................................................75

iv      |      PARK’S VISION 2030 
- 
Figure 67 – Activities - Public Outreach Feedback from 
Results .......................................................................75 
- 
Figure 68 – Amenities - Public Outreach Feedback from 
Results .......................................................................76 
- 
Figure 69 – Programs - Public Outreach Feedback from 
Results .......................................................................76 
- 
Figure 70 – Prioritizing Improvements on Trails - Public 
Outreach Feedback from Results .............................77 
- 
Figure 71 – Prioritizing Improvements for Amenities - 
Public Outreach Feedback from Results ..................77 
- 
Figure 72 – Prioritizing Actions to Improve the Visitor 
Experience - Public Outreach Feedback from Results
 ...................................................................................77 
- 
Figure 73 – Parks Vision 2030 Public Outreach 
Feedback Form Questions ........................................78 
- 
Figure 74 – How old are you - Public Outreach 
Feedback from Results .............................................79 
- 
Figure 75 – Do you live in Maricopa County - Public 
Outreach Feedback from Results .............................79 
- 
Figure 76 – What is your gender - Public Outreach 
Feedback from Results .............................................79 
- 
Figure 77 – Which of the following best describes your 
race - Public Outreach Feedback from Results ........79 
- 
Figure 78 – Which category best describes your total 
annual household income before taxes - Public 
Outreach Feedback from Results .............................80 
- 
Figure 79 – Dot Density Map - Public Outreach 
Feedback Form Zip Codes ........................................80 
- 
Figure 80 – SWOT Analysis ......................................81 
- 
Figure 81 – What five options best fit what we should 
focus on today ..........................................................87 
- 
Figure 82 – Vision Statement: What Five Options Best 
Fit What We Should Focus On In The Future? ..........87 
- 
Figure 83 – Major Themes .......................................88 
- 
Figure 84 – Most Important Challenges...................89 
 
CHAPTER 5 – FINDINGS, RECOMMENDATIONS, 
AND IMPLEMENTATION 
- 
Figure 85 – Potential land acquisitions over the next ten 
years  .........................................................................107 
- 
Figure 86 – Potential land acquisitions and future 
regional parks  ...........................................................109 
- 
Figure 87 - Parks Vision 2030 Map ...........................122

PARK’S VISION 2030      |      v 
ACRONYM 
DESCRIPTION 
1965 PLAN 
Maricopa County Regional Park 
System Plan 
2009 SSMP 
2009 Strategic System Master Plan 
ABOR 
Arizona Board of Regents 
ACC 
Anthem Community Council 
ADA  
Americans with Disabilities Act 
ADMP/S 
Area Drainage Master 
Plans/Studies 
ADOT 
Arizona Department of 
Transportation 
ADRP 
Adobe Dam Regional Park 
AMA 
Arizona Mining Association 
AOT 
Arizona Office of Tourism 
APRA 
Arizona Parks and Recreation 
Association 
APS 
Arizona Public Service 
ARS 
Arizona Revised State Statute 
ASLD 
Arizona State Land Department 
ASPT 
Arizona State Parks and Trails 
ASPTB 
Arizona State Parks and Trails 
Board 
ASU 
Arizona State University 
AT 
Arizona National Scenic Trail 
ATP 
ActiveTransportation Plan 
AWMA 
Active Water Management Areas 
AZGFD 
Arizona Game and Fish Department 
BHRP 
Buckeye Hills Regional Park 
BIPOC 
Black Indigenous People of Color 
(Farmland Preservation section) 
BLM 
Bureau of Land Management 
BMGR 
Barry M. Goldwater Range 
BMX 
Bicycle Moto Cross 
BHRP 
Buckeye Hills Regional Park 
BOS 
Board of Supervisors 
CAP 
Central Arizona Project 
CAZCA 
Central Arizona Conservation 
Alliance 
CPTED 
Crime Prevention Through 
Environmental Design 
CFA 
Center for the Future of Arizona 
CCRP 
Cave Creek Regional Park 
CIP 
Capital Improvement Plan 
COP 
City of Phoenix 
County 
Maricopa County 
CPA 
Community Planning Area 
CRS 
Community and Recreation 
Services 
CSA 
Community Supported Agriculture 
(Farmland Preservation section) 
DFFM 
Department of Forestry and Fire 
Management 
DFLT 
Desert Foothills Land Trust 
ACRONYM 
DESCRIPTION 
DOC 
Desert Outdoor Center at Lake 
Pleasant 
DOT 
US Department of Interior 
EMRP 
Estrella Mountain Regional Park 
FY 
Fiscal Year 
FAQ 
Frequently Asked Questions 
FCDMC 
Flood Control District of Maricopa 
County 
FDOC 
Friends of the Desert Outdoor 
Center 
FIT 
Fountain Hills Interconnected Trails 
FH 
Friends of Hassayampa 
GF 
General Fund 
GI 
Green Infrastructure 
GIS 
Geographic Information System 
GPEC 
Greater Phoenix Economic Council 
GR 
Gila River 
HECHO 
Hispanics Enjoying Camping, 
Hunting, and the Outdoors 
HOA 
Home Owners Association 
HRP 
Hassayampa River Preserve 
IBA 
Important Bird Area 
IGA 
Intergovernmental Agreement 
KOA 
Kampground Association of 
America 
LAFB 
Luke Air Force Base 
LEP 
Limited English Proficiency 
LGRC 
Lower Gila River Collaborative 
LLID 
Logical Link Identifier 
(Demographics section) 
LNT 
Leave No Trace 
LPRP 
Lake Pleasant Regional Park 
LWCF 
Land Water Conservation Fund 
MAG 
Maricopa Association of 
Governments 
MCDOT 
Maricopa County Department of 
Transportation 
MCLD 
Maricopa County Library District 
MCDPH 
Maricopa County Department of 
Public Health 
COMMISSION 
Maricopa County Parks and 
Recreation Commission 
MCPRD 
Maricopa County Parks and 
Recreation Department 
MCRTSP 
Maricopa County Regional Trail 
System Plan 
MCSO 
Maricopa County Sheriff’s Office 
MCV 2030 
Maricopa County Vision 2030 
Comprehensive Plan 
MMRP 
McDowell Mountain Regional Park

vi      |      PARK’S VISION 2030 
ACRONYM 
DESCRIPTION 
MRTSP 
Maricopa Regional Trail System 
Plan 
MSC 
McDowell Sonoran Conservancy 
MT 
Maricopa Trail 
MT+PF 
Maricopa Trail + Park Foundation 
MSA 
Metropolitan Statistical Area 
NRCS 
Natural Resource Conservation 
Service  
NRMP 
Natural Resource Management 
Plan 
NRPA 
National Recreation and Park 
Association 
NVON 
North Valley Outdoor Network 
OHV 
Off-Highway Vehicle 
PMP 
Park Master Plan 
PV 2030 
Parks Vision 2030 
R&PP 
Recreation and Public Purposes 
Act 
RCA 
Riverside Conservation Authority 
RECLAMATION 
Board of Reclamation 
RITZ 
Recreation Interface Transition 
Zone 
RIVCO 
Riverside County Regional Park 
RR 
Rio Reimagined 
SCCA 
Spur Cross Ranch Conservation 
Area 
SCORP 
Statewide Comprehensive 
Outdoor Recreation Plan 
SCTA 
Sun Corridor Trail Alliance 
SDNM 
Sonoran Desert National 
Monument 
SEM 
Sierra Estrella Mountains 
SFIA 
Sports and Fitness Industry 
Association 
SFIA REPORT 
2021 Sports, Fitness, and Leisure 
Activities Topline Participation 
Report 
SI 
Sonoran Institute 
SLIF 
State Lake Improvement Fund 
 
ACRONYM 
DESCRIPTION 
SPLMG 
Superstition Public Land 
Managers Group 
SRPMIC 
Salt River Pima-Maricopa Indian 
Community 
SRP 
Salt River Project 
SRPMIC 
Salt River Pima-Maricopa Indian 
Community 
SSMP 
Strategic System Master Plan 
STAFF 
County Staff, Volunteers, and 
Leadership 
STEM 
Science, Technology, Engineering, 
Arts, and Mathematics 
STMRP 
San Tan Mountain Regional Park 
SUP 
Stand-Up Paddle Board 
SWCC 
Southwest Wildlife Conservation 
Center 
SCRCA 
Spur Cross Ranch Conservation 
Area 
SWOT 
Strengths, Weaknesses, 
Opportunities, and Threats 
System 
Maricopa County Regional Park 
System 
TCF 
The Conservation Fund 
TNC 
The Nature Conservancy 
TNF 
Tonto National Forest 
UMRP 
Usery Mountain Regional Park 
U.S. 
United States 
USFS 
US Forest Service 
UWFP 
Urban Waters Federal Partnership 
VMRA 
Vulture Mountains Recreation 
Area 
WCF 
Wildlife Conservation Fund 
WCMP 
Watercourse Master Plan 
WHC 
Wildlife Habitat Council 
WTMC 
White Tank Mountain 
Conservancy 
WTMRP 
White Tank Mountain Regional 
Park 
WUI 
Wildland Urban Interface

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1      |      PARKS VISION 2030 
 
 
 
 
 
 
 
CHAPTER 1 – INTRODUCTION  
PROJECT BACKGROUND 
Maricopa County (County) has one of the country's largest and most unique regional park  
systems, managed by the Maricopa County Parks and Recreation Department (MCPRD). With 
approximately 120,000 acres, the County's regional park system is rich with natural and cultural 
heritage, attracting nearly two million visitors in 2020. The Sonoran Desert has distinct beauty, natural 
biodiversity, and unique cultural history. The rugged landscape has drawn people to the region for 
centuries and continues to draw people today. Iconic regional landscapes are as diverse as those who 
have lived here and continue to live here.  
 
From the rugged geologic features and the countless Hohokam petroglyphs dotting the canyon walls of 
the White Tank Mountain Regional Park (WTMRP) to the lush riparian habitat of Spur Cross Ranch 
Conservation Area (SCRCA) and its many prehistoric ruins, the land forms our identity as a region. The 
County is home to one of the most diverse ecosystems in the world. The area is also rich in ranching, 
farming, and mining history. Lake Pleasant is located in the northwest valley and provides abundant 
water, which is the lifeblood of central Arizona. MCPRD currently manages eight (8) regional parks, two 
(2) conservation/preserve areas, one (1) education center, two (2) concession parks, and one (1) 
regional park under development (Figure 1). Appendix A reflects an overview map, and Appendix B 
provides a detailed overview of each property in the park system. 
  
The Maricopa County regional park system (System) began in 1953 when the County Board of 
Supervisors (BOS) appointed a park commission to work on a park system master plan. It outlined the 
future needs for a park system and identified challenges it would face due to rapid population growth 
and a decline in the availability of land for dedicated parks. One of the primary goals of the regional 
park system was to preserve the mountain areas for future generations to enjoy.  
 
During the late 1950s and early 1960s, a group of visionaries, including elected leaders and officials 
from federal, state, County, and city governments, along with influential community leaders, worked to 
McDowell Mountain Regional Park – Photo by Kevin Beutner

PARKS VISION 2030      |      2  
develop a comprehensive park system plan to address the future recreational needs of a booming 
region. This information laid the foundation for the Department's first Maricopa County Regional Park 
System Plan (1965 Plan), which the BOS adopted in 1965. The 1965 Plan1 was critical to creating the 
Maricopa County regional park system. Many aspects of the 1965 Plan continue to hold today.   
 
MCPRD expanded on the 1965 Plan in the 2009 Parks and Recreation Strategic System Master Plan 
(2009 SSMP), which focused on many necessary internal and operational strategies. Parks Vision 2030 
(PV 2030), the Department's most recent strategic system master plan, builds on the 2009 SSMP and 
continues the legacy established in 1965. The PV 2030 focuses on looking outside existing park 
boundaries and expanding the lens to include park and open space opportunities across the County to 
serve best the needs of current and future generations.  
 
 
 
 
1 Riggs, L.A., Burns, B.W., Andrews, W.S., O’Neil, R.A., Herrick, J.C., and Huddleston, S.L. (1965).  Maricopa County Regional Park System Plan, 
Maricopa County, Arizona. Retrieved from https://www.maricopacountyparks.net. 
Figure 1- Project Area Map with Existing MCPRD Parks and Trails (2022)

3      |      PARKS VISION 2030 
HERITAGE, IDENTITY, AND LAND 
The 1965 Plan was adopted to move the parks system forward. The System was considered a 
significant contributor to opportunities for a healthy lifestyle for people living and working in the 
burgeoning region and companies interested in doing business there. The 1965 Plan evaluated the 
future of the County's recreational facilities. It accurately reflected the needs and desires of County 
citizens for the proposed System. It incorporated specifications for the entire System through specific 
proposals on park locations, facility standards, and design criteria to prepare a solid, workable 
foundation for creating individual Park Master Plans (PMP). The 1965 Plan also analyzed the regional 
park system's long-range sociological and economic effects. 
 
In the late 1960s and through the early 1990s, MCPRD began using the Recreation and Public Purposes 
Act (R&PP)2 to acquire thousands of acres of parkland from the Bureau of Land Management (BLM) at 
$2.50 an acre. Arizona State Trust Land (ASLD)3 was also patented and acquired during this period. A 
combination of leased and purchased land has allowed the MCPRD to develop a regional park system 
that preserves natural open space for residents and out-of-state visitors.  
 
A high-quality, seamless system of regional parks, open spaces, natural areas, and trails is essential to 
a vibrant and healthy region. A region rooted in its natural and cultural heritage with a vision for the 
future that understands conservation and growth can coexist harmoniously to create a dynamic, 
cherished place. 
 
Due to rapid population growth and reduced open space, the 1965 Plan defined elements of a regional 
park or open space, which are still relevant today.  
 
"A regional park is a large, unspoiled preserve removed from the urban area and protected 
from urban encroachment by a buffer zone. Although located near an urban area, it offers a 
remote setting. Activities in a regional park are generally passive in character, such as hiking, 
walking, horseback riding, picnicking, camping, nature study, and sightseeing. The openness of 
open spaces is preserved, and vegetation is protected. Picnic and camping areas are developed 
with space between to avoid crowding. Development is carefully designed to retain the 
unspoiled character of the landscape." 
 
 
Desirable elements of a regional park included: 
 
Unique topography  
 
Unusual physical phenomenon  
 
Unique plant and animal life  
 
Presence of historical resources and archaeological artifacts  
 
Intimate scenic interest  
 
Abundant acreage to offer individual isolation to disperse picnic and campground development 
 
The establishment of a buffer zone against encroachment on the park perimeter 
 
2 Bureau of Land Management, Department of the Interior Recreation and Public Purposes Act, July 25, 1979. – Retrieved from: 
https://www.govinfo.gov/content/pkg/CFR-2004-title43-vol2/xml/CFR-2004-title43-vol2-part2740-subpart2740.xml.  
3 Arizona State Trust Land Permits, Special Land Use Permits – Retrieved from: https://land.az.gov/applications-permits.

PARKS VISION 2030      |      4  
The 1965 Plan served the County well and built a solid 
foundation for a regional system meeting the needs of a 
rapidly growing region. By 2000, according to U.S. Census 
data, the population in the County was 3,072,149, and 
MCPRD'S System had grown into one of the largest in the 
United States (U.S.). The System contained nine (9) parks and 
over 100,000 acres of protected parkland. The vast majority, 
more than 90 percent, of the parkland was added between 
1965 and 2000. 
 
2009 STRATEGIC SYSTEMS 
MASTER PLAN  
The 2009 SSMP focused primarily on internal operations to enhance the visitor experience and 
reviewed the ability of the System to meet future needs. The 2009 SSMP ensured that: 
 
existing programs, operations, maintenance, and finances were evaluated, 
 
policies were updated,  
 
best practices and benchmark plans were reviewed, and 
 
a full assessment of existing parklands, facilities, and operations was performed.  
 
As a result, MCPRD formalized a 10-year Capital Improvement Plan (CIP)4 and defined implementation 
strategies to continue meeting County citizens' needs. The BOS formally adopted the 2009 SSMP in 
June 2009.  
 
As identified in the 2009 SSMP, the definition of a high-quality park system served as a reference point 
for recommendations. The Plan was developed through an extensive review of the current conditions of 
the System and multiple methods of obtaining public input from County residents on future priorities 
and needs. 
 
The purpose of the 2009 SSMP was to: 
 
Provide a conceptual framework or blueprint to strategically position the MCPRD as the 
recognized leader in delivering regional parks and recreation services, opportunities, 
experiences, and benefits to guide the MCPRD toward the desired future destination. 
 
Create a plan that will set forth the appropriate system structure and policies to guide County 
leadership in meeting the needs of the expanding population for the next 50 years. 
 
Affirm that the County's System will remain one of the finest park systems in the U.S.  
 
According to the 2009 SSMP, a high-quality System provides a benchmark for the future. It comprises 
six major elements:  
 
the vision of a high-quality park and recreation system,  
 
presentation,  
 
value to the community,  
 
operational standards,  
 
maintenance and development standards, and  
 
acquisition standards. 
 
 
4 Capital Improvement Plan, 2009 System Strategic Master Plan. 
Roadrunner, Spur Cross Ranch Conservation 
Area

5      |      PARKS VISION 2030 
In essence, a high-quality MCPRD System is:  
 
A premier conservatory of properties, facilities, and programs that reflect unique and significant 
relevance to the "Arizona Story," the history and heritage, the land and wildlife, and preserving 
the quality of our County's future. The System shall be a responsible steward of public assets 
and resources and protect the quality of visitor experiences.  
 
The steward for preserving aspects of Maricopa County's natural and cultural heritage and 
resources while fostering economic development by providing facilities and services aligned 
with the public's needs and interests. 
 
A representative piece of Arizona's vast and diverse landscape. It is large enough that the 
natural and cultural resource base can be protected, studied, and used as a teaching resource 
for those who seek to understand that location's history.  
 
Provides value to nearby and surrounding communities by celebrating the area's unique natural 
and cultural heritage, offers quality recreational opportunities to residents and visitors, and 
provides economic benefits for businesses in the region by promoting tourism to the area for 
single or multiple-day experiences.  
 
The mission and vision were also updated to reflect the strategic direction of the 2009 Plan. 
 
MISSION AND VISION  
2009 MISSION5 
 
"Our mission, through responsible stewardship, is to provide the highest quality parks, trails, 
programs, services, and experiences that energize visitors and create life‐long users and advocates." 
 
2009 VISION5 
 
"Our vision is to connect people with nature through regional 
parks, trails, and programs, inspire an appreciation for the 
Sonoran Desert and natural open spaces, and create lifelong 
positive memories." 
 
2009 SSMP ACCOMPLISHMENTS  
Over the last 14 years, staff implemented more than 100 strategies 
and actions to strengthen the System, including enhancing the 
MCPRD's fiscal position, improving operations and visitor 
experiences, and acquiring additional parkland. The mission has 
advanced significantly through these strategic actions, including 
great strides in furthering the vision.  
 
Goal Areas included: 
 
Land and Facilities - Develop a diverse, exciting, well-maintained, and sustainable System with 
excellent and adequate facilities, providing various experiences. 
 
5 2009 System Strategic Master Plan, Maricopa County Parks and Recreation Department, Pg. 11 - 
https://www.maricopacountyparks.net/assets/1/6/Maricopa_Strategic_System_MP_-_Final_Report_w_2014_Addendum.pdf.  
Hassayampa River Preserve

PARKS VISION 2030      |      6  
 
Programs - Develop a wide range of age-segmented 
programs to attract visitors, encourage a 
harmonious relationship between humans and 
nature, and increase use. 
 
Operations and Maintenance - Provide quality and 
safe parks that encourage positive use and 
memorable experiences. 
 
Financing and Administration - Create a fiscally-
sustainable System that can maintain parks and 
open space resources in perpetuity. 
 
Some of the significant outcomes by Goal Areas included: 
 
LAND AND FACILITIES 
 
Acquired two new park properties – Hassayampa 
River Preserve (HRP) and Vulture Mountains 
Recreation Area (VMRA) and protected access through acquisition at SCRCA. 
 
Updated three and created two PMPs. 
 
Creation of a Natural Resource Management Program, including a Natural Resource Specialist 
position. 
 
Developed a Natural Resource Management Plan (NRMP). 
 
Completed an Integrated Pest Management Plan. 
 
Developed a wayfinding park signage standard program, and implementation is ongoing. 
 
Updated facility design standards. 
 
Revamped park road standards and guidelines with the Maricopa County Department of 
Transportation (MCDOT) and affirmed via a BOS Resolution. 
 
Completed Phase I of the Maricopa Trail (MT)6 (315 miles) and formally dedicated in November 
2018. 
 
Updated park operation plans. 
 
Completed Economic Impact Assessments in 2014 and 2019 by Arizona State University (ASU)7 
and demonstrated the economic value of the parks on local economies. 
 
Updated the Trail Management Manual8 as a reference point for best practices in trail planning, 
construction, and maintenance within the County trail system.  
 
Creation of a Park Master Plan Amendment Policy and Procedures.  
 
PROGRAMS 
 
Developed Interpretive education standards and lesson plans. 
 
Identified a departmentwide education lead to introduce program diversity, appeal, consistency, 
and quality to programs. 
 
6 Maricopa County Regional Trail System Plan, Maricopa County Trail Commission, August 2004, 
https://www.maricopacountyparks.net/assets/1/6/MaricopaTrailMasterPlan.pdf.   
7  2014 and 2019 Economic Impact of the Maricopa County Parks and Recreation System by D. Chhabra, Ph.D., L He, J. Quansah, and D. 
Larsen, Arizona State University School of Community Resources and Development Watts College of Public Service and Community Solutions 
- https://www.maricopacountyparks.net/about-us/department-studies/. 
https://www.maricopacountyparks.net/assets/1/6/2019_Economic_Impact_Maricopa_County_Parks_and_Recreation_System_ASU_Report_-
_Final.pdf  
8 Trails Management Manual, Maricopa County Parks and Recreation Department - 
https://www.maricopacountyparks.net/assets/1/6/2018_Trails_Management_Training_Manual_Update.pdf.  
Spur Cross Ranch Conservation Area Dragonfly 
Trail Pool

7      |      PARKS VISION 2030 
 
Initiated new programs, such as Go Wild for Flowers, 100 Miles in100 Days Challenge, Paddle 
Fest, Rattlesnake Crawl, Junior Rangers, Leave No Trace, EcoBlitz, and Wag-n-Walk Adoption 
Hikes. 
 
Continued partnership development with national and local organizations.  
 
Established a Marketing Plan and incorporated individual strategies into each park's Operation 
Plans. 
 
Developed a new website to highlight programs and visitor experiences. 
 
Conducted periodic park visitor surveys to assess park visitors' educational value,  program 
needs, and preferences9. 
 
OPERATIONS AND MAINTENANCE 
 
Completed individual Operation Plans. 
 
Developed operations standards and procedures to create consistency.  
 
Established a Volunteer Program, including hiring a Volunteer Coordinator.  
 
Updated Park policies to protect resources, offer better experiences for visitors, create 
consistency and efficiency, increase revenue, and promote innovation. 
 
Completed the Safety Training Plan.  
 
Developed preventative maintenance and life-cycle replacement programs. 
 
FINANCE AND ADMINISTRATION 
 
Established a comprehensive revenue and pricing policy and implemented it to sustain system-
wide operations.  
 
A Point-of-Sale accounting and 
financial management system, 
including online reservations (Figure 
2).  
 
Use cost-of-service to review and 
establish user fees.  
 
Conduct strategic planning yearly. 
 
Congress has introduced legislation 
to allow recreation concessions on 
parkland formerly owned by the 
BLM.  
 
Revised revenue-generating 
contracts, new concessionaires 
added, and concession revenues 
continue to trend upward. 
 
Each park has an operating budget, and the park supervisor maximizes expenditure 
effectiveness. 
 
The MCPRD has generated over 90 percent of its operating budget for the last five years 
through earned revenue. 
 
A 10-year CIP has been developed and is updated annually. 
 
 
9 2018-2019 Maricopa County Parks Visitor Study Final Report, May 2019, M. Budruk, Ph.D., M. Sampson, Arizona State University School of 
Community Resources & Development, College of Public Programs Arizona State University - 
https://www.maricopacountyparks.net/assets/1/6/MCPRD_Visitor_Use_Study_2018-19_Final_ON_LINE_.pdf. 
Figure 2 - Point of Sale Reservation System

PARKS VISION 2030      |      8  
The County has invested significant General Fund (GF) dollars in 
park capital development and major maintenance projects to 
create sustainable and maintainable infrastructure. The 
following list contains examples of these projects: 
 
Sun Circle Trail completion 
 
Renovation of Estrella Mountain Regional Park (EMRP) 
day-use picnic and turf areas 
 
Five new energy-efficient nature centers EMRP, Usery 
Mountain Regional Park (UMRP), Cave Creek Regional 
Park (CCRP), WTMRP, and Lake Pleasant Regional Park 
(LPRP) 
 
Seven new nature-themed playgrounds system-wide - 
(two at UMRP and one at each of the following parks - 
LPRP, EMRP, WTMRP, McDowell Mountain Regional Park 
(MMRP), and CCRP 
 
System-wide picnic ramada and restroom renovations 
and upgrades 
 
Electrical system replacement and upgrades in the 
following areas: LPRP Bajada Campground; UMRP 
Campground and Archery Range; WTMRP Family 
Campground; and EMRP electrical service sections 
 
Multi-boat docking facility for government agencies 
 
New campgrounds at CCRP and WTMRP 
 
Water and sewer system major maintenance 
 
HRP Master Plan improvements 
 
LPRP's Agua Fria Conservation Area restoration and development 
 
VMRA Master Plan, design and engineering 
 
LPRP trail system 
 
Installation of electrical services at Buckeye Hills Regional Park (BHRP) 
 
El Rio Watercourse Master Plan at EMRP 
 
The 2009 SSMP achieved many outstanding accomplishments. However, many tactics will require an 
ongoing effort to continue to achieve success, and several strategic objectives and tactics still need 
work. Therefore, while several strategies and tactics are no longer valid or deemed unachievable, others 
need consideration. These include: 
 
Analyzing and prioritizing future parkland needs based on sound science and planning analysis. 
 
Planning for and expanding a regional trail system, including additional community connectivity. 
 
Including diverse audiences in community outreach in all planning, management programming, 
and park development efforts. 
 
Updating both facility design and park maintenance standards. 
 
Formalizing and strengthening the employee and volunteer safety program with County Risk 
Management. 
 
Seeking new partnership opportunities with other governmental agencies, non-profits, and the 
private sector. 
 
Strengthening business planning and revenue generation opportunities. 
 
Assessing new or revised programs to enhance the visitor experience and increase park 
visitation.  
 
Improving and broadening park and program marketing efforts. 
Estrella Mountain Regional Park 
Playground

9      |      PARKS VISION 2030 
 
Automating across all functional areas where feasible. 
 
Enhancing the volunteer program to expand resource management efforts and visitor services. 
 
Strengthening employee communication and training efforts. 
 
Updating remaining PMPs older than 15 years and continuing to update all PMPs regularly. 
 
Completing Park development projects as outlined in PMPs on a timely schedule. 
 
Completing individual park natural resource management plans. 
 
Developing a comprehensive grant solicitation program. 
 
Developing a stable capital improvement, land acquisition, and major maintenance-funding 
source. 
 
Developing a new user-friendly and efficient maintenance management system. 
 
Encouraging the use of green infrastructure where possible. 
 
Expanding resource stewardship efforts. 
 
MARICOPA COUNTY PARKS AND RECREATION 
STRATEGIC SYSTEM MASTER PLAN ADDENDUM 
201410 
Following significant successes of the 2009 SSMP, an addendum occurred in 2014 to reflect the 
completion of tasks and to call out new trends and issues, which were concurrently pursued and listed 
below: 
 
Arizonan's value parks, trails, and open space 
 
Increasing need for stewardship, conservation, and restoration 
 
Growing supply and competitive advantage 
 
Economic development opportunities 
 
Developing and managing an expanding park system 
 
Expanding recreation opportunities 
 
It also gave direction for refocusing existing goals from the 2009 
SSPM towards specific tactics to produce more meaningful 
results.  
 
MARICOPA COUNTY'S 
COMPREHENSIVE PLAN - 
VISION 2030 
Maricopa County also prepares for exponential population growth 
by developing a comprehensive plan every ten years to coordinate 
county citizens' present and future needs. In January 2016, the 
Maricopa County BOS approved the Maricopa County Vision 2030 
 
10 2014 Strategic System Master Plan Addendum 2014, Maricopa County Parks and Recreation Department, 
https://www.maricopacountyparks.net/assets/1/6/Maricopa_Strategic_System_MP_-
_Final_Report_w_2014_Addendum.pdf 
Maricopa County's Vision 2030 
Comprehensive Plan

PARKS VISION 2030      |      10  
Comprehensive Plan (MCV 2030 ).11 It forecasts future open space needs, identifies strategies to 
preserve and acquire open space as necessary, and integrates open space on a regional basis. The 
MCPRD Vision 2030 Plan fulfills the open space element of the County's Comprehensive Plan as 
required by Arizona Revised Statute (ARS) §9-461.05).  
 
It ensures that regional leadership promotes environmental quality, including preserving open space, 
parks, and recreation lands. The open space element also provides protection and expansion of the 
System in proportion to population growth.  
 
Below are key elements, goals, and policies from MCV 2030 that strongly align with PV 2030 and lay 
the foundation to integrate park system planning under the broader umbrella of current and future 
county comprehensive planning efforts.  
 
OPEN SPACE - OVERVIEW 
The Open Space element recommends ways to increase the amount, quality, and variety of open 
spaces in unincorporated areas and design ways to link to existing parkland.   
 
OPEN SPACE GOALS   
 
Goal 1:  Provide regional leadership to promote environmental quality, including preserving 
open, natural park and recreation lands.  
 
Goal 2:  Protect and expand the regional park system proportionately with population growth.  
 
Goal 3: Build the Maricopa Trail and the Maricopa County Regional Trail System by working with 
municipalities to connect the trail system to their park and preserve systems.   
 
LAND USE - OVERVIEW 
Sensible, balanced, and economically efficient land-use patterns are essential to successfully plan long-
term growth and provide residents with a balanced quality of life.  
 
LAND USE GOALS   
 
Goal 2:  Provide regional leadership on land use issues.  
 
Goal 3:  Protect public health, safety, and well-being.   
 
ENVIRONMENTAL - OVERVIEW 
Maricopa County's unique and scenic desert setting is one of the reasons why so many people choose 
to live here and why protecting it is a high priority. 
 
ENVIRONMENTAL POLICIES 
 
Policy 1:  Provide regional leadership to promote all aspects of regional environmental quality.  
 
Policy 4:  Support innovative project design and development that protects important animal 
habitats and migration corridors.  
 
Policy 8:  Support flexible zoning techniques to keep new development below the 15 percent 
hillside slope and protect riparian areas.  
 
11  Maricopa County Vision 2030 Comprehensive Plan, J. Rich, D. Stark, D, Gerard, M. Holm, January 2016, 
https://www.maricopa.gov/DocumentCenter/View/3786/Vision-2030-Maricopa-County-Comprehensive-Plan-PDF.

11      |      PARKS VISION 2030 
TRANSPORTATION - 
OVERVIEW 
A functional and high-quality transportation 
system is necessary to move people and 
products efficiently. Moreover, it is essential 
for an economically competitive region.  
 
TRANSPORTATION POLICIES  
 
Policy 5: Maricopa County supports 
alternative transportation in the design 
of urban development, including the 
MT and related trail connections, the 
MAG Bikeways Plan,12 Park-and-
ride/public transit facilities, and other appropriate multi-modal practices (Figure 3).  
 
Policy 14: Maricopa County supports roadway planning that promotes identified scenic 
corridors, wildlife connectivity, and linkages.  
 
ECONOMIC GROWTH - OVERVIEW 
The global economy means business, industry, and the workforce are more mobile than ever. 
Therefore, it is essential to recognize that other places in the U.S. and worldwide have advantages and 
characteristics that rival Maricopa County. The "New Economy" requires that communities continuously 
find new and innovative ways to compete for economic growth, new capital, and knowledge workers. 
Since the quality of the place is such an important factor in competing effectively, the County must 
focus on providing the amenities, features, and characteristics that create the quality places that 
knowledge industries and knowledge workers demand. 
 
ECONOMIC GROWTH GOALS  
 
Goal 1:  Contribute to an effective regional economy.  
 
Goal 2:  Have a diverse and balanced economy to promote long-term economic stability and 
economic resiliency.  
 
Goal 3:  Attract a variety of industries from basic sector clusters and the workers needed to 
compete in the new economy where the quality of place and quality of life matters when 
attracting and retaining employers and employees.  
 
PURPOSE: PARKS VISION 2030 
PV 2030 builds on the 2009 SSMP and incorporates the legacy established in 1965 in conjunction with 
supporting the MCV 2030. The current planning effort focuses on looking outside existing park 
boundaries and expanding the lens to include park and open space opportunities across the County.  
 
 
 
 
12 Maricopa Association of Governments Bikeways - https://azmag.gov/Programs/Maps-and-Data/Bikeways.  
Figure 3 - Maricopa Association of Governments Bikeways Map

PARKS VISION 2030      |      12  
The PV 2030 Plan will help to 
ensure that:  
 
 
Planning protects and 
conserves high-quality, 
natural desert places. 
 
Planning promotes 
transparency, 
engagement, and 
partnerships. 
 
Planning connects 
people and nature 
through outdoor 
recreation 
opportunities. 
 
The PV 2030 Plan aims to 
identify the qualities and characteristics of a high-quality regional system and define the critical 
elements (Figure 4) needed to energize and engage in action toward success. Some of these qualities 
and attributes include: 
 
 
Identifying landscapes of a significant size to accommodate both people and nature. 
 
Providing diverse landscapes representing the various ecosystems that make up the County. 
 
Preserving a significant piece of our natural and cultural heritage. 
 
Providing ample opportunities to improve both mental and physical health through nature. 
 
Increasing economic development opportunities related to natural and cultural resources. 
 
Enhancing environmental sustainability through watershed and natural resource management. 
 
Designing a system of connected natural resources, including all entities and communities with 
a vested interest in natural resources. 
 
Providing parks, preserves, open spaces, and well-planned trails designed and managed with 
ample input and oversight from citizens. 
 
Ensuring acquisition and development are done at an appropriate scale and cost-conscious. 
 
Providing a sense of place and belonging. 
 
Supporting a system that is a point of pride for residents and revered by visitors. 
 
Providing parks that are actively programmed to provide interpretive education, health and 
wellness, regional history, outdoor recreation, and leisure opportunities. 
 
Protecting our County parklands for future generations and expanding the park system ahead of 
population growth. 
 
Ensuring inclusion and diversity, seeking new and unique opportunities for access by all. 
 
Focusing on outcomes and benefits for the community, citizens, and region, including physical 
and mental health and community cohesiveness. 
 
PLAN ELEMENTS: PARKS VISION 2030 
To guide the direction of the PV 2030, MCPRD conducted a park visitor survey, reviewed secondary 
data sources, and generated preliminary input among staff and stakeholders. As a result, PV 2030 
evolved into six essential growth-related elements that affect the future System and guide further 
discussion during the plan development. Each element identifies critical issues shaping the goals and 
policies MCPRD uses to make informed and effective decisions. The following is a brief description of 
Figure 4 - Plan Elements/Guiding Principles

13      |      PARKS VISION 2030 
these elements, which 
concentrate on both people and 
place. Protecting important 
landscapes or places for people 
to enjoy and recreate is the 
Department's backbone function. 
These elements, in support of the 
MCV 2030  elements, provide the 
initial framework for this 
planning effort and will inform 
MCPRD's analysis and future 
decisions:   
 
PEOPLE 
COMMUNITY HEALTH 
AND WELL-BEING 
There are personal and financial 
benefits to improving health and 
well-being. With the rising costs 
associated with chronic diseases, 
encouraging a healthy lifestyle is 
fundamental for communities. Similarly, the PV 2030 recognizes that parks, open spaces, and trails 
offer vast opportunities to improve the health and well-being of the County's citizens.  
  
QUALITY OF LIFE AND THE NEW ECONOMY 
Within the PV 2030, providing quality places is essential for citizens, and plays an important role in 
economic health. It enhances employment opportunities near where people live, helping new 
businesses and supporting industries that develop in suburban and rural areas. In addition, it supports 
creating a robust economy by attracting and retaining knowledge-based employees and employers 
while providing opportunities for expanded tourism. 
 
EXCEPTIONAL VISITOR EXPERIENCE 
Creating memorable visitor experiences through well-designed facilities, friendly customer service, and 
engaging programming is critical in developing life-long users. Everything that visitors do, think, sense, 
and feel in a park constitutes their park experience. Quality experiences may be influenced by 
interpretive media or activities, facilities, and design or by just getting out of the way and giving visitors 
perceived freedom to interact with the natural environment. 
 
PLACE 
PRESERVING REGIONAL NATURAL HERITAGE 
PV 2030 recognizes that residents place a high value on the Sonoran Desert heritage. Therefore, 
protecting quality outdoor spaces for future enjoyment and other vital benefits such as flood control, 
wildlife habitat, and heat mitigation is critical amidst rapid population growth.   
 
Maricopa County’s regional parks offer park visitors a wide variety of 
activities and services

PARKS VISION 2030      |      14  
SUSTAINING AND MAINTAINING PARK 
RESOURCES 
PV 2030 intends to maintain, improve, and restore existing parks and 
natural resources, allowing visitors to enjoy a quality experience. 
Doing so will protect assets from deterioration and costly future 
repairs and increase carrying capacity.  
 
CONNECTED LANDSCAPES AND TRAILS 
CONNECTIVITY 
PV 2030 emphasizes the importance of connected landscapes and 
trail connectivity through natural and trail corridors. These 
landscapes allow wildlife and people to move between larger 
landscape blocks, significantly enhancing the open space system's 
ecological viability and connecting our communities.  
 
THE PICTURE COMES INTO FOCUS  
Based on all of the preliminary data and input collected, including 
guidance from the MCV 2030, it is clear that the system faces many challenges. Still, the root cause is 
the continued rapid expansion of the population in the region. The most significant influence impacting 
the current and future needs of and for regional open space parks and trails is a rapidly growing 
population and rapid development of land to accommodate the new people. This growth has occurred 
over an extended period and will continue relatively constant into the foreseeable future. 
 
The main growth drivers are employment, climate, and abundant natural resources/open spaces 
enticing employees and employers. The Sonoran Desert environment drives growth and economic 
prosperity and is vital in maintaining a healthy and sustainable region. To make our growing area 
desirable, we must support the quality of life that makes our region, our home, desirable. 
 
 
San Tan Mountain Regional Park 
Crested Saguaro

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BLANK.

PARKS VISION 2030      |      15  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
CHAPTER 2 – EXISTING AND FUTURE 
CONDITIONS 
 
This chapter will review County residents' current land use and demographics to help paint a picture of 
who lives here, revealing helpful information for the park and recreational planning. The MCPRD's 
structure has evolved in response to these changes by developing unique park resources and 
necessary amenities.  
 
LAND USE  
Maricopa County has grown rapidly since the 1960s after completing the first System Master Plan. As 
seen from the projected trends chart below (Figure 5) from the 1965 Plan, the projections were not far 
from what the County population would become in the 20th and 21st centuries. For example, the amount 
of land devoted to urban development almost tripled between 1975 and 1995!"13  
 
13 Knowles-Yánez, K., Moritz, C., Fry, J., Redman, C.L., Bucchin, M., McCartney, P.H. (1999). Historic Land Use Team: Phase I Report On 
Generalized Land Use. Central Arizona – Phoenix Long-Term Ecological Research Contribution No. 1. Pg. 13. Retrieved from 
https://static.sustainability.asu.edu/docs/caplter/contributions/HistoricLandUse_Color.pdf. 
Cave Creek Regional Park – Michelin Man

16      |      PARKS VISION 2030 
In 1965, there was a sense of urgency for increased services - not just fire, police, utilities, highways, 
and schools, but also parks and recreation. "While these other services are somewhat flexible and can 
be provided after the fact of population explosion, parks and recreation perish if not planned decades 
into the future."14 A true statement today and is as vital as the County continues to be one of the 
fastest-growing counties in the nation (Figure 5).15 The 1965 Plan states, "Land, that priceless condition 
precedent to a park system, must be acquired and set aside before it becomes forever unattainable due 
to commercial and residential development."16 As growth continues and development expands into 
previously undisturbed native landscapes, it is essential to utilize all resources available to protect 
natural resources, which will help create places that thrive by balancing People and Place.  
Careful regional and local planning will be necessary to reduce impacts on the environment, parks, and 
natural areas by protecting habitat and avoiding fragmented wildlife and river corridors. Appendix C 
provides an overview of regional plans throughout the valley. 
HOUSING 
The need for affordable housing is fueling the growth in the valley, specifically in the western and 
eastern edges of the region. In the West Valley, new construction can be seen following the alignment 
of the Loop 303 expansion and to the east along Interstate 10 into Pinal County. Plans for new housing 
communities put on hold during the Great Recession have reemerged. However, home prices have 
skyrocketed in the Phoenix region as demand for the available stock of homes is outpacing the 
construction of new homes, which appears will continue. 
14 Riggs, L.A., Burns, B.W., Andrews, W.S., O’Neil, R.A., Herrick, J.C., and Huddleston, S.L. (1965).  Maricopa County Regional Park System Plan, 
Maricopa County, Arizona. Retrieved from https://www.maricopacountyparks.net. Volume 1, pg. 3. 
15 12 News, (2021). Maricopa County is the fastest – growing county in the US, report says. Retrieved from 
https://www.12news.com/article/news/local/valley/maricopa-county-the-fastest-growing-county-in-the-us-report-says/75-5e414a43-ffcb-
4aa6-9092-906108f74a5e.  
16 Riggs, L.A., Burns, B.W., Andrews, W.S., O’Neil, R.A., Herrick, J.C., and Huddleston, S.L. (1965).  Maricopa County Regional Park System Plan, 
Maricopa County, Arizona. Retrieved from https://www.maricopacountyparks.net. Volume 1, pg. 3. 
POPULATION 
TRENDS 
1965 Projected 
population: 5.1M 
2020 Actual 
population: 4.4M 
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2008 2020 2030
MARICOPA COUNTY 
POPULATION TRENDS
Figure 5 - Population Trends for Maricopa County 1900-2030

PARKS VISION 2030      |      17 
WATER RESOURCES 
Arizona has been in some stage of drought 
since 1994.17 Although Arizona has been 
planning for drought conditions for years, the 
challenges relating to water resources will 
continue (Figure 6). In 2022, the federal 
government instituted a Tier II Water 
Shortage due to the extended period of 
drought in the southwest.   
The System's water use is low compared to 
city parks. However, low-impact development 
and green infrastructure measures are good 
options to demonstrate best management practices. 
RIVER CORRIDORS – FUTURE PARKLANDS 
Existing river conditions across the valley vary widely depending on their location and proximity to 
existing cities. On the County's outer reaches, much of the natural area of the rivers remain close to 
their natural state, with few exceptions experiencing minor sand and gravel mining operations or lying 
in proximity to power production facilities.  
Towards the urbanized populace of the metropolitan area, we begin to see some work done by different 
municipalities and agencies to preserve the rivers or use them for recreational purposes. An abundance 
of sand and gravel mining operations extends into the riverbed and the floodplain of those rivers to 
provide aggregate needs. It is where residential, commercial, and industrial are the most intermingled in 
uses but remain scattered and disconnected from the entire network due to abrupt mining operations 
near the riverbeds. As mining is exhausted or transportation costs no longer make mining economically 
feasible, there is an opportunity for the reclamation and revitalization of the river corridors. Two 
examples of efforts to bring life and vitality back to the river corridors include: 

The Rio Reimagined Project (RR), a Federally designated Urban Waterway, has focused on
restoring the Salt River to a more natural state so it can continue flowing through the heart of
the Phoenix.

The Aqua Fria Watercourse Master Plan encouraged partnerships between mining interests to
create a recreational corridor while maintaining mining outside the river.
TRANSPORTATION 
Across the region, agencies are also supporting the developing multi-modal infrastructure due to 
roadway overcrowding and air quality concerns. The MAG Active Transportation Plan (ATP)18 aims to 
shift the valley's culture from car-centric to people-centric, creating a happier, healthier, and more 
economically competitive region.  
17 Arizona Department of Water Resources (n.d.). Drought Frequently Asked Questions. Retrieved from https://new.azwater.gov/drought/faq.  
18 Maricopa Association of Governments (2020).  Active Transportation Plan. Retrieved from 
https://azmag.gov/Programs/Transportation/Active-Transportation/Active-Transportation-Plan.  
Figure 6 - Arizona’s Water Supplies. Source: Arizona Water Facts. 
Retrieved from https://bit.ly/AZWaterSupplies.

18      |      PARKS VISION 2030 
Through future regional trail planning and coordination with area cities, it is also important for the 
County to promote modes of active and multi-modal transportation options as the population grows 
and methods of transportation change. Providing active transportation infrastructure ensures resiliency 
in the future.   
 
COMMUNITY HEALTH AND WELLNESS  
According to the MAG ATP, 64 percent of Maricopa County residents are obese or overweight.  
 
"Being physically active is one of the most important steps people can take to improve their 
health. Numerous studies have identified increasing physical activity levels as an effective 
strategy for reducing risks for chronic disease and associated it with reducing the risk of 
being overweight/obese, high blood pressure, diabetes, coronary heart disease, some 
cancers, depression, and more.19  
 
 
Ultimately, park and land use planning aim to 
provide residents with the elements of a 
healthy community (Figure 7). MCPRD can 
assist in this effort by continuing to provide 
quality parks, trails, open spaces, and 
recreational opportunities to help address 
health equity and resiliency.  
 
OPEN SPACE  
"Open space" means land that is generally 
free of land uses that would jeopardize the 
conservation and open space values of the 
land or development that would obstruct the 
scenic beauty of the land from ARS §37-
311.3. Fortunately, ARS §11-935.01 supports 
open space land acquisition states:  
 
 
"The acquisition of interests or rights in real property for the preservation of open spaces or 
areas constitutes a public purpose for which public funds may be expended or advanced. For 
the purposes of this section, "open space lands or open area" means any space or area 
characterized by great natural scenic beauty or whose existing openness, natural condition or 
present state of use, if retained, would maintain or enhance the conservation of natural or 
scenic resources, or the production of food and fiber."20   
 
While housing, commercial, and other land uses continue, there is a need to protect public access to 
mountains, rivers, and open space areas and improve connections to regional parks and trails.  
 
19 Maricopa Association of Governments (2020).  Active Transportation Plan, Pg. 3. Retrieved from 
https://azmag.gov/Programs/Transportation/Active-Transportation/Active-Transportation-Plan. 
20 Thomson Reuters, Arizona State Legislature, Arizona Revised Statute 11-935.01. Open Space Land Acquisition. Retrieved from 
https://www.azleg.gov/viewdocument/?docName=https://www.azleg.gov/ars/11/00935-01.htm.  
Figure 7 – Shifting the Health Paradigm: Elements of A Healthy 
Community. Source: Vitalyst Health Foundation.

PARKS VISION 2030      |      19  
DEMOGRAPHICS OF MARICOPA COUNTY 
With over 4.4 million residents 
in 2020, Maricopa County is 
one of the most populous 
counties in the U.S., 
encompassing well over half 
of the state's population 
(61.81 percent)21. With no 
slow-down in growth over the 
coming years, the County 
anticipates becoming the third 
most populous county in the 
country, just behind Los 
Angeles County in California 
and Cook County in Illinois.  
 
According to the Census 
Bureau data, Phoenix was "the 
fastest-growing big city in the U.S. between 2010 and 2020, adding 163,000 more residents".22 Buckeye 
and Goodyear in the West Valley were among the ten fastest-growing U.S. cities in the past decade.23 
 
The prominent rise in population growth is due to an influx of people from other parts of the country 
coming to Arizona. There has been an exodus of residents from California to neighboring states as 
people search for more affordable places to live. Much of the migration started with the 2020 
pandemic but was also occurring prior.24 
 
According to the Arizona Office of Economic Opportunity, projections estimate a 15.1 percent change 
in population within the County between 2020-2030, adding approximately 670,000 residents (Figures 8 
and 9).25  
 
POPULATION 
 
 
 
 
 
 
 
 
 
Location 
 
 
1920 
 
 
1960 
 
 
1970 
 
 
20000 
 
 
2010 
 
 
2020 
Percent 
increase 
since 1920 
United States 
106,000,000 
179,000,000 
203,392,031 
281,421,906 
308,745,538 
329,500,000 
310.85% 
Arizona 
334,000 
1,302,000 
1,745,944 
5,130,632 
6,392,017 
7,151,502 
2141.17% 
Maricopa County 
90,000 
664,000 
971,228 
3,072,149 
3,817,117 
4,420,568 
4911.74% 
Phoenix 
29,000 
439,000 
581,562 
1,326,997 
1,445,632 
1,608,139 
5545.31% 
Figure 9 - Population and Housing Unit Estimate Tables1 
 
21 United States Census Bureau (2020). Quick Facts Tables. Retrieved from 
www.census.gov/quickfacts/fact/table/maricopacountyarizona.AZ/PST045222. 
22 Shapiro, D. (2021). Arizona among top states in population growth from 2020 to 2021. KTAR News 92.3 FM. Retrieved from 
https://ktar.com/story/4821017/arizona-among-top-states-in-population-growth-from-2020-to-2021/.  
23 Movebuddah (2022, June). 5 of 10 fastest-growing Arizona cities are in the West Valley. AZ Big Media. Retrieved from 
https://azbigmedia.com/business/5-of-10-fastest-growing-arizona-cities-are-in-the-west-valley/. 
24 CBS Bay Area. (2021, January 6). California Exodus: Study Shows State Among Top 5 Showing Largest Outbound Migration. Retrieved from 
https://www.cbsnews.com/sanfrancisco/news/california-exodus-top-5-largest-outbound-
migration/?msclkid=702edf33c69711ec9d90afb98067cff6  
25 Chang, J., (2021, June). Demographic Trends in Arizona. Arizona Office of Economic Opportunity. Retrieved from 
https://irc.az.gov/sites/default/files/meeting-files/State%20Demographer%27s%20Presentation.pdf.  
4,586,400
5,107,747
5,712,017
6,196,023
6,414,083
5,040,400
5,723,900
6,532,900
7,180,300
7,473,600
0
1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000
2022
2030
2040
2050
2055
FUTURE POPULATION PROJECTIONS
Phoenix MSA*
Maricopa County
Figure 8 - Arizona State and County Population Projections: 2022 to 2055

20      |      PARKS VISION 2030 
Figure 11- 2055 Total Population - MAG 2019 Socioeconomic Projects – Regional Analysis Zone (based on density) 
Figure 10 - 2020 Total Population - MAG 2019 Socioeconomic Projects – Regional Analysis Zone (based on density)

PARKS VISION 2030      |      21  
The County expects the population to increase to over five million in 2030 and up to 6.4 million in 
2055.26 
 
Phoenix's Metropolitan Statistical Area (MSA) includes all of Maricopa County and neighboring parts of 
Pinal County. This area expects significant growth of up to 7.5 million people by 2055.27 In addition, 
Figure 10 shows the total population density for the region in 2020. Figure 11 demonstrates how the 
region's population density will change by 2055. Population growth in the entire West Valley is most 
notable. Population growth is likely around the Lake Pleasant area and the northwest valley.28 
 
AGE 
The 2019 median age in Maricopa County was 36.4 years, an increase from previous years.29 More 
notably, in 2010 when the median age was 34.1 years, indicating an aging population with 
approximately 15.5 percent of the population 65 and over age group being the fastest growing age 
group in Arizona, increasing 47.3 percent between 2010-2020.30 As a comparison, today, persons under 
18 make up almost a quarter of the population at 23.0 percent, with 5.7 percent being under five (Figure 
12).  
 
26 Maricopa Association of Governments (2019). Socioeconomic Projections for Maricopa County. Retrieved from 
https://azmag.gov/Programs/Maps-and-Data/Population-Housing/Socioeconomic-Projections/v/638228081750067323 
27 Maricopa Association of Governments. Socioeconomic Projections. https//azmag.gov/Programs/Maps-and-Data/Population-
Housing/socioeconomic-Projections. A 
28 Ayers, J. (2019, June). 2019 Socioeconomic Projections. Retrieved from https://geo.azmag.gov/maps/projections/. 
29 United States Census Bureau (2019). American Community Survey. S0101 Age and Sex. Retrieved from  
https://data.census.gov/table?q=maricopa+county+az&t=Age+and+Sex&g=010XX00US_040XX00US04&tid=ACSST5Y2019.S0101 
30 United States Census Bureau (2010). American Community Survey. S0101:AGE and SEX. Retrieved from 
https://data.census.gov/table?q=maricopa+county+az&t=Age+and+Sex&g=010XX00US_040XX00US04&tid=ACSST5Y2010.S0101  
Figure 12 - 2021 Maricopa County Age and Sex Demographics 
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
0-4
5-9
10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84
85+
2021 MARICOPA COUNTY 
AGE AND SEX DEMOGRAPHICS
Female
Male

22      |      PARKS VISION 2030 
RACE AND 
ETHNICITY 
Most of the population in 
Maricopa County is white, 
accounting for nearly 77.63 
percent – (Figure 13).31 
People, who identify as 
Hispanic or Latino, make up 
31.4 percent of the 
population (Figure 14).32 
Black or African American 
residents account for 5.63 
percent33, while Asian 
residents account for 4.19 
percent34. American Indians 
and Alaska Natives 
comprise about 1.98 
percent35, with Native 
Hawaiian and Other Pacific 
Islanders representing 0.22 
percent36 of the 
population.  
 
 
31 United Census Bureau (2019). American Community Survey. B01001ASEX BY AGE (WHITE ALONE). 2019: ACS 5-Year Estimates Detailed 
Tables. Retrieved 
Afromhttps://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001A 
32 United Census Bureau (2019). American Community Survey. B01001I Sex by age (Hispanic or Latino). 2019:ACS 5-Year Estimates Detailed 
Tables. Retrieved from 
https://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001I 
33 United Census Bureau (2019). American Community Survey. B010001B Sex by Age (Black or African American Alone). 2019: ACS 5-Year 
Estimates Detailed Tables. Retrieved from 
https://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001B 
34 United Census Bureau (2019). American Community Survey. B01001D Sex by Age (Asian Alone). 2019: ACS 5-Year Estimates Detailed 
Tables. Retrieved from 
https://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001D 
35 United Census Bureau (2019). American Community Survey. B01001C Sex by Age (American Indiana and Alaska Native Alone). 2019: ACS 
5-Year Estimates Detailed Tables. Retrieved from 
https://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001C 
36 United Census Bureau (2019). American Community Survey. B01001E Sex by Age (Native Hawaiian and other Pacific Islander Alone). 2019: 
ACS 5-Year Estimates Detailed Tables. Retrieved from 
https://data.census.gov/table?q=Maricopa+County,+Arizona,+Ethnicity&t=Race+and+Ethnicity&y=2019&tid=ACSDT5Y2019.B01001E 
 
POPULATION BY RACE IN 
MARICOPA COUNTY
White alone: 3,360,305 (77.63%)
Black or African American alone:
243,640 (5.63%)
American Indian and Alaska Native
alone: 85,876 (1.98%)
Asian alone: 181,352 (4.19%)
Native Hawaiian and Other Pacific
Islander alone: 9,694 (0.22%)
Some other race alone: 288,830
(6.67%)
Two or more races: 159,113 (3.68%)
Figure 13 - 2019 United Census Bureau Data Based on 5-Year Estimates

PARKS VISION 2030      |      23  
LANGUAGE 
The County is diverse, 
with many different 
languages spoken 
among its residents. 
Currently, English is the 
dominant language 
spoken by residents, with 
a sizeable portion also 
speaking Spanish. More 
than 800,000 residents 
speak Spanish in the 
County, making up 20.4 
percent of the 
population.37 Fluent 
Spanish speakers who 
speak English fluently 
also account for 67.9 
percent.37However, for individuals who speak Spanish, 32.8 percent37 speak English less than very well, 
with most being 65 and older (48.6 percent)37, indicating that these residents speak primarily Spanish 
with little knowledge of English.  
 
HOUSEHOLD INCOME 
The County median household income is $64,46838, slightly higher than the statewide median 
household income of $58,945.38 Approximately 13.8 percent39 of County residents live in poverty, 
somewhat lower than the 15.1 percent40 statewide.  
 
With a median household income slightly higher than the national average of $62,84341, followed by a 
historically lower cost of living, it is said that Maricopa County is attractive to those looking for a place 
where their disposable income would be greater. However, a significant segment of the 25.4% 
population (25.4 percent) errands less than $35,000, which may make it difficult to pay or have 
adequate time for recreation opportunities.  
 
 
 
 
 
37 United Census Bureau (2019). American Community Survey. S1601 Language Spoken at Home. 2019: ACS 5-Year Estimates Detailed 
Tables. Retrieved from https://data.census.gov/table?q=Maricopa+County,+Arizona,+Spanish+Speaking&y=2019&tid=ACSST5Y2019.S1601. 
38 United Census Bureau (2019). American Community Survey. S1901 Income in the Past 12 Months. 2019: ACS 5-Year Estimates Detailed 
Tables. Retrieved from https://data.census.gov/table?q=household+income+in+maricopa+county,+AZ+in+2019&tid=ACSST5Y2019.S1901. 
39 United Census Bureau (2019). American Community Survey. S1701 Poverty Status in the Past 12 Months. 2019: ACS 5-Year Estimates 
Detailed Tables. Retrieved from https://data.census.gov/table?q=lives+in+poverty+maricopa+county,+AZ+in+2019&tid=ACSST5Y2019.S1701 
40 United Census Bureau (2019). American Community Survey. S1701 Poverty Status in the Past 12 Months. 2019: ACS 5-Year Estimates 
Detailed Tables. Retrieved from https://data.census.gov/table?q=lives+in+poverty+AZ+in+2019&tid=ACSST5Y2019.S1701 
41 United Census Bureau (2019). American Community Survey. S1901 Income in the Past 12 Months. 2019: ACS 5-Year Estimates Detailed 
Tables. Retrieved from https://data.census.gov/table?q=united+states+household+income&tid=ACSST5Y2019.S1901 
TOTAL POPULATION: HISPANIC OR LATINO
Not Hispanic or Latino:
2,987,250 (69%)
Hispanic or Latino (of any
race): 1,341,560 (31%)
Figure 14 - Total Population - Hispanic or Latino

24      |      PARKS VISION 2030 
TECHNOLOGY  
Approximately 95.7 percent42 of households have a computer, and 90.2 percent43 have a broadband 
Internet subscription. The data is similar across the state, with about 94.4 percent42 of households with 
a computer and 88.2 percent43 with broadband Internet subscriptions.  
 
MCPRD must consider how to utilize technology to bring visitors to the parks and uphold the parks' 
primary purpose: to provide an escape from the urban, modern, and technological society.  
 
INDIVIDUALS WITH DISABILITIES  
Approximately 480,232 households (11.2 percent) have one person living with a disability in Maricopa 
County.44 The 2022 Arizona Statewide Comprehensive Outdoor Recreation Plan (SCORP) states, 
"Currently, 13 percent of Arizonans live with a disability." The National Recreation and Park Association 
(NRPA) has emphasized the need for equity for those with disabilities by ensuring access to parks, 
trails, and recreation. As the County's population ages, individuals with disabilities who need 
accommodations to experience the outdoors will likely grow.     
 
COUNTY PARKS OVERVIEW 
 
ORGANIZATIONAL 
STRUCTURE  
While the regional park system is vast, 
there is a crew of roughly 98 full-time 
employees, four temporary employees, 
and many volunteers (Figure 15).  
 
The organizational structure is three 
divisions: 
1. Office of the Director 
2. Parks Operations Division 
3. Administrative Division 
 
Park Headquarters houses many 
financial and administrative functions, 
including a natural resource and 
souvenir program. Each park has a 
supervisor, administrative support, and 
multiple maintenance levels. In addition, 
a centralized education base supports the 
education center and parks. Finally, construction and trail teams support all of the parks.  
 
42 United States Census Bureau. (2021) QuickFacts. United States; Maricopa County, Arizona. Households with a computer, percent, 2017-
2021.  Retrieved from https://www.census.gov/quickfacts/fact/table/AZ,maricopacountyarizona/COM100221 
43  United States Census Bureau. (2021) QuickFacts. United States; Maricopa County, Arizona. Households with Internet Subscriptions, 2017-
2021.  Retrieved from https://www.census.gov/quickfacts/fact/table/AZ,maricopacountyarizona/COM100221 
44  United States Census Bureau. (2021). American Community Survey. S1810 Disability Characteristics. 2019: ACS 5-Year Estimates Subject 
Tables. Retrieved from https://data.census.gov/table?q=disability+in+maricopa+county,+az&g=010XX00US&tid=ACSST5Y2019.S1810 
Figure 15 - Maricopa County Parks and Recreation Organizational Chart

PARKS VISION 2030      |      25 
In addition, a volunteer program with a coordinator and approximately 210 core volunteers assist 
respective parks. These volunteers, also known as park hosts or community volunteers, are often 
interchangeable with park staff and perform similar functions. Also, 50 service volunteers serve various 
functions as advocates, episodic volunteers, docents, probation/community service, or site stewards. 
In Fiscal Year (FY)21, MCPRD recorded 95,170 volunteer hours—a financial impact of $2,420,173. In 
addition, the parks held 66 special days of service events, which provided local community members 
with the opportunity to volunteer and learn more about maintaining their public lands.     
MARICOPA COUNTY PARKS AND RECREATION COMMISSION 
The Maricopa County Parks and Recreation Commission (Commission) comprises seven members 
appointed and approved by the BOS. The Commission advises the BOS on matters about parks and 
recreation. In its advisory role to the BOS, the Commission recommends broad policies and long-range 
programs for acquisitions, planning, development, maintenance, and operation of the System. 
ATTENDANCE 
MCPRD'S attendance grew to 2,720,806 in 2022, an increase of over three-quarters of a million visitors 
since 2012 (Figure 16). Over the next ten years, attendance may reach  3.7 million. During PMP 
updates, it will be necessary to plan for carrying capacities. 
Figure 16 -  Maricopa County Regional Attendance for 2012 through 2022. 
853,040 
761,393 
763,497 
780,246 
790,222 
732,411 
805,866 
642,270 
538,129 
670,601 
760,257 
1,143,334
1,166,996
1,412,578
1,610,963
1,544,892
1,534,654
1,610,160
1,704,100
1,813,537
1,801,692
1,960,549
-
500,000
 1,000,000
 1,500,000
 2,000,000
 2,500,000
 3,000,000
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
MARICOPA COUNTY'S REGIONAL PARK SYSTEM 
AND CONCESSION ATTENDANCE
Concessionaire
Parks

26      |      PARKS VISION 2030 
DRIVE TIME ANALYSIS 
Important to visitation is access and visitor proximity to the regional parks. Figure 17 illustrates a 10-
Mile Service Area from the park entrances, now within the urban growth area. Figure 17 also shows that 
approximately half of the regional parks have a population of over 100,000 within 10 miles of a park 
entrance.   
Adobe Dam Regional Park (ADRP), UMRP, and EMRP have the highest populations within 15 and 30 
minutes. ADRP has the highest population within all three timeframes, 15 and 30 minutes, and is 
almost double that of the other highest parks within the 15 and 30-minute timeframes (Figures 18 and 
19). 
UMRP and EMRP have a significantly higher 2020 total population within 15 minutes than the rest of 
the system at more than double the next highest population at WTMRP at over 97,000 people. 
Figure 17 - 10-Mile Service Area from Park Entrances and Major City Preserves

PARKS VISION 2030      |      27  
The proximity of the population indicates an opportunity and a challenge; an opportunity to increase 
visitation both in numbers and visitation frequency; the challenge is to accommodate greater visitation 
with the preservation and conservation of natural lands, as well as maintain a high-quality visitor 
experience in the enjoyment of the natural environment. As the population grows, roadway volume will 
7,783
55,540
196,125
217,879
238,133
443,097
589,401
857,559
1,011,442
1,220,821
1,474,407
2,335,261
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
Vulture Mountain Regional Park
Hassayampa River Preserve
Spur Cross Ranch Conservation Area
McDowell Mountain Regional Park
Buckeye Hills Regional Park
San Tan Mountain Regional Park
Lake Pleasant Regional Park
Cave Creek Regional Park
White Tank Mountain Regional Park
Estrella Moutain Regional Park
Usery Mountain Regional Park
Adobe Dam Regional Park
HIGHEST POPULATION WITHIN 30 MINUTES
Figure 19 - Highest population within 30 minutes 
465
2,121
7,340
10,214
25,475
28,328
50,932
72,632
97,197
191,194
231,909
517,622
0
100,000
200,000
300,000
400,000
500,000
600,000
Lake Pleasant Regional Park
Vulture Mountain Regional Park
Hassayampa River Preserve
Spur Cross Ranch Conservation Area
McDowell Mountain Regional Park
Buckeye Hills Regional Park
San Tan Mountain Regional Park
Cave Creek Regional Park
White Tank Mountain Regional Park
Estrella Moutain Regional Park
Usery Mountain Regional Park
Adobe Dam Regional Park
HIGHEST POPULATION WITHIN 15 MINUTES
Figure 18 - Highest Population within 15-minutes

28      |      PARKS VISION 2030 
create transportation challenges, particularly increasing vehicle traffic within short distances of the 
parks. There will need to be a continued evaluation of alternative access modes to diversify 
transportation options.  
 
NATURAL AND CULTURAL RESOURCES  
The System is rich in natural and cultural resources. The MCPRD NRMP will be the primary source for 
guidance on natural and cultural resources.   
 
The System includes high-quality natural areas, natural open space, recreational areas, river corridors, 
and one of the largest lakes in the state. Ten of the fourteen regional parks reside at the urban-wildland 
interface, where native wildlife abruptly meets urbanization (buildings, development, and suburbs). The 
parks are rich in biodiversity, with functioning ecosystems connected to the immense surrounding 
wildlands, natural areas, and habitat blocks.  
 
The lands between the parks and habitat blocks contain wildlife corridors that allow for the interchange 
and flow of wildlife and plant genetic materials. Maintaining and protecting plant and wildlife species 
within these natural ecosystems is essential to maintain the current biodiversity so that the parks have 
functioning natural ecosystems.  
 
CORRIDORS AND CONNECTIONS 
The System has natural connections and 
linkages connecting them to the larger 
federal, state, and public land habitat 
blocks, allowing the flow of genetics, 
biodiversity, and wildlife between them. 
However, future development will 
disconnect many linkages or connections 
(Figure 20). Without proper planning, 
housing and business developments could 
forever change the natural areas and 
wildlife inhabiting them. The threats and 
challenges may affect ecological function, 
biological diversity, sustainability, 
conservation, future preservation, and 
recreation potential.  
 
In short, elements of our natural heritage 
may be in peril. Without adequate ecological connectivity between habitat blocks, species will begin 
disappearing from these untouched landscapes, often starting with the larger mammals such as 
bighorn sheep and mule deer.45   
 
Where are the priority corridors needed? While investigating the System's locations concerning 
proposed future developments and other preserved natural areas, wildland blocks, and natural features, 
 
45 Kenneth, D.A, D.F. Dock, K.E. Hodges, L.R. Pugh, W. Fagan, C.H. Sekercioglu, S.H.M. Buchart, and M. Kauffman (2017. 26:115-127). Global 
ecology and biogeography: A global analysis of traits predicting species sensitivity to habitat fragmentation.  
Figure 20 - Differing Levels of Connectivity

PARKS VISION 2030      |      29  
including rivers, washes, and mountains, wildlife corridor projects are essential for future health and 
long-term vitality.  
 
CONSERVATION AND ECOLOGICAL ENHANCEMENTS 
Protecting natural resources amid booming development by using conservation methodology and 
ecological habitat enhancement, with set goals to help preserve the park's native biodiversity, maintain 
viable wildlife populations, prevent unauthorized trail encroachments, and prevent wildfire. Protecting 
wildlife biodiversity through conservation, ecological habitat enhancement, and restoring habitats are 
key to conserving biodiversity and wildlife habitat. Monitoring and researching the species' habitats and 
behaviors will be helpful and necessary to confirm that the system functions for a greater diversity of 
species. 
 
HABITAT ENHANCEMENT AND INVASIVE SPECIES 
Invasive species management is a significant component of conservation and a necessary part of 
ecological habitat enhancement. Invasive species can become problematic after invading an area and 
require effective management strategies to preserve the landscape's native biodiversity. Invasive 
species are becoming more prevalent throughout the region for several reasons, and the effects 
include outcompeting native plants, fueling wildfires, and altering ecosystems. Strategic habitat 
enhancement and restoration efforts will help reduce the spread of invasive species while planting 
native species to help recover disturbed areas and provide soil stabilization. 
 
CLIMATE, CLIMATE CHANGE, AND WILDFIRES 
The Sonoran Desert has a bimodal precipitation regime. The general climate is considered arid. With 
low-intensity winter rains (January/December) and fierce summer monsoon rains (July/ August). These 
distinct rainy seasons are the driving forces that provide the Sonoran Desert with unique and diverse 
plant and wildlife species.  
 
The Sonoran Desert has been in a severe drought for over 25 years. 
Although we have had a few years of above-normal precipitation, it has 
not been enough to reverse the drought effects or replenish the 
groundwater and subsidence areas. Predictions suggest that the 
County's climate may change significantly over the coming century, with 
many observable changes over the next few decades.  
 
Fire ecology is a scientific discipline concerned with natural processes 
involving fire, its ecological effects, interactions, and the abiotic/biotic 
components within the ecosystem. The Upland Sonoran Desert habitats 
are not fire-adapted communities. Over the past 45 years, the number of 
wildfires has dramatically increased in frequency and magnitude within 
the Sonoran Desert;46 the native species most negatively affected by 
these wildfires are saguaro (Carnegiea gigantea) and foothill palo verde 
(Parkinsonia microphylla).47  
 
 
46 Maricopa County staff extrapolated historical GIS data from the AZGEO Data Hub (AZGeo (arcgis.com). Upon review of this data, wildfire 
trends emerged using data from 1990 up to 2022.  
47 Alford, E.J. et al. USDA Forest Service Proceedings RMRS-P-26 2005. Effects of Fire on the Sonoran Desert Plant Communities 
Sunrise in the distance 
surrounded by Cholla and 
Saguaros - White Tank

30      |      PARKS VISION 2030 
REGIONAL CONSERVATION PLANNING  
MCPRD will continue to protect the essential elements of the 
County's rich natural heritage in concert with thoughtful urban growth 
and robust economic development. The success depends on the 
collaborative partnerships and regional planning efforts to look at the 
entire Maricopa County instead of silo solutions.  
 
PARK PROGRAMS  
Park programs emphasize education, health, and wellness, and 
coordinating volunteer events for natural resource conservation 
efforts. The interpretive ranger staff consisted of one at each park, 
except LPRP and the Desert Outdoor Center (DOC) at Lake Pleasant, 
which has multiple rangers. Most recently, the MCPRD has 
restructured interpretive staffing so that all report to the DOC and 
share in providing programming to the System.   
 
In 2009, after completing the SSMP, programs delivered to the public were examined and improved. 
The evaluation created a core program list to tie all programs back to the core or foundation of visitor 
expectations and eliminate any topic confusion caused by program titles. This creation allowed for 
measurable outcomes and helped to develop programs around a standard of theme, goals, and 
objectives.  
 
The core program areas are:   
 
Animals 
 
Archaeology or History 
 
Entertainment or Social Activities 
 
Health and Fitness 
 
Geology 
 
Outdoor Skills 
 
Plants 
 
Special Interest – such as astronomy or aquatics 
 
FINANCIAL ANALYSIS 
Maricopa County Budgeting and Accountability Policy guides MCPRD's budget and budget process. 
The policy aims to direct the development and management of BOS-approved budgets for County 
Departments to ensure accountability and compliance with the law. The policy further promotes 
financial stability while providing flexibility in managing allocated resources. 
 
A fundamental budget guideline directs County departments to generate reasonable revenues to fund 
operating costs. Specifically, the policy states, "Where user fees will support appropriate services and 
programs. Fees should be developed based on current market conditions and full cost recovery, 
including Indirect Costs." 
 
 
 
A group of youth learning about 
the Sonoran Desert from an 
interpretive ranger at Usery 
Mountain Regional Park.

PARKS VISION 2030      |      31  
EXPENDITURES 
MCPRD has two significant areas of expenditure: 
 
Operating:  Includes operations, administration, trades, trails, natural resources, planning and 
development staffing, and volunteer coordination. Operating expenses include supplies, 
services, park repair and maintenance, technology, and County overhead costs. 
 
Capital Improvements/Major Maintenance: Include repair, maintenance, or new installation 
of infrastructures such as parking lots, electrical, water, and sewer systems, upgrades, or 
addition of facilities such as restrooms, trailheads, campgrounds, contact stations, picnic 
facilities, and trails maintenance/renovation.   
 
Operating expenditures are derivative from four primary sources:    
 
1. FUND 100 – GENERAL FUND 
The GF is the County's primary operating Fund that accounts for all the County's financial resources 
except for those required to be in another fund. Fund 100 revenue includes property taxes, tax 
penalties, interest payments, state-shared sales taxes, vehicle license taxes, and other 
miscellaneous income.  
 
2. FUND 225 – SPUR CROSS RANCH CONSERVATION FUND 
The County created Fund 225 under an Intergovernmental Agreement (IGA) with the Town of Cave 
Creek. The Spur Cross Ranch Conservation Fund enabled MCPRD to plan, develop, and operate the 
SCRCA.  Funding can also apply to other County parks in Cave Creek.   
 
3. FUND 240 – LAKE PLEASANT RECREATION FUND 
Recreational Management Agreement between the U.S. Department of Interior and Maricopa 
County formed Fund 240. The Lake Pleasant Recreation Fund is to track revenue and expenses 
related to LPRP's development, operation, maintenance, and other needed expenditures. 
 
4. FUND 241 – ENHANCEMENT FUND  
ARS  §11-941 establishes Fund 241 to operate and enhance facilities and services at existing 
County parks, acquire real estate for new County parks, or expand existing ones. The Enhancement 
Fund consists of monies budgeted by the BOS, grants, unconditional gifts, and donations 
specifically designated for the Fund, all funds derived from System user fees, concession contract 
fees, excess fees generated from the County parks publication, and souvenir revolving. 
 
In conjunction with the four operating funds identified above, MCPRD has three additional funding 
sources to offset operational costs in specific circumstances:  
 
1. FUND 230 – GRANT FUND 
The Grant Fund is to process grant revenue and expenditures. Grantors typically include Arizona 
Game and Fish, Arizona State Parks & Trails (ASPT), and the Department of Forestry and Fire 
Management.

32      |      PARKS VISION 2030 
2. FUND 239 – SOUVENIR FUND 
ARS §11-941 formed the Souvenir Fund. The Fund exclusively produces, purchases, and distributes 
county parks publications and information and operates concessions selling publications, 
souvenirs, services, and sundry items.  
 
3. FUND 243 – DONATION FUND 
The Donation Fund was established to accept revenue through monetary donations.  Unless 
specifically earmarked by the donor for a purpose (i.e., memorial benches), the Fund is used to care 
for and feed MCPRD's captive animals and other park-specific projects (i.e., butterfly gardens, 
tortoise habitats, and other small projects).  
 
OPERATING EXPENDITURES 
During the development of the last plan, the 2009 SSMP, the funding future for MCPRD's operating 
budget was somewhat tenuous. In 2008, the County's Strategic Budget Plan called for MCPRD to be 
financially non-reliant on the GF by the end of 2009. In FY 2007, 25 percent of the GF funded the annual 
operating budget, and user fees accounted for 75 percent of expenditures. The total operating budget 
in 2007 was $6,981,659, and the GF allocation toward the park operating budget was $1,761,208.   
 
Since 2008, MCPRD revenue has grown significantly, 
allowing expansion of the operating budget while GF 
allocations have decreased. From 2008 through FY21, 
GF funding has been reduced dramatically 
($1,761.208 in FY07 to $861,313 in FY21), thus 
reducing the percentage of operating expenditures 
supported by the GF from 25 percent in FY07 to eight 
percent in FY21.  
 
Operating expenditure increases to primarily 
accommodate inflation are afforded due to revenue 
growth in the Enhancement Fund and Lake Fund. 
These two funds have grown by 45.7 percent and 25.1 percent, respectively, over the past five years. 
Expenditure growth in these funds directly correlates to earned income or revenue. In order to maintain 
a structurally balanced budget, expenditures cannot exceed revenues in any operating fund.  
 
The following table depicts MCPRD's operating/expenditure budgets from FY17 through FY21 (Figures 
21 and 22).  
 
Expenditures 
by Fund 
FY17 
FY18 
FY19 
FY20 
FY21 
Percent Increase/ 
Decrease FY17-
21 
General 
$792,071 
$867,899 
$884,772 
$878,891 
$861,313 
8.7% 
Spur Cross 
$264,501 
$246,983 
$279,888 
$157,358 
$246,704 
(6.7)% 
Lake 
$2,496,701 
$2,604,080 
$3,245,451 
$3,219,318 
$3,122,794 
25.1% 
Enhancement 
$4,324,589 
$4,788,986 
$5,696,291 
$5,737,738 
$6,301,321 
45.7% 
Total 
$7,877,862  
$8,507,948  
$10,106,402  
$9,993,305  
$10,532,132  
33.7% 
Figure 21 -  Expenditures by Fund 
Multi-agency boathouse at Lake Pleasant

PARKS VISION 2030      |      33  
In FY17, the Enhancement Fund 
comprised approximately 55 
percent of the budget, while the 
Lake Fund comprised 32 percent.  
 
In FY21, Enhancement Fund 
accounted for 60 percent of the 
budget, and the Lake Fund 
contributed 30 percent.  
 
REVENUES 
MCPRD derives revenues mainly 
from user fees and falls into 
categories. Revenues are by type 
(day-use versus camping) and 
park for a clearer picture of the 
income derived and source 
amounts.  
 
LPRP, followed by MMRP and 
UMRP, continues to generate the 
most significant camping 
revenue (Figure 23). LPRP has 
more than 160 spaces, while 
MMRP and UMRP each have 
approximately 80 R.V. spaces.  
 
MMRP also has a small, 
dedicated tent camp area. CCRP 
and WTMRP have smaller R.V. 
campgrounds; however, both 
have added new spaces in the 
past five years. 
 
As mentioned, day-use revenues 
are also a significant source of 
income (Figure 24). LLRP 
generates the most income from 
daily use, followed by WTMRP, 
UMRP, and STMRP. 
In addition to user fees, 
concessionaire revenues make 
up a significant source of 
income. In FY21, concession 
revenues comprised over 15 
percent of all generated income.  
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2017
2018
2019
2020
2021
EXPENDITURES BY FUND
General
Spur Cross
Lake
Enhancement
Figure 22 - Expenditures By Fund 
Figure 23 - Camping Revenue By Park By Year 
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Lake
Pleasant
McDowell
White Tank Cave Creek
Usery
CAMPING REVENUE BY PARK BY YEAR
2017
2018
2019
2020
2021
Figure 24 - Day Use Revenue By Park By Year 
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
DAY USE REVENUE BY PARK BY YEAR
2017
2018
2019
2020
2021

34      |      PARKS VISION 2030 
Revenue is not the only benefit provided by concessionaires. Their services are value-added for park 
visitors and make the parks more attractive resulting in increased visitation. In addition, the larger 
concessionaires, who have longer-term agreements, generally fund their capital improvements, 
reducing operating expenditures for these parks. 
 
Another critical factor in forecasting revenue is analyzing park visitation. In nearly all cases, visitation 
correlates with revenue. Still, visitation is not always in direct or proportionate correlation with 
expenditures on a park-by-park basis. The type of visitation or use of a given park generally affects 
revenues. For example, parks with more amenities, attractions, and facilities typically have more 
significant revenue and expenditures. Camping is a prime example. The parks with campgrounds 
generally have more substantial revenue than those without, and those with more campsites also have 
increased revenue.  
 
Finally, it is important to understand that the County budget policy requires a structurally balanced 
budget. Since most operating funds are from earned income and revenues can fluctuate annually for 
various reasons (i.e., weather, facility closures for renovations), MCPRD somewhat conservatively 
budgets revenue. As a result, MCPRD typically ends each FY with a small positive balance of revenue to 
expenditures. MCPRD retains those funds in "Fund Balance." In future years, non-recurring expenses 
can use Fund Balances, such as vehicles, park repair and maintenance projects, and contingency for 
emergencies.  
 
CAPITAL IMPROVEMENT 
MCPRD plans new projects and major maintenance/renovation in a combined 10-Year CIP. Per the 
budgeting policy, MCPRD projects are based on BOS-approved PMP(s) or for major maintenance of 
facilities and infrastructure that have reached their expected life span or replacement for maintenance 
efficiency. Improvement projects are generally ranked based on improving the visitor experience, public 
health and safety, operating revenue offset, enhancing maintenance efficiency, or enhancing 
conservation. The table on the next page (Figure 25) provides CIP funds allocated by the park over the 
previous five FYs.

PARKS VISION 2030      |      35  
 
MCPRD spent $23,116,854.97 on CIP during the FYs 2017-2021. The top five project categories across 
all parks were restroom and convenience stations ($2,417,870.23/10.46 percent), campground 
development or improvement ($2,417,870.23/11.29 percent), host sites ($2,652,243.57/11.47 percent), 
infrastructure ($3,710,199.95/16.05 percent), and ramada and day-use areas ($4,812,077.51/20.80 
percent). Most projects during that time were considered major maintenance projects, including 
restroom renovations, water, sewer, electrical system replacement and upgrades, and picnic shelter 
replacements and renovations.  
 
ECONOMIC IMPACT  
The System continues to evolve to improve the community's facilities, programs, and services, and 
feedback from visitors plays a significant role in helping to shape that process. In 2018-2019, MCPRD, 
in partnership with ASU, conducted an economic impact analysis to understand visitor spending better. 
The study found that for every $1 invested in the parks, there was a regional financial benefit of $4.85, 
almost five times the economic benefit from the investment. While the economic impact is not the 
system's primary purpose, it is essential to consider its future growth. 
31,319.64
297,752.58
739,334.97
1,255,196.55
1,444,358.50
1,559,551.79
1,588,126.46
2,417,870.23
2,608,823.23
2,652,243.57
3,710,199.95
4,812,077.51
Public Safety and Information
Entry Station and Maintenance Buildings
Parking Lots and Roads
Boundary Fencing
Trail Construction and Related
Boat House, Docks, and Floating Amenities
Visitor Center/Amphitheaters
Restrooms and Convenience Stations
Campground Development and/or Improvements
Host Sites
Infrastructure
Ramadas and other Day Use Areas
CIP PROJECT TOTAL ACTUALS BY CATEGORY FOR 
ALL PARKS, FY17-21
Figure 25 - CIP Project Total Actuals By Category for All Parks, FY17-21

THIS PAGE INTENTIONALLY LEFT 
BLANK.

PARKS VISION 2030      |      36  
 
CHAPTER 3 – TRENDS & BENCHMARKING 
It is essential to understand trends to best plan for the needs of current and future visitors. Proper 
planning can open new experiences while seeking to balance preserving the natural areas. 
NATIONAL TRENDS IN OUTDOOR RECREATION 
National data sources, such as The Sports and Fitness Industry Association, Outdoor Foundation, 
Kampgrounds of America, National Recreation and Park Association, and American Planning 
Association, were reviewed to assess national trends. As shown in multiple sources below, outdoor 
recreation participation has been steadily trending upward. 
 
2021 SPORTS, FITNESS, AND LEISURE ACTIVITIES TOPLINE 
PARTICIPATION REPORT 
The Sports & Fitness Industry Association's (SFIA) 2021 Sports, Fitness, and Leisure Activities Topline 
Participation Report (SFIA Report) is a source for national sports and fitness research in the U.S. and 
evaluates sports and fitness trends.  
According to the SFIA report, 229.7 million (75.6 percent of the U.S. population) people, ages six years 
and over, reported being active (Figure 26).48 
 
48 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
Lake Pleasant Regional Park – Sunrise over the water.

37      |      PARKS VISION 2030 
 
214.3 M
215.8 M
216.9 M
218.5 M
221.6M
229.7 M
72.9%
72.8%
72.7%
72.7%
73.2%
75.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.0
50.0
100.0
150.0
200.0
250.0
2015
2016
2017
2018
2019
2020
Participation Rate
Number of Participants (Millions)
TOTAL ACTIVE AMERICANS: 
6-YEAR TREND
Number of Participants (Millions)
Participation Rate
Figure 26 - Total Active Americans: Six-Year Trend 
36.00%
18.90%
18.00%
27.10%
36.80%
19.30%
17.70%
27.20%
35.70%
19.00%
18.00%
27.30%
35.90%
18.90%
17.90%
27.30%
35.90%
19.50%
17.80%
26.80%
36.70%
21.60%
17.30%
24.40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Active High Calorie
Activities
Casual High Calorie
Activities
Low/Med Calorie Activities
Inactive
INACTIVE TO HEALTHY ACTIVE ACROSS 
SIX-YEAR TREND
2015
2016
2017
2018
2019
2020
Figure 27 - Inactive to Healthy Active Across 6-Year Trend - SFIA Report

PARKS VISION 2030      |      38  
During the COVID-19 pandemic, 
outdoor recreation activities 
underwent significant shifts in 
participation. Before the pandemic, in 
December 2019 and January 2020, 
recreation rates were higher than in 
April 2019, reflecting a trend in 
increased fitness participation. 
Though the overall activity 
participation rate increased, the 
frequency and intensity of activity 
remained consistent (Figure 27).49 The 
number of people reporting as inactive 
or non-participating in 2020 decreased 
to 74 million (8.8 percent) from 81.2 
million in 2019, the lowest inactivity 
level in the last five years. 
In 2020, many activities saw 
significant participation increases. The 
most popular fitness activities were 
walking, with 114 million participants 
in 2020, up 2.3 percent over the 
previous year - followed by running 
and jogging, up 1.2 percent with 50.7 
million participants, bicycling, up 12.9 
percent with 44.5 million participants, 
and yoga, up 7.7 percent with 32.8 
million participants. 50  
Other outdoor recreation activities 
showing a participation increase 
nationwide include: 
 
Camping – 28% 
 
Birdwatching - 18.8% 
 
Hiking - 16.3% 
 
R.V. camping 15.5% 
 
Kayaking 14.2%  
 
Road bicycling 12.9% 
 
Fishing 8.6% 
 
Trail running 7.8% 
 
Canoeing 6.7% 
 
Wildlife viewing 5% 
 
Mountain bicycling 4.4% 
 
Stand-up paddling - 3.2%
 
49 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
50 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
Figure 28 -  Inactive Levels in the U.S. – based on income segment -SFIA 
Report 
18.40%
21.50%
26.90%
32.10%
41.80%
14.40%
18%
22.70%
29.80%
41.40%
$100K
$75K to $99,999
$50K to 74,999
$25K to $49,999
Under 25K
INACTIVITY RATES 
SEGMENTED BY INCOME
U.S. POPULATION AGES 6+
2020
2019
2018
2017
2016
2015

39      |      PARK’S VISION 2030 
Household income disparity is an 
important factor in recreation 
participation. It can impact access to 
recreation and community needs, 
influencing park location, amenities, and 
programming considerations. 
Historically there has been a positive 
correlation between household income 
and recreation activities. 
The lower the household income, the 
higher the inactivity rate (Figure 28). 
Income continues to be a factor in 
recreation activity; however, all income 
levels, including the two lowest, showed 
a decline in inactivity during 2021. 
Households with an annual income 
under $75,000 ranked fishing, hiking, 
and camping as the top three activities 
they intended to participate in in the 
future.51  
 
In 2020, many activities saw 
participation increases (Figure 29). For 
example, since 2015, fitness sports 
have grown by approximately five 
percent. In addition, outdoor sports 
have increased by 4.5 percent. The 
most popular fitness activity was 
walking, with 114 million participants in 
2020, up 2.3 percent over the previous 
year, followed by running/jogging, up 
1.2 percent, with 50.7 million 
participants, and bicycling, up 12.9 
percent.52  
The most popular outdoor recreation 
activities were running/jogging, camping, hiking, fishing, and bicycling, ranking in the top 10 of almost 
every age group. Hiking, camping, and fishing were the most popular among all age groups. Activities 
such as running/jogging and bicycling varied in popularity by age category. As people grow older, active 
recreation tends to change to passive pursuits.  
National surveys show growth trends for all types of biking, including mountain and Bicycle Moto Cross 
(BMX). For example, from 2017 to 2020, mountain biking increased by 1.5 percent, BMX by 4.4 percent, 
 
51 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
52 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
Figure 29 - Overall Participation in the U.S. - Participation rate by category 
- SFIA Report 
14.50%
22.60%
13.10%
48.40%
47.70%
61.90%
13.70%
22.10%
14%
52.90%
43.30%
67.00%
Water Sports
Team Sports
Racquet Sports
Outdoor Sports
Individual Sports
Fitness Sports
TOTAL PARTICIPATION RATE 
BY ACTIVITY CATEGORY
2020
2019
2018
2017
2016
2015
OVERALL PARTICIPATION IN THE U.S.  
U.S. POPULATION AGES 6+

PARKS VISION 2030      |      40  
and road biking by 4.7 percent.53 Between 2019 and 2020, mountain biking increased by 4.4 percent, 
and road biking increased by 12.9 percent in the same period, with a five-year average upward trend of 
1.6 and 3.2 percent, respectively.53 For adults between the ages of 24 and 40, bicycling is the fourth 
most popular activity. 
Trends show that participation in less active outdoor activities, such as bird and wildlife viewing and 
interpretive walks, increases as people age. In addition, older age groups also tend to prefer activities 
that are stimulating and beneficial to mental wellness.53  
Fishing participation trends are increasing nationwide. Fly fishing increased 10.5 percent between 2019 
and 2020, following a five percent average annual growth over five years. Freshwater fishing increased 
by 8.6 percent in 2020 and 2.5 percent over five years. Hunting saw smaller increases.53 
Nationally, water sports, like jet skiing, rafting, wakeboarding, and waterskiing, have trended downward. 
Jet skiing declined by 4.8 percent, wakeboarding declined by three percent, and waterskiing declined by 
five percent. In contrast, watersports such as canoeing, kayaking, and stand-up paddling increased 
between 2015-2020. Participation in canoeing increased by 6.7 percent between 2019 and 2020. 
Kayaking increased by 14.2 percent, with a 6.5 percent increase over a five-year average. Rafting 
declined by 1.2 percent over five years.53   
2021 OUTDOOR PARTICIPATION TRENDS REPORT 
The 2021 Outdoor Participation Trends Report prepared by the Outdoor Foundation also provides 
valuable nationwide data focused on traditional outdoor recreation trends. For example, the outdoor 
participation rate – the percentage of the population reported participating - rose to 52.9 percent in 
2020, up from 50.7 percent in 2019. It was the most significant one-year jump on record (Figure 30).54 
The data also shows a steady increase in participation over the last five years. However, "despite a 
COVID-related jump, the number of times participants engage in outdoor recreation continued to 
decline in recent years."54 According to the report, in 2015, the average number of outings per 
participant was 82. Still, in 2020 that number fell to 71, representing a 13 percent decline in only five 
years.54  
 
 
 
 
 
 
 
 
 
 
 
 
 
53 Sports & Fitness Industry Association. (2021). Report from Sports & Fitness Industry Association Sports, Fitness, and Leisure Activities 
Topline Participation Report.   
54 Outdoor Foundation. (2021). Outdoor Foundation Annual Report 2021. Outdoor-Foundation-Annual-Report-2021-1-1.pdf 
(outdoorindustry.org)

41      |      PARK’S VISION 2030 
 
MOST POPULAR OUTDOOR ACTIVITIES BY PARTICIPATION RATE 
1 
RUNNING, JOGGING, AND 
TRAIL RUNNING 
21.0% of Americans 
63.8 million 
participants 
2 
HIKING 
19.0% of Americans 
57.8 million 
participants 
3 
FRESHWATER, SALTWATER, 
AND FLY FISHING 
18.0% of Americans 
54.7 million 
participants 
4 
ROAD BIKING, MOUNTAIN 
BIKING, AND BMX 
17.3% of Americans 
52.7 million 
participants 
5 
CAR, BACKYARD, 
BACKPACKING, AND RV 
CAMPING 
15.8% of Americans 
47.9 million 
participants 
 
National trends show that age demographics significantly influence the number of participants in 
outdoor activities, how frequently people participate, and the types of activities people engage in. The 
graphic below (Figure 31a) includes findings relating to nationwide data, including participant 
demographics (Figure 31b) from gender, age, ethnicity, education, and income.55 
 
 
 
 
 
 
 
 
 
 
 
 
 
55 Outdoor Foundation. (2021). Outdoor Participation Trends Report 
135
140
145
150
155
160
165
30
35
40
45
50
55
60
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
OUTDOOR PARTICIPATION GROWS 
AMID COVID 19
Percentage Participating in Outdoor Rec
Number of Participants
KEY FINDINGS 
In 2020, 160.7 million 
Americans ages 6 
and over participated 
in at least one 
outdoor activity. 
Driven by COVID impacts, 
7.1 million more 
participated than in 2019. 
 
 
The outdoor participation 
rate – the percent of the 
population reported 
participating – rose to 
52.9 percent in 2020, up 
from 50.7 percent in 2019. 
This was the largest 
one-year jump on 
record. 
 Figure 30 - Nationwide Outdoor 
 Grows Amid COVID-19

PARKS VISION 2030      |      42  
PARTICIPANT PROFILE 
 
 
        
KEY FINDINGS 
 
Fifty-four percent of participants were male, 
while 46 percent were female. This gender gap 
has not changed in eight years, suggesting that 
industry efforts to expand the participation base 
have been ineffective or stagnated. 
 
 
About thirty percent of participants reported they 
were more active in the outdoors in 2020 than the 
year before. These participants were more likely 
to be under 25 years old, live in Southern states, 
and have house incomes above the national 
average. 
 
Seventy-two percent of participants were 
White, unchanged from the year prior. Over the 
past three years, Hispanic participation grew 
over 4 percent annually. Black participation 
increased just 1 percent annually, and Asian 
participation fell 1 percent each year. 
The lowest and highest earners reported the 
strongest participation growth. The participation 
rate among households with incomes under 
$25,000 grew six percent annually in the last three 
years, while those with household incomes over 
$100,000 increased three percent annually in the 
past three years. 
 
 
 
 
PARTICIPANT DEMOGRAPHICS
 
 
 
 
54%
46%
12%
9%
11%
17%
15%
14%
12%
10%
72
2%
11%
9%
6%
15
7
17
20
26
14
15
0
10
20
30
40
50
60
70
80
90
100
GENDER
AGE
ETHNICITY
EDUCATION
INCOME
FEMALE
MALE
65+
55-64
45-54
35-44
25-34
18-24
13-17
6-12
ASIAN
BLACK
HISPANIC
OTHER
WHITE
POST-GRAD
STUDIES
COLLEGE 
GRAD
1-3 YEARS
COLLEGE
HIGH 
SCHOOL 
GRAD
1-3 YEARS 
OF HIGH 
SCHOOL
8TH GRADE 
OR LESS
≥$100,000
$75,000-
$99,999
$50,000-
$74,999
$25,000-
$49,999
≤$25,000
Figure 31b- Participant Demographics 
Figure 31a – Participant Profile  
20 
18 
14 
 
 
 
32 
100 
90 
80 
70 
60 
50 
40 
30 
20 
10 
0

43      |      PARK’S VISION 2030 
 
 
Younger population groups showed higher interest in outdoor recreational participation in 2020, 
especially in more physically engaging activities. In 2020, nearly 34 million children between six and 17 
participated in outdoor activities, the highest amount on record. In addition, households with children 
were more likely to partake in outdoor recreational activities than those without (Figure 32).56 Sixty 
percent of families with children participated in outdoor activities, while only 46 percent of households 
without children participated.56 
 
Almost 71 percent of children ages six to 12 
participated in outdoor activities in 2020, 
increasing six percent from 2019. However, 
teen participation increased by only two 
percent, from 64 to 66 percent over the year. As 
can be seen in (Figure 33),57 the most popular 
activities for youth ages six to 17 are:  
 
biking,  
 
camping, and  
 
fishing.  
 
In comparison, young adults indicated higher 
participation in:  
 
running, jogging, trail running,  
 
hiking, and  
 
biking.  
 
56 Outdoor Foundation. (2021). Outdoor Participation Trends Report 
57 Outdoor Foundation. (2021). Outdoor Participation Trends Report 
 
Figure 33 - The Next Generation – Key Findings 
Figure 32 - Young Adult Participation

PARKS VISION 2030      |      44  
Figures 33 and 34 indicate teen 
participation grew two percent from 
2019 to 2020, but "like adults, 
children, and young adults have 
drifted away from frequent 
participation toward casual, less 
frequent outdoor activity."58  Also, 
according to the Outdoor 
Participation Trends Report 2021, 
"youth and young adults were about 
twice as  likely as older adults to 
describe themselves as outdoor 
fanatics," and "older age groups 
tended to describe themselves as 
casual participants."58  
 
They also found that "outdoor 
participants ages six to 17 were 
much more likely than non-
participants to engage in 
extracurricular activities including 
Scouts, student council, music, 
dance, and other clubs and 
classes."58 
 
Young adult participants have had a 
more drastic decline, with a seven 
percent decrease in outdoor activity 
from 2019 to 2020 and an overall 
two percent decline over the past 
three years. The average number of 
outings for young adults also decreased despite a record increase in participation. In addition, "history 
indicates that adults who were not exposed to outdoor recreation as children are far less likely to 
become adult outdoor participants."58  
 
2020 was a year with many short-term shifts in trends due to pandemic regulations; however, the more 
significant trend shows a continued increase in outdoor recreation. Many people during COVID 
restrictions even tried new activities for the first time. 
 
Despite overall interest in outdoor recreational activities reaching more people, the ability to retain 
consistent and frequent engagement among those new participants has not been as efficient.   
Post-COVID challenges will include retaining the new participants, lack of diversity, declining intensity, 
fewer outings, and stagnant female participation. A collective strategy can only meet these 
organizational challenges (Figures 35-36).58 To retain new participants, we must understand their 
motives, values, activity preferences, and participation habits to tailor opportunities and messaging to 
encourage continued activity and growth in participation (Figures 37-39).58 
 
 
58 Outdoor Foundation. (2021). Outdoor Participation Trends Report 
Figure 34 - The Next Generation Participation

45      |      PARK’S VISION 2030 
  
Figure 35 - Special Report: The New Outdoor Participant - Post-COVID ChallengesError! Bookmark not defined. 
Figure 36 - Improving Retention of New Participants

PARKS VISION 2030      |      46  
 
Figure 37 - Activities Started Due to the Pandemic - What Activities Did New 
Outdoor Participants Pick Up During Covid 
Figure 38 - Activities Started Due to the Pandemic - How Much Do New Participants Value the Following Outdoor and Non-
Outdoor Activities During Covid

47      |      PARK’S VISION 2030 
The pandemic caused a shift in employment locations, with many working remotely from home. This 
shift decreased employee commute time and increased available free time. As a result, people sought 
alternative opportunities for activity that were not as feasible pre-pandemic. Outdoor recreation was a 
common choice as it provides essential physical and mental health benefits while maintaining 
pandemic health standards such as social distancing.  
 
NRPA TOP TRENDS IN PARKS AND RECREATION  
Every year, the National Recreation and Park Association (NRPA) publishes a summary of top trends 
impacting the parks and recreation industry. The following summarizes the key trends from 2020 to 
2022 with implications for outdoor recreation. 
 
HEALTH  
NRPA found that focusing on health and health equity was one of the most vital emerging trends for 
parks and recreation. They discuss a movement towards health and wellness being magnified by the 
pandemic and how it will "intertwine with a greater focus on meeting the social needs of 
communities."59 The findings indicated that parks will play a more significant role in supporting 
physical and mental health and well-being and helping to "address social and racial equality and 
disparities in providing services to the public." The article recognizes trends from the "skyrocketing 
rates of social isolation and loneliness will call for a more holistic focus on well-being and access to 
 
59 Dolesh, R. (2021, January 1). Top Trends in Parks and Recreation 2021. Parks & Recreation Magazine. Top Trends in Parks and Recreation 
2021 | Feature | Parks & Recreation Magazine | NRPA 
 
Figure 39 - New Participants Start or Resume Outdoor Activities During Covid?

PARKS VISION 2030      |      48  
parks and green space. This will lead to greater cross-sector partnerships with public health 
departments, school systems, and social service agencies."3  
 
TECHNOLOGY 
Another emerging trend is how technology impacts parks and recreation, including "how it does 
business, interfaces with the public, maintains parks, and manages data." For example, parks are 
embracing new technology such as "robotic cleaning systems, self-maintained toilets, autonomous 
line-painting vehicles, mowing equipment, and semi-autonomous drones for a variety of tasks."60 With 
the rise in electric vehicles, MCPRD may need to consider how to accommodate visitors by providing 
electric vehicle charging stations in or near the parks. In addition, parks may be able to use cellphone 
data to analyze where and when people use various amenities, including sending notifications to 
visitors and alerting them about public health and safety concerns.   
 
CLIMATE CHANGE 
Extreme heat is a public health and safety concern that continues to pose challenges for the industry 
throughout the U.S. NRPA explicitly mentions that "by mid-October 2020, the daytime temperature in 
the city of Phoenix, Arizona, exceeded 100 degrees Fahrenheit on more than half the days during that 
year. Not only were there more than 20 weeks of 100-degree days but also there were 34 days on which 
the temperature reached at least 110 degrees!"60 Increased heat and more severe weather conditions 
will require innovative thinking to provide recreational opportunities safely.  
 
PARK INFRASTRUCTURE 
Recent federal legislation has provided new and ongoing funding for parks and recreation. The passage 
of America's Great Outdoors Act of 2020 and the Infrastructure Investment and Jobs Act offers 
significant funding opportunities to help alleviate deferred maintenance and infrastructure backlogs 
and provide new recreation amenities. Many agencies have also taken advantage of the recent 
American Rescue Plan Act to improve park infrastructure and add facilities. Finally, the proposed 
Recovering America's Wildlife Act promises open space acquisition, mitigation, and restoration. These 
federal funds and local investments should provide significant opportunities for park and recreation 
agencies that are prepared to actively pursue and use the funds. 
 
NORTH AMERICAN CAMPING REPORT: THE 2019 
FIVE-YEAR TRENDS  
The Kampground Association of America (KOA) periodically commissions a study of outdoor 
recreation and camping habits among Americans that provides insight into the camping industry. 
 
Hiking, backpacking, and camping are increasing in popularity, and 96 percent of teens who have been 
camping state that they enjoy the time with family and friends.61  
 
Nationally, since 2014 the number of households that camp at least once per year has grown by nearly 
22 percent, adding more than 7 million households. Those who camp three or more times yearly have 
 
60 Dolesh, R. (2021, January 1). Top Trends in Parks and Recreation 2021. Parks & Recreation Magazine. Top Trends in Parks and Recreation 
2021 | Feature | Parks & Recreation Magazine | NRPA 
61 Kampground of America. (2019). The 2019 North American Camping 5-Year Trends. Kampgrounds of America Inc. - 2019 KOA North 
American Camping Report (uberflip.com)

49      |      PARK’S VISION 2030 
increased by 72 percent in the same time frame.62  When asked how campers selected a site, 24 
percent of campers listed campground atmosphere as the top factor, followed by the campground's 
location (22 percent) and the quality of the sites (1 percent).62 
 
Trends indicate that a larger percentage of non-white enthusiasts started camping. Among new 
campers nationally in 2018, 49 percent were Caucasian, 14 percent African American/Black, 22 percent 
Hispanic, 14 percent Asian, and one percent Other.62 
 
ARIZONA TRENDS IN OUTDOOR RECREATION  
ARIZONA STATEWIDE COMPREHENSIVE OUTDOOR 
RECREATION PLAN (2018) 
Arizona completes a Statewide Comprehensive Outdoor Recreation Plan (SCORP) per the Land and 
Water Conservation Fund Act of 1964 every five years. It provides decision-makers and outdoor 
recreation managers with an analysis of Arizona's most significant outdoor recreation issues. In 
addition, it suggests strategies to address these issues during the next five years.63 Outdoor recreation 
professionals provided information to understand better what residents and visitors do when they 
recreate outdoors. First, providers had to indicate the outdoor recreation activities that users currently 
participated in at the sites they managed and then asked to indicate the expected future participation. 
The survey identified the eleven most common activities on public lands in Arizona.63 The activities, 
including current and future expected participation (Figure 40). 
According to the survey, the five recreation activities with the most potential for future growth within 
the state are:  
1. technology-enabled outdoor recreation, which includes activities such as the use of drones and 
geocaching,  
2. nature study or environmental education activities,  
3. visiting wilderness areas or nature preserves,  
4. non-motorized water-based activities such as paddle sports and  
5. visiting developed natural and/or cultural features such as a park, botanical garden, scenic 
feature, or archaeological site.63 
 
ARIZONA TRAILS 2020: A STATEWIDE MOTORIZED AND 
NON-MOTORIZED TRAILS PLAN 
In addition to the 2018 SCORP, ASPT completed a Trails Plan in 2020.64 The plan identified a profile of 
motorized and non-motorized trail recreationists through a random sample survey. In addition, it 
provided a summary of trends over 10 years. 
 
 
62 Kampground of America. (2019). The 2019 North American Camping 5-Year Trends. Kampgrounds of America Inc. - 2019 KOA North 
American Camping Report (uberflip.com) 
63 Arizona State Parks & Trails. (2018).  Statewide Comprehensive Outdoor Recreation Plan. 20220628065324ASPT-SCORP2017-web.pdf 
(usedirect.com) 
64 Arizona State Parks & Trails. (2020). Arizona Trails 2020 – A Statewide Motorized and Non-Motorized Trails Plan. 20220628044955ASPT - 
2020 Trails Plan - 6-29.pdf (usedirect.com)

PARKS VISION 2030      |      50 
MOTORIZED 
RECREATIONISTS 
According to the survey, the 
majority (96%) of motorized trail 
users resided in Arizona for more 
than 10 years (62%). Compared 
with the U.S. Census 
demographics, motorized trail 
users are younger, with 42 
percent ages 18 to 34, male 
(54%), and Hispanic origin 
(35%).65 
65 Arizona State Parks & Trails. (2020). Arizona Trails 2020 – A Statewide Motorized and Non-Motorized Trails Plan. 20220628044955ASPT - 
2020 Trails Plan - 6-29.pdf (usedirect.com) 
72%
72%
61%
0%
71%
69%
56%
0%
83%
78%
55%
41%
0
0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9
Driving a quad, side-by-side, all-terrain
vehicle (ATV), or utility terrain…
Driving a 4x4
Riding a dirt bike
Riding an e-bike
2010
2015
2020
Figure 41 - Arizona Trails 2020 - Motorized Recreationists 
Figure 40 - Arizona State Parks Outdoor Recreation Current and Expected Future Participation 
0
0.5
1
1.5
2
2.5
3
3.5
4
Driving a motorized vehicle on maintained roads for…
Hiking, jogging, backpacking, trail running or walking a dog
Tent, RV camping or cabin rentals
Off-road driving an ATV, dirt bike, snowmobile, or 4-wheel…
Picnicking
Visiting developed natural and/cultural features such as a…
Visiting wilderness area or nature preserve
Motorized water activities such as motor boating, water…
Fishing
Non-motorized water activities such as paddlesports…
Non-motorized trail activities such as bicycling, road…
Attending outdoor events such as a sporting event,…
Target shooting
Participating in nature study or environmental education…
Hunting
Visiting a dog park
Playing sports such as baseball, football, soccer, tennis,…
Technology enabled outdoor recreation (Drones, geo-…
Snow activities such as skiing, sledding snowboarding,…
Rock climbing, wall climbing, rappeling
OUTDOOR RECREATION CURRENT AND EXPECTED 
FUTURE PARTICPATION
Current Participation
Future Participation

51      |      PARK’S VISION 2030 
Trend analysis of the main motorized 
activities indicates participation in driving 
an Off-Highway Vehicle (OHV) and 4x4 are 
gaining in use while riding a dirt bike is 
showing a decline (Figure 41).66  
In addition, a new use category was added 
to the recent survey, riding an e-bike.66
There is a current debate about whether e-
bike use is motorized or non-motorized, 
which could have led to an undercounting 
of the actual use. Still, there is strong 
evidence that this use will continue to 
grow on trails.  
Motorized recreationists provided 
feedback about access to motorized trail 
opportunities (Figure 42). The findings 
indicate that access has either stayed the 
same or improved over the past 10 
years.66 
Finally, the group had to help prioritize 
management actions to assist resource 
managers in planning improvements with 
limited funding. As seen in Figure 43, the 
top three priorities, based on a 5-point 
scale, were to (1) maintain existing trails, 
(2) prevent or repair damage to
environmental and cultural sites near
trails, (3) provide trail signs, which was
closely followed by (4) provide trail maps
and information.646
NON-MOTORIZED 
RECREATIONISTS 
According to the survey, most (97 
percent) of non-motorized trail users 
were year-round residents of Arizona. 
They lived here for over ten years (69 
percent) and were primarily white (82 
percent). Those of Hispanic origin were 
consistent with the state's census data 
66 Arizona State Parks & Trails. (2020). Arizona Trails  
2020 – A Statewide Motorized and Non-Motorized Trails  
Plan. 20220628044955ASPT - 2020 Trails Plan - 6-29.pdf (usedirect.com) 
85%
0%
22%
12%
16%
84%
0%
18%
15%
17%
98%
75%
30%
28%
21%
0%
20% 40% 60% 80% 100%120%
Trail hiking, jogging, running or
backpacking
Viewing wildlife, including bird-
watching
Mountain biking
Canoeing/kayaking/stand-up
paddle boarding (on a water…
Horseback riding
2010
2015
2020
Figure 44 - Arizona Trails Non-Motorized 2020 
44%
40%
20%
33%
39%
53%
11%
15%
30%
0%
10%
20%
30%
40%
50%
60%
Declined
Stayed the Same
Improved
2010
2015
2020
PERCENTAGE
Figure 42 - Arizona Trails 2020 -  Motorized Trail Access 
3.11
3.08
3.06
2.98
2.94
2.89
2.88
2.84
2.79
2.75
2.5
2.6
2.7
2.8
2.9
3
3.1
3.2
Maintain existing trails
Prevent or repair damage to…
Provide trail signs
Promote safe and responsible…
Enforce existing rules and…
Obtain land for trails and trail…
Provide facilities, like…
Connect trails to other trails,…
Develop trails and facilities to…
Construct new trails
Figure 43 - Arizona Trails 2020 - Management Actions

PARKS VISION 2030      |      52  
(27 percent). Respondents appear 
equally divided between males (49.6 
percent) and females (49.5 percent). 
Non-motorized recreationists seem 
more evenly dispersed across age 
groups, with one-third ages 18 to 34, 
one-third ages 35 to 54, and one-
third ages 55 to 65 or older.67 
Trend analysis of the main non-
motorized activities shows 
participation in trail hiking, etc., 
continues to dominate use, and 
mountain bike use continues to 
increase (Figure 44). The survey in 
2020 also added watchable wildlife 
as a category, and the findings 
indicated a strong demand for this 
activity type.647 
Like motorized users, non-
motorized recreationists were 
asked their opinion on trail access 
over time. Generally, respondents 
indicated access had stayed the 
same or improved over time (Figure 
45). 
Finally, the group prioritized 
management actions to assist 
resource managers in planning 
improvements with limited funding. 
As seen in Figure 46, the top three 
priorities, based on a 5-point scale, 
were:  
 
maintain existing trails, 
 
provide trail signs, and 
 
prevent or repair damage to environmental and cultural sites near trails.63 
 
 
 
 
 
67 Arizona State Parks & Trails. (2020). Arizona Trails 2020 – A Statewide Motorized and Non-Motorized Trails Plan. 20220628044955ASPT - 
2020 Trails Plan - 6-29.pdf (usedirect.com) 
Figure 45 - Arizona Trails Non-Motorized Access2020 
11%
44%
20%
17%
47%
27%
8%
56%
36%
0%
10%
20%
30%
40%
50%
60%
Declined
Stayed the Same
Improved
2010
2015
2020
PERCENTAGE
3.74
3.56
3.48
3.29
3.36
3.25
3.12
3.55
2.79
3.06
3.24
0
1
2
3
4
Prevent or repair damage to…
Provide trail signs
Promote safe and responsible…
Enforce existing rules and…
Provide trail maps and information
Provide facilities, like restrooms,…
Obtain land for trails and trail…
Develop trails and facilities to…
Connect trails to other trails,…
Construct new trails
Figure 46 - Arizona Trails 2020 - Non-motorized Management Actions

53      |      PARK’S VISION 2030 
BENCHMARK ANALYSIS 
The benchmark analysis compares and contrasts various park systems while reviewing park agencies' 
inventory, management, and financial structure that may share common traits. The benchmarking 
process also highlights unique or best practices in other jurisdictions, aiming to enhance a park system 
by learning from peer organizations.  
 
Benchmark analysis can be challenging because park systems vary widely and have complicated direct 
comparisons. In addition, every park system is unique and operates within a unique legal structure and 
geographic location. However, the evaluation of specific measures and individual practices can serve 
as guides to bettering any park system.  
 
COMPARABLE AGENCIES 
For this analysis, staff chose park agencies for comparison for various factors, including population 
size, system size, geography, and mission. 
 
Note: A park district is a form of a special-purpose district that provides public parks, recreation, and 
open space in or near its geographic boundaries. Unless otherwise noted, the respective agencies 
provided all data in the benchmarking chapter. 
 
THE BENCHMARKING AGENCIES  
 
Pima County Natural Resources, Parks and Recreation  
 
Arizona State Parks and Trails  
 
Clark County Parks and Recreation   
 
Los Angeles County Parks and Recreation 
 
San Diego County Parks and Recreation  
 
Riverside County Regional Park and Open Space District (RivCo)  
 
East Bay Regional Park District

PARKS VISION 2030      |      54  
POPULATION 
JURISDICTION AND POPULATION 
AGENCY 
STATE 
JURISDICTION TYPE 
POPULATION (2020 
CENSUS) 
Maricopa County Parks and Recreation 
Department 
AZ 
County 
4,420,568 
Los Angeles County Department of Parks 
and Recreation 
CA 
County 
10,014,009 
Arizona State Parks and Trails 
AZ 
State 
7,151,502 
San Diego County Parks and Recreation 
CA 
County 
3,298,634 
East Bay Regional Park District 
CA 
Special District (two 
counties) 
2,848,280 
Riverside County Regional Park and Open 
Space District 
CA 
Special District 
2,418,185 
Clark County Parks and Recreation 
NV 
County 
2,265,461 
Pima County Natural Resources, Parks and 
Recreation 
AZ 
County 
1,043,433 
Figure 47 - Benchmarking Organizations – Jurisdiction and Population 
Los Angeles County, California, has the highest population at approximately 10 million, followed by the 
State of Arizona at 7 million and Maricopa County, Arizona at almost 4.5 million. MCPRD represents the 
third largest population in this benchmarking analysis. Alternatively, Pima County, Arizona, represents  
the smallest population in this analysis, at just over one million people. The other park organizations 
range between two and three million (Figure 47).  
 
PARK INVENTORY 
The County has a total of 121,185 acres – see Figure 48. It provides the third-highest amount of 
parkland (acres) behind Pima County (250,000 acres) and East Bay District, California (125,186 acres).   
Note - that a significant portion of Pima County's acreage is for grazing with a conservation easement 
overlay. East Bay Regional District, Maricopa, and Pima Counties emphasize providing larger regional 
parks. It is the most likely explanation for these significant differences compared to the other park 
systems.  
 
Maricopa County's large park acreage contains 14 parks, mainly characterized by large undeveloped 
regional parks. RivCo, California, has the following fewest parks, with 20 total, and Los Angeles County 
has the most at 182. Many jurisdictions are not just mountain areas, such as the County, but have small 
neighborhood parks, regional sports facilities, historic sites, and recreation centers. The average 
number of acres per park is generally below 2,000 among our agencies of interest. Clark County, 
Nevada, and Los Angeles County prioritize smaller neighborhood parks to fill the service gaps in their 
unincorporated regions. However, the County averages over 10,000, and Pima County averages just 
under 4,000 acres per park.

55      |      PARK’S VISION 2030 
AGENCY  
TOTAL 
NUMBER 
OF PARKS 
TOTAL 
PARK 
ACRES  
TOTAL 
PARK 
ACRES PER 
1,000 POP. 
PERCENT 
OF 
DEVELOPED 
ACRES 
PERCENT OF 
UNDEVELOPED 
ACRES 
Maricopa County Parks and 
Recreation  
12  
121,185 
27 
7% 
93% 
Pima County Natural Resources, 
Parks and Recreation 
63  
250,000 
239 
5% 
95% 
Riverside County Regional Park 
and Open Space District 
20  
93,427*  
39 
7% 
93% 
San Diego County Parks and 
Recreation 
154  
56,130 
17 
18% 
82% 
Clark County Parks and 
Recreation 
115  
8,216 
4 
33% 
67% 
Los Angeles County Department 
of Parks and Recreation 
182  
70,079 
3 
94% 
6% 
Arizona State Parks and Trails 
33  
63,712 
9 
2% 
98% 
East Bay Regional Park District 
73** 
125,186 
44 
2% 
98% 
Figure 48 - Park Inventory 
TOTAL PARK ACRES PER 1,000 
The parks with the top three in acreage also were the same top three spots for park acres per 1,000 
population, with the County at 27.4 regional park acres for every 1,000 people (Figure 48). At the same 
time, Pima County has 239, and East Bay has 44. Clark County and RivCo had the lowest park acreages. 
They had the lowest per thousand people at 3.6 and 6.5 acres, respectively. Los Angeles County took 
the third spot at least park acres per thousand at 7.2 acres.   
 
DEVELOPED ACRES VS. UNDEVELOPED ACRES 
The System is largely undeveloped open spaces, comprised of 93 percent (Figure 48). Pima and 
Riverside County are similar, with 95 percent and 93 percent, respectively. ASPT and Los Angeles 
County reported being the most developed, with only two percent and five percent undeveloped. 
 
TOTAL TRAIL MILES 
The County maintains approximately 651 trail miles, with 290 miles within existing regional parks. It 
includes the MT (315 miles) and Sun Circle Trails (35 miles). East Bay maintains the most trail miles at 
1,330 total, of which 845 are unpaved. Pima County maintains 411 miles, and Clark County maintains 
the fewest miles at 115. Trail miles per person follow a similar trend to total park acres. The County 
ranks third with East Bay District and Pima County, containing the most trail miles per person (Figures 
49 and 50).

PARKS VISION 2030      |      56  
AGENCY 
TOTAL NUMBER OF 
TRAIL MILES 
TRAIL MILES PER 
10,000 POP. 
Maricopa County Parks and Recreation 
651 
1.45 
East Bay Regional Park District 
1,330 (845 unpaved) 
4.67 
Pima County Natural Resources, Parks and 
Recreation 
411.8 
3.95 
San Diego County Parks and Recreation 
381 
1.16 
Riverside County Regional Park and Open 
Space District 
180 
0.74 
Clark County Parks and Recreation 
115 (unincorporated 
County only) 
0.51 
Los Angeles County Department of Parks and 
Recreation 
233 
0.23 
Arizona State Parks and Trails 
140.3 
0.20 
 
FACILITIES AND PROGRAMS 
MCPRD consists of various facilities and programs to accommodate wide-ranging individual needs. 
The following focuses on some unique facilities and programs the benchmarking organizations have 
that may be useful in planning future MCPRD. 
 
The Los Angeles County Parks and Recreation Department Operations Plan outlines the details of the 
core and special programming offered throughout their park system. They partner with community-
Figure 49 - Total Number of Trail Miles 
1.45
4.67
3.95
1.16
0.74
0.51
0.23
0.2
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Maricopa
County Parks
and
Recreation
East Bay
Regional Park
District
Pima County
Natural
Resources,
Parks and
Recreation
San Diego
County Parks
and
Recreation
Riverside
County
Regional Park
and Open
Space District
Clark County
Parks and
Recreation
Los Angeles
County
Department
of Parks and
Recreation
Arizona State
Parks and
Trails
TRAIL MILES PER 10,000 POPULATION
TRAIL MILES PER 10,000 POPULATION
Figure 50 - Trail Miles Per 10,000 Population

57      |      PARK’S VISION 2030 
based organizations to engage youth sports, science, technology, engineering, arts, mathematics 
(STEM) activities, environmental education, arts and culture, and community service. Core and 
community partners are eligible for reduced fees for using park facilities and equipment.  
 
San Diego County provides a wide array of various facilities throughout the County. However, their 
botanical garden is one unique facility that offers numerous benefits. In addition to highlighting the 
region's biodiversity, the botanical garden hosts events and educational programs.  
 
Riverside County Parks District has historical sites with recreation areas, ranches, and museums. A 
historic lodge, cabins in the San Jacinto Mountains, and more developed camping cabin rentals near 
the Santa Ana River also exist. Riverside is also working on an OHV feasibility study with the State of 
California Off-Highway Motor Vehicle Recreation Division. The purpose was to identify the best 
locations for a regional OHV recreation area in the County while reducing environmental and social 
impacts.  
 
Pima County adopted the Pima Regional Trail System Master Plan in 2010 to update and expand its 
regional trail system to internal urbanized and outlying areas. The regional trail system consists of 
shared-use paths and short segments of buffered bike lanes totaling over 136 miles of pathways.     
 
Arizona State Parks and Trails owns or manages 16 camping facilities. In 2017, these facilities were 
the largest source of revenue for the department, signaling their importance to the department's 
budget. In addition to generating revenue, they had 2.9 million visitors being the most visited sites. The 
system also has many historic parks that are important to local communities. 
 
Clark County manages mostly urbanized parks, several small museums, and a shooting complex. They 
also have a 1936 historic overnight camp facility, a Wetlands Nature Center, a Horseman's Park, and a 
dog park.  
 
East Bay Regional Park District is the most like MCPRD for the acreage and their focus on providing 
regional parks. For example, Roberts Regional Park contains a barrier-free playground, allowing those 
traditionally excluded from outdoor recreation to be included and further the goal of ADA accessibility. 
In addition, East Bay Regional Park District provides interpretive programs, including a mobile unit.  
 
VISITATION 
From the organizations that were able to provide visitation data, ASPT was 1.5x that of MCPRD, with 
over 3 million visitors in 2021, compared to MCPRD at just under 2 million visitors. RivCo has a 
population approximately half as large as the County, and their visitation data was roughly half as well 
at 1 million visitors. However, note that Los Angeles County had the highest visitation at over 7.4 
million.   
 
TRANSPORTATION, ACCESS, AND EQUITY 
Increasing access to the County's parks is necessary to build new park users and enhance healthy 
relationships with the outdoors. Part of this will include utilizing public transit options for communities 
across the County.  
 
Pima Regional Trail System Master Plan (2010) outlines the goal of developing parks and trails in 
conjunction with existing public transit routes. The county also conducted a pedestrian latent demand

PARKS VISION 2030      |      58  
assessment to guide pedestrian improvements to their trails. Part of this assessment was the trail's 
connection to bus, train, or streetcar.  
 
The East Bay Regional Park District offers the Parks Express Program to increase opportunities for 
access in low-income and underserved communities. This program is oriented towards groups and 
must meet one of two criteria.  
 
Clark County Parks and Recreation Department works to provide services to the public "at a 
moderate, low, and no cost." They are committed to making programs available to all population 
segments and have a scholarship program that helps provide financial assistance to qualifying 
residents. 
 
In addition, Clark County was also involved with the development of the River Mountains Loop Trail. 
This paved multi-use path loop surrounds the River Mountains, including Lake Mead National 
Recreation Area, Hoover Dam, Henderson, Boulder City, and the rest of the Las Vegas Valley. It was 
Nevada's first endeavor where resource management agencies, private landowners, and citizens 
combined to serve as part of their regional transportation system and provide recreation opportunities. 
 
PARKS AND OPEN SPACE REGULATIONS AND 
ORDINANCES 
The Flood Control District of Maricopa County (FCDMC) Zoning Ordinance has no requirements for 
parks, trails, or open spaces. However, Area Plans help some unincorporated regions with higher 
population growth. For example, some of these Area Plans include four acres of parks for every 1,000 
people and up to 10 acres for every 1,000 in the White Tank/Grand Avenue Area Plan. In comparison, 
the MCV 2030 includes a goal of 15 acres of open space and parks for every 1,000 (Figure 51). 
  
The Los Angeles County General Plan (2015) adopted standards of four acres of local parkland per 
1,000 residents in the unincorporated areas and six acres of regional parkland per 1,000 residents of 
the total population. Los Angeles County uses a formula to determine the in-lieu fee developers pay, 
equal to local park space obligation in acres multiplied by the representative land value.  
 
In San Diego County, the Park Lands Dedication Ordinance requires new residential development 
projects to dedicate parkland and/or pay park impact fees to develop parks. In-lieu fees vary by 
Community Planning Area (CPA). 
 
RivCo adopted an ordinance that dedicates in-lieu fees that vary between area plan boundaries. RivCo 
also follows the minimum open space requirement of three acres per 1,000 residents.   
 
Pima County Development fees are focused primarily on roadway improvements. However, they 
passed bonds and other measures to support parks, trails, and open spaces.  
 
Clark County, Nevada Local Park Code dictates that one percent of the valuation of each residential 
dwelling unit, or one thousand dollars per residential dwelling unit or whichever is less, shall be paid as 
a Residential Construction Tax. After collection, the funds are for only the acquisition, capital 
improvements, and expansion of facilities in Clark County. The Clark County Parks and Recreation

59      |      PARK’S VISION 2030 
Master Plan, adopted in 1999, states that the Residential Construction Tax "has been the most 
consistent source of funding for park development."  
 
In East Bay Regional Parks, 80 percent of the District's operating budget is from property tax revenues 
provided to the District per the tax-sharing agreements with Alameda and Contra Costa Counties. 
Additional funding for parkland acquisition comes from Alameda and Contra Costa County 
development impact fees. 
 
AGENCY 
DEVELOPMENT 
IMPACT FEES 
PARK/OPEN SPACE GOALS 
(COMPREHENSIVE PLAN) 
Maricopa County, Arizona 
No 
All Parks & Open Space: 15 acres/ 
1,000 
Los Angeles County, California 
Yes 
Regional Parks: 6 acres/ 1,000 
Local Parks: 4 acres/ 1,000 
San Diego County, California 
Yes 
Regional Parks: 15 acres/ 1,000 
Local Parks: 10 acres/ 1,000 
Riverside County, California 
Yes 
All Parks & Open Space: 3 acres/ 
1,000 
Pima County, Arizona 
Yes 
N/A 
Clark County, Nevada 
$1,000 or 1%  
Urban: 2.5 acres/ 1,000 
Rural: 6 acres/ 1,000 
East Bay 
Regional Park 
District 
Alameda County (Part of 
East Bay Regional) 
Yes 
N/A 
Contra Costa County 
(Part of East Bay 
Regional) 
Yes 
All Parks: 4 acres/ 1,000 
Figure 51 - Park/Open Space Goals

PARKS VISION 2030      |      60  
FINANCIAL ANALYSIS  
AGENCY 
 
 
 
 
STATE 
2021 YEAR 
JURISDICTION 
TOTAL 
OPERATING 
BUDGET 
OPERATIONAL 
BUDGET PER 
CAPITA 
GENERAL 
FUND 
TAX 
SUPPORT 
 
 
EARNED / 
GENERATED 
REVENUE 
 
FEDERAL 
AND/OR 
STATE 
GRANTS 
OTHER  
Maricopa County 
Parks and 
Recreation 
AZ 
$11,209,126 
$2.58 
8.8% 
91.2% 
0.0% 
0% 
Los Angeles 
County 
Department of 
Parks and 
Recreation 
CA 
$228,822,000 
$22.85 
78.0% 
17.0% 
3.0% 
2.0% 
San Diego 
County Parks 
and Recreation 
CA 
$60,553,540 
$18.36 
76.0% 
15.0% 
9.0% 
0.0% 
Riverside County 
Regional Park 
and Open Space 
District 
CA 
$17,277,712 
$7.14 
0.0% 
52.0% 
0.0% 
48.0% 
Pima County 
Natural 
Resources, 
Parks and 
Recreation 
AZ 
$22,175,168 
$21.25 
90.0% 
5.7% 
1.2% 
3.1% 
Arizona State 
Parks and Trails 
AZ 
$23,000,000 
$3.22 
0.0% 
73.0% 
10.0% 
17.0% 
Clark County 
Parks and 
Recreation 
NV 
$38,980,018 
$17.21 
45.2% 
54.8% 
0.0% 
0.0% 
East Bay 
Regional Park 
District 
CA 
$258,500,000 
$90.76 
83.6% 
12.9% 
0.6% 
2.9% 
Figure 52 - Operating Expenditures 
TOTAL OPERATING BUDGET 
MCPRD's operating budget was the lowest compared to the other jurisdictions at $11,409,129 and the 
highest percentage earned income. The next lowest was RivCo at $18,153,779 and Pima County at 
$22,175,169. East Bay is the highest total operating budget at $290,400,000 (Figure 52-53).

61      |      PARK’S VISION 2030 
 
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
East Bay
Regional Park
District
Los Angeles
County
Department of
Parks and
Recreation
San Diego
County Parks
and Recreation
Clark County
Parks and
Recreation
Arizona State
Parks and
Trails
Pima County
Natural
Resources,
Parks and
Recreation
Riverside
County
Regional Park
and Open
Space District
Maricopa
County Parks
and Recreation
Department
2021 TOTAL OPERATING BUDGET
Figure 53 – Total Operating Budget 
$90.76
$22.85
$21.25
$18.36
$17.21
$7.14
$3.22
$2.58
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
$90.00
$100.00
CA
CA
AZ
CA
NV
CA
AZ
AZ
East Bay
Regional Park
District
Los Angeles
County
Department
of Parks and
Recreation
Pima County
Natural
Resources,
Parks and
Recreation
San Diego
County Parks
and
Recreation
Clark County
Parks and
Recreation
Riverside
County
Regional Park
and Open
Space District
Arizona State
Parks and
Trails
Maricopa
County Parks
and
Recreation
Department
2021 OPERATIONAL BUDGET PER CAPITA
Figure 54 - Operational Budget Per Capita

PARKS VISION 2030      |      62  
Figure 54 above reflects the total operating and operating budgets per capita. East Bay Regional Park 
District has the highest budget and spends the most per capita, and Los Angeles County comes in 
second. Alternatively, Pima County comes in third for most spent per capita at $21.25, rising from sixth 
in the total operating budget. Interestingly, the ASPT budget is just slightly higher than  
Pima County. They were fifth in the total operating budget and second to last for the total operating 
budget per capita at $3.22 (Figure 55).    
 
TOTAL FUNDING SOURCES 
Most of MCPRD funding (91.2%) comes from earned revenue, with 8.8 percent from general fund tax 
dollars. Across the jurisdictions, funding sources varied significantly. However, MCPRD has 
significantly lower general fund than other jurisdictions, except ASPT, which received no support. ASPT 
had the next highest funding source from earned revenue at 49 percent, and Riverside County had 45 
percent. 
 
The majority of earned revenue derived by MCPRD comes from user fees, including day-use, annual 
passes, and camping. Figure 56 shows a general comparison of fees for the agencies benchmarked. 
Day-use fees range significantly from $0 in several jurisdictions to a maximum of $20, with MCPRD at 
$7 per vehicle. Similarly, annual passes have a wide range from $0 to $200. Developed camping fees 
tend to be more uniform but there are outliers of $20 on the low side and $50 on the upper end.

63      |      PARK’S VISION 2030 
AGENCY  
STATE 
JURISDICTION 
TYPE 
PARK 
ENTRANCE / 
PARKING FEE 
ANNUAL  
PASS 
DEVELOPED 
CAMPING FEE 
Maricopa County Parks 
and Recreation 
Department 
Arizona 
County 
$7  
$85  
$32  
Los Angeles County 
Department of Parks 
and Recreation 
(Castiac Lake) 
California 
County 
$12  
$150  
$20  
San Diego County 
Parks and Recreation 
(Lake Moreno) 
California 
County 
$3  
N/A 
$34  
Riverside County 
Regional Park and 
Open Space District 
(Idylwild Regional Park) 
California 
Special District 
$6  
$50  
$35  
Pima County Natural 
Resources, Parks and 
Recreation 
Arizona 
County 
$0  
$0  
N/A 
Arizona State Parks 
and Trails (Lost 
Dutchman State Park) 
Arizona 
State 
$7-10 
$75-200 
$35  
Arizona State Parks 
and Trails (Lake 
Havasu State Park) 
Arizona 
State 
$15-20 
$75-200 
$40  
Clark County Parks and 
Recreation 
Nevada 
County 
$0  
$0  
N/A 
East Bay Regional Park 
District (Del Valle 
Regional Park) 
California 
Special District 
(two counties) 
$6  
$60  
$50  
Figure 55 – Total Funding Sources Fee Comparison 
TOTAL NON-TAX REVENUES 
MCPRD has a non-tax revenue of $11,219,369. Pima County has the lowest at $1,150,475. East Bay is 
the highest at $33,706,445. RivCo and San Diego are similar to the County, with $10,392,996 and 
$14,300,000, respectively.

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64      |      PARKS VISION 2030 
 
CHAPTER 4 – OUTREACH 
INTRODUCTION & PURPOSE  
A critical component of the planning process is gathering input to inform priority goals and objectives. 
The most credible and valid insights are those from a variety of audiences that have an interest in the 
planning outcome. Triangulation is a one-planning method to ensure insights, goals, and objectives are 
widely supported through multiple input points (Figure 56).  
 
In this planning process, various methods and data sources develop recommendations, goals, and 
objectives that are central across all or most input sources. The main points of outreach included 
(Figure 57): 
 
Public - The plan kicked off with a year-long park 
visitor survey. Two conservation and open space 
statewide surveys and one state park plan 
provided data. Two virtual public meetings 
occurred with more than 100 participants, and 
more than 1,400 public members completed a 
feedback questionnaire explicitly designed to 
guide future park and trail priorities. In addition, 
831 public members joined the Parks Vision 2030 
public contact list to be updated as new 
information became available. 
 
County Staff, Volunteers, and Leadership 
(Staff) – Survey results included input from over 
85 park supervisors, administrative assistants, 
interpretive rangers, and maintenance, along with 
over 100 park volunteers who work at the contact  
 
 
 
 
PRIORITIES 
PUBLIC 
STAFF 
STAKEHOLDERS 
San Tan Mountain Regional Park – Mountain biker enjoying the trails. 
Figure 56 - Triangulation Method for Determining Priorities

PARKS VISION 2030      |      65  
Figure 57 - Outreach Groups and Methods 
stations and nature centers and serve as park hosts at campgrounds. In addition, a 25-member 
group formed the Executive Committee with representatives from MCPRD, the MCFCD, 
Maricopa County Planning and Development Department, the County Manager's Office, the BOS, 
Commissioners, the Central Arizona Conservation Alliance, and the Maricopa Trail + Park 
Foundation (MT+PF). 
 
Stakeholder Partners - Over 135 park and recreation and planning professionals from 61 
organizations, including local governments, state and federal agencies, nonprofits, and 
academia across the County, participated. Stakeholders met during regional workshops and 
provided feedback throughout the process. Appendix B reflects the MCPRD partners that have 
strengthened the County (this list is not all-inclusive).  
 
The following sections summarize input from outreach conducted for the Parks Vision 2030 planning 
process. The trends and benchmark analysis discussed in Chapter 3 are also part of the input process. 
 
PUBLIC INPUT 
PARK VISITOR INPUT – MARICOPA COUNTY PARKS 
2018/2019 VISITOR SURVEY  
The MCPRD 2018/2019 Visitor Survey is one of the vital building blocks for public input. It is the 
cornerstone of the planning process. Maintaining high satisfaction among park visitors is critical to 
long-term success. Visitors who have a vested interest in the system tend to provide valuable and 
constructive feedback.  
 
 
PUBLIC 
COUNTY STAFF, VOLUNTEERS & 
LEADERSHIP (STAFF) 
STAKEHOLDERS 
 
Park Visitor Survey 
 
Visitor Survey – 
Understanding COVID 
 
Trends Analysis  
 
Gallup Poll for Center 
for the Future of 
Arizona 
 
Morrison Institute Poll 
for Pulliam Institute 
 
2 Virtual Public 
Meetings 
 
Public Feedback 
Questionnaire (1420) 
 
85+ staff members – 
focus groups 
 
100+ volunteers – focus 
groups 
 
Input questionnaire 
 
Executive Committee - 
25+ Representatives from 
various Maricopa County 
Departments and key 
partners 
 
SWOT Analysis 
 
Park Commission 
Updates and Discussion 
(10) 
 
Three Board of 
Supervisors Updates   
 
135+ Representatives 
from local park and 
recreation departments, 
nonprofit organizations, 
state, and federal 
recreation 
organizations, etc. 
 
6 Regional Workshops 
 
Follow-up Meetings with 
BLM and United States 
Forest Service (USFS), 
AZG&F, ASPT, etc. 
 
Peer County Park 
Systems Benchmark 
Analysis 
 
2 Review Periods

66      |      PARKS VISION 2030 
The School of Community Resources and 
Development at ASU completed a study. The 
study, administered from June 2018 to March 
2019, was conducted to generate visitor input 
regarding the System. It included eight MCPRD 
parks.  
 
The survey collected visitor information on service 
and facility quality perceptions, activity 
preferences, setting, and facility preferences, 
benefits sought and realized, and attitudes toward 
park fees. It is a follow-up and comparison to park 
visitor surveys from 2005-2006, 2007-2008, and 
2012-2013. 
 
VISITOR DEMOGRAPHICS 
 
The System has a diverse visitor 
population, but the most typical visitor is 
49 and white. 
 
The racial/ethnic diversity of the users shows that white respondents comprised 86.9 percent of 
the sample. Hispanics were the largest minority group comprising 6.8 percent of the overall 
sample. 
 
Just as in 2012-13, Arizona residents comprise 85.4 percent of the users. Less than 10 percent 
of all park visitors from Arizona live outside the Phoenix Metropolitan Area.  
 
VISITOR BEHAVIOR 
 
When asked what your primary activity was when visiting the parks, the number one response 
by far was trail hiking, followed by walking for pleasure, mountain biking, and photography.  
 
Activities that the County park visitors participated in most, in order of magnitude, were:  
o 
Trail hiking (76.3 percent)  
o 
Walking for pleasure (48.8 percent) 
o 
Photography (29.4 percent) 
o 
Nature experience (23.5 percent) 
o 
Watching wildlife (20.1 percent) 
o 
Visiting Nature Center (16.6 percent). 
 
Approximately 62 percent of the visitors contacted were returning visitors, and the park was the 
primary destination for 87.5 percent of the visitors. 
 
The typical County park user visits a park approximately ten times per year, and visits are 
typically 2.7 hours long during the day. 
 
Approximately 86.5 percent of visitors planned a return visit to the park. The most frequent 
reason visitors indicated they would not return or were unsure was travel distance. 
 
Park users visit parks for a host of reasons. The most important reasons for visiting County 
parks were to observe the scenic beauty, enjoy physical exercise, experience the open space, 
improve my physical health, and relax.  
 
Visitors were most informed about the park through the internet, friends or family members, 
word of mouth, or local information. 
Hikers stopping for a rest along the Go John Trail at Cave 
Creek Regional Park.

PARKS VISION 2030      |      67  
 
Visitors traveled an average of 34 miles to the park. Visitors traveled the farthest to reach Cave 
Creek (80 miles) and the shortest distance to San Tan Mountain (15 miles). Overall, the most 
frequent distance traveled was 10 miles. 
 
In the 2018-19 onsite survey, a question inquired if they had used the trails and, if so, 
approximately how many miles they had trekked on the trails. Overall, participants used the 
trails for an average of 4.37 miles. 
 
Most respondents felt that operation and maintenance funds should come equally from taxes 
and user fees (41.3 percent) when considering the proper balance between taxes and user fees 
for generating park operating funds. 
 
VISITOR SATISFACTION 
 
In the 2018-19 study, visitors had to express their satisfaction with four statements. Visitors 
averaged between extremely satisfied and very satisfied with their primary activity, the services, 
and what the facilities offered. Visitors also felt extremely satisfied or very satisfied with their 
overall visit to the park (Figure 58).  
 
Level of Satisfaction with Recent Visit Overall (Onsite) 
 
2006 
2008 
2013 
2019 
OVERALL 
4.51 
4.47 
4.56 
4.80 
CAVE CREEK 
4.63 
4.65 
4.67 
4.86 
ESTRELLA 
4.49 
4.12 
4.34 
4.75 
LAKE PLEASANT 
4.31 
4.25 
4.46 
4.56 
MCDOWELL 
4.63 
4.62 
4.65 
4.89 
SAN TAN 
4.46 
4.43 
4.64 
4.87 
SPUR CROSS 
4.45 
4.63 
4.72 
4.79 
USERY 
4.55 
4.55 
4.60 
4.89 
WHITE TANK 
4.57 
4.51 
4.47 
4.80 
1 = Not at all satisfied, 5 = Extremely satisfied 
Figure 58 - Level of Satisfaction with Recent Visit Overall 
ADDITIONAL KEY FINDINGS FROM THE STUDY 
 
The System is becoming increasingly popular for residents who live near the park, a trend that 
has increased since the 2012-13 study. The average distance traveled to the park was 
significantly less in 2018-19 compared to the previous studies. 
 
The average trip expenditure of park visitors increased to $237.41 in 2019.68 It is about $80.00 
more than the previous study. While many visitors were local, they mentioned spending money 
on additional equipment and other luxuries. Out-of-town visitors spent more money on 
transportation and lodgings. 
 
Respondents in the 2018-19 survey felt that operations and maintenance funding should come 
equally from taxes and user fees. It is a reversal of the 2012-13 trend that saw a rise in support 
for mostly user fees.  
 
Overall, visitors were very satisfied with their trip. Satisfaction questions on both the onsite and 
offsite questionnaires indicated that satisfaction was very high and has increased since the 
2012-13 study. 
 
68 Arizona State University School of Community Resources and Development. Maricopa County Parks and Recreation Department 2018-2019 
Visitors Study (11/2020, Pg. 9). https://www.maricopacountyparks.net/assets/1/6/MCPRD_Visitor_Use_Study_2018-19_Final_ON_LINE_.pdf

68      |      PARKS VISION 2030 
 
Primary trails and directional signs were among the top five essential and best-performing 
services. 
 
The facilities most desired were wildlife viewing areas or blinds, restaurants/snack bars, 
outdoor exercise/circuit courses, an event venue, and a zipline.  
 
In addition to overall satisfaction with their visit to the park, respondents indicated high 
satisfaction with their primary activity and the services and facilities offered for that primary 
activity. 
 
Visitors showed a high interest in programs on animals, archaeology and history, astronomy, 
health and fitness, geology, and plants. 
 
Hikers and mountain bikers visited the park to improve their physical health, enjoy physical 
exercise, and observe the scenic beauty.  
 
Walkers visited the park to enjoy the solitude, observe the scenic beauty, and enjoy the sounds 
and scents of nature.  
 
Only about 40 percent of visitors were aware of the MT. However, over 75 percent of those who 
said that they currently use the trail will continue using it in the future. 
 
2020 ANNUAL PASS HOLDERS COVID-19 STUDY 
To better understand how the COVID-19 pandemic affected visitor behaviors, MCPRD conducted an 
online Visitor Survey in collaboration with ASU Watts College of Public Service and Community 
Solutions School of Community Resources and Development. The study aimed to determine 
recreational behavioral changes, acceptability of visitation requirements and management actions, and 
visitor safety concerns. Of 15,000 annual pass holders, a random selection of 2,846 of the annual pass 
holders received a questionnaire link via email in early August 2020. The survey closed in late 
September 2020 with 652 responses.  
 
The results of the survey showed: 
 
The most frequently visited was WTMRP, and BHRP was the least visited. On average, visitors 
use the parks 33 times annually.  
 
Visitors who reduced the number of visits due to COVID-19 attributed the reduction to concerns 
about overcrowding and adherence to stay-at-home orders. 
 
Survey results showed that recreation patterns changed among visitors. Visitors reported 
checking recreation areas' health policies to minimize exposure before visiting. Visitors also 
reported recreating with the same people to reduce exposure.  
 
When asked about future outdoor recreation, visitors indicated a desire to support health by 
spending time outdoors and through exercise and to remain informed of the status of public 
lands and facilities.  
 
Touch-free payment options, mobile in-app experience, online day-use payments, hand sanitizer 
stations, and self-serve pay stations at entrances were potential management actions most 
acceptable to visitors.  
 
Visitors reported bathroom closures, reduction in park hours, and closure of frequently used 
parks and individual campgrounds as the least acceptable potential management actions.  
 
Visitors indicated that they felt that MCPRD maintained well-trained staff. They indicated feeling 
confident in staff to manage a safe experience, and the areas were well managed. 
 
Visitors also strongly intend to return and would recommend the parks to others.  
 
Finally, visitor information sources most likely to be used are park websites, brochures, and 
mobile apps.

PARKS VISION 2030      |      69  
GENERAL POPULATION INPUT 
Understanding the park and open space needs and environmental priorities of the County's general 
population is vital in planning a system of parks for the County. Gaining a greater understanding from a 
broader cross-section of residents (not just those that currently use County parks) affords future 
planning of parks and facilities that will attract new visitors and better address all residents' 
environmental, social, and economic concerns. During the past few years, several highly regarded 
surveys listed below reflected the implications of this planning process. 
 
CENTER FOR THE FUTURE OF ARIZONA/GALLUP 
The Center for the Future of Arizona (CFA) is a nonprofit, nonpartisan organization founded in 2002 to 
improve the lives of Arizona residents both now and in the future. "The mission of CFA is to bring 
Arizonans together to create a stronger and brighter future for our State and to achieve prosperity, 
quality of life, and opportunities for all. CFA has long believed that the best way to discover how 
Arizonans view their community and our State — and what they want for the future — is to ask them. 
The 2020 Gallup Arizona Survey builds and expands upon the first-of-its-kind Gallup survey sponsored 
by CFA in 2009".69  
 
The Gallup survey results provide great insight into how Arizonans prioritize key issues for a brighter 
future. One of the key priorities for residents directly related to this planning effort is caring for our 
environment and providing for a sustainable future. CFA has also made data available specifically for 
County residents to determine if there are significant differences between the County and State. An 
analysis of the results indicates a general agreement on all priorities for the future, including responses 
to environmental-related questions. 
 
 
69 Center for the Future of Arizona. (2021, pg. 6). The Arizona We Want: The Decade Ahead. Retrieved from 
https://www.arizonafuture.org/media/unfojhmh/cfa_arizona_we_want_the_decade_ahead_digital.pdf

70      |      PARKS VISION 2030 
Public support for protecting Arizona's rivers, natural areas, and wildlife and protecting and expanding 
parks and recreation was solid in the 2021 Center for the Future of Arizona and Gallup Poll study 
(Figure 59). Ninety-two percent of respondents (Maricopa County and the State) agreed that preserving 
and protecting Arizona rivers, natural areas, and wildlife was important. This key indicator was the 
highest-rated consensus item across all priorities tested in the survey. Additionally, 82 percent of the 
respondents favored protecting and expanding open spaces, parks, and outdoor recreation.70 
  
 
 
 
70 Center for the Future of Arizona. (2021, pg. 50). The Arizona We Want: The Decade Ahead. Retrieved from 
https://www.arizonafuture.org/media/unfojhmh/cfa_arizona_we_want_the_decade_ahead_digital.pdf 
74%
82%
80%
85%
84%
85%
92%
74%
80%
82%
84%
85%
85%
92%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Transition to clean energy.
Improve air quality.
Protect and expand open space for parks and outdoor recreation.
Reduce the heat island in our urban areas by planting trees and
creating cooler outdoor walkways.
Increase spending and measures to prevent forest fires on state
land.
Put regulations in place to protect rural water supplies.
Preserve and protect Arizona's rivers, natural areas, and wildlife.
HOW IMPORTANT IS IT THAT ARIZONA MAKES THE 
FOLLOWING CHANGES OVER THE NEXT 10 YEARS? 
PERCENT 'VERY IMPORTANT' TO 'IMPORTANT.'
All
Maricopa
Figure 59 - Environment and Sustainable Future: Actions Arizonans Want by the 2021 Center for the Future of Arizona and Gallup 
Poll.

PARKS VISION 2030      |      71  
NINA MASON PULLIAM TRUST/MORRISON INSTITUTE 
The Nina Mason Pulliam Charitable Trust was established upon the death of Nina Mason Pulliam on 
March 26, 1997, to support the causes she loved in her home states of Arizona and Indiana. 
 
The mission of the Nina Mason Pulliam Charitable Trust is to help people in need, especially women, 
children, and families, protect animals and nature, and enrich community life, primarily in metropolitan 
Phoenix and Indianapolis. 
 
In 2020 the ASU Morrison Institute of Public Policy developed a report on Attitudes and Opinions About 
Environmental Issues in Arizona for Nina Mason Pulliam Charitable Trust.71 The 2020 study followed a 
similar survey conducted in 2017 and allowed for comparison over time. 
 
One of the most notable findings concluded, "In general terms, Arizona voters are as interested or more 
interested in and concerned about the environment in 2020 as they were in 2017. This includes 
attitudes toward and opinions about wildlife, land use, rivers and streams, global warming, preservation 
of water, air and water quality, and government spending on and attention to the environment." 
Specifically, 98 percent of respondents said that parks preserve, forests and open spaces are 
important to them. And protecting the State's air and water quality, land use, and wildlife were among 
the top three priorities for future action from the survey (Figure 60). 
 
WHICH ONE OF THE FOLLOWING DO YOU BELIEVE SHOULD BE THE TOP PRIORITY FOR THE 
GOVERNOR OR LEGISLATURE? 
 
2020 
2017 
Improving the public education system 
33% 
43% 
Making health care more accessible 
20% 
17% 
Protecting the State's air and water quality, land use, and wildlife 
16% 
10% 
Immigration reform 
12% 
8% 
Lowering taxes 
7% 
5% 
Attracting and retaining businesses and jobs 
7% 
13% 
Improving public safety 
5% 
4% 
Figure 60 - Which one of the following do you believe should be the top priority for the governor or legislature? 
ARIZONA STATE PARKS – STATEWIDE COMPREHENSIVE 
OUTDOOR RECREATION PLAN  
The ASPT’s 2022 SCORP indicated that those who participated in active land-based outdoor recreation 
during the last 12 months primarily responded that the activities included walking, jogging, or running 
on trails at a park/day hiking (69 percent) or bicycling (43 percent) from the public and were even 
higher from the invested user group (86 percent and 75 percent, respectively). Other top outdoor 
recreation activities were visiting a local park such as a playground or city park (93 percent), picnicking 
or gathering outdoors with family or friends (89 percent), and visiting a natural or wilderness area (87 
percent). The invested user indicated a higher response to visiting a natural or wilderness area (98 
percent), with the other responses over ninety percent.   
 
 
71 Nina Mason Pulliam Charitable Trust. (2020).  Arizonans’ Attitudes and Opinions about Environmental Issues. Retrieved from 
https://www.ninapulliamtrust.org/wp-content/uploads/2020/11/NMP-Environ-Infographic_AZ_FNL_web-1.pdf

72      |      PARKS VISION 2030 
In addition, ASPT also asked about the importance of Arizona recreation settings and the preference 
for open spaces in natural settings. Of utmost importance for planning recreation in the next 12 months 
were open spaces in natural settings with very little development, followed by large, nature-oriented 
parks and small neighborhood parks.  
 
IMPORTANCE OF ARIZONA RECREATION SETTINGS – 
PREFERENCE FOR OPEN SPACES IN NATURAL SETTINGS 
Arizonans rated on a scale of (1) Not at all important to (7) Extremely important; how important are 
each of the following Arizona recreation settings to them and other people in their household? 
 
IMPORTANCE OF ARIZONA RECREATION SETTINGS 
Among those planning to recreate outdoors in the next 12 months. Scale of (1) Not all important to 
(7) extremely important.  
 
 
RANK 
 
IMPORTANCE OF ARIZONA RECREATION SETTINGS 
ARIZONA 
PUBLIC 
N = 5,088 
 
INVESTED USER 
N = 1,322 
 
1 
Open spaces in natural settings with very little development, 
such as national forests or other recreation areas managed by 
government agencies 
 
5.56 
6.58 
 
2 
Large, nature-oriented parks primarily used for hiking, 
picnicking, or camping, with only a few facilities - such as 
some regional, state, or national parks 
5.58 
6.25 
 
3 
Small neighborhood parks have only a few facilities - such as 
playgrounds, common areas in housing complexes, etc. 
4.95 
4.53 
 
4 
Large, developed parks in urban areas with many facilities 
and uses - such as parks with community centers, event 
spaces, ball fields, etc. 
4.93 
4.48 
 
5 
Open spaces in natural settings with very little development. 
Such as national forests or other recreation areas managed 
by government agencies. 
4.18 
3.30 
Figure 61- Arizona Statewide Comprehensive Outdoor Recreation Plan (SCORP) 2023 - Draft for public review and comment: 
August 2, 2022. 
The top two responses are similar to MCPRD System (Figure 61):  
 
open spaces in natural settings with very little development, and  
 
large, nature-oriented parks primarily used for hiking, picnicking, or camping, with only a few 
facilities.

PARKS VISION 2030      |      73  
TO HELP SUPPORT HEALTH GOALS – PROVIDE MORE WALKING TRAILS AND PATHWAYS 
AND INCREASE ACCESS. 
When asked how could outdoor recreation areas and facilities in Arizona help in achieving their goals 
or properties related to physical and mental health fitness, all three groups agreed on their top 
recommendations. 
RANK 
SUPPORT FOR OUTDOOR RECREATION 
AREAS/FACILITIES TO HELP ACHIEVE 
HEALTH GOALS 
(Public & Users: Planning to Recreate Outdoors in 
Next 12 Months) 
ARIZONA 
PUBLIC 
N = 5,088 
INVESTED 
USER 
N = 1,322 
PROVIDER  
N = 122 
1 
(Provide more) walking trails and pathways. 
60.3% 
70.7% 
87.5% 
2 
(Increase) easy/confident access points to trails, 
pathways, waterways, and facilities. 
56.3% 
70.1% 
76.8% 
3 
(Protect and encourage more) natural settings at outdoor 
recreation areas have only a few facilities. 
55.6% 
82.0% 
83.0% 
4 
(Support) community projects and activities that connect 
people to each other and the environment. 
42.5% 
56.3% 
58.9% 
5 
(Support) health and fitness community events (e.g., 
running and bicycling races, yoga, tai chi, other fitness 
and exercise programs, adventure races, etc). 
42.4% 
41.3% 
53.6% 
6 
(Provide more) programs aimed at specific groups such 
as older adults, families with young children, etc 
39.9% 
42.4% 
51.8% 
Figure 62 - AZ State Parks and Trails – Support for Outdoor Recreation Areas/Facilities to Help Achieve Health Goals 
From the general public, the highest support was for providing more walking trails and pathways, 
increasing easy/convenient access points to trails, pathways, waterways, and facilities, and protecting 
and encouraging more natural settings at outdoor recreation areas and facilities (Figure 62).  
 
PARKS VISION 2030 PLANNING OUTREACH 
In 2020, MCPRD created a website with a project summary to engage the public in the Parks Vision 
2030 project. In early 2021, a notification was posted on the website to include project details, a 
PowerPoint presentation from the focus group meetings, and a public contact list form to keep in touch 
about project updates. The sign-up form, available in English or Spanish, allowed members of the public 
to receive information regarding project updates and future public meetings. In total, 831 members of 
the public joined the contact list. 
  
PUBLIC VIRTUAL MEETINGS 
Virtual public meetings occurred on Monday, November 8, 2021, and November 10, 2021, with 117 
participants. The sessions provided participants with an update on the PV 2030 and preliminary key 
findings. The public participated by responding to poll questions and submitting questions for the 
question-and-answer segment of the meeting. Participants completed a public outreach feedback form 
via SurveyMonkey to gather community input to help guide priorities.

74      |      PARKS VISION 2030 
Throughout the outreach process, the MCPRD actively engaged a wide variety of stakeholders to help 
reach a greater diversity of public members. MCPRD engaged 61 stakeholder organizations to share 
information regarding the PV 2030 project and share it with their membership through their contact 
lists and newsletters, including Hispanics Enjoying Camping, Hunting and the Outdoors (HEHCO) and 
Ability 360, which empowers people with disabilities. 
 
MCPR also used a variety of social media apps. To accommodate Limited English Proficiency (LEP) 
populations, MCPRD prepared graphics and outreach in Spanish whenever possible. PowerPoint 
presentations utilized subtitles at public meetings to show real-time translations from English to 
Spanish on the screen. The MCPRD website is also translatable into more than 20 languages as part of 
the public outreach on the project. Every effort was made to address reasonable accommodations 
based on language or disability throughout the public outreach process. Announcements for the public 
meeting included information regarding reasonable accommodations based on language or disability. 
The public was encouraged to request accommodations early to ensure adequate time for the County 
to comply. 
 
PUBLIC OUTREACH FEEDBACK FORM RESULTS 
One of the critical methods for collecting input from the public and stakeholders was using surveys. 
With over 1,420 public feedback forms returned, it proved a successful outreach method, especially 
during COVID-19 (Pages 74-77).  
 
 
Public outreach feedback from results 
 
YES 
 
NO 
 
NOT SURE 
Have you ever visited a Maricopa County regional park? 
87.9% 
3.7% 
8.4% 
Have you visited a Maricopa County regional park in the last 
year? 
87.6% 
12.6% 
1.2% 
 
Figure 63 – Public Outreach Feedback from Results 
 
Which is your favorite Maricopa County park to visit? 
 
YES 
Lake Pleasant Regional Park 
 
20.9% 
White Tank Mountain Regional Park 
 
16.6% 
McDowell Mountain Regional Park 
 
15.2% 
Usery Mountain Regional Park 
 
12.1% 
Cave Creek Regional Park 
 
8% 
Spur Cross Ranch Conservation Area 
 
7.8% 
San Tan Mountain Regional Park 
 
6.1% 
Estrella Mountain Regional Park  
 
3.8% 
Hassayampa River Preserve 
 
2.9% 
Adobe Dam Regional Park 
 
0.6% 
The New River Community Park and other parks outside the County system were mentioned. Some comments 
said all of the parks are my favorite. 
 
 
 
Figure 64 – Which is your favorite Maricopa County park to visit? - Public Outreach Feedback from Results

PARKS VISION 2030      |      75  
 
 
RANKING 
What are the primary reasons preventing you from visiting a 
Maricopa County park more regularly? Please choose three (3) 
options. 
 
 
 
PERCENT 
1 
I was not aware of the parks 
 
36.9% 
2 
I use local parks more often 
 
34.6% 
3 
Too busy and haven't had the opportunity 
 
31.4% 
4 
Too far from where I live 
 
27.2% 
5 
Other (please specify) 
 
12% 
6 
Entrance/user fees too expensive 
 
11.7% 
7 
I visit federal lands more often 
 
10.4% 
8 
Poor health/disability 
 
5.8% 
9 
Park amenities not appealing 
 
4.2% 
10 
No interest 
 
3.9% 
11 
Lack of transportation 
 
3.6% 
12 
Facilities not well maintained 
 
1.6% 
 
Twenty-eight respondents also listed the pandemic. 
 
 
 
Figure 65 – What are the primary reasons preventing you from visiting a Maricopa County park more regularly? - Public Outreach 
Feedback from Results 
 
 
 
 
 
AWARENESS 
AWARE 
UNAWARE 
UNSURE 
Are you aware of the Maricopa Trail, a 315-mile loop trail 
system that links Maricopa County's regional park system? 
52.9% 
40.9% 
5.9% 
 
Figure 66 – Awareness - Public Outreach Feedback from Results 
 
ACTIVITIES 
 
PERCENT 
Which are the top three (3) activities you would participate in at a Maricopa 
County park? There were 28 activities to choose from. The top 10 have been 
listed. 
 
 
Trail hiking 
 
62.2% 
Mountain biking 
 
22.3% 
Walking 
 
21% 
Kayaking/canoeing/paddleboarding 
 
15.4% 
Running/jogging 
 
15% 
Photography 
 
12.3% 
Park interpretive programs 
 
12.3% 
Watching wildlife/birding 
 
11.2% 
Biking 
 
11% 
R.V. camping 
 
10.6% 
 
Figure 67 – Activities - Public Outreach Feedback from Results

76      |      PARKS VISION 2030 
AMENITIES 
 
PERCENT 
When visiting the parks, which amenities would you use the most? Please 
choose up to three (3). All choices available have been provided in the table. 
 
 
Trails 
 
88.5% 
Water access 
 
38.6% 
Picnic ramadas 
 
34.9% 
Nature centers 
 
30.6% 
Campgrounds 
 
28.7% 
Playgrounds 
 
15.7% 
Bathrooms 
 
5% 
Equestrian Area 
 
1% 
Other comments 
 
10.3% 
 
Figure 68 – Amenities - Public Outreach Feedback from Results 
 
PROGRAMS 
 
PERCENT 
What programs would you be most interested in? Please choose up to three 
(3). All options presented have been included in the table below. 
 
 
Outdoor Adventure 
 
46.4% 
Nature-based/educational 
 
44.5% 
Moonlight hikes  
 
32.1% 
Fitness related  
 
31.3% 
Community special events 
 
23.8% 
Water-related activities 
 
19.7% 
Volunteering 
 
16.3% 
Birding 
 
12.7% 
School programs 
 
8.8% 
Other 
 
8.4% 
Archery 
 
6.9% 
 
Figure 69 – Programs - Public Outreach Feedback from Results

PARKS VISION 2030      |      77  
PRIORITIZING IMPROVEMENTS ON TRAILS 
 
RATING 
Please rate the importance of each of the following when prioritizing 
improvements to trails on a scale of one (1) to five (5) (five being very 
important). These were the top five items out of seven categories. 
 
 
Maintaining trails 
 
5 
Adding new trail signs 
 
4 
Adding trail/information signage 
 
3 
Providing separate trails for hikers, mountain bikers, and equestrians 
 
2 
Adding new hiking (specific trails/facilities and amenities) 
 
1 
 
Figure 70 – Prioritizing improvements on trails - Public Outreach Feedback from Results 
 
 
 
PRIORITIZING IMPROVEMENTS FOR AMENITIES 
 
RATING 
Please rate the importance of each of the following when prioritizing improvements 
for amenities on a scale of 1 to 5 (5 being very important). The top five (out of 13 
options) items of importance: 
 
 
General Park Maintenance (significantly higher than all other responses) 
 
5 
Adding restroom facilities and drinking water stations (tied) 
 
4 
Maintaining campgrounds 
 
3 
Adding rest stations/benches/shade 
 
2 
Adding parking 
 
1 
Figure 71 – Prioritizing improvements on amenities - Public Outreach Feedback from Results 
 
PRIORITIZING ACTIONS TO IMPROVE THE VISITOR EXPERIENCE 
 
RATING 
Please rate the importance of each of the following when prioritizing actions to 
improve the visitor experience on a scale of 1 to 5 (5 being very important). The top 
five of 10 options items of importance are shown below: 
 
 
Quality web-based park maps 
 
5 
Increasing access for low-income/underserved populations 
 
4 
Improving ADA accessibility 
 
3 
Extending park hours 
 
2 
Quality printed park maps 
 
1 
Figure 72 – Prioritizing improvements on the visitor experience - Public Outreach Feedback from Results

78      |      PARKS VISION 2030 
How would you 
allocate $100 to 
support the Maricopa 
County Parks and 
Recreation 
Department among 
the categories below 
(Figure 73)?  
As seen in the 
graphic, the public 
devoted the most 
considerable portion 
at $32 towards 
maintaining the 
existing parks, with 
$22 for acquiring and 
protecting new open 
space and $21 for 
restoring or 
protecting river and 
wildlife corridors. It is 
significant to 
combine the last two 
responses, which are 
$43 towards protecting elements of the natural environment outside of existing park boundaries.  
 
Summarizing the public survey results, Figure 65 shows significant support from the public on how 
access to regional parks, natural areas, and trails is essential to their health and well-being (93.4 
percent). It is interesting to note that what came in even higher was the consensus that wildlife 
corridors and open space are important to protect the health of the ecosystem now and in the future 
(95.5 percent).  
 
There is also strong support for natural resource conservation efforts to protect native plants and 
animals. There is even strong support for restoring the river corridors throughout metropolitan Phoenix 
to increase public access to nature (86.4 percent). There was also strong support for increased funding 
to provide for expanded regional park, recreation, trail, and open space opportunities (87.8 percent)  
 
In addition, four open-ended questions generated hundreds of responses. A summary of the comments 
is in Appendix D.  
 
DEMOGRAPHICS 
 
Respondents to the survey were primarily Maricopa County Residents, with over 90 percent 
indicating they are full-time residents and have lived in the valley for more than ten years. 
 
All age groups were close to being equally represented, especially those between 35-75 years 
old (80 percent of respondents), with a slight underrepresentation of the 25-35 age group (11.9 
percent).  
Figure 64 – How would you allocate $100 to support Maricopa County Parks? 
Figure 73 - Parks Vision 2030 Public Outreach Feedback Form Questions

PARKS VISION 2030      |      79  
 
The gender split was approximately 60 percent female and 40 percent male. Most respondents, 
79 percent, identify themselves as white. Hispanic or Latino represent roughly 9.7 percent, and 
respondents preferring not to identify at 9.7 percent. 
 
The information in the bullet points above comes from the data in the tables provided on pages 
79-80. 
 
AGE 
HOW OLD ARE YOU? 
PERCENTAGE 
35-44 
22.6% 
55-64 
21.1% 
45-54 
19.4% 
65-74 
17.6% 
25-34 
11.9% 
75 years or older 
4.4% 
Prefer not to answer 
2.1% 
18-24 
1.0% 
Under 18 
0% 
Figure 74 – How old are you - Public Outreach Feedback from Results 
 
DO YOU LIVE IN MARICOPA COUNTY? 
DO YOU LIVE IN MARICOPA COUNTY? 
PERCENTAGE 
Yes, full-time resident. 
90.8% 
Yes, part-time resident for four months or more. 
4.9% 
No, resident of another county in Arizona. 
2.7% 
No, resident of another state. 
1.3% 
Figure 75 – Do you live in Maricopa County - Public Outreach Feedback from Results 
 
WHAT IS YOUR GENDER? 
WHAT IS YOUR GENDER? 
PERCENTAGE 
Female 
56% 
Male 
40% 
Prefer not to answer 
3.7% 
Other 
0.3% 
Figure 76 – What is your gender - Public Outreach Feedback from Results 
 
WHICH OF THE FOLLOWING BEST DESCRIBES YOUR RACE? 
WHICH OF THE FOLLOWING BEST DESCRIBES YOUR RACE? 
PERCENTAGE 
White / Caucasian 
79% 
Hispanic / Latino 
9.7% 
Prefer not to answer 
9.5% 
American Indian / Alaska Native 
2% 
Asian 
1.8% 
Other 
1.3% 
Black / African American 
1.0% 
Native Hawaiian / Other Pacific Islander 
0.2% 
Figure 77 –Which of the following best describes your race - Public Outreach Feedback from Results

80      |      PARKS VISION 2030 
WHICH CATEGORY BEST DESCRIBES YOUR TOTAL ANNUAL HOUSEHOLD INCOME BEFORE 
TAXES? 
WHICH CATEGORY BEST DESCRIBES YOUR TOTAL ANNUAL HOUSEHOLD 
INCOME BEFORE TAXES? 
PERCENTAGE 
Prefer not to answer 
21.4% 
Between $100,000 and $150,000 
20.5% 
Over $150,000 
19.1% 
Between $50,000 and $74,000 
12.7% 
Between $75,000 and $99,999 
12.0% 
Between $30,000 and $49,999 
9.0% 
Between $15,000 and $29,999 
3.4% 
Under $15,000 
1.5% 
Other 
0.6% 
Figure 78 –Which category best describes your total annual household income before taxes - Public Outreach Feedback from 
Results 
 
PLEASE PROVIDE THE LOCATION OF YOUR PRIMARY RESIDENCE. IF YOU ARE A PART-TIME 
RESIDENT, PLEASE USE YOUR ARIZONA INFORMATION.  
 
The map below (Figure 79) illustrates the location of the survey respondents. Interesting that 
many of the respondents are in the West Valley, and the balance is equal throughout the valley, 
including respondents outside of the urban areas. 
  
 
 
 
 
 
 
 
 
 
 
Figure 79 - Dot Density Map – Public Outreach Feedback Form Zip Codes

PARKS VISION 2030      |      81  
SWOT ANALYSIS WORKSHOP  
In December 2019, two Strengths, Weaknesses, Opportunities, and Threats (SWOT) workshops were 
conducted. The workshops include two groups: the Executive Team; and the Operations Committee. 
The Executive Committee included approximately 20 representatives, including both inside and outside 
of the MCPRD. The 
Operations Team had more 
than 50 park staff 
members. The same 
agenda was used for both 
workshops, beginning with 
a presentation of the visitor 
surveys and the 
Countywide context maps. 
The Executive Team 
meeting also reviewed the 
results of the Operations 
Team Workshop.  
 
Operations Team: The 
workshop was a two-part 
exercise: beginning with a 
facilitated SWOT analysis 
and then group 
presentations with 
discussions of their 
findings. Staff members 
were divided into East and 
West Districts and further 
divided based on the area of 
responsibility, including park supervisors, interpretive rangers, administrative staff, and maintenance. 
Each group presented the top five findings for each SWOT topic to the larger group.  
 
Executive Team: The Executive Team followed a similar presentation and workshop. Due to the 
smaller group size, the Executive Committee group elected a scribe and a facilitator. Following the work 
session, each group reported the top five findings for each SWOT topic to the larger committee.  
 
The two groups compiled a list of top strengths, weaknesses, opportunities, and threats to the System 
today and in the future. The responses and their representative comments by percent were recorded 
and presented for discussion (Figure 80).  
 
From the group SWOT presentations and discussion, four focus areas evolved:  
1. Regional impacts on quality of life and economy: Providing and maintaining quality outdoor 
places to attract visitors, retain knowledge-based employers and employees, and provide 
opportunities to expand tourism. 
2. Preserving the regional, natural heritage: Visitors value our Sonoran Desert heritage and protect 
quality outdoor places for future enjoyment. 
Figure 80 - SWOT Analysis

82      |      PARKS VISION 2030 
3. Exceptional visitor experiences: Quality outdoor places are critical in providing visitor 
experiences that energize, inspire, and restore visitors. 
4. Sustainable resource management: Rapid growth poses a serious challenge to protecting, 
maintaining, and restoring quality outdoor places, requiring diligence, leadership, and regional 
collaboration. 
 
STAKEHOLDER FOCUS GROUP MEETINGS 
In January and February 2021, six region-wide virtual focus group meetings occurred, involving 
approximately 135 stakeholders and 61 organizations. Participants included park and recreation and 
planning professionals throughout Maricopa County, local governments, state and federal agencies, 
nonprofits, and academia. The meeting format included the history and purpose of the MCPRD PV 
2030 and a presentation of the various discussion topics, including priorities, opportunities, and 
challenges of a regional park system. Through a facilitated workshop, participants provided feedback, 
discussed best practices, and shared the status of park planning and other active regional projects. 
Five major themes emerged from the focus group sessions:  
1. Improve existing regional parks 
2. Respond to population growth and increased visitation  
3. Improve connectivity for people and wildlife  
4. Address priority concerns and challenges 
5. Improve communication, collaboration, and coordination  
 
A subsequent virtual stakeholder meeting took place to provide stakeholders with a summary of the 
major themes and comments identified from the six focus group meetings. A feedback form was 
shared with participants to gather additional input on ranking goals and priorities.  
 
To further understand the five major themes, the following describes each theme and the factors that 
helped inform them.  
 
IMPROVING EXISTING REGIONAL PARKS  
Focus group discussions included improving existing regional parks to enhance the visitor experience. 
Improvements discussed included possible additional access points and enhancing park trail 
connections. Regional and local parks are experiencing high use and development pressures along 
their boundaries. Other controlled access point improvements may assist with overburdened local 
parks. Balancing the diversification of assets and recreational opportunities with capacity and visitation 
is necessary. Also, there must be a balance between maintenance and operations with wildlife and 
conservation efforts.  
 
RESPONDING TO POPULATION GROWTH AND INCREASED 
VISITATION 
Parks throughout the U.S. experienced increased visitation in 2020 because of the COVID-19 pandemic. 
The BLM and the USFS experienced increased use and pressures in response to increased population 
growth and visitation. Unsanctioned recreational activity is also growing, and organizations are working 
toward a proactive approach to managing activities such as OHV and target shooting in areas where

PARKS VISION 2030      |      83  
those activities are not allowed. Under the BLM multi-use 
mandate, recreational space planning and design would provide 
for various activities while responding to potential program 
conflicts.  
 
In addition to increased park visitation, Arizona is experiencing 
accelerated population growth. To accommodate growth and 
visitation, the focus group participants discussed land acquisition 
opportunities in the valley's east and west regions that would 
allow for future expansion.  
 
IMPROVING REGIONAL 
CONNECTIVITY FOR WILDLIFE AND 
PEOPLE 
Several areas identified locations for future regional recreational 
connectivity for people and wildlife. As the region increases in 
population and park use continues to rise, wildlife movement and 
isolation are of concern. A loss of genetic diversity of certain 
wildlife species, specifically large mammals that rely on migration, could occur due to isolation. There 
are also fragmented growth concerns as the number of developments increases through a leapfrog 
pattern further away from cities where cheaper land may be available. Occurring more rapidly after the 
COVID-19 pandemic as more people may have flexible work schedules and be able to work from home 
or only commute part-time.  
 
Understanding the impacts of climate change on wildlife habitats is essential to prioritize conservation 
efforts and sustain diversity, including wildlife corridor types and width. Consider the following: 
 
Incorporate Audubon Important Bird Areas into wildlife connectivity efforts. 
 
Corridors may serve as highways for animals to move from urban to natural settings. 
 
The Wildlife Corridor Best Practices Guide, developed by the City of Buckeye, can be used as a 
tool for developers to employ wildlife-friendly design principles.  
 
The Town of Queen Creek identified long-term goals incorporating connections and open space 
corridors to preserve greater ecological value and improve the wash system. 
 
Arizona Public Service (APS) electric transmission corridors may serve as important wildlife 
corridors through their management practices, including vegetation management and 
encouraging plants attractive to pollinators.  
 
The groups also discussed trails and the various projects communities are working on. 
Communities may begin to collaborate with other each other on how projects might connect for 
increased cohesion of trail systems within the region.  
 
There are also significant opportunities to connect communities with the MT to help improve 
regional connectivity.  
 
The City of Peoria is currently working on best practice guidelines for the MT, which other 
communities may use as a reference when developing policies in their community.  
 
 
 
Park visitors flock to White Tank 
Mountain Regional Park.

84      |      PARKS VISION 2030 
ADDRESSING PRIORITY CONCERNS AND CHALLENGES 
The focus groups identified several 
priority concerns and challenges related 
to parks and recreation. These include 
organizational resources such as 
training; escalating maintenance and 
operational costs; staff capacity; 
partnership development; and 
consistency with political direction as 
town and city councils change over time. 
Additionally, increased stress is on areas 
where the urban and rural areas meet, 
known as the urban-rural interface, both 
from a recreational use standpoint and 
increased development due to population 
growth.    
 
With increased use, particularly during 2020, there is a concern about encroachment on wildlife habitats 
and loss of biodiversity in the parks. Cities and towns expressed that they may not own or have control 
over areas best suited for recreational corridors, such as along the river or utility corridors.  
 
Consideration for environmental stewardship, public knowledge on conservation, and protecting the 
park and open space resources were also concerns, including maximizing high-quality, diverse public 
open spaces, including various user groups, and equitable access. Funding was a significant challenge, 
including budgetary matters and funding for acquisition and development.  
 
IMPROVING COMMUNICATION, COLLABORATION, AND 
COORDINATION  
There is a need for improved communication, collaboration, and coordination among park agencies to 
address concerns and secure dedicated funding sources. One idea supported by the group is to 
develop a new regional park interagency cooperative group to pursue long-term funding and support for 
parks and recreation. With a focus on community health and well-being, the group recognized the next 
ten years as critical to identify multiple funding sources, which could include: 
 
Increase in general funds from Park and Recreation Bond  
 
Secure statewide major funding sources and new federal funding initiatives 
 
Implement Quality of Life tax initiative  
 
Sales tax  
 
Lobbying state and federal delegations for funding to prioritize the quality of life and natural 
resources 
 
Secure funding through philanthropy groups 
 
Increase in County General Fund support 
 
STAKEHOLDER DISCUSSION ON PARK SYSTEM MISSION 
In addition to the theme discussion, stakeholders shared opinions on the immediate focus to serve 
County residents and visitors. Among the responses, stakeholders felt that the focus should be on the 
present and future of what citizens desire. Providing quality parks, trails, programs, services, and 
Focus group participating in planning efforts for the Vulture 
Mountains Recreation Area.

PARKS VISION 2030      |      85  
experiences while maintaining and improving current assets and protecting valued places ahead of 
exponential growth. The groups also considered managing and expanding a system of public lands and 
regional trail system that preserve and maintain the unique Sonoran Desert heritage through developing 
partnerships to ensure a robust regional network of natural open spaces for future generations,  
 
Looking forward to 50 years, the stakeholder group focused on ensuring a robust regional network of 
natural open spaces that preserve and maintain our unique Sonoran Desert heritage while continuing to 
manage existing future parklands.    
 
PARTNERSHIP RECOMMENDATIONS 
Stakeholders identified working collaboratively through partnerships were essential to protecting open 
space. Partnership discussion from the stakeholder meetings identified areas of focus, including: 
 
Wildlife Corridors: Work collaboratively across jurisdictions and agencies to understand and 
identify land priorities, emphasizing protecting wildlife corridors and other areas of high 
importance. 
 
State/Federal Partners: Work with state and federal agencies on recreational and open space 
opportunities that benefit Arizona residents and visitors. 
 
Funding Workgroup: Develop a new regional park interagency cooperative group to pursue 
long-term funding and support for parks and recreation. 
 
River Corridors: Focus on a comprehensive strategy with partners to connect spaces and 
create substantial greenways along the river corridors to benefit residents and wildlife. 
 
Local Partners: Collaborate with various partners such as cities and towns to develop 
connections between regional parks. 
 
ENGAGEMENT OF VISITORS 
The success of the park system relies on visitors and their support of the System. The stakeholders 
address the importance of visitor engagement through:  
 
Valuing protecting wildlife and river corridors for improved quality of life. 
 
Encouraging visitors and citizens to connect to nature by utilizing the park and Maricopa Trail 
system to benefit their physical and mental health. 
 
Promoting the regional park and trail system as part of our community, cultivating pride in our 
public spaces. 
 
The goals discussed at the stakeholder meetings that are most important for MCPRD are to: 
 
Establish dependable and dedicated 
funding for regional park improvements 
and open space initiatives.  
 
Identify future areas of high priority for 
expanding parks and open space that 
MCPRD would manage. 
 
Maintain and improve existing park 
facilities and infrastructure. 
 
Develop new parks consistent with the 
population growth of the County. 
 
Balance natural and cultural resource 
management with recreational 
opportunities. 
Prefab restroom being installed in the Hassayampa River 
Preserve

86      |      PARKS VISION 2030 
EXECUTIVE TEAM (STAFF) INPUT  
The Executive Team was 27 department leaders across the County and other key stakeholders. The 
first Executive Team meeting was in late 2020, with follow-up meetings in April and December 2021. 
The sessions provided the Executive Team with an update on the project's progress and a review of 
themes collected from the stakeholder focus groups. The executive team provided feedback via a form 
to gather input, ranking goals, and priorities for MCPRD. Participants who could not attend had access 
to a video recording of the presentation and the feedback form. Executive team input included 
challenges, partnership goals, and visitor engagement goals.  
Challenges included: 
 
Population growth and development impacts 
 
Collaborative partnerships to protect the County's open spaces 
 
Funding  
 
PARTNERSHIP GOALS THAT EMERGED FROM THE MEETING 
WERE:  
 
Wildlife Corridors: Work collaboratively across jurisdictions and agencies to understand and 
identify land priorities with an emphasis on protecting wildlife corridors and other areas of high 
importance 
 
State/Federal Partners: Work with state and federal agencies on recreational and open space 
opportunities that benefit Arizona residents and visitors 
 
Funding Workgroup: Develop a new regional park interagency cooperative group to pursue long-
term funding and support for parks and recreation 
 
River Corridors: Focus on a comprehensive strategy with partners to connect spaces and create 
substantial greenways along the river corridors for the benefit of residents and wildlife 
 
Local Partners: Collaborate with various partners such as cities and towns to develop 
connections between regional parks 
 
Goals relating to engaging visitors, inspiring park advocates, parks departments, and other goals 
related to the Parks Vision 2030 process included:  
o 
Elevated visitor experience 
o 
Funding 
o 
Expansion area prioritization  
 
FEEDBACK FORM RESULTS 
Throughout the outreach and planning process, it was critical to receive input from stakeholders, 
including over 135 park and recreation and planning professionals from 61 organizations, including 
local governments, state and federal agencies, nonprofits, and academia across the County.  
 
As a component of outreach efforts, staff, stakeholders, and the executive team provided feedback for 
questions related to the MCRPD mission and vision and prioritized goals and challenges heard from the 
focus group meetings. Below summarizes the form's results, including input from 18 executive team 
members, 55 stakeholders, and 40 staff members.

PARKS VISION 2030      |      87  
MISSION 
When asked about the mission statement, the top five goals were similar among the three groups. 
However, staff rated "engaging in a regional park and open space partnership" significantly lower than 
other items compared to the stakeholder and the executive team, which ranked it much higher. The 
overall top five goals that the three groups selected were (Figure 81):  
 
Provide quality parks, trails, programs, services, and experiences 
 
Provide sustainable environmental stewardship 
 
Protect valued 
places that 
engage visitors 
 
Engage in 
regional park 
and open space 
partnerships 
 
Provide 
exceptional 
natural park 
spaces 
 
VISION 
The feedback form 
also included a list of 
goals for MCPRD to 
focus on in the future. 
The three groups 
combined felt that the 
most crucial goal for 
45.00%
57.50%
45.00%
60.00%
40.00%
61.82%
38.18%
43.64%
40.00%
43.61%
85.00%
52.00%
52.00%
48.00%
48.00%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Manage and expand a system of public
lands that preserve and maintain our…
Connect people with nature
Preserve our unique Sonoran Desert
heritage
Maintain a sustainable park system
Connect people through regional parks,
trails, and programs
VISION STATEMENT: WHAT FIVE 
OPTIONS BEST FIT WHAT WE SHOULD 
FOCUS ON IN THE FUTURE?
Executive Team
Stakeholder
Staff
Figure 82 - Vision Statement: What Five Options Best Fit What We Should Focus On In The Future? 
90%
60%
32.50%
47.50%
57.50%
89.09%
56.36%
58.18%
50.91%
52.73%
85%
52%
52%
48%
48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Providing quality parks, trails, programs, services &
experiences.
Providing sustainable environmental stewardship
Engaging in regional park and open space partnerships
Protecting valued places that engage visitors
Providing exceptional natural park spaces
MISSION STATEMENT: WHAT FIVE OPTIONS BEST FIT 
WHAT WE SHOULD FOCUS ON TODAY?
Executive Team
Stakeholder
Staff
Figure 81 - What Five Options Best Fit What We Should Focus On Today?

88      |      PARKS VISION 2030 
the future was to "maintain a sustainable park system"; however, each group varied when ranking the 
vision. For example, the stakeholder group felt that" managing and expanding a system of public lands 
that preserve and maintain our unique Sonoran Desert heritage" was the most important among the 
future goals. Staff ranked this as the fourth most important. Developing partnerships was ranked 
second among stakeholders but tenth among staff members (Figure 82).  
 
MAJOR THEMES 
When asked to rank 
major focus group 
themes in order of 
importance, results 
among the three groups 
varied significantly. For 
example, staff ranked" 
trails in existing parks" 
among the top five, 
although overall, it did 
not rank high enough in 
the top five. Similarly, 
the executive team and 
stakeholders ranked 
"regional recreation 
connectivity" high. Still, 
staff did not rate this 
theme as high, resulting 
in an average that fell 
below the top five 
rankings. All groups 
agreed that "additional access points at the park" was the least important of the themes. On a scale of 
one (not important) to five (very important), overall results among the three groups combined are as 
follows (Figure 83): 
 
Wildlife Connectivity (4.54) 
 
Identifying/Acquiring Lands for Protection, including park buffers (4.42) 
 
Improvements to Existing Regional Parks (4.15) 
 
Future Areas of Expansion of Regional Parks (4.15) 
 
Developing a regional work group dedicated to park and recreation partnerships and funding 
(4.11) 
 
Figure 83 - Major Themes

PARKS VISION 2030      |      89  
MOST IMPORTANT CHALLENGES 
The groups ranked the most critical challenges to focus on. The top five across all the groups (Figure 
84): 
o Impacts of population growth and development (64.6 percent) 
o Working collaboratively through partnerships to protect open space in Maricopa County (56.6 
percent) 
o Funding (53.1 percent) 
o Wildlife isolation, loss of diversity and habitat (42.5 percent) 
o Overuse of resources (27.4 percent) 
 
RANKING PARTNERSHIP GOALS 
The groups generally agreed on the top three partnership goals, ranking them similarly. The only 
exception was the stakeholder's third selection: "Local Partners: Collaborate with various partners to 
develop connections between regional parks." The top three partnership goals among all groups are as 
follows:  
 
Wildlife Corridors: Work collaboratively across jurisdictions and agencies to understand and 
identify land priorities, emphasizing protecting wildlife corridors and other areas of high 
importance. 
 
State/Federal Partners: Work with state and federal agencies on recreational and open space 
opportunities that benefit Arizona residents and visitors. 
 
River Corridors: Focus on a comprehensive strategy with partners to connect spaces and create 
substantial greenways along the river corridors to benefit residents and wildlife. 
 
RANKING GOALS OF THE PARKS DEPARTMENT 
When ranking goals most important for MCPRD, there were variations between the three groups. For 
example, "Identifying future areas of high priority for the expansion of regional parks and open space 
that MCPRD would manage" ranked as the top goal cumulatively among the three groups.  
 
However, it was ranked 
first by the executive team, 
second by the stakeholder 
group, and third by the 
staff group. Vast 
differences were also 
present in the second goal, 
"Establish dependable and 
dedicated funding for 
regional park 
improvements and open 
space initiatives" The 
Executive team ranked this 
goal as second, the 
stakeholder group as first, 
and the staff group as 
sixth. Results among the 
64.60%
56.60%
53.10%
42.50%
27.40%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Impacts of
population
growth and
development
Working
collaboratively
through
partnerships to
protect open
space in
Maricopa
County
Funding
Wildlife
isolation, loss
of diversity and
habitat
Overuse of
resources
MOST IMPORTANT CHALLENGES
Figure 84- Most Important Challenges

90      |      PARKS VISION 2030 
groups altogether are as follows:  
 
Identify future areas of high priority for expanding regional parks and open space that MCPRD 
would manage. 
 
Establish dependable and dedicated funding for regional park improvements and open space 
initiatives. 
 
Maintain and improve existing park facilities and infrastructure.  
 
Balance natural and cultural resource management with recreational opportunities. 
 
Develop new regional parks consistent with the growth of the population of Maricopa County. 
 
The multiple queries encouraged participants to identify the issues, opportunities, and challenges now 
and in the future. Engaging community leaders through individual or small group discussions or focus 
group settings ensures that the PV 2030 creates a foundation for a community-driven, collaborative 
process that identifies high-priority consensus-based recommendations for the future.

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BLANK.

91      |      PARKS VISION 2030 
CHAPTER 5 – FINDINGS, RECOMMENDATIONS, 
AND IMPLEMENTATION 
INTRODUCTION 
The most pressing parks and open spaces issue facing Maricopa County and the central region of 
Arizona is exponential population growth. Growth is a perceived benefit to the region's economic 
vitality and a concern for the people who live here, as it can strain resources such as open spaces, 
wildlife, and water supplies. Conversely, it can also lead to overcrowding of park and trail resources as 
they become "loved to death." According to numerous statewide public opinion polls, MCPRD park 
visitor surveys, community park and recreation leaders, and staff input, the prolonged and continued 
population expansion will increase pressure on using existing parks.  
 
In the short-term, new and expanded facilities in existing parks are critical. However, over the long- 
term, the current and projected growth will heighten the need to identify future parklands, trails, and 
open spaces to meet the outdoor recreation needs for the future. This necessitates a coordinated effort 
to protect iconic landscapes and unique places, preserving our rich natural and cultural heritage.  
 
IDENTIFYING WHAT PRIORITIES ARE MOST IMPORTANT 
From the public and stakeholder outreach effort, two overarching truths emerged:   
1. The public expects high-quality natural resources, regional open spaces, wildlife habitats, trails, 
and regional parks. Recent surveys ranked reinvesting in our current regional parks as the top 
priority. 
2. Growth is causing loss of open spaces, fragmented ecosystems, diminished wildlife richness, and 
placing undue demand on existing natural and outdoor recreation systems at an alarming rate. 
Survey input from multiple sources ranks protecting significant, threatened open space and wildlife 
and river corridors just as, if not more important than, reinvesting in our current park system*.  
Cholla basking in the sun at White Tank Mountain Regional Park

PARKS VISION 2030      |      92  
*The public outreach feedback survey indicated that when given $100 to support the parks system, the public 
spent $34 of the budget on maintenance. Protecting new open space was $22, and restoring/protecting river and 
wildlife corridors was $21, for a combined total of $43. 
 
CONTINUING THE LEGACY 
A significant theme within the PV 2030 is the continuation of the 1965 Plan. The 1965 Plan 
recommended acquiring eight new Regional Parks, taking a fledgling system from several hundred 
acres to tens of thousands over a relatively short time. The 
BOS and the Commission of Maricopa County, through 
Resolution, were charged with the perpetuation, protection, 
development, and operation of a System for the benefit and 
use of all citizens, which, through their ongoing support, 
continues this legacy today. The System now contains 14 
regional parks and conservation areas. Over the last ten 
years, the County has added two new properties and invested 
heavily in renovating and developing new facilities. 
 
This forward-thinking was displayed again in 2003 with the 
adoption of the Maricopa County Regional Trail System Plan 
(MCRTSP). Over 15 years, the effort culminated in achieving 
a major vision "to connect the majestic open spaces of 
Maricopa County Regional Parks with a non-motorized trail system." The MT is a loop of more than 300 
miles that links communities with nature. 
 
With the same forwarding-looking urgency to meet the demands of an ever-growing population and the 
need to preserve natural open space, the following Vision Statement outlines the challenges to meet 
the need for tomorrow's regional park system:  
 
Maricopa County Park System Plan Vision Statement 
Dedicated to preserving a connected system of exceptional open spaces for current 
and future generations. 
 
To meet this challenge, Chapter Five outlines the findings and recommendations based on the research 
conducted and described in the previous chapters. Finally, it synthesizes recommendations into 
implementable goals, associated objectives, and supporting strategies. The strategies listed are not a 
complete blueprint but highlight initial steps to move an objective toward a process or measure, 
resulting in a tangible outcome. As strategies evolve, tracking progress should include implementation 
timelines. 
 
PV 2030 aims to meet the current population's needs while improving new opportunities for future 
generations. 
 
 
1965 Master Plan Parks and Recreation 
Commissioners

93      |      PARKS VISION 2030 
PARKS VISION 2030 – MAJOR PRIORITIES 
The findings closely mirror the plan elements outlined in Chapter One, which provided the framework 
for this planning process. Therefore, all the PV 2030 elements are identified as priorities, except for 
"Exceptional Visitor Experience," which runs throughout.  
 
1. THE ROLE OF PARKS AND OPEN SPACE IN ENHANCING 
COMMUNITY HEALTH AND WELL-BEING  
The health and wellness benefits of spending time outdoors are significant for physical and 
mental well-being. As growth continues, regional parks and outdoor programs must grow 
with the population to ensure a healthy, vibrant, and attractive region. 
 
Findings:  
Over the past five years, the demand for regional parks, natural open spaces, and trails has steadily 
increased, especially during the COVID-19 pandemic. The increase reflects the need for people to 
connect with nature for physical and mental health reasons. In addition, visitor survey data indicated 
that people visited for scenic beauty, passive recreation, and fitness opportunities. MCPRD can help 
provide essential elements of a healthy environment and society by providing regional parks, trails, and 
open spaces supporting mental health, physical fitness, relaxation, and education.  
 
Recommendations:  
The need to holistically integrate community health presents a unique opportunity beyond typical park 
planning. There is an opportunity to engage with public health, transportation, and environmental 
agencies to provide collaborative, inclusive, and cost-effective 
services. Recommendations include: 
 
Expand opportunities for an active, health-conscious 
population. Trends in mountain biking, competitive 
courses, fitness hiking, and trail running are booming, 
partly due to the COVID pandemic, and indicate a need 
for additional amenities regional parks can provide. 
MCPRD has larger landscapes to expand opportunities, 
providing challenging physical environments for runners, 
distance hikers, equestrians, and mountain bikers. New 
park master plans should consider developing 
challenging mountain bike courses or trails that provide 
endurance opportunities. Additional outdoor fitness equipment or adventure courses would also 
expand opportunities for improved health. 
 
Engage with non-profit and business organizations that recognize the importance of natural 
open space in promoting wellness. The Arizona Alliance for Livable Communities, CFA, outdoor 
retailers, and others could promote the System as part of their fitness and healthy communities 
initiatives. Furthering these alliances through research, marketing, and aligning their mission 
and programs will continue to promote the importance of regional parks and trail systems.   
 
Continue to connect people to nature and protect the Sonoran Desert. Through careful and 
thoughtful management, education, marketing, and planning, the System will continue 
demonstrating its value of preserving high-quality natural lands for wellness benefits.  
 
Park visitors enjoying a trail ride at Cave Creek 
Regional Park

PARKS VISION 2030      |      94  
 
Provide mental health benefits through access to nature. Spending time in natural settings 
helps individuals fight against mental health issues. An overwhelming body of evidence 
demonstrates that separation from nature is detrimental to both physical and mental health. 
Enlist support from the healthcare industry to advocate for additional close-to-home natural 
spaces and develop programs to provide greater access in urban areas.  
 
Create a comprehensive healthy community initiative within public agencies. Work with other 
County Departments on initiatives to help address health equity and resiliency.    
 
Develop strategies with cities and towns to provide seamless access to nature for underserved 
and low-income populations. Improving equitable access is vital in all future planning efforts. 
For example, a new approach might be the development of "closer-to-home" natural settings 
using river corridors and providing programs in partnership with community service 
organizations. 
 
The MT can provide a fitness amenity to residents throughout the County. Promoting and 
expanding the MT as a fitness opportunity may bring up the visibility of the trail system as a 
regional amenity with regional opportunities.  
 
Implementation: 
Goal 1.1: Promote the System as a place where visitors experience the natural environment. 
 
Objective 1.1.1: Create a branding and awareness campaign promoting the benefits of parks 
MCPRD must continue to promote the full range of community benefits that the current and 
future regional parks, trails, and open spaces can offer. This branding effort should promote 
economic, family, physical fitness/wellness, community, and environmental benefits.   
 
Strategies:  
 
The first step in branding should include changing the name of the Parks and 
Recreation Department to reflect better the nature-based experiences offered versus 
a city parks and recreation department 
 
Develop marketing strategies and campaigns with the County Office of 
Communication, Arizona Office of Tourism (AOT), local chambers of commerce, 
recreation industry, resorts and lodging, current and future park concessionaires, and 
the healthcare industry 
 
Engage and promote the System and the MT through the Arizona Alliance for Livable 
Community and the CFA 
 
Objective 1.1.2: Enlist the recreation and tourism industry to strengthen opportunities 
The recreation industry is one of Arizona's largest private-sector economic engines. Rural and 
suburban communities receive significant financial benefits from regional parks, open spaces, 
and trails. Increased and diversified outdoor opportunities benefit the quality of life for 
residents, enhance local economies, and help the recreation industry grow through sales of 
goods and services. The County should develop an Outdoor Recreation Industry Forum to 
explore opportunities to advance common goals.

95      |      PARKS VISION 2030 
Strategies:  
 
MCPRD, with the North Valley Outdoor 
Network (NVON), should host an annual 
meeting to determine the interest in 
formalizing a Recreation Industry partnership 
program to be led by the industry members 
 
Work with the outdoor industry retailer(s), 
such as REI, Camping World, and Ride Now, to 
develop a complete list of potential industry 
partners, including retailers, wholesalers, 
concessionaires, travel and tourism providers, 
relevant non-profits, chambers of commerce, 
and government entities 
 
Hold a day-long meeting to understand the recreation economy better, invite players 
in the industry, recreation providers, and their shared interests 
 
Develop a working committee 
 
Develop a plan of work that may include future co-sponsored development projects, 
advocacy initiatives, marketing opportunities, and other topics 
 
Include various recreational opportunities compatible with the current and future 
activities, including passive recreation, OHV use, and controlled shooting ranges 
 
Goal 1.2: Expand natural open space, parks, and trail opportunities for underserved communities.  
 
Objective 1.2.1: Create a comprehensive healthy communities initiative   
MCPRD will organize and conduct a meeting with Maricopa County's Public Health Department, 
Arizona Department of Environmental Quality, Maricopa County Department of Environmental 
Services, and non-profits (Arizona Alliance for Livable Communities and the Center for the 
Future of Arizona) to discuss a more robust Healthy Communities initiative that incorporates 
natural open space and trails as a vital component of a holistic approach. This initial meeting 
aims to examine how each organization promotes physical health, mental health, and well-being 
and recognize areas where efforts overlap or where implementation through a multi-agency or 
multi-organization approach would create economies of scale and greater effectiveness. 
 
Strategies: Following this initial meeting, a Recommendations Strategy outlining the 
issues, overlapping efforts, and how the participating organizations could cooperate in 
meeting their actions, as well as identifying areas where their collective efforts could be 
more effective. The recommendation should include the following: 
 
Individual agency responsibilities and efforts to address physical and mental health 
 
Identify target populations 
 
Identify possible overlaps and areas of cooperation 
 
Recommended actions for agency cooperation 
 
Other agency or non-profit involvement not at the initial meeting 
 
Identify initiative leadership 
 
Timeframe for follow-up meetings 
 
Cost 
 
Action items 
 
 
Prickly Pear in the Spur Cross Ranch 
Conservation Area

PARKS VISION 2030      |      96  
Objective 1.2.2: Bring nature to underserved communities 
Recognize that many of the County's urban neighborhoods have limited or no access to nature, 
which may impact their community health and well-being. Establishing open spaces and parks 
within existing neighborhoods can be challenging. It will require leadership by cities, agencies, 
and possibly private entities to identify opportunities. River corridors have been identified as 
possible areas to restore and make available as public open spaces.  
 
In addition to river corridors, other public lands may be available to introduce natural places. 
Existing parks represent the best opportunity to introduce natural landscapes. In contrast, 
formalized landscapes may present an opportunity to introduce natural landscapes as part of 
the park programming. Excess city or county land and decommissioned sand and gravel 
operations hold significant potential for partnership restoration that could create pocket natural 
areas close to urban communities along the rivers.  
 
Strategies: Develop a strategy or plan for implementation, which could include: 
 
List possible public land types suitable for renovation and revitalization as natural 
areas 
 
Identify neighborhoods or areas that are underserved 
 
Review city and town open space and trail plans for alignments and gaps 
 
Identify pilot projects by type and level of need 
 
Identify lead organizations such as cities and towns in incorporated areas or other 
partners in unincorporated areas 
 
Develop a strategy for the implementation of a Demonstration Pilot Project 
 
Develop cost, funding sources, and methods for implementation 
 
Implement one project 
 
Document process, challenges, and successes 
 
Work with the Arizona Mining Association (AMA) to identify restoration partners and 
other related opportunities 
 
Objective 1.2.3: Bringing underserved communities to nature 
Realizing that land resources may not be available, there may be an opportunity to introduce 
nature by taking populations to nature. One possible avenue could include a "Nature Outreach" 
program as a stepped introduction to nature. For example, the program could begin by providing 
transportation to visit a nature center and learn about the desert environment, followed by a 
short hike. A follow-up visit could include a hike with an interpretive ranger and a possible 
supervised overnight camp. Ultimately, the program could evolve into a weekend or a week-long 
camp.   
 
Strategies: Working with organizations identified in Objective 1.2.1. above, develop a 
"Nature Outreach" program with a detailed work plan including regional park programs, 
staff, materials, and transportation. The concept is transitioning urban dwellers from a 
city park through a step process into more natural parks or areas. For example, the 
Nature Outreach could include: 
 
Introduction to regional park amenities and programs 
 
Nature walks with Interpretive Ranger 
 
Overnight camp 
 
Weekend and week-long camps 
 
Statement of benefits and need

97      |      PARKS VISION 2030 
 
Identify possible partners (i.e., Boys and Girls Club, YMCA, etc.) 
 
Identify possible funding sources 
 
Develop a youth pass for fourth-grade students that includes park access with a 
stipulation of giving back to the land (volunteering) 
 
Partnerships to fund/provide reduced or free entrance to visitors based on income 
level 
 
Goal 1.3: Develop parks, amenities, and programs that consciously address improved physical fitness 
and mental health through planning, design, and development. 
 
Objective 1.3.1: Plan for new fitness trends and increase in park use 
As the ever-increasing population becomes closer to regional park boundaries, frequency and 
access by adjacent residents will be a growing trend, similar to city preserves. In addition, this 
increasing trend for outdoor physical fitness opportunities, heightened during the COVID-19 
pandemic, will require new or expanded fitness trails and facilities. 
 
Strategies: This increased interest in fitness may require improvements to existing 
facilities or provide for fitness trails by: 
 
Review and update the MCPRD Trail Management Manual:  
o 
Include standards for hardening some primary trail surfaces designed for 
increased use/carrying capacity 
o 
Review the need for trails, including competitive tracks, to be single-use trails 
during specific periods 
o 
Assess the viability of "peak" trails or similar types of high-endurance trails 
o 
Define carrying capacity by trail types and design trail heads to accommodate for 
capacity, i.e., parking 
o 
Include design and communication recommendations for dispersing use when 
appropriate 
o 
Incorporate other identified trends 
 
Designing select trails for fitness with a focus on varying degrees of difficulty  
 
Incorporate fitness amenities into park master plans where appropriate 
 
Revise, formalize, and standardize the MCPRD's education, interpretive, and 
recreation programs to include more fitness and wellness programs (both formal 
and informal) 
 
Design fitness-specific opportunities, events, and programs for the MT 
 
2. THE NEED AND RESPONSIBILITY TO REINVEST, PROTECT, AND 
CONTINUE TO IMPROVE OUR EXISTING PARK SYSTEM 
Increased visitation and underdevelopment of planned park facilities may damage the 
System's natural resources in and around existing parks. Moreover, it would diminish 
the visitor experience and erode support for the System. On the other hand, build-out 
and improvements of existing parks, based on the PMPs, will provide immediate 
capacity relief for pent-up demands. In addition, timely renovation of existing facilities 
will provide more efficiency in maintenance.

PARKS VISION 2030      |      98  
Findings:  
The quickest and least costly way to increase regional park capacity for the growing County is to 
renovate, upgrade, build, and maintain the existing System properties. Therefore, a top priority is to 
continue investment in park development and programming.  
 
As the parks become more accessible, development and management must balance park user capacity 
with protecting wildlife biodiversity and conservation efforts.  
 
In addition, new and renovated park facilities enhance the perceived value from a transactional 
perspective. MCPRD relies on fees-for-service; thus, quality facilities and new amenities positively 
influence visitor acceptance of fees and provide continued support for the system.   
 
As part of the ongoing improvement effort, each park must have an individual PMP that guides 
appropriate planning and development. The PMPs are used extensively in developing CIPs and forming 
an annual project budget request for new development and major maintenance of aging facilities and 
infrastructure.  
 
Recommendations:  
 
MCPRD updated several PMPs, including three recent ones. However, several are significantly 
outdated, requiring major updates. The goal is to update obsolete PMPs over the next three 
years. In addition, amend recent PMPs to conform with the latest trends and growth projections. 
In developing the updates, MCPRD shall consider the following elements: 
o 
Develop standards and guidelines. Planning standards and guidelines will streamline the 
planning process and ensure consistency. They also assist in prioritizing CIPs across the 
system. Finally, PMP amendments may be warranted for specific elements regarding 
proposed new developments and emerging trends.   
o 
Consider emerging trends. Often, visitor surveys illustrate the immediate need for 
improvements but may not identify emerging trends. Examples are the increased use of 
non-motorized watercraft or how electric bikes have arrived on the scene. Also, identifying 
these trends may attract new concessionaires or encourage greater investment by existing 
concessionaires to promote the use of their services. 
o 
Address unauthorized access as development 
approaches the parks. As the development grows, the 
borders of the parks are more accessible to 
unauthorized access, and these issues will become a 
more significant challenge. In addition, trailblazing 
damage can cause wildlife and/or cultural site 
disturbances, presenting a challenge to manage and 
maintain a quality environment. Partnerships may be 
necessary to control and enforce access through no-
trespassing boundaries or as a cooperative agreement 
for new trailheads or access. This cooperation could 
include improved connections from city-controlled open 
spaces and trails to promote buffers along the County System boundaries.   
o 
Respond to current and future park encroachment and connectivity. Guidelines will address 
the importance of buffers from urban encroachment. Providing for the expressed demand 
for escape, solitude, and a feeling of remoteness will require planning, design, acquisition, 
and development that effectively transitions from the developed boundary to the natural 
Sunrise at McDowell Mountain Regional Park

99      |      PARKS VISION 2030 
setting. Additionally, the guidelines need to keep parks connected for trails and biological 
diversity.  
o 
Update the Maricopa County Regional Trail System Plan (MCRTSP). The MCPRD 
completed the MCRTSP in 2002. Phase One of the plan was a trail linking the County's 
System, known as the MT. The 315-mile loop was completed in 2018. Like many of the 
PMPs, the MCRTSP is outdated and should be updated with regional input to offer new 
recreational and multimodal transportation opportunities. 
o 
Provide additional opportunities for Concessionaires. Concessionaires are critical in 
providing services for visitors and revenue for operations. As PMPs are updated, the 
planning process should capitalize on opportunities to expand the role of concessionaires in 
providing and maintaining facilities and opportunities. 
o 
Determine appropriate visitor capacity strategies. Visitor capacity is the maximum 
allowable use an area can accommodate while maintaining the desired resource conditions. 
Use management and development strategies have been developed to increase capacity in 
specific locations while protecting resources and visitor experiences. For example, site 
hardening is a technique that works well in popular high-traffic areas. Essentially, there is a 
suite of options designed to assist in managing the ability of an area to accommodate 
visitor capacity. Other strategies include dispersing use, modifying the type of use, or 
changing visitor behavior. Guidelines available under Visitor Capacity Guidebook Managing 
the Amounts and Types of Visitor Use to Achieve Desired Conditions Edition One | February 
2019.1 
o 
Execute the updated PMP. MCPRD must implement the new PMPs timely to meet current 
demand. Accordingly, developing a financial plan to implement these improvements within 
the CIP should be considered a high priority.  
o 
Identify and budget to improve existing facilities and infrastructure. Modernized facilities 
and infrastructure are crucial to the visitor experience and decrease the associated costs of 
regular park maintenance. As facilities and infrastructure are built or renovated, analyze 
opportunities to incorporate new technology to ensure the highest maintenance efficiency 
and positive visitor experience. Determine life-cycle replacement and build into future 
budget scenarios.  
 
Encourage sustainable development. Use low-impact development and green infrastructure, 
such as wind and solar power, and educate others on sustainability and resource protection 
when possible. For example, reduce visual impacts on the landscape by using low-reflectivity 
items and colors that blend into the landscape and are not high-contrast. In addition, encourage 
multimodal transportation options in the parks to reduce traffic congestion and emissions.  
 
Develop comprehensive MCPRD management and park operation plans. Establishing MCPRD 
management standards based on research and best practices such as Natural Resources, 
Visitor Capacity/Management, Fire, and Cultural plans ensures that the system effectively 
addresses visitor satisfaction while consistently protecting park resources.  
 
Furthermore, with the completion of the PMPs, establishing effective operation plans enables 
the parks to effectively manage the daily operations, optimize staffing, and identify any issues 
or gaps to address in planning efforts.  
 
Enhance public safety and law enforcement efforts. As parks become more crowded, user 
conflicts, resource damage, and other illegal activities increase. Therefore, additional law 
 
1 Interagency Visitor Use Management Council (IVUMC).(2019). Visitor Capacity Guidebook: Managing the Amounts and Types of Visitor Use to 
Achieve Desired Conditions. Lakewood, CO.  Retrieved from https://visitorusemanagement.nps.gov/VUM/Framework

PARKS VISION 2030      |      100  
enforcement and rule education are needed and will become increasingly important. Work with 
the Maricopa County Sheriff's Office (MCSO) to develop law enforcement-level standards based 
on visitation numbers, resource sensitivity, and other pertinent metrics. Crime Prevention 
Through Environmental Design (CPTED) is one approach to reducing crime through 
environmental and design techniques. In addition, there will be a need to expand law 
enforcement service levels as new facilities or visitation increases. For example, a volunteer 
park patrol program provided through a cooperative venture between MSCO and MCPRD may 
help supplement certified law enforcement.   
 
Implementation:  
Goal 2.1: Update park master plans to meet current needs. 
 
Objective 2.1.1: Update all PMPs 
The PMPs developed for each park identify physical improvements and programmatic needs to 
ensure the parks provide meaningful visitor experiences and the required revenue to sustain 
park operations and programming. One main focus area is updating all PMPs over the next two 
to three years.   
 
Strategies: This significant undertaking will align parks to form a systematic approach 
and allow individual character at each site. It should also help in identifying gaps in 
regional services. 
 
During FY24, MCPRD will develop a scope of work for a contractor to assist with 
updating and amending all plans 
 
Evaluate the current system through a SWOT analysis, including park and trail asset 
biological health, cultural protection, scenic quality, and recreation potential  
 
Develop a streamlined, standardized process and a template for all current and 
future PMPs, including innovative methods for gathering public input, developing 
sustainable partnerships, and providing clear development objectives and costs 
 
Objective 2.1.2: Meet emerging trends in planning and design 
In conjunction with the standard practices in updating the plans, the PMPs will also consider the 
Findings, Recommendations, and Implementations covered in this chapter. 
 
Strategies: Evaluate the existing resources, facilities, and programming against 
emerging trends and benchmarks for gaps in service and new opportunities. These may 
include: 
 
New and expanded recreation opportunities and facilities 
 
Controlled and managed trail access at remote/neighborhood locations – Review 
Access Matrix and update as needed 
 
Opportunities for new concessionaires and expanded revenue sources 
 
Partnership opportunities with cities for park activities 
 
Objective 2.1.3: Actively plan for encroachment from the development 
As development expands and becomes immediately adjacent to park boundaries, buffers 
around the parks and managing unauthorized access will become increasingly necessary. As 
part of the PMP updates, identify opportunities and challenges to provide additional controlled 
access points while protecting the natural park resources.

101      |      PARKS VISION 2030 
Strategies: Identify current and future conflicts with development encroachment for 
each PMP, including:  
 
Determine areas of unauthorized park entry 
 
Identify required lands for buffers and corridor protection around existing parks, 
including within and adjacent to park boundaries 
 
Revise/update the Access Policy and Selection Matrix to include current conditions 
and issues identified in the plan 
 
Add remote/secondary trail access outside the park's primary entry  
 
Access agreements with city, County, and state agencies 
 
Access agreement with private development 
 
All new construction should include, where feasible, low-impact design, night sky 
consideration, green infrastructure, the Americans with Disabilities Act (ADA), 
Leadership in Energy and Environmental Design (LEED) principles, and 
mechanization/automation for the greatest staff efficiency possible 
 
Objective 2.1.4: Evaluate and plan to manage visitor capacity  
As visitor use increases in popular areas within a park, determine appropriate visitor capacity 
strategies for each area to accommodate use responsibly. 
 
Strategies: Manage locations where carrying capacity is or will not be in alignment with 
resource protection or visitor experience standards 
 
Identify and prioritize degraded and deteriorating facilities due to use 
 
Identity trails and open space areas where overuse is currently or may become a 
problem 
 
Develop a strategy to determine and adhere to the carrying capacity  
 
Implement corrective measures to include site hardening, dispersing, etc.   
 
Identify measures to restore damaged environments, including closures of facilities 
or trails and limits of acceptable change measures identifying impacted areas  
 
Develop measures for ongoing evaluation and include them in individual PMP 
updates 
 
GOAL 2.2: Continue developing, maintaining, and renovating park infrastructure and facilities. 
 
Objective 2.2.1: Develop and implement a revised CIP for each park 
A CIP will include budget line items to renovate and replace existing facilities and infrastructure. 
New parks, facilities, and infrastructure line items will appear under a separate budget sheet.  
 
Strategies: Establishing a realistic improvement budget is critical in maintaining park 
assets, programming, and staffing. Budgeting will identify the following: 
 
All existing infrastructure and amenities within each park and document 
development dates in a database 
 
Accurate life-cycle costs to maintain and replace critical infrastructure, including 
ADA compliance (i.e., restrooms, water/wastewater, electrical, etc.) 
 
Improvements to meet increased visitor use and emerging activities 
 
Budget lines specifically for conservation and preservation projects to maintain or 
restore natural resources 
 
Land acquisition cost estimates for all buffers and park expansions 
 
All planning, design, resource assessment, and permitting cost estimates

PARKS VISION 2030      |      102  
 
Level of service and cost of service standards development, identify and budget 
staffing and volunteer needs for all new development 
 
Additional cooperative planning opportunities with MCDOT for park roads, 
circulation, emergency access, and bike lanes 
 
Identify capital improvement priorities, potential revenue sources, and timeframe 
 
GOAL 2.3: Promote and expand the regional trails as a nature-based recreation opportunity and an 
alternative regional transportation system.  
 
Objective 2.3.1: Continue to enhance and expand the Maricopa Regional Trail System Plan 
(MRTSP) 
Completing the MRTSP in 2002 led to a new way of envisioning trails on a regional scale. 
Therefore, MCPRD, in partnership with MCDOT and MAG, should develop a new plan for the 
future MT and Pathways 2.0. 
 
Strategies:   
 
Develop a partnership with MCDOT and MAG to assist in leading this effort 
 
Form a planning team 
 
Develop planning resource needs and collaborative funding sources 
 
Assess MT and multimodal pathways' existing conditions and deficiencies to include 
needed reroutes, pinch points, and buffers required and necessary expansion  
 
Develop a Plan (MT and Pathways 2.0) for a future regional system of trails and 
pathways that meet the recreation and non-motorized transportation needs  
 
Ensure connectivity to MAG's ATP and the public transit facilities 
 
Develop a standardized maintenance program for the MT 
 
Utilize various methods such as the BLM's R&PP to acquire land to develop bikeways 
along existing transportation routes or other corridors and partner with MCDOT and 
MAG  
 
GOAL 2.4: Refine and standardize park operations and management using best practices and models 
from federal, state, county, and city agencies and academia. 
 
Objective 2.4.1: Develop innovative department management and park operation plans 
In an effort for MCPRD to provide overarching guidance, develop multiple levels of plans such 
as natural resource, cultural, souvenir, development, capital improvement, marketing, etc. 
 
Each park's operation plan provides direction and guidance on daily and annual management 
for facility maintenance, resource preservation, visitor use management, development, and 
boundary management. In addition, the operation plans may include innovative programming, 
law enforcement with associated staffing and volunteers, operational policies and procedures, 
resource stewardship strategies, business and marketing strategies, and an implementation 
component.  
 
Strategies: 
 
Review existing management plan efforts and documents 
 
Identify necessary MCPRD management efforts 
 
Develop a strategy to complete department management plans

103      |      PARKS VISION 2030 
 
At the park level, incorporate a level of service, cost of service, visitor use 
management, recreation opportunity spectrum, limits of acceptable change, and 
other relevant management practices and metrics 
 
Research similar types of organizational management plans and benchmark best 
practices to include staffing practices to attract and retain quality staff 
 
Develop a standard template and format with guidelines for completing each 
element  
 
Complete each operation plan in coordination with the PMP development and 
completion 
 
Review and update the park law and rule enforcement model with the MCSO and 
develop a Law Enforcement Ambassador program to assist with rule and law 
education and enforcement 
 
Explore contract maintenance opportunities or shared staffing with other County 
departments 
 
GOAL 2.5: Attract and retain quality staff to ensure a high level of park programming, preservation, 
and maintenance. 
 
Objective 2.5.1: Promote competitive salaries and advancement opportunities to attract and 
retain quality staff. 
High-qualified and engaged staff are the backbone of well-maintained and effectively 
programmed parks. Staff who invest in the mission expand the useful life of existing facilities 
and provide quality customer service. Competitive salaries and advancement opportunities are 
significant components of employee satisfaction. Staff with high satisfaction and engagement 
will accelerate the fulfillment of all priorities and goals. 
 
Strategies: 
 
Develop a plan to ensure employees can improve/grow their skills for advancement  
 
Work with County Human Resources to assess salary, market ranges, and position 
classifications to be competitive in the marketplace  
 
Work with the County's Innovation Studio to develop a staffing strategy, including 
support models and tools for forecasting staffing needs    
 
3. THE IMPORTANCE OF ACQUIRING AND MANAGING NEW 
PARKLANDS AND CORRIDORS TO STAY AHEAD OF GROWTH 
Adding new parks and open space lands through acquisition, development, partnership, 
or management agreements will become increasingly essential to meet recreational 
needs. Equally important, reclaimed river and wash corridors have considerable wildlife 
potential and connect those in urbanized areas to nature while providing expanded 
transportation and economic benefits. 
 
Findings:  
In the 1965 Plan, the vision for a new System noted that, unlike other services, the planning and 
acquisition of parks and open spaces must occur decades ahead of commercial and residential 
development to meet the socio-economic needs of a community. This is especially true for natural 
parks, where the desire to attain a sustainable ecosystem directly competes with development and 
often becomes economically unattainable or fragmented once development occurs. Therefore, it is

PARKS VISION 2030      |      104  
essential to establish these boundaries so that future planned development does not conflict with open 
space.   
 
Planning and action over the next 10, 20, and 50 years are necessary to keep pace with growth. There is 
an urgent need to project into the future and identify new parklands and buffers around our existing 
parks in the direct development path. 
 
As the population of the County increases and city development continues, residents' access to 
undeveloped natural areas will become more critical. Based on projected population growth and input 
from County residents, MCPRD needs to acquire approximately 15,000 acres every ten years to 
maintain the current baseline of 27 acres per thousand people. Compared to other park agencies, 
MCPRD is positioned in the mid to upper quartile in terms of acres per 1,000 residents in providing trail 
miles per resident. Maintaining that level of service compared to the other benchmarked agencies is a 
worthy goal as the population growth continues.  
 
Interestingly, the 1965 Plan did not consider natural parks' sustainability and biological health. Science 
and best practices surrounding biodiversity now prove that maintaining biodiversity through migratory 
land-bridge routes is essential for mammals to move between habitats to escape desert temperatures, 
mate, find reliable water sources, and genetic exchange. The recognition of connected landscapes will 
continue to challenge the biodiversity of the existing System. 
 
Similarly, the valley's major river corridors are receiving more attention at the local and national levels 
as important connected landscapes for recreation, wildlife movement, and tourism. In addition, the river 
corridors represent the largest potential infill natural park opportunities in the County.  
  
Many of the County's river corridors have master corridor plans (West Valley Recreation Corridor 
Master Plan, El Rio, and Tres Rios Watercourse Master Plans, Rio Reimagined, etc.), and cities have 
implemented limited recreational improvements. Still, for the most part, these are untapped resources. 
River corridors, by nature, are connected landscapes. However, industrial uses are degrading natural 
functions in or along rivers. In addition, the historic industrial use has made the surrounding residential 
communities generally lower income with few open spaces or recreational opportunities. Identified by 
the stakeholder focus groups and additionally supported by public surveys, the river corridors provide a 
chance to increase the available open space for established neighborhoods that have been traditionally 
underserved populations.  
 
Recommendations:  
 
Identify and prioritize critical landscape blocks 
and corridors. Through the best available science, 
resource expert guidance, and public input, 
expand partnerships to identify, promote, and 
protect essential landscapes for natural open 
space and recreational opportunities. The PV 
2030 recognizes that the scale and complexity of 
providing a sustainable natural area park system 
extend beyond the management capabilities of 
MCPRD. Current and future partnerships, built 
around cooperative agreements, can employ the 
Fall colors popping up around the Spur Cross Ranch 
Conservation Area

105      |      PARKS VISION 2030 
resources from each agency to manage and protect particular parklands and open spaces 
based on their mission and legal authority. 
 
Provide a Future Parklands Acquisition and Development Priority Strategy. The future land 
priorities should be based partly on new park lands' ability to satisfy the growing population's 
future recreational needs, the threat level posed on the property by existing use, current and 
future development patterns, and landscape quality. The focus is on identifying complete, self-
sustaining ecosystems, supportive partners, and the ability of the new parklands to generate 
revenue once developed.    
 
Protect regional park buffers and wildlife corridors. Protecting regional park buffers and 
establishing wildlife corridors is a priority in maintaining the sustainability of wildlife and 
surrounding open space. However, creating buffers and connecting landscapes may be the 
most difficult to implement. Migration beyond regional park boundaries is important to the 
sustainability of biodiversity. Therefore, it is vital to identify and protect/acquire wildlife 
corridors and determine how or where they connect outside the boundaries. Promoting wildlife 
migration by partnering with cities, state and federal agencies, and non-profit organizations is 
imperative. Many corridors will require greater cooperation or acquisition beyond the park 
boundary to protect the corridors, mainly if a wildlife corridor is within the development path, 
including collaboration with private landowners and possibly legislative action by state and local 
governments. 
 
Partner with federal and state agencies to manage increased recreation participation 
threatening natural and cultural resources. Many federally-owned open space lands and 
wilderness once considered remote are now experiencing increased use due to development 
near their boundaries. These areas are commonly referred to as the Wildland Urban Interface 
(WUI) and create unique challenges for land managers, including impacts on visual resources 
and environmental quality, barriers to human access and wildlife movement, resource 
degradation, and conflicts between users and private landowners. The agencies are typically 
well-equipped to manage remote, less frequently visited sites. Still, these sites are experiencing 
more visitors and related impacts. MCPRD can manage natural and cultural areas used 
frequently by more visitors; partnering may provide greater interpretation, protection, and 
recreation opportunities. For example, utilizing the Vulture Mountain Cooperative Recreation 
Area partnership as a prototype, the County and BLM are working together to navigate 
recreation management for 70,000 acres. It began with the County pursuing an RP&P of over 
1,000 acres to manage and develop for recreation. Under the County's leased lands, they will 
construct new park facilities, including a visitor center, RV and tent camping, trails, restrooms, 
and parking. In addition, the County will provide policing of their immediate improved facilities, 
along with the shared management of the greater 70,000-acre open space system. It will be 
important to develop a model for managing and interfacing between lease land with County 
facilities and backcountry to provide a seamless experience for visitors and mutual benefits for 
the agencies involved.   
 
Identify, plan, and classify regional parks and connected landscapes. Securing new lands 
requires time to work with partnering agencies, identify and promote funding sources, and 
secure public and political support. There is also the need to analyze and develop criteria for 
identifying and recognizing these lands as part of a regional park system structure.  
 
Recognizing that not all public lands can or should be preserved as open space, each potential 
site must be evaluated based on location, ability to support public recreation, scenic quality, and 
the ability of the land to function as a sustainable natural resource.

PARKS VISION 2030      |      106  
In recognition of various management interests in natural parks, the following are definitions of 
parkland classifications to use as a single discrete property or as a zoning tool in developing 
distinct management approaches within a much larger area. 
 
o REGIONAL PARK: Natural, unspoiled preserve removed or within an urban area and usually 
protected by a buffer zone. The size is generally large (500+ acres). However, size is not a strict 
criterion. It can include activities of a passive character, including hiking, walking, camping, 
horseback riding, and nature study while providing ample open space. A regional park can serve 
one community, several communities, or a metropolitan area, focusing on extensive weekend 
use. As both development and recreational use expand toward critical habitats such as 
wilderness or other protected areas, the regional parks can act as a buffer by providing facilities, 
services, and programs that accommodate and absorb higher visitation while protecting 
adjacent backcountry areas. 
o CONSERVATION AND PRESERVATION AREAS: Dedicated to preserving and protecting 
significant natural biodiversity, culturally significant landscape(s), and structure(s). These areas 
are generally associated with conserving and protecting natural and human-made resources to 
preserve and maintain biodiversity, natural and cultural heritage, and education with scientific 
research. In addition, management of these areas may include compatible recreational use with 
limited human activity. 
o LINEAR PARKS AND GREENWAYS:  Corridors are natural or human-made/altered open spaces, 
including riverways, that connect or create linkages to recreational use or provide wildlife 
movement. As urban river corridors are restored, "pocket preserves," or nodes, similar to the 
urban pocket park concept, ranging from 5-50 acres, could be established to provide natural 
areas and associated benefits near urban population centers. 
o SPECIAL MANAGEMENT AREAS: These are multijurisdictional areas, usually 15,000+ acres, 
cooperatively planned with a common recreation vision acknowledging separate or shared 
management practices. These may include conservation and preservation goals while providing 
recreational uses through a natural interface setting designed to protect the backcountry and 
promote a high-quality nature experience. 
Note: Some areas may contain multiple designations.

107      |      PARKS VISION 2030 
Implementation:  
GOAL 3.1: Protect critical open space and expand the regional park and trail system proportionately 
with population growth. 
 
Objective 3.1.1: Expand partnerships with the BLM and the USFS (Figure 87, pg. 122) 
An essential aspect of this Plan is identifying the relationship of federally managed lands with 
the increased urban pressure on these lands and how MPRCD can partner with USFS and BLM 
to protect resources and expand recreation opportunities.  
 
Strategies: The areas to the east and west of the valley illustrate the urban interface 
zone where partnerships identify opportunities for the County and federal land managers 
to manage these lands cooperatively.  
• 
Identify the abilities and roles of each agency to continue developing and managing 
these lands  
• 
Develop a management framework for each property, including cooperative or 
collaborative development, stewardship, and visitor service responsibilities 
• 
Develop site-specific management plans and guidelines 
 
Objective 3.1.2: Identify land acquisitions – the next 10 years (2023-2033) (Figure 87, pg. 122) 
PDuring the next 10 years, prioritize lands, develop lease agreements, memorialize partnerships 
for new parklands, and begin the administrative processes for future park areas (Figure 85).   
 
 
Figure 85 - Potential land acquisitions over the next ten years

PARKS VISION 2030      |      108  
The priorities include: 
 
East Valley Park Priorities 
1. Verde River Area (USFS) 
The Box Bar to Needle Rock Day-Use Area is owned and operated by the TNF. The USFS 
designates the recreation sites as Fee Area Recreation Sites. The existing recreation 
area has one dispersed campground along the river near Box Bar Ranch, a day-use river-
side beach, and a developed picnic site. The lower Verde River exemplifies where the 
USFS and MCPRD can partner to manage an area to address the increased use due to its 
proximity to the urban environment.  
  
2. New River Mesa Area (USFS) 
The New River Mesa Area is a unique opportunity to provide a regional gateway park into 
one of the southernmost boundaries of the Tonto National Forest. The USFS manages 
the area with limited use due to the few trail connections into the greater Tonto National 
Forest. Still, it features a pristine Sonoran Desert environment against a mountain 
backdrop. To the west is Daisy Mountain (ASLD), and south of the property is the MT.  
 
West Valley Park Priorities 
1. Buckeye Hills Regional Park (BHRP) Expansion (MCPRD) 
BHRP is currently part of the System. The park, other than the Joe Foss Shooting Range, is 
primarily undeveloped, established in 2006. The growth of the West Valley provides an 
opportunity to develop the park further to meet the recreational needs of the growing 
population.  
 
2. Buckeye Hills East (BLM) 
Buckeye Hills East is 25,800 acres immediately east of State Highway 85. BLM designated 
the parcel as a special recreation management area. The area provides an opportunity to 
partner with BLM and possibly the City of Buckeye. Establishing BHRP–East and the Gila 
River corridor is a natural expansion of the park system, connecting crucial open space and 
wildlife corridors to EMRP.   
 
3. Saddle Mountain Area (BLM) 
Saddle Mountain Area is an open space and wildlife corridor between Hummingbird 
Mountain and Woolsey Peak Wilderness. In addition, Saddle Mountain and BHRP are 
important areas by creating buffers to sensitive wilderness areas while providing recreation 
opportunities to the rapidly growing west valley. 
 
Strategies:  
 
Begin the acquisition process 
 
Develop a master plan for each site in a priority order 
 
Finalize the management framework and site management plan

109      |      PARKS VISION 2030 
Objective 3.1.3:  Begin new park development  
Once new agreements are in place and there is the completion of the master plans, construction 
will occur on the first five new parks. 
 
Strategies:  
• 
Develop a realistic capital improvement budget for each new park, including potential 
partnership funding and a phasing plan for budgetary purposes 
• 
Develop four new parks by 2050 
 
Objective 3.1.4: After initial land acquisitions, identify and prioritize additional future parks 
The addition and priority of new sites will be determined and dependent on population growth 
and other factors (Figure 86). 
Strategies: 
 
Identify and evaluate parklands for future expansion. Areas tentatively identified 
include: 
West Valley Parks 
o Big Horn Mountains Regional Park (BLM) 
o Harquahala Regional Park (BLM) 
o Eagletail Mountains Regional Park (BLM) 
o Hummingbird Springs Regional Park (BLM) 
o Painted Rocks Conservation Area and Regional Park north of Gila Bend (BLM) 
o Lake Pleasant Regional Park (West)(BLM) 
East Valley Parks: 
o Verde River Conservation Area (Horseshoe Lake to Box Bar Ranch) (USFS) 
Figure 86 - Potential land acquisitions and future regional parks

PARKS VISION 2030      |      110  
o Seven Springs Conservation Area and Regional Park (USFS) 
o Horseshoe Lake Conservation Area and Regional Park (USFS) 
o Bartlett Lake Expansion Area (USFS) – Dependent on future increase of 
Bartlett Dam 
o Table Mesa Area (BLM & USFS) 
 
GOAL 3.2: Refine and prioritize linear parks and connected landscapes. 
 
Objective 3.2.1: Evaluate rivers, canals, and utility corridors as open space and trail 
opportunities  
In addition to parkland blocks, linear parks and corridors must be further evaluated and 
prioritized in collaboration with other regional governmental jurisdictions. For example, 
reclamation and restoration of river corridors would provide opportunities for wildlife corridors 
to ensure parklands stay connected and function as intact ecosystems. In addition, these 
corridors could provide open space opportunities for underserved communities. For example, 
several plans led by MCFCD, including the West Valley Recreation Corridor and Tres Rios Master 
Plan, identify the Agua Fria River and the Gila River as crucial open space corridors with specific 
reclamation and recreation enhancement strategies. Additionally, connections to natural open 
space through canals, drainage ways, and multimodal transportation corridors could further 
connect communities.   
 
Strategies: 
 
Develop a regional corridor planning committee  
 
Review existing corridor plans and determine gaps in the planning 
 
Identify underserved communities based on access to open space (possible 
distance to natural parks or means of which to access natural parks) 
 
Provide recommendations on refining and updating existing river corridor plans and 
develop new plans when needed, in cooperation with cities and towns to eliminate 
gaps in service 
 
Develop cooperative implementation and management plans for corridors 
 
Objective 3.2.2: Participate in identifying and monitoring wildlife corridors 
Identify and secure wildlife corridors throughout the County modeling after the White Tank 
Mountains Conservancy efforts in the White Tank Mountains to preserve the current 
biodiversity.  
 
Strategies: 
 
Participate in efforts that are underway by the City of Buckeye and the White Tank 
Mountains Conservancy (WTMC) to work with private landowners and developers, 
the MCFCD, and BLM to identify possible multi-use corridors  
 
Acquire critical ASLD to act as a park buffer for wildlife and provide viable wildlife 
corridors 
 
Recommend the WTMC model to establish future corridor conservancy groups to 
advocate for conservation

111      |      PARKS VISION 2030 
4. LEADERSHIP IN CONSERVATION AND PRESERVATION MATTERS 
FOR OUR FUTURE  
MCPRD and other Maricopa County departments should expand regional leadership and 
education by furthering a coordinated planning and landscape-scale natural resource 
conservation effort. Partnerships in managing existing natural resources for increased 
visitor use and expanding environmental education will become increasingly important, 
especially as the development reaches further into the unincorporated County towards 
public land borders. In addition, coordinated efforts among all jurisdictions are required to improve 
regional resiliency, including reducing wildland-to-urban (WUI)interface conflicts, addressing diminished 
air and water quality/supply, reducing habitat fragmentation of natural areas, mitigating heat island 
impacts, and minimizing the effects of wildfire. 
 
Findings:  
Over the past ten years, many public and non-profit organizations have stepped forward to champion 
specific challenges related to open space, trails, habitat enhancement, and conservation efforts. These 
organizations, such as the Central Arizona Conservation Alliance (CAZCA) and WTMC, have made 
significant strides in planning and implementing localized and issue-specific conservation measures.  
 
However, no single organization or collaborative has emerged as a regional champion to provide an 
integrated approach for oversight and coordination. MCPRD, in collaboration with several other county 
agencies, including MAG, is uniquely positioned to understand the larger regional context in which the 
various city, County, state, and federal agency-managed lands may benefit through greater cooperation.  
 
As identified by both the BLM and the TNF, population growth is creating a greater impact on public 
lands that come near urbanization. Primarily, the increase in daily visitors and development pressure on 
natural area edges where the intersection of the WUI interface occurs often have unsanctioned OHV 
and target shooting, which will have an immediate need for greater oversight.   
 
It will be necessary to collaborate in creating a more cohesive regional park and open space system, 
working with our state and federal partners to focus on buffering the wildlands and wilderness areas. 
Bringing numerous existing partnerships to the table positions MCPRD on good ground to convene, 
coordinate, and lead in developing a comprehensive natural resource strategy.  
 
Recommendations:  
 
Develop a regional natural resource plan and strategy. Developing a natural resource plan will 
direct future conservation efforts, identify park and wildlife corridor acquisition, and provide 
collaborative guidance for success. Recognizing that a connected landscape is paramount to 
the biodiversity of parks and public lands, greater emphasis should be on identifying and 
securing lands as part of an overall System.  
 
Working with partners on habitat enhancement and growing programs like the Desert Defenders 
program will improve invasive species management, reduce fire fuel, and increase biodiversity. 
Continuing and establishing a regional scale strategy is vital to enhancing the County's natural 
areas' overall health and biodiversity. If all agencies with natural open spaces collaboratively 
work on issues, there is a strong likelihood of a shared resource management success story.

PARKS VISION 2030      |      112  
 
Preserve quality habitats through assessments. Using the 
Floristic Quality Assessment and Natural Quality 
assessment tools, identify crucial natural areas that can 
provide a buffer for wildlife species, biodiversity, and 
linkages. 
 
Prevent the loss of biodiversity. Work with partners to 
ensure development that occurs in the WUI, especially 
adjacent to these lands, should include using science-based 
solutions, maintaining natural areas within the 
development, and using natural and hybrid flood control to 
maintain the health of the natural systems, retain 
connectivity to other wildlands all while providing healthy 
communities. Additionally, work with MCFCD to identify intermittent and perennial streams and 
water tanks in public and private planning and protect them using low-impact development (LID) 
and green infrastructure (GI) that minimizes impacts on these natural systems. 
 
Develop park-specific natural resource plans. Each park should have an individualized natural 
resource plan as a component of the park's management plan that guides specific actions to 
improve biological health and diversity. In addition, this plan should address mitigating invasive 
species and wildfire threats and interfacing with the surrounding communities and open spaces 
and wildlife movement. 
 
Strengthen partnerships with local, county, state, and national organizations. Working with 
partner organizations and their studies, plans, and comprehensive databases expands the focus 
on conservation, preservation, and restoration, thus benefiting planning within a regional 
context. The national and statewide organizations also offer insight into best practices used 
effectively in other regions and states in the West. For example, the Arizona Game and Fish 
Department and the TNF have developed science-based wildlife studies identifying essential 
wildlife corridors that could influence future land and transportation planning. 
 
Advocate for a larger regional system of parks, open spaces, and trails through partnerships. 
The valley is fortunate to have several cities, county and state agencies, and non-profits 
focusing on regional recreation, conservation and preservation, and landscape restoration. As a 
result, many jurisdiction-specific parks, recreation, open spaces, corridors, and trail plans have 
been developed and reflect local needs. The plans often include precise implementation 
strategies and could be combined to create a true regional plan.   
 
MAG is integral in convening city leadership, coordinating regional planning efforts, and 
synchronizing large volumes of information. MAG should expand to include and coordinate with 
city, county, federal, parks, open spaces, and trail plans.   
 
Implementation: 
GOAL 4.1: Develop and Implement a Natural Resources Plan 
 
Objective 4.1.1: Implement the Department Natural Resource Plan, including park plans 
An NRMP exists that outlines the goals, objectives, and strategies to implement natural resource 
priorities while minimizing environmental impacts. The NRMP focuses on five major challenges, 
threats, and opportunities that affect the parks' natural resources. The threats and challenges 
from explosive population growth affect ecological function, biological diversity, sustainability, 
conservation, future preservation, and recreation potential. MCPRD faces issues with protecting 
the natural and cultural resources; maintaining the parks' biological connectivity and corridors to 
Park volunteers and staff working in the 
natural resource garden

113      |      PARKS VISION 2030 
the surrounding wildlands; conservation, community enhancement, and invasive species 
management; planning for climate change and preventing wildfires; and providing outdoor 
recreation opportunities and outreach with our partners and stakeholders.  
 
Strategies: 
 
See NRMP 
 
GOAL 4.2: Provide leadership in balanced, economically efficient land use patterns and infrastructure 
to promote sustainable long-term growth while maintaining a high quality of life. 
 
Objective 4.2.1: Establish an interdepartmental County team to address high-priority, cross-
jurisdictional land use, regional planning, and environmental issues 
Establish a team of County staff and officials to address cross-jurisdictional/comprehensive 
issues such as law enforcement, fire suppression, threatened natural resources, invasive 
species, air and water quality issues, land use planning and zoning, and emergency 
management. 
 
Strategies: 
 
Establish a County team including both leadership and technical experts from 
various departments   
 
Hold an initial meeting to discuss issues, concerns, and coordination protocol 
 
Determine planning, zoning, and legislative actions needed 
 
Meet annually to address priority items along with ongoing concerns and issues 
 
Set up working teams as required for specific issues 
 
Provide updates to department directors and County leadership  
 
Objective 4.2.2: Establish a long-term planning partnership through the Maricopa Association 
of Government (MAG) 
Most cities and towns in the County have open space and corridor plans or elements with 
comprehensive city plans that address the importance of open space and connectivity to 
residents and identify the need for added open space protection within their borders. In addition, 
some jurisdictions have worked closely with their neighbors to encourage better connectivity. 
However, as community borders expand and intersect with other local jurisdictions, there is a 
greater need to coordinate efforts to create and manage connected systems of open spaces 
and trails to maximize benefits for communities, residents, and ecosystems.  
 
Strategies:  
 
Develop a comprehensive land use, open space, trails, and wildlife corridor GIS map 
based on the current park, open space, and wildlife linkage studies with MAG support  
 
Support efforts by MAG to develop and sustain a workgroup or committee dedicated 
to Resilience, Open Space, and the Environment (ROSE). The workgroup's measures 
should include the interests of river corridors, fostering a larger connected open 
space framework, a robust regional trails network, active transportation interfaces, 
and addressing healthy environments and residents.  
 
Encourage the MAG to develop a comprehensive regional open space and trails plan 
 
Include federal and state land managers who are not MAG members

PARKS VISION 2030      |      114  
 
Review annually to ensure the information is updated to provide one complete 
source of information for agencies and cities to reference when updating general 
plans, roadways, infrastructure, or evaluating private development proposals 
 
Objective 4.2.3: Share best practices on parks, trails, recreation, and open space    
Coordinate best practice forums with municipal park leadership to exchange and share issues, 
challenges, and operational strategies. 
 
Strategies:  
 
Host an annual forum for municipal and county park leadership to discuss best 
practices 
 
Develop peer-to-peer relationships around responsibilities (i.e., Park Supervisors, 
Facility Management, etc.) 
 
Develop a list of goals and possible joint efforts to advance shared interests 
 
5. DEVELOPING SUSTAINABLE AND DIVERSIFIED FUNDING IS 
CRITICAL  
 
The economic impacts of the current system demonstrate the benefits of providing and 
growing a regional park and trail system. A balanced and diversified portfolio of 
planning, acquisition, development, maintenance, programming, and stewardship 
funding sources is necessary to adequately address the needs outlined in a fiscally 
responsible and timely manner. 
 
Findings:  
Funding was identified as a primary issue in protecting critical landscapes and corridors, maintaining a 
high-quality park experience, and growing the park system to meet the needs of a growing population. 
The current funding sources for MCPRD primarily rely on fee-for-service and leasing land-based 
facilities to third-party recreation concessionaires for operation funding. In addition, there is variable 
capital improvement funding from the County general fund.  
 
A sustainable balance between revenues, costs, and expenses will take active management to continue 
providing quality visitor experiences. MCPRD should continue looking for possible new earned revenue 
sources and additional, long-term, and reliable funding sources for acquisition, capital development, 
partnership implementation, natural resource management, and park operations.  
 
Recommendations:   
 
Prioritize major maintenance and renovation of existing parks and facilities. Keeping existing 
facilities in top shape increases visitor experience and lowers operating/maintenance costs. 
Therefore, creating a priority list identifying funding for major maintenance and renovation of 
existing facilities should be considered as significant as funding new capital. 
 
Enhance revenue through capacity building within existing parks. The construction of 
significant new projects will help expand existing parks' capacity and enhance revenue-
generating opportunities. Capital funding for parks has recently grown significantly; funding new 
projects, renovations, and major maintenance has helped significantly with the deferred projects 
backlog. Still, additional development is needed to accommodate additional day-use and 
camping visitors.

115      |      PARKS VISION 2030 
 
Evaluate the County's parkland inventory to realize the highest and best use. Evaluate existing 
land assets in the County's inventory for their highest and best use potential for additional 
revenue. For example, the County may consider different RV-style parks, extended-stay RV 
parks, lodges, cabins, and recreational vehicle/boat storage. 
 
Evaluate dedicated funding sources in addition to the fee-for-service. Dedicated taxes or bond 
funding for park acquisition and development require the support of both elected officials and 
residents. By carefully evaluating the costs and benefits, develop a menu of funding sources, 
including a dedicated sales tax or property tax, a park, trails, rivers district, or an alternative 
special use source. Following the success of local cities, bonding for projects that focus on 
specific improvements to existing parks, strategic land acquisition, and development of new 
parks may be the likely funding source to meet the rapidly growing demand for recreation and 
preservation of natural lands.  
 
The 2009 SSMP found that "while the largest group of 
residents felt that operations funding should come equally 
from taxes and user fees (47.7 percent), there was slightly 
more support for improvement funds coming from taxes." 
Development impact fees are another significant funding 
source for many benchmarked agencies. These fees are 
assessed on new residential construction and incorporated 
into the development costs to fund needed facilities for new 
residents to an area. Maricopa County last explored 
Development Impact Fees in 2010, but given the state of the 
economy at the time, the discussion was tabled for future 
consideration. 
 
Maintain and grow the diversity of revenue streams. Continue 
to maintain a diverse mix of revenue streams to fund park 
operations. Seek ways to grow existing and develop new streams of income. New and 
expanded facilities will increase capacity in existing parks, increasing the traditional revenue 
streams of day-use and camping. Fee-based programming is a way to increase revenue from 
day-use visitors and off-peak discounts to increase park use during weekdays and shoulder 
seasons.  
 
New long-term park concessionaires are a source of new revenue. Continue to expand 
concession opportunities to generate revenue and enhance tiered revenue 
opportunities/services. Concessionaires can also be tasked with relevant park maintenance 
duties to alleviate certain department responsibilities. With new and expanding existing 
streams, consider carrying capacity and analyze the costs and benefits of various alternatives. 
 
Evaluate a mix of revenue streams to remain competitive. Influenced by public and private 
recreation facilities, some parks may need to restructure their revenue mix and portfolio due to 
local competition or other environmental conditions, especially parks near free-of-cost city 
areas. These parks could expand their unique opportunities, such as camping not offered by the 
cities, or develop niche opportunities (e.g., expanding the mountain bike facilities or adding 
cabins at MMRP).  
 
Promote various types of Agreements. Entering into agreements with cities, towns, state, 
federal agencies, or non-profits to enhance maintenance, expand stewardship efforts, increase 
park programming, acquire property, and provide certain facility development opportunities.  
Mountain bikers enjoying a ride on the 
Maricopa Trail

PARKS VISION 2030      |      116  
 
Build on the Maricopa Trail successes through expanded partnerships. The Maricopa Trail is 
one of the most popular recent additions to the County system. With the completion of the 
initial loop, work continues to connect with new parks like the Hassayampa River Preserve and 
Vulture Mountain Recreation Area. This non-fee-based trail system connects communities with 
County parks, other trails, community parks, and points of interest. However, maintaining this 
regional gem will struggle without a reliable operating revenue source. 
 
Recognize and plan for tax-based funds for conservation management. Preservation is not 
enough to sustain the natural resources within the parks. Given recent fires, drought, and an 
increased abundance of invasive species, it will become increasingly important to bolster 
efforts concerning the County's landscapes' long-term health and viability.  
 
Natural resource funding is an investment in the future revenue generation of the parks and the 
overall future quality of our region. This effort will require more resources than can be provided 
through funds derived from visitor fees and concession revenues.  
 
Investments in technology and innovative maintenance systems are necessary to optimize 
visitor experience. These investments may include self-pay technology to reduce the need for 
the number of park entry staff positions and innovative maintenance features, including fully 
self-cleaning or partial mechanization of restroom facilities. In both scenarios, the benefit to the 
visitor should be at the forefront of the consideration. Investing in these technologies should be 
evaluated when maintaining, improving, or replacing infrastructure systems. 
 
Monitor cost containment of overhead as visitation and programs grow. Internal overhead 
should be measured and only grown proportionately to increase revenue and operational 
allocations.   Overhead costs associated with County general services will be harder to control. 
Ensuring appropriate safety inspections, programs, and training will minimize Risk Management 
charges. Work with County internal service departments to identify ways to evaluate charges, 
encourage competition, and promote fee-for-service charges versus blanket increases. 
 
Attract and retain quality staff members. The success of any organization is its people. The 
County has successfully attracted and retained quality staff specializing in maintaining park 
resources, managing natural resources, and developing quality park programming. The County 
must continue demonstrating that they value dedicated employees through competitive salaries 
and benefits, professional development, and by providing the resources needed to achieve 
success. 
 
Recognize volunteers' value. Volunteers are vital in filling roles in operations, maintenance, and 
as advocates for the parks. Working with the Maricopa County Sheriff, a volunteer ranger 
program, would also enhance rule enforcement, which is time-consuming for sworn deputies 
but important in protecting park resources and maintaining a quality visitor experience. Also, 
volunteers are now active in natural resource management. The volunteer program can 
continue diversifying and expanding; however, maintaining and training may need additional 
resources.  
 
Implementation:  
GOAL 5.1: Identify and promote a diversified and sustainable funding portfolio to acquire, develop, 
and renovate existing and new parklands, corridors, and trails. 
 
Objective 5.1.1: Secure reliable acquisition and development sources for new parks 
Expanding the park and trail system to meet the future needs of a rapidly growing region will 
require a substantial investment. Dedicated funding, proportionate with population increase 
projections, would ensure prospective properties and improvements are available for new

117      |      PARKS VISION 2030 
residents. The following are options to consider in consultation with the County Management, 
Budget, and Finance Departments. 
 
Strategies: 
 
Identify adequate financial resources to implement and manage an aggressive 
acquisition and development program 
 
Identify General Obligation Bonds for the purchase and development of parklands  
 
Utilize previous agreements to guide acquisitions and partnerships  
 
Funding should be from a mix of sources to ensure stability, including: 
o General Obligation (GO) Bonds with the following categories 
 
Parkland and wildlife corridor acquisition 
 
Regional trails and trailhead development 
 
Long-range planning  
 
Park Development (further segmented between new parks and existing 
parks) 
 
Natural areas restoration and wildfire mitigation 
o Development Impact Fees – use similar categories recommended in the 
GO Bonds 
o GF for significant maintenance and new capital development  
o Rivers, Trails, and Wildlife Corridor District or consider language to the 
MCFCD statute that would allow a small percentage of district revenue 
for multi-use amenities funded in conjunction with park and future flood 
control projects – would require legislative action for the creation of a 
new district and a vote to enact  
o Concessionaire development projects and partnership funding 
o Outdoor equipment sales tax – would need to assess the impact, but if 
including camping equipment/trailers, it appears 1/10 of a cent would be 
reasonable 
o Partnership property acquisition, development, and management – 
SCRCA, HRP, and VMRA models 
 
Objective 5.1.2: Secure reliable sources to renovate and improve the current parks  
Throughout the sixty-plus years of the MCPRD's existence, many of the years, there was limited 
funding for major maintenance and renovation of facilities and infrastructure. Not having a 
dedicated funding source meant that many facilities fell into disrepair. MCPRD has received 
County CIP funding over the past five (5) years; however, no guarantee exists for the future.  
 
Strategies: 
 
Establish an annual funding source based on a fixed sum plus inflation or a percent 
of the County's GF dedicated solely to park development 
 
Establish, where appropriate, development impact fees to ensure that MCPRD can 
meet the recreational needs associated with growth 
 
Promote and expand compatible concessionaire development opportunities in parks 
to provide new amenities and services for visitors and generate park operating 
revenue  
 
Secure non-county funding sources to include: 
o Grants and federal funds 
o Heritage funds

PARKS VISION 2030      |      118 
o
OHV Program funds
o
State Lake Improvement funds
o
Recreation Trails Program Funds
o
ARPA or similar federal funds
o
Federal Appropriations for Partnership Projects (See Southern Nevada Public
Land Management Act model and others)
o
City Development block grants
Objective 5.1.3: Manage and expand the regional trail system (Figure 87, pg. 122) 
Looking for creative partnerships and funding solutions will enable a united and accelerated 
effort for regional connectivity. 
Strategies: 

Establish partnerships for sustaining trails and disperse costs

Coordinate development opportunities with city and state agencies

Identify new funding sources, including:
o
Grants and federal funds
o
Heritage funds
o
OHV Program funds
o
Recreation Trails Program funds
o
City Development Block Grants for shared multi-use trails
o
Multimodal transportation funds
o
Transportation multi-use and active transportation grants
o
Trail use fees or voluntary user donations through a friend’s group
o
Maricopa Trail and Park Foundation grants and in-kind donations
Objective 5.1.4: Identify partnerships for land acquisition, development, and management of 
future park areas  
These partnerships could include new agreements and expansion of existing agreements that 
provide shared management and development responsibilities. 
Strategies: 

Identify management responsibilities that promote each agency's mission and
develop a partnership management framework that provides a seamless visitor
experience and ecosystem-level conservation approach while dispersing the funding
burden across agencies

Strengthen city and town partnership opportunities through Intergovernmental
Agreements (IGA) to provide cooperative funding for existing park buffer acquisition,
access, development, regional trailheads and trails, park maintenance, law
enforcement, and park programming

Identify all potential non-profit partners and determine their mission-based niche that
fits with park acquisition, development, and programming opportunities

119      |      PARKS VISION 2030 
GOAL 5.2: Conduct quality research and visitor surveys to ensure quality control of the park's efforts 
to attract new and maintain current visitors, thus growing revenue streams that support the long-term 
financial stability of park operations.  
 
Objective 5.2.1: Grow visitation and revenue by continuing to evaluate satisfaction and 
demand 
It is essential to keep the Department current and relevant to the park users' needs and that 
each park is responsive to demands for services and experiences. By doing this, we offer 
diversified revenue growth. 
 
Strategies: 
 
Continually evaluate existing and new activities, opportunities, and experiences 
through participation and interest exit surveys, general population surveys, and best 
practices research to determine future needs 
 
Develop a survey program to determine satisfaction and schedule(s) 
 
Determine the viability of new offerings through a cost-benefit analysis 
 
Assess and develop fee-based offerings to meet visitor needs at a fair market price 
 
Determine which amenities are in high public demand that will maximize revenue 
and include in new and revised PMPs  
 
Develop fee alternative programs such as scholarships to provide additional 
opportunities for underserved populations  
 
GOAL 5.3: Update Park User Fees and determine the feasibility of funding direct operating and 
associated administrative costs.  
 
Objective 5.3.1: Based on the level of service standards, park user fees are to contend with 
inflation and established staffing levels 
To effectively contend with the increased population and the management of visitors and 
resources, MCPRD must regularly evaluate and update fees to fund park operating costs.  
 
Strategies:  
 
Based on PMPs, determine the desired level of service and associated costs 
 
Contract for a Park User Fee Analysis 
 
Explore and develop new fee-based revenue opportunities that expand services and 
opportunities  
o Maricopa Trail Supporter – voluntary fee/donor/supporter 
o Enhanced fee-based programming opportunities 
o Peak use fees to encourage increased use during non-prime times 
o Tiered level of service opportunities 
 
GOAL 5.4: Develop sustainable funding sources for natural resource restoration, cultural protection, 
and conservation in parks and at a regional level. 
 
Objective 5.4.1: Identify funding to protect, restore, and promote conservation efforts  
Increased use, encroachment, and changing climate will threaten the natural ecosystem. As a 
result, it will be necessary to monitor ecological health and promote an active conservation 
management program.

PARKS VISION 2030      |      120  
Strategies:  
 
Identify the funding needed to restore damaged or threatened lands and cultural 
sites 
 
Requisition of a dedicated GF appropriation for long-term stewardship primarily for 
resource protection, restoration, and education 
 
Additional funding sources may include grants and one-time funding for major 
restoration and mitigation projects 
 
Coordinate with all relevant County departments  
 
GOAL 5.5: Contribute to the regional economy by promoting recreational opportunities that support 
economic development and tourism. 
 
Objective 5.5.1: Promote landscapes to meet new economic demands where the quality of 
place and life matters to employee retention and business attractiveness to the region  
Maricopa County's parks within the Sonoran Desert offer the close-to-home escapes that 
residents desire. The parks can also support compatible business opportunities, thus increasing 
visitor services.  
 
Strategies:  
 
Proactively advertise and promote the regional park system by developing an 
adequate marketing budget 
 
Cross-advertise with nature-based organizations 
 
Develop collaboration opportunities such as with Westmarc, East Valley Partnership, 
GPEC, and League of Arizona Cities and Towns 
 
Develop joint promotion opportunities such as with the AOT, Greater Phoenix 
Chamber, Greater Phoenix Economic Council 
 
GOAL 5.6: Evaluate operations and cost containment as visitation and programs grow while ensuring 
a high-quality visitor experience.  
 
Objective 5.6.1: Promote a high-level visitor experience through internal cost control to ensure 
that consistent and high-quality facilities and programs are adequately staffed and financially 
sustainable 
Developing a sustainable and structurally balanced budget for growth requires new revenue to 
balance added expenditures. Another way to maintain balance in the face of increased costs is 
to implement cost-saving measures or programs. 
 
Strategies: 
 
Continually evaluate park operations and programming costs through visitor 
participation and satisfaction 
 
Continue to expand technology and artificial intelligence (AI) to provide direct 
services to visitors through online sales and automated entrance machines, 
including entrance passes, annual pass renewals, program notifications, parking 
availability, etc. 
 
Continue to expand technology and AI in park administration, maintenance, and 
resource protection to supplement existing administrative and operating staff 
 
Strengthen volunteer participation and training to offset operating costs and add 
value to the visitor experience

121      |      PARKS VISION 2030 
GOAL 5.7: Evaluate MCPRD's opportunities to develop revenue-generating business opportunities. 
 
Objective 5.7.1: Non-preservation or passive recreation parklands may provide opportunities 
to generate additional revenue 
These opportunities may include land leases for commercial use, capital improvements to 
establish or expand an existing revenue source, and assertively pursuing active recreation 
partners. 
 
Strategies:  
 
Evaluate non-preservation lands for possible commercial development that aligns 
and supports the recreation offerings of the regional parks, such as boat storage, RV 
storage, convenience stores, and bike rental shops 
 
Evaluate potential for-profit active sports facilities, primarily focused on large-scale 
tournament-style facilities 
 
Evaluate lands next to parks that may provide an RV park setting   
 
Evaluate the sale of excess land that is County owned suitable for development

PARKS VISION 2030      |      122  
 Figure 87 - Parks Vision 2030 Map

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BLANK.

PARKS VISION
APPENDIX
PARK OVERVIEWS
PARTNERS
REGIONAL PLANS
PUBLIC OUTREACH
DRAFT

123      |      PARK’S VISION 2030  
APPENDIX A – PARK OVERVIEWS 
− 
Adobe Dam Regional Park ...................................... 125 
− 
Buckeye Hills Regional Park ................................... 126 
− 
Cave Creek Regional Park ....................................... 127 
− 
Estrella Mountain Regional Park ............................ 129 
− 
Hassayampa River Preserve ................................... 131 
− 
Lake Pleasant Regional Park .................................. 133 
− 
Desert Outdoor Center at Lake Pleasant ................ 135 
− 
Maricopa Trail ......................................................... 137 
− 
McDowell Mountain Regional Park ........................ 139 
− 
San Tan Mountain Regional Park ........................... 141 
− 
Spur Cross Ranch Conservation Area .................... 143 
− 
Usery Mountain Regional Park................................ 145 
− 
Vulture Mountains Recreation Area ....................... 147 
− 
White Tank Mountain Regional Park ...................... 148 
− 
1965 Sun Circle Trail, Black Mountain, New River 
Community Park ...................................................... 150 
 
APPENDIX B - PARTNERSHIPS 
­ 
Federal Partnerships ............................................... 151 
­ 
State Partnerships ................................................... 151 
­ 
County Partnerships ................................................ 152 
­ 
Regional Partnerships ............................................. 153 
­ 
Community and Park-Specific Partnerships .......... 155 
­ 
National Partnerships ............................................. 156 
­ 
Private Sector Partnerships .................................... 157 
­ 
Other Partners ......................................................... 158 
 
 
APPENDIX C – REGIONAL PLANS 
- 
Regional Parks and Open Space Overview ............ 159 
 
Figure 1 – Maricopa County Regions ............. 159 
- 
NORTHWEST REGION ............................................. 160 
 
Wickenburg ...................................................... 160 
o 
Opportunities ............................................ 160 
o 
Figure 2 – Wickenburg Open Space and 
Trails Map ................................................. 160 
 
Surprise ............................................................ 161 
o 
Figure 3 – Surprise 2034 Parks and 
Recreation Master Plan ............................ 161 
o 
Opportunities ............................................ 162 
 
Glendale ........................................................... 162 
o 
Figure 4 – Glendale Bicycle and Pedestrian 
Network..................................................... 162 
o 
Opportunities ............................................ 163 
 
Peoria ............................................................... 163 
o 
Opportunities ............................................ 163 
o 
Figure 5 – Peoria Level of Service ........... 163 
 
El Mirage .......................................................... 164 
o 
Figure 6 – El Mirage Open Space, Parks, 
Recreation and Trails Plan ....................... 164 
o 
Opportunities ............................................ 165 
 
Youngtown ....................................................... 165 
o 
Opportunities ............................................ 165 
o 
Figure 7 – Youngtown Circulation ........... 165 
NORTHEAST REGION .....................................................166 
 
Anthem, Desert Hills & New River ....................166 
o 
Figure 8 – New River Open Space ............166 
o 
Opportunities.............................................167 
o 
Figure 9 – Anthem Trails Master Plan .....167 
 
Carefree ............................................................168 
o 
Opportunities.............................................168 
o 
Figure 10 – Carefree Traffic, Pedestrian, and 
Bicycle Plan ...............................................168 
 
Cave Creek ........................................................169 
o 
Opportunities.............................................169 
o 
Figure 11 – Cave Creek Trails Framework
 ...................................................................169 
 
Fountain Hills ....................................................170 
o 
Opportunities.............................................170 
o 
Figure 12 – Fountain Hills Parks, Recreation, 
Trails, and Open Space Plan .....................170 
 
Paradise Valley .................................................171 
o 
Opportunities.............................................171 
o 
Figure 13 – Paradise Valley Bicycle 
Circulation Map .........................................171 
 
Phoenix .............................................................172 
o 
Figure 14 – City of Phoenix Trails ............172 
o 
Opportunities.............................................173 
 
Scottsdale .........................................................174 
o 
Figure 15 – Scottsdale Trails ...................174 
o 
Opportunities.............................................174 
- 
SOUTHEAST REGION ..............................................175 
 
Apache Junction ..............................................175 
o 
Opportunities.............................................175 
o 
Figure 16 – Apache Junction Connectivity 
Network .....................................................175 
 
Mesa .................................................................176 
o 
Opportunities.............................................176 
o 
Figure 17 – Mesa Multi-use Path 
Connections ..............................................176 
 
Queen Creek .....................................................177 
o 
Opportunities.............................................177 
o 
Figure 18 – Queen Creek Trail Master Plan
 ...................................................................177 
 
Gilbert ................................................................178 
o 
Parks & Recreation and Trails Master Plan
 ...................................................................178 
o 
Figure 19 – Gilbert Parks, Open Space and 
Trails Plan .................................................178 
o 
Opportunities.............................................179 
 
Chandler ............................................................179 
o 
General Plan ..............................................180 
o 
Parks Strategic Master Plan .....................180 
o 
Opportunities.............................................179 
o 
Figure 20 – Chandler Parks and Open Space
 ...................................................................179 
 
Tempe ...............................................................180 
o 
General Plan 2040.....................................181 
o 
Figure 21 – Tempe Bikes and Pedestrian 
Network .....................................................181

PARK’S VISION 2030      |     124  
o 
Tempe Parks and Recreation Master Plan 
(July 2021) ................................................ 182 
o 
Guiding Principles .................................... 182 
o 
Opportunities ............................................ 182 
 
Guadalupe ........................................................ 182 
o 
Figure 22 – Guadalupe Connection ......... 182 
o 
Priority Plan (2018) .................................. 183 
o 
Opportunities ............................................ 183 
- 
SOUTHWEST REGION ............................................. 183 
 
Buckeye ............................................................ 183 
o 
City General Plan ...................................... 183 
o 
Figure 23 – Buckeye Pathways and Trails 
Plan ........................................................... 183 
o 
Opportunities ............................................ 184 
 
Gila Bend .......................................................... 185 
o 
Figure 24 – Gila Bend Connection ........... 185 
o 
Opportunities ............................................ 185 
 
Goodyear .......................................................... 186 
o 
Figure 25 – Goodyear Paths and Trails 
(North) Opportunities ............................... 186 
o 
Parks and Recreation Master Plan .......... 186 
o 
Figure 26 – Goodyear Paths and Trails 
(South) ...................................................... 187 
o 
Opportunities ............................................ 187 
 
Avondale........................................................... 188 
o 
Figure 27 – Avondale Trails and Open Space 
Opportunities ............................................ 188 
o 
Opportunities ............................................ 188 
 
Litchfield Park .................................................. 189 
o 
Opportunities ............................................ 189 
o 
Figure 28 – Litchfield Park Circulation .... 189 
 
Tolleson ............................................................ 190 
o 
Figure 29 – Tolleson Land Use Plan ........ 190 
o 
Opportunities ............................................ 190 
- 
FLOOD CONTROL DISTRICT OF MARICOPA COUNTY
.................................................................................. 191 
 
District Mission ................................................ 191 
 
District Vision ................................................... 191 
 
Floodplain Management Plan (2020) ............. 191 
 
Area Drainage Master Plan/Studies  ............... 191 
 
El Rio Confluence Lake Concept ..................... 192 
- 
STATE AGENCIES ................................................... 192 
 
Arizona State Parks ......................................... 192 
o 
Statewide Comprehensive Outdoor 
Recreation Plan (2018-2023) ................... 192 
 
Arizona State Land Department ...................... 193 
o 
Opportunities ............................................ 194 
o 
Figure 30 – Maricopa County Surface 
Management Responsibility Map ............ 194 
- 
FEDERAL LANDS ..................................................... 195 
 
Bureau of Land Management .......................... 195 
o 
Opportunities ............................................ 195 
o 
Figure 31 – Bureau of Land Management 
................................................................... 196 
o 
Figure 32 – Bureau of Land Management
................................................................... 197 
 
Tonto National Forest ...................................... 197 
o 
Travel Management Plan (2021)..............197 
o 
Land Management Plan (2022)................198 
o 
Arizona National Scenic Trail (Arizona Trail)
 ...................................................................198 
o 
Opportunities.............................................198 
o 
Figure 33 – Tonto National Forest – Travel 
Management Plan and Arizona Scenic Trail
 ...................................................................199 
- 
TRIBAL LANDS ........................................................200 
 
Ak-Chin Indian Community ..............................200 
 
Fort McDowell Yavapai Nation ........................200 
o 
Opportunities.............................................201 
 
Gila River Indian Community ............................201 
o 
Opportunities.............................................201 
 
Salt River Pima-Maricopa Indian Community .201 
 
Tohono O’Odham Nation .................................202 
o 
Opportunities.............................................202 
o 
Figure 34 – Tribal Land.............................203 
 
APPENDIX D – PUBLIC OUTREACH FEEDBACK 
FORM RESULTS 
- 
Appendix D – PV 2030 Public Input Survey Summary
 ..................................................................................204 
 
Accessibility ......................................................204 
 
Maintenance .....................................................204 
 
Marketing ..........................................................204 
 
Conservation ....................................................204 
 
Activities ...........................................................204 
 
Park Expansion .................................................206 
 
Trails .................................................................205 
 
Biking ................................................................205 
 
Events ...............................................................205 
 
Education ..........................................................205 
 
Safety ................................................................205 
 
Partnering .........................................................206 
- 
Are there any segments of the community that need 
to be better served by the County’s Parks 
Department? If so, who and why? ...........................206 
 
Underprivileged Populations ............................206 
 
Entry Fees As Income ......................................206 
 
Providing Universal Access .............................206 
 
Specific User Groups ........................................207 
 
Park Stewards ..................................................207 
 
Community Communications ..........................207 
 
Access From New Development .....................208 
 
Special Accommodation ..................................208 
 
Wildlife ..............................................................208 
- 
Ten years from now, what are the most important 
actions you hope the County Parks department would 
have accomplished? ................................................208 
 
Maintaining Existing Parks ..............................208 
 
Expand a Regional System ..............................208 
 
Conservation of Natural Resources ................209 
 
Provide Greater Access....................................209 
 
Other Comments ..............................................209

125       |       PARKS VISION 2030  
Adobe Dam Regional Park is the 
mallest Park in the county system at 1,454 
acres. It is located in a primarily urban 
environment in Phoenix, northwest of the Loop 
101 North and Interstate 17 (I-17) interchange.  
 
Approximately 761 acres have been developed. 
Unlike the rest of the County's regional park 
system, Adobe Dam is known as a place where 
families can congregate to enjoy a multitude of 
concessionaire recreational activities such as: 
- 
Sport Fields 
- 
Golf 
- 
Kart racing 
- 
Model airplanes 
- 
Multi-scale train park 
- 
Waterpark 
 
While Adobe Dam Regional Park is focused on 
offering recreational activities to park visitors, 
the land is owned by the Maricopa County 
Flood Control District. The area's primary 
purpose is for flood control; a secondary 
purpose is for recreation and open space.  
 
Construction of the Adobe Dam began in 
November 1980, and work was completed in 
December 1981. Adobe Dam is designed to 
hold water during times of floods, and the parks 
department works closely with the 
concessionaires housed within Adobe Dam 
Regional Park to ensure the safety of visitors 
during storm events and to make sure facilities 
are properly sited and are designed to minimize 
potential damage. 
 
Milestone Projects. 
­ The water system has been upgraded 
(2019)  
 
 
 
 
ADOBE DAM REGIONAL PARK 
AMENITIES 
Description 
No. 
Ballfields 
­ Lighted 
 
6 
 
 
Campsites 
­ Host 
 
1 
 
 
ET Beds 
­ Septic Tank 
 
1 
Roads 
­ Paved 
­ Service (non-trail) 
 
1 
3 
 
 
Sports Amenities 
Managed by 
Concessionaires 
­ Golf Course 
­ Model Airplanes 
­ Multi-scale Train Park 
­ Kart Racing 
­ Waterpark 
­ Sport Fields 
 
 
 
 
 
Water tanks 
2

PARKS VISION 2030      |       126 
Buckeye Hills Regional Park is 4,453 
acres near Buckeye in unincorporated Maricopa 
County. The area is predominantly rural. The 
Park is located five (5) miles southwest of the 
City of Buckeye, off State Route 85. 
 
Vegetation is limited throughout the Park 
mainly due to the shallow decomposed granite 
soils. The location in far west Phoenix protects 
it from much of the city lights and provides 
excellent stargazing opportunities.  
 
Natural Resources 
Buckeye Hills Regional Park has mountain 
peaks dominated by Palo Verde-Saguaro 
upland desert ecosystems and typical wash 
plant communities dominated by mesquite and 
creosote subshrubs. Not far from the Gila River, 
it is known to inhabit mule deer, mountain lions, 
coyotes, and bighorn sheep.  
 
Shooting Ranges 
Arizona State Rifle and Pistol Association 
volunteers manage the General Joe Foss 
Shooting Complex. The complex is typically 
open to the public Friday through Sunday; 
operating hours are seasonal. The shooting 
complex offers: 
­ A 200-yard rifle and pistol range 
­ A 50-yard training range 
­ Trap and skeet field 
­ Retail store 
­ Vending machine 
 
The Maricopa County Sheriff's Office Shooting 
Range which is used for training purposes, is 
also housed in the Park. 
BUCKEYE HILLS REGIONAL 
PARK AMENITIES 
Description 
No. 
Dump Stations and ET 
Beds 
­ Septic Tank 
 
 
1 
 
 
Parking Lots 
­ Designated 
10 
395 
 
 
Picnic Sites 
­ Ramadas 
­ Tables 
­ BBQ Grills 
­ Fire Rings 
 
2 
50 
39 
37 
 
 
Restrooms 
­ Vault Toilets (park) 
­ Flush Toilets 
(shooting range) 
­ Drinking Fountains 
­ w/o Bottle Refill 
 
8 
 
6 
 
2 
 
 
Roads 
­ Paved 
 
1 
 
 
Shooting Range 
2 
 
 
Signage 
- Monument 
- Kiosk 
 
1 
1

127       |       PARKS VISION 2030 
Cave Creek Regional Park is located near 
the town of Cave Creek, bordered by Cave Creek 
residential and state trust lands, and is 2,934 
acres. 
 
Ranging in elevation from 2,000 to 3,060 feet, 
this desert oasis provides any hiker and 
equestrian with majestic views. The most 
popular trail at the Park is the Go John Trail. It 
loops around a mountain to provide the illusion 
of being miles away from civilization.  
 
In the 1870s, fever-stricken gold seekers staked 
their dreams on the jasper-studded hills. Guided 
trails to unique sites allow visitors to travel 
back in time.  
 
Campsites  
Tent or RV camping is allowed at the 
campground. The average site size is 40 square 
feet; however, pull-through sites may 
accommodate a 60-foot RV. Each site offers 
water and electrical hookups, a picnic table, and 
a barbecue fire ring.  
 
Horse staging 
The Park offers a horse staging area south of 
the picnic loop. The area has a large gravel 
parking lot to accommodate horse trailers. 
Hitch rails and water are also available.  
 
Milestone Projects 
- 
Park host site upgrades (2019) 
- 
Park boundary fencing has been replaced 
(2018) 
- 
Ramada and group campground upgrades 
(2015) 
- 
Nature-themed playground installed (2014) 
 
Nature Center 
The Leadership in Energy and Environmental 
Design (LEED) accredited nature center is 
designed to be fully functional, sustainable, and 
energy-efficient while minimizing the 
disturbance to the natural landscape and 
CAVE CREEK REGIONAL 
PARK AMENITIES 
Description 
Amphitheater 
- Lighted 
 
1 
 
 
Campsites 
- Developed 
- Fire Rings 
- Host 
- Semi-developed 
- Tables 
 
55 
55 
9 
6 
55 
 
 
Dump Stations/ET Beds 
- Dump Station 
- Septic Tanks 
- ET Beds  
 
1 
11 
2 
 
 
 
 
Habitats and Ponds 
- Butterfly garden 
- Captive habitat 
- Pond 
 
1 
1 
1 
 
 
Nature Themed Playground 
with shade 
 
Amenities Managed by 
Concessions: 
Equestrian Rides/Tours 
1

PARKS VISION 2030       |      128 
maximizing the design compatibility with the 
natural surroundings.  
 
The Nature Center includes a gift store, animal 
exhibits, interpretive displays, educational 
materials, meeting rooms, and park offices. It is 
available to rent for events. 
 
Natural Resources  
Cave Creek Regional Park has mountain ranges 
of Palo Verde-Saguaro upland desert 
ecosystems with over 84 plant species and 69 
wildlife species, including more common 
species such as coyotes, bobcats, and mule 
deer. The Park also inhabits less common and 
notable or protected species such as crucifixion 
thorn trees, mountain lions,  desert tortoises, 
and squaw peak Southwestern talus snails. It is 
also home to the "Michelin" saguaro cacti! 
 
Nature-themed Playground 
To help encourage today's youth to connect 
with nature, the department installed nature-
themed playgrounds throughout the regional 
park system. While on the playground, youth 
can climb on saguaros, explore the spiderweb 
rock wall, slide down a mountain lion's back, 
and much more.   
 
Trails 
Cave Creek Regional Park offers 16 miles of 
trails for hiking, mountain biking, and horseback 
riding. All trails are shared-use unless otherwise 
designated. The most popular trails in the Park 
are the Go John and Overton Trails.  
 
 
CAVE CREEK REGIONAL PARK 
AMENITIES 
Description 
No. 
Operating Facilities 
- Nature Center 
- Entry Station 
- Maintenance Compound 
 
1 
1 
1 
 
 
Parking Lots 
­ Designated 
­ Non-designated 
23 
320 
62 
 
 
Picnic Sites 
- Tables 
- BBQ Grils 
- Fire Rings 
 
78 
61 
3 
 
 
Ramadas 
6 
 
 
Restrooms 
- Camping toilets 
- Drinking fountains 
- w/o Bottle Refill 
- Day Use Toilets 
- Showers 
 
16 
 
7 
17 
13 
 
 
Roads 
­ Paved 
­ Service Unpaved 
­ Service (non-trail) 
 
7 
1 
1 
 
 
Signage 
- Kiosks 
- Monument 
- Off-site 
 
4 
1 
2 
 
 
Sports Amenities 
- Basketball Court 
- Horseshoe 
- Rodeo Arena 
- Volleyball 
 
1 
1 
1 
1 
 
 
Trails 
­ Benches 
­ Hike/Bike only 
­ Multi-Use 
­ Trailheads 
 
25 
1 
8 
1 
 
 
Watertanks 
1

129       |       PARKS VISION 2030 
Estrella Mountain Regional Park is 
located between Goodyear and Avondale. It is 
19,837 acres and is predominately exurban. 
Located near the confluence of the Gila and 
Agua Fria Rivers in the southwest Valley, the 
Park includes a large wetland riparian area. The 
majority of the Park remains a pristine desert.  
The Sierra Estrella mountain range, or "Star" 
Mountains, was once within the Mexican border 
and remained so until the Gadsden Purchase in 
1853.  
Trails 
The Park offers roughly 43 miles of trails for 
hiking, mountain biking, horseback riding, and 
ranges in difficulty from easy to strenuous. The 
Baseline Trail is a popular 2.6-mile loop trail. 
The Gila Trail is a half-mile barrier-free trail just 
south of the Navy  
Area of the Park. Barrier-free trails are built with 
gentle slopes, resting areas and are generally 
preferred by individuals using mobility devices 
and families with small children and strollers.  
Camping/Horse Staging 
There are seven developed RV sites near the 
horse-staging area. Each has a large parking 
area to accommodate 45-foot RVs, with water, 
sewer, and electrical hookups, picnic tables, 
and barbecue fire rings.  
Competitive Track 
The competitive track is over 16 miles long and 
provides park visitors with challenging, 
strenuous, high-speed outdoor recreation for 
individuals, groups, and events. The tracks are 
shared-use, one-way only, and are designed for 
cross-country runners and joggers, fast 
bicyclists and racers, and trotting/galloping 
equestrians and endurance riders. No leisure 
travel is permitted on the track. The trail loops 
run between .08 to 9.5 miles in length.  
Events 
The Park is a popular venue for large-scale 
races and family reunions.  
 
 
ESTRELLA MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
 No. 
Amphitheater 
1 
 
 
Ballfields 
- Lighted 
 
2 
 
 
Campsites 
- Host 
 
15 
 
 
Competitive Tracks 
1 
 
 
Habitats and Ponds 
- Butterfly garden 
- Captive habitat 
 
1 
1 
 
 
Nature Themed Playground with 
shade 
1 
 
 
Operating Facilities 
­ Entry Station 
­ Maintenance Compound 
­ Nature Center 
 
1 
1 
1

PARKS VISION 2030       |      130 
Golf Course 
Estrella Mountain Regional Park is home to the 
championship 18-hole Tres Rios Golf Course. 
Opened in 1966, Tres Rios is Goodyear's oldest 
golf course. The course is now home to the 
Junior National Golf Program.  
Milestone Projects 
- 
El Rio Confluence Lake Plan (2021) 
- 
Renovated day-use picnic grounds including 
included replacement of the water system, 
parking lot and curb upgrades, upgrades to 
the electrical systems, new ramadas, BBQ 
grills, picnic tables, automatic gate entry, 
and vegetation (2018) 
- 
Replaced and upgraded electrical system 
(2018) 
- 
Park master plan updated (2016) 
- 
Restroom upgrades (2015) 
- 
Centennial Trail initiation, as a small piece 
from the parking lot to the back of the 
nature center was completed (2012) 
- 
El Rio Watercourse Master Plan (2009) 
 
Natural Resources 
There are mountain ranges with peaks, valleys, 
and washes of Palo Verde-Saguaro upland 
desert ecosystems, mesquite bosques, riparian 
habitats, and many trails to enjoy viewing over 
330 plant species. There are also over 122 
wildlife species, including coyotes, mountain 
lions, bobcats, desert tortoises. Because the 
Park runs along the Gila River, you may 
encounter some of the more notable species, 
such as bald eagles, western burrowing owls, 
chuckwallas, and Le Conte's thrashers.  
ESTRELLA MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
No. 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
23 
975 
1,448 
 
 
Picnic Sites 
- Benches 
- BBQ Grills 
- Fire Rings 
- Tables 
 
24 
42 
4 
166 
 
 
Ramadas 
27 
 
 
Restrooms 
- Drinking Fountains  
- w/o bottle refill 
- w/ bottle refill 
- Day Use Toilets 
- Portable Toilets 
- Showers 
 
 
3 
9 
35 
4 
2 
 
 
Roads 
­ Paved 
­ Service Unpaved 
 
7 
2 
 
 
Septic Tanks/ET Beds 
- Septic Tanks 
- ET Beds  
 
15 
1 
 
 
Signage 
- Interpretive 
- Kiosks 
- Monument 
- Off-site 
 
5 
5 
1 
2 
 
 
Sports Amenities Managed by 
Concessionaires 
­ Golf Course 
 
 
1 
 
 
Trails 
­ Barrier-free 
­ Hike Only 
­ Memorial Benches 
­ Multi-Use 
­ Trailhead 
 
1 
1 
10 
14 
5 
 
 
Turf Range 
1 
 
 
Watertanks 
1

131       |       PARKS VISION 2030 
The Hassayampa River Preserve is a 
776-acre desert oasis with lush vegetation, 
perennial water, and abundant wildlife. Several 
short trails travel through a riparian 
cottonwood-willow forest (among the last in 
Arizona), mesquite woodlands, old palms at 
spring-fed Palm Lake, and up to a stunning view 
at Lyke's Lookout.  
 
The Preserve protects important habitats for 
wildlife, including fox, javelina, bobcat, reptiles, 
amphibians, dragonflies, and over 300 bird 
species (including two federally listed 
threatened species). The Preserve's historic 
buildings and interpretive exhibits give visitors a 
glimpse into the rich local and natural history.  
 
 
 
Milestone Projects 
­ Historic Brill Ranch house (Visitor Center) 
and historic Sanger building paint and roof 
replacement (2020) 
­ New ADA restrooms, pipe rail fencing, host 
sites, picnic site, electrical, and septic 
system upgrades (2018-2020) 
­ Land surveys and parking lot improvements 
(2017) 
­ Increased hours and staffing (2017) 
 
Natural Resources 
The Hassayampa River Preserve runs along the 
Hassayampa River floodplain corridor 
dominated by cottonwood and willow trees and 
with scattered mesquite bosques. The Park has 
 
 
over 350 plant species, including night-
blooming Cereus cacti and Hohokam Agave 
plants. The riparian corridor and its surrounding 
desert ecosystem provide habitat to over 330 
wildlife species, including coyotes, mountain 
HASSAYAMPA RIVER PRESERVE 
AMENITIES 
Description 
No. 
Campsites 
- Host 
 
2 
 
 
Habitats and Ponds 
- Butterfly garden 
- Pond 
 
1 
1 
 
 
Operations/Maintenance 
Facilities 
- Maintenance Compound 
- Nature Center 
 
 
1 
1 
 
 
Parking Lots 
- Designated spaces 
- Non-designated Spaces  
1 
33 
14 
 
 
Picnic Sites 
- Tables 
 
11

PARKS VISION 2030       |      132 
lions, and bobcats, but also some more notable 
species, such as desert tortoises, Arizona 
toads, northern saw-whet owls, white belted 
ringtails, and American badgers. The area also 
houses several endangered and threatened 
species like the southwestern willow flycatcher, 
yellow-billed cuckoo, bonytail chub, desert 
pupfish, and Gila topminnows. It is also a hot 
spot and important habitat for bat activity, with 
over 17 bat species confirmed.  
 
 
 
Nature/Visitor Center 
The Visitor Center, housed in the 1860's Brill 
Ranch house, contains interactive displays 
on local history as well as desert and riparian 
ecology which provide guests with colorful and 
detailed stories about the special plants and 
animals found within the Preserve. The center 
also houses a variety of retail products such as 
apparel, educational resources on flora and 
fauna native to the area, and a small selection 
of snacks and beverages.  
 
Park Programs 
The Preserve offers a wide variety of 
interpretive programs, ranging from guided bird 
walks and dragonfly walks to night hikes and 
educational Discovery Stations. For those 
looking to explore the Preserve on their own, 
the Seasonal Nature Guide highlighting the 
plants and animals that are active in the 
Preserve during specific months, is available 
online and in the Visitor Center.   
Trails 
The Preserve is home to seven short trails that 
are primarily suited for most park visitors. In 
addition to being a beautiful walk, the Palm 
Lake Loop is also rated as a barrier-free trail. 
Barrier-free trails are built with gentle slopes, 
resting areas and are generally preferred by 
individuals using mobility devices and families 
with small children and strollers.  
HASSAYAMPA RIVER PRESERVE 
AMENITIES 
Description 
No. 
Restrooms 
- Day-use Toilets 
- Drinking Fountains 
- w/ bottle refill  
 
4 
 
1 
 
Roads 
- Service Unpaved 
- Service (non-trail) 
 
2 
2 
 
 
Septic Tanks 
- ET Bed 
3 
1 
 
 
Signage 
- Interpretive 
- Kiosks 
- Monument 
- Off-site 
 
9 
3 
1 
4 
 
 
Trails 
- Barrier-free 
- Benches (includes 15 
memorial benches) 
- Hike 
- Trailheads 
 
1 
34 
 
7 
1

133       |       PARKS VISION 2030 
Lake Pleasant Regional Park is the crown 
jewel of the park system as one of Phoenix's 
largest water recreation areas. The Park is 23,662 
acres, of which 10,000 acres are water. 
Recreational opportunities such as camping, 
boating, fishing, horseback riding, swimming, 
hiking, mountain biking, picnicking, scuba diving, 
and wildlife viewing are abundant.  
 
Boating 
Lake Pleasant Regional Park offers two boat 
launching ramps: a 4-Lane at the North 
Entrance and 10-Lane at the Main Entrance. 
Both ramps are functional to a water elevation 
of 1,600 feet. Motorized watercraft must be 
launched from the 10-Lane or 4-Lane boat 
ramps – no launching from the shoreline. 
 
Camping 
The lake offers a variety of camping 
opportunities. There are 138 developed and semi-
developed at the lake for tent and/or RV camping.  
­ The Roadrunner Campground sits on a vista 
and offers scenic views of the lake.  
­ The Desert Tortoise Campground allows park 
visitors to camp closer to the water.  
­ Boat camping is permitted in designated 
areas.  
 
Trails 
Lake Pleasant Regional Park offers 18.84 miles 
of trails for pedestrian use only. Park trails range 
in length from 0.3 miles up to 4.4 miles. 
 
Fishing 
The Arizona Game and Fish Department began to 
stock fish in the lake after building the main dam 
and completing the diversion dam. Lake Pleasant 
is home to 12 species of fish, including bass and 
catfish.  
 
Events 
The Park offers a variety of large-scale events 
such as the Prickly Pedal, Paddlefest, and the 
Dam Good Run, Walk Hike throughout the year.   
 
Marina with Restaurant  
For those seeking adventure, the marina offers 
boat, kayak, and water toy rentals. For those 
looking for a place to store their boats, the marina 
offers both wet and dry slip rentals.  
 
LAKE PLEASANT REGIONAL 
PARK AMENITIES 
Description 
No. 
Campsites 
- Developed 
- Semi-Developed 
- Fire Rings 
- Group 
- Host 
- Primitive 
- Tables 
 
95 
43 
151 
3 
11 
25 
198 
 
 
Benches 
12 
 
 
Dump Stations and ET Beds 
­ Dump Station 
­ ET Beds 
­ Septic Tanks 
 
1 
17 
18

PARKS VISION 2030       |      134 
Scuba Diving 
Lake Pleasant is known for having some of the 
best inland scuba diving in the western states. An 
abundance of rock walls, canyons, and 
underwater structures, like the old Waddell Dam.  
 
Milestone Projects 
­ 
Water system upgrades, ramada renovations, 
Government dock/boathouse constructed, 
and nature-themed playground installed 
(2019)  
­ 
Discovery Center opens and improvements to 
Group Campground (2017) 
­ 
Winches were replaced, grading 
improvements to Pallet Loop, restroom 
repairs and renovations, and a floating 
restroom were installed (2016) 
­ 
North Lake Pleasant Trails were constructed, 
and chlorination systems were upgraded 
(2015) 
­ 
North Lake Pleasant Trail Plan was adopted 
(2014) 
­ 
Agua Fria Conservation Area restoration 
(2009) 
 
Natural Resources 
Lake Pleasant Regional Park is a unique area that 
incorporates the upland desert mountain parks 
with peaks and valleys surrounding a large lake. 
There are over 335 plant species, including 
Hohokam Agave. In addition, there are 230 wildlife 
species, including jackrabbits, coyotes, mountain 
lions, and bobcats.  
 
Some more notable species include the desert 
tortoise, peregrine falcons, bald eagles, lowland 
leopard frog, Arizona toads, endangered and 
threatened southwestern willow flycatcher, 
yellow-billed cuckoo, bonytail chub, desert 
pupfish, Gila longfin dace, and Gila topminnows. 
There have even been occasional sightings of 
ringtails and coatimundis at the Park.  
 
Note: Lake Pleasant is a man-made lake, so park visitors are 
reminded that the landscape fluctuates. While you may be standing 
in three feet of water at one point, you could be in 9 ft. of water just 
a few steps away. 
LAKE PLEASANT REGIONAL PARK 
AMENITIES 
Description 
No. 
Operating Facilities 
- Entry Station 
- Maintenance Compound  
- Nature Center 
- Operations Center 
 
1 
1 
1 
1 
 
 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
26 
1,394 
88 
 
 
Picnic Sites 
- Benches 
- Tables 
- BBQ Grills 
- Fire Rings 
 
3 
198 
22 
22 
 
 
Ramadas 
190 
 
 
Restrooms 
- Camping Toilets 
- Day Use Toilets 
- Drinking Fountains  
- Portable Toilets 
- Showers 
 
18 
18 
13 
19 
28 
 
 
Roads 
­ Paved 
­ Service Unpaved 
­ Service (non-trail) 
 
19 
5 
5 
 
 
Signage 
- Interpretive 
- Monument 
- Kiosks 
- Off-site 
 
TBD 
TBD 
5 
TBD 
 
 
Trails 
­ Benches 
­ Barrier-free 
­ Equestrian 
­ Hike Only 
­ Hike/Bike Only 
­ Multi-Use 
­ 
Trailhead 
 
13 
2 
1 
1 
7 
6 
5 
 
 
Watertanks 
3

135       |       PARKS VISION 2030 
The Desert Outdoor Center at Lake 
Pleasant Regional Park is a world-class 
outdoor education facility that annually engages 
over 15,000 Valley youth in over 30 informative 
programs. The Center is within the boundary of 
Lake Pleasant Regional Park but operates 
independently.  
 
Topics range from desert survival to venomous 
creatures and aquatic life to edible plants of the 
desert. Programs are designed to meet state 
educational standards while providing kids with a 
fun and memorable experience. 
 
The spectacular views of the Sonoran desert also 
provide a private and beautiful backdrop for 
weddings, retreats, and other group functions. 
This is a reservation-only facility and is not open 
for public day-use recreation. 
 
Daytime Programs 
The Center offers a myriad of programs ranging 
from Desert Survival and Desert Mammals 
Weather or Not and Ancient People. Programs 
can be selected as a themed package or a-la-carte 
tailored to the student's needs.  Programs are 
aligned with Arizona Academic Standards. 
 
Evening Programs 
After a full day of classes, groups can enjoy an 
evening of programming led by a Ranger. Two 
evening programs can be selected, each lasting 
one hour in length. Groups may complete their 
evening roasting tasty marshmallows over an 
open fire pit in the Center's amphitheater. 
 
Amphitheater 
The facility's outdoor amphitheater can 
accommodate 200 guests comfortably for 
programming opportunities, weddings, and 
various other events. 
 
Classrooms 
The facility houses a science lab with 
microscopes and other resources students will 
need during their hands-on learning labs. In 
addition, there is a classroom that seats 35 
 
 
students and a resource room that seats 40 
students.  
 
DESERT OUTDOOR CENTER 
AMENITIES 
Description 
No. 
Amphitheater 
1 
 
 
Boat Dock 
1 
 
 
Campsites 
- Host 
 
3 
 
 
Dorms 
- Beds 
- Rollaway Cots 
2 
100 
50 
 
 
Education Center 
­ Archeology Pit 
­ Commercial Kitchen 
­ Ethnobotany Garden 
­ Observatory 
­ Paleontology Pit 
­ Shade Structure 
 
1 
1 
1 
1 
1 
1 
 
 
ET Beds 
1

PARKS VISION 2030       |      136 
Exhibit Hall 
The exhibit hall is an excellent resource for 
students to view the various species of reptiles 
and aquatic animals they will learn about during 
their visit to the Desert Outdoor Center. If they're 
lucky, they may get to join a reptile or two for a 
meal as the ranger feeds them from behind the 
glass. 
 
Dorms 
The Center houses two onsite dorms which hold 
up to 150 guests for single or multiple-night visits. 
Accommodations are communal with bunk beds 
and separate restrooms and showers.  A small 
room with two beds and separate restroom 
facilities is located in the Center of the building for 
chaperones.  
 
Gift Shop 
The gift shop contains many items ranging from 
books about the species native to the area, 
clothing, postcards and photos, and a variety of 
snacks. 
 
Milestone projects 
­ 
New ET bed installed with steel pipe rail fence 
(2021) 
­ 
Concrete barrier-free trail installed on 
Honeymoon Cove trail (2021) 
­ 
Chiller system was replaced (2020) 
­ 
Re-coated the roof on the entire 
building/complex (2017) 
­ 
Fire alarm system upgraded (2015) 
 
Multi-purpose Room/Kitchen 
The multi-purpose room can accommodate up to 
150 people comfortably. An adjacent patio seats 
75 individuals outdoors, and a commercial 
kitchen. 
 
Trails 
The Park offers 2.08 miles of trails. The 1.85-mile 
barrier-free, Honeymoon Cove Trail, contains 
gentle slopes, resting areas, and is suitable for 
wheelchairs or strollers.  
DESERT OUTDOOR CENTER 
PARK AMENITIES 
Description 
No. 
Gift shop 
1 
 
 
Habitats 
- Captive Habitat 
 
1 
 
 
Maintenance Facility 
1 
 
 
Parking Lots 
- Parking Lot 
- Designated Spaces 
- Non-designated Spaces 
 
1 
25 
65 
 
 
Paved Roads 
2 
 
 
Picnic sites 
­ BBQ Grill 
­ Fire Rings 
­ Tables 
 
1 
1 
5 
 
 
Restrooms 
­ Camping toilets 
­ Day-use Toilets 
­ Drinking Fountain  
­ w/ Bottle Refill 
­ w/o Bottle Refill 
­ Showers 
­ Urinals 
 
16 
9 
 
1 
4 
16 
4 
 
 
Signage 
- Interpretive  
- Kiosk 
 
5 
2 
 
 
Trails 
- Barrier-free 
- Benches 
- Hike 
- Trailheads 
 
1 
10 
1 
2 
 
 
Watertanks 
1

137       |       PARKS VISION 2030 
The Maricopa Trail System includes over 315 
miles of existing trails that ring the County. The 
original trail system is the Sun Circle Trail which 
was established in 1965.  
 
In 2000, the Maricopa County Board of 
Supervisors (BOS) formed the Maricopa County 
Trails Commission (MCTC) and unveiled their 
desire to develop a regional trail system. The 
vision for the trail was to connect the majestic 
open spaces of Maricopa County's regional 
parks via a non-motorized trail system. By 2002, 
the MCTC had developed the trail concept for 
the Maricopa Trail System (MTS) and a 
comprehensive plan that the BOS adopted in 
August of 2004.   
 
The foundation of the 2004 MCTC MTS Plan led 
to the completion of the Maricopa Trail (MT), 
Phase One, in 2018. The MT grew from 19 miles 
in 2009 to 315 miles by 2018. The goal is to 
connect surrounding municipal areas, towns, 
and major regional parks through partnerships 
and intergovernmental agreements with 
agencies and surrounding municipalities.  
 
Efforts to plan and provide trails at a regional 
scale are increasingly crucial as trails continue 
to experience year-over-year increases in use. 
As trail networks continue to grow and interface 
with the increasingly cohesive MT, coordinated 
trail masterplans and maintenance strategies 
will be vital for sustainable and accessible open 
space programming and connectivity while 
preserving essential ecological systems and 
historical heritage.  
 
The blueprint for the MT was designed to 
capitalize on existing rights-of-way, such as 
canals, parks, utility corridors, and flood control 
projects while ensuring that the trail would be 
designed and constructed according to national 
trail guidelines.  
 
Throughout the project's construction, the 
department developed many private and public 
partnerships to bring the Maricopa Trail to 
fruition.  
The MT accommodates walkers, hikers, 
runners, mountain bikers, equestrians, and 
inline skaters regardless of age and/or physical 
abilities, and serves as a primary recreation 
arterial for these trail users. The trail 
incorporates existing sections of the 1965 Sun 
Circle Trail and the National Trail at South 
Mountain Park. 
 
As trail segments were completed and the 
project evolved, the department quickly realized 
the Maricopa Trail manager would need 
assistance maintaining the trail system.  
The department reached out to the Maricopa 
Trail and Parks Foundation (MT+PF), which has 
an extensive network of volunteers and the 
ability to secure grant funding for trail 
maintenance tools. While the original intent for 
the partnership was trail maintenance, the 
agencies have also:  
­ Hosted a celebration in recognition of the 
completion of Phase 1 of the Maricopa Trail 
in 2018. The event was attended by the 
public, partners, elected officials, and staff.  
­ Worked together to develop the MT+PF 
Prickly Pedal Mountain Bike Race which 
was held on the Maricopa Trail from 2016 
to 2019. 
­ Worked together to coordinate efforts to 
bring tools to remote locations so

PARKS VISION 2030       |      138 
volunteers working on the trail segments 
don't have to carry heavy equipment with 
them to these locations.  
Phase 2 
­ The department is currently focusing on 
bringing the Maricopa Trail to the following 
locations: 
­ Buckeye Hills Regional Park 
­ Vulture Mountains Recreation Area 
­ Hassayampa River Preserve 
 
The main 315-mile loop Maricopa Trail around 
the Phoenix metropolitan area is complete, 
while routes to new parks and preserves 
continue to be added to this day.  
 
The department and Maricopa Trail manager 
will be working closely with the cities, towns, 
and transportation planners to include 
connector trails to neighborhoods and points of 
interest.

139       |       PARKS VISION 2030 
McDowell Mountain Regional Park,
located in the eastern part of the County is 
20,472-acres. Elevations in the Park rise to 
3,000 feet along the western boundary at the 
base of the McDowell Mountains. Visitors enjoy 
a full program schedule, over 80-miles of trails, 
and spectacular views of the surrounding 
mountain ranges.  
Camping 
McDowell Mountain Regional Park is known for 
its majestic views and beautiful campsites.  
­ E.I. Rowland Campground. The area offers
79 designated campsites for RV and tent
camping. Each site is a "Developed Site,"
with water and electrical hookups, a dump
station, a picnic table, and a fire ring.
­ Group Campground. This campground
accommodates up to 12 RV units. There are 
no water or sewer hookups in this 
campground. 
­ Ironwood Tent Sites. The area offers 16
designated campsites for tent and small 
trailer camping. The area includes a 
restroom, nearby parking, picnic tables, a 
water bib, and several nearby trails.   
­ Primitive (Minks). – This area is used by
small groups that are tent camping only. 
­ Youth Group Area. This area is used for day
use and overnight camping. 
Competitive Track 
The McDowell Competitive Track consists of 
three loops with three connectors. The total trail 
length is 13.7 miles. There is a large parking 
area, water, and restrooms with showers. The 
track(s) are used for high speeds, challenging 
one's skills, and racing. Those seeking leisurely 
travel should opt for another trail. The track 
consists of: 
­ Long Loop – 7.9 miles.
­ Sport Loop – 3 miles.
­ Technical Loop – 2.7 miles. This loop
requires the highest skill level as it is the 
most difficult. 
McDOWELL MOUNTAIN 
REGIONAL PARK AMENITIES 
Description 
No. 
Campsites 
- Developed
- Fire Rings
- Group
- Host
- Primitive
- Semi-developed
- Tables
- Youth
79 
93 
3 
12 
0 
16 
95 
1 
Competitive Track 
1 
Dump Stations and ET Beds 
­ Dump Station
­ ET Beds
­ Septic Tanks
1 
1 
14 
Equestrian Facilities 
­ Staging Areas
2 
Habitats and Ponds 
- Captive habitat
- Pond
1 
3 
Nature Themed Playground with 
shade 
1 
Operating Facilities 
- Entry Station
- Maintenance Compound
- Nature Center
1 
1 
1

PARKS VISION 2030       |      140 
Milestone Projects 
- 
Park master plan updated (2019) 
- 
Ramada & restroom upgrades (2015) 
- 
Nature-themed playground (2014) 
- 
Tortoise Trail was constructed, a Desert 
Tortoise habitat was installed, and Pump 
Track was built (2010) 
- 
Wildlife Pond (2009) 
 
Natural Resources 
McDowell Mountain Regional Park has 
mountain ranges with peaks and valleys, 
washes, and many trails to enjoy viewing over 
300 plant species within the Palo Verde-
Saguaro upland desert ecosystems, Mesquite 
bosques, and riparian habitats.  
 
In addition, there are over 85 wildlife species, 
including coyotes, mountain lions, bobcats, and 
desert tortoises. Some more notable species 
include California leaf-nosed bat, cave myotis 
bat, pale Townsend's big-eared bat, lesser long-
nosed bat, and desert tortoises. 
 
Pump Track 
The Pump Track consists of a series of low-key 
dirt berms, rollers, and banked turns that 
increase a cyclist's bike handling ability to circle 
the pump track without pedaling and utilizing 
one's momentum.  
 
Trails 
McDowell Mountain Regional Park offers over 
82.71 miles of hiking, mountain biking, and 
horseback riding trails. Park Trails range in 
length from 0.5 miles to 15.3 miles and range in 
difficulty from easy to strenuous. Those looking 
for an easy hike should try the North Trail at 3.1 
miles. Those looking for a good workout for 
themselves or their horses should try the 
Pemberton at 15.3 miles.  
McDOWELL MOUNTAIN 
REGIONAL PARK AMENITIES 
Description 
No. 
Nature Themed Playground with 
shade 
1 
 
 
Operating Facilities 
- Entry Station 
- Maintenance Compound  
- Nature Center 
 
1 
1 
1 
 
 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
30 
235 
750 
 
 
Picnic Sites 
- Tables 
- BBQ Grills 
- Fire Rings 
 
280 
100 
3 
 
 
Ramadas 
4 
 
 
Restrooms 
- Camping Toilets 
- Day Use Toilets 
- Drinking Fountains  
- w/ Bottle Refill  
- w/o Bottle Refill 
- Portable Toilets 
- Showers 
- Urinals 
 
23 
17 
 
1 
14 
2 
26 
8 
 
 
Roads 
­ Paved 
­ Service (non-trail) 
 
8 
4 
 
 
Signage 
- Interpretive 
- Monument 
- Kiosks 
 
7 
1 
11 
 
 
Trails 
­ Benches (32 are memorials) 
­ Barrier-free 
­ Equestrian 
­ Hike Only 
­ Hike/Bike Only 
­ Multi-Use 
Trailheads 
 
38  
1 
0 
5 
4 
17 
8

141       |       PARKS VISION 2030 
San Tan Mountain Regional Park is 
located in the eastern part of the County and is 
10,119 acres. This southeast Valley park is a 
fine example of the lower Sonoran Desert. The 
Park ranges in elevation from about 1,400 feet 
to over 2,500 feet.  
 
Goldmine Mountain is located in the Park's 
northern area, with spectacular views of the 
Malpais Hills awaiting you in the southern 
portion. The vegetation changes from "creosote 
flats" too dense saguaro forests. Various types 
of wildlife may be observed, including reptiles, 
birds, and mammals. 
 
Milestone Projects 
­ Phase 1 of the Goldmine Trailhead Project.  
o This included the addition of 80 parking 
spaces, grubbing, and grading of the 
area, drainage, fencing, and installation 
of a solar-powered gate at the site 
(2020) 
­ Shaded park host sites were installed 
(2016) 
­ Well drilled (2015) 
­ Expanded the main parking lot and added 
horse-trailer parking (2012) 
 
Nature Center 
The Nature Center includes the park office, 
animal exhibits, interpretive displays, 
educational materials, meeting rooms, and a 
retail area. It is available to rent for events. 
 
Natural Resources 
San Tan Mountain Regional Park has mountain 
ranges with peaks and washes and many trails 
to enjoy viewing just under 200 plant species 
within the Palo Verde-Saguaro upland desert 
ecosystems. The wildlife species are not well 
documented but include desert tortoises, 
jackrabbits, coyotes, mountain lions, and 
bobcats. 
 
 
 
 
 
SAN TAN MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
No. 
Camping 
­ Host sites 
 
4 
 
Dump Stations and ET Beds 
­ ET Beds 
­ Septic Tanks 
 
1 
1 
 
 
Equestrian Facilities 
­ Staging Areas 
 
1 
 
 
Habitats and Ponds 
- Captive habitat 
- Pond 
 
3 
1 
 
 
Operating Facilities 
- Entry Station 
- Maintenance Compound 
- Nature Center 
 
1 
1 
1

PARKS VISION 2030       |      142 
Trails 
There are currently nine designated trails 
(20.38-miles) at the Park. The Park is open to 
non-motorized use, including hiking, bicycling, 
and horseback riding. Please note that tribal 
lands are adjacent to the Park and as in all 
parks, users are required to stay on trails to 
protect the fragile Sonoran Desert ecosystem.  
 
 
 
Yoga in the Park. 
 
 
Mountain biker cycling through the Sonoran desert. 
SAN TAN MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
No. 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
3 
87 
250 
 
 
Picnic Sites 
- Benches 
- Tables 
- BBQ Grills 
- Fire Rings 
 
1 
7 
1 
1 
 
 
Ramadas 
5 
 
 
Restrooms 
- Day Use Toilets 
- Drinking Fountains  
- w/o Bottle Refill 
- Portable Toilets 
- Urinals 
 
4 
 
2 
4 
5 
 
 
Roads 
­ Paved 
­ Service Unpaved 
­ Service (non-trail) 
 
1 
1 
2 
 
 
Signage 
- Interpretive 
- Monument 
- Kiosks 
- Off-site 
 
0 
1 
3 
2 
 
 
Trails 
­ Benches (19 are memorial) 
­ Multi-Use 
­ Trailhead 
 
30  
 
9 
3 
 
 
Water Tanks 
 
Amenities Managed by 
Concessions: 
Equestrian Rides/Tours 
1

143       |       PARKS VISION 2030 
Spur Cross Ranch Conservation Area 
is located in the northeastern part of the County 
and is 2,174 acres. The area is predominately 
exurban.  
 
The Conservation Area encompasses an area 
of diverse, rugged upper Sonoran Desert. The 
North Valley location contains fascinating 
archaeological sites and lush riparian areas 
along Cave Creek, which flows throughout the 
winter months.  
 
Remnants of early mining and ranching, from 
which the Park gets its name, are still apparent. 
This area is a "must-see" for all wildflower 
lovers in the spring. The abundant vegetation in 
the conservation area provides a rich habitat for 
a diverse assemblage of wildlife. 
 
Milestone Projects 
­ Major parking lot improvement (2020-2021) 
 
Natural Resources 
The Spur Cross Ranch Conservation Area is a 
unique oasis where the riparian habitat 
dominated by cottonwood and willow trees 
intersects with the upland desert ecosystem, 
dominated by Palo Verde-Saguaro's. The Park 
shares a boundary with the Desert Foothills 
Land Trust's Jewel of the Creek preserve 
combined these parks have over 400 plant 
species.  
 
The riparian corridor and its surrounding desert 
ecosystem provide habitat to over 150 wildlife 
species, including jackrabbits, coyotes, 
mountain lions, and bobcats. Some more 
notable species, such as desert tortoise, 
peregrine falcon, lowland leopard frog, and 
endangered and threatened species: desert 
pupfish, Gila longfin dace, and Gila topminnow, 
can also be found in the riparian corridor.  
 
Both locations are designated as an Important 
Bird Areas (IBA) by the National Audubon 
Society.  
 
SPUR CROSS RANCH 
CONSERVATION AREA AMENITIES 
Description 
No. 
Habitats and Ponds 
- Pond 
 
1 
 
 
Operating Facilities 
- Entry Station 
- Maintenance Compound 
 
1 
1 
 
 
Parking Lots 
­ Designated Spaces 
1 
200 
 
 
Picnic Sites 
- Tables 
 
2 
 
 
Restrooms 
- Portable Toilets 
 
2 
 
 
Roads 
­ Service Unpaved 
­ Service (non-trail) 
 
1 
1 
 
 
Signage 
­ Kiosks 
­ Off-site 
 
1 
2 
 
 
Trails 
­ Benches  
­ Hike/Equestrian 
­ Hike Only 
­ Multi-Use  
­ Trailhead 
 
15  
2 
3 
3 
1

PARKS VISION 2030       |      144 
Park Programs 
The Conservation Area offers a variety of 
interpretive programs ranging from guided 
moonlight hikes to learning about the area's 
rich history and tours through the Jewel of the 
Creek Preserve to learning about the 
abandoned gold mines in the area.  
 
Trails 
The Spur Cross Ranch Conservation Area offers 
12.33 miles of trails for hiking, mountain biking, 
and horseback riding. Park trails range in length 
from 0.2 miles to 5.2 miles and range in 
difficulty from easy to difficult. Elephant 
Mountain is a scenic but difficult, trail. 
Designated for hikers, this trail leads visitors to 
the adjacent Tonto National Forest. 
The trails within Spur Cross Ranch 
Conservation Area are very popular due to the 
high elevation and lush vegetation. 
 
 
Bobcat cooling off in the Spur Cross Ranch Conservation 
Area. 
Full moon setting in behind Elephant Mountain in the Spur
Cross Ranch Conservation Area.

145       |       PARKS VISION 2030 
Usery Mountain Regional Park is 
located in the eastern part of the County and is 
3,529 acres. The area is predominately urban. 
This Park sits at the western end of the 
Goldfield Mountains, adjacent to the Tonto 
National Forest. Along with the most popular 
feature of the Park, the Wind Cave Trail, water 
seeps from the roof of the alcove to support the 
hanging gardens of Rock Daisy. The Wind Cave 
is formed at the boundary between Pass 
Mountain's volcanic tuff and granite. 
Breathtaking views are rewarded to visitors 
from this 2,840-foot elevation. 
Archery 
The Archery Range is Arizona's only "five-star" 
rated archery range. Amenities include 
restrooms and a shaded shooting area. The 
range consists of nearly 100 targets on six (6) 
separate courses. 
 
Camping 
The Buckhorn Family Campground houses 75 
individual campsites. Each site has a large 
parking area to accommodate up to a 45' RV 
and is a "Developed Site," with water and 
electrical hookups, a picnic table, a barbecue 
grill, and a fire ring. Usery Mountain Regional 
Park provides immaculate restrooms with flush 
toilets, hot water showers, and a dump station.  
 
Milestone Projects 
­ RV dump station improvements (2018). 
­ Restroom repairs/renovations (2016). 
­ Outdoor fitness equipment (2015). 
­ Nature-themed playground (2014). 
­ New park host sites (2011). 
 
Natural Resources 
Usery Mountain Regional Park has mountain 
ranges with peaks and many trails to enjoy 
while viewing over 300 plant species within the 
Palo Verde -Saguaro upland desert ecosystems, 
including the gateway to Tonto's National 
Forests' Pass Mountain wind cave area.  
 
USERY MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
No. 
Amphitheater 
­ Lighted 
 
1 
 
 
Archery Range 
­ 178-acres 
1 
 
 
Campsites 
- Benches 
- Developed 
- Fire Rings 
- Group 
- Host 
- Tables 
- Youth 
 
? 
75 
75 
1 
11 
75 
1 
 
 
Dump Stations and ET Beds 
­ Dump Station 
­ ET Beds 
­ Septic Tanks 
 
1 
2 
7 
 
 
Equestrian Facilities 
- 
Horse Staging Area 
 
1 
 
 
Habitats and Ponds 
­ Captive habitat 
­ Pond 
 
1 
1 
 
 
Nature Themed Playground with 
shade 
1

PARKS VISION 2030       |      146 
Evidence of historical volcanic activity left 
extrusive igneous rocks within the Park. Over 
105 wildlife species inhabit the Park, including 
coyotes, mountain lions, bobcats, and mule 
deer, and more notable species include desert 
tortoises, bald eagles, and chuckwalla.   
 
Trails 
Usery Mountain Regional Park offers over 32.42 
miles of hiking, mountain biking, and horseback 
riding trails. Park trails range in length from 0.2 
miles to over 7 miles and range in difficulty 
from easy to difficult. 
The one-mile Merkle Trail is barrier-free for 
those looking for an easy, relatively short hike. 
Individuals looking for a longer, more 
challenging hike should try the 7.1 mile Pass 
Mountain Trail. A visitor favorite is the Wind 
Cave Trail, which reaches high onto the 
mountainside and allows hikers onto the 
adjacent Tonto National Forest. 
The trails within the Usery Mountain Regional 
Park are very popular because they have 
enough elevation to offer spectacular vistas of 
the surrounding plains.  
Whether you are looking across the plain, flat 
land, south of the recreation area, or to the west 
or north great distances or surrounding 
mountains can be seen and enjoyed. 
 
USERY MOUNTAIN REGIONAL 
PARK AMENITIES 
Description 
No. 
Operating Facilities 
- Entry Station 
- Maintenance Compound  
- Nature Center 
 
1 
1 
1 
 
 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
20 
420 
150 
 
 
Picnic Sites 
- Benches 
- Tables 
- BBQ Grills 
- Fire Rings 
 
11 
102 
67 
9 
 
 
Ramadas 
26 
 
 
Restrooms 
- Camping Toilets 
- Day Use Toilets 
- Drinking Fountains  
- w/ Bottle Refill  
- w/o Bottle Refill 
- Portable Toilets 
- Showers 
 
12 
22 
 
1 
8 
3 
12 
 
 
Roads 
­ Paved 
­ Service Unpaved 
 
1 
1 
 
 
Signage 
- Monument 
- Kiosks 
- Off-site 
 
1 
4 
2 
 
 
Sports Amenities 
­ Horseshoe Rings 
 
2 
 
 
Sports Amenities Managed by 
Concessionaires 
- Model Airplane 
 
 
1 
 
 
Trails 
­ Barrier-free 
­ Hike/Bike  
­ Memorial Benches 
­ Multi-Use 
­ Trailhead 
 
1 
60 
30* 
17 
7 
 
 
*Format not consistent with other 
parks reporting structure.

147       |       PARKS VISION 2030 
Vulture Mountains Recreation Area.  
In the spring of 2019, the Bureau of Land 
Management (BLM) and Maricopa County 
Parks and Recreation Department entered into 
a Recreation and Public Purposes (R&PP) lease 
in the Vulture Mountains Recreation Area for 
the management of 1,046 acres for the 
development of Vulture Mountain Regional 
Park. The Park facilities are located within the 
larger 70,000+ acre BLM Vulture Mountain 
Recreation Management Zone.  
 
The need for a new regional park near 
Wickenburg was recognized during the planning 
process and identified in the 2009 Strategic 
System Master Plan.    
 
The lease allows for the construction and 
operation of recreation facilities, including an 
entry station, parking, picnic, and campground 
facilities, a nature-themed playground, 
restrooms, ramadas, trailheads and trails, an 
amphitheater, and an OHV staging area. Over 
the next several years, the department will be 
working to provide recreational amenities in the 
lease area and develop a cooperative 
management framework for the 71,000- acre 
recreation area. 
Milestone Projects 
­ Vulture Mountains Recreation Area Master 
Plan approved by the Board of Supervisors 
(2012) 
­ Vulture Mountains Recreation Area R&PP 
Act Lease Approved by BLM (2019) 
 
Natural Resources 
There have been very few documented species 
in the area thus far, but common species of 
upland desert ecosystems have been confirmed 
jackrabbits, mule deer, coyotes, mountain lions, 
and bobcats. And more notable species include 
desert tortoise and migrating bighorn sheep.

PARKS VISION 2030       |      148 
White Tank Mountain Regional Park is the 
largest Park in the County's regional park 
system at 29,557-acres. Most of the Park is 
made up of the rugged and beautiful White 
Tank Mountains on the Valley's west side. The 
range, deeply serrated with ridges and canyons, 
rises sharply from its base to peak at over 4,000 
feet. Infrequent heavy rains cause flash 
floodwaters to plunge through the canyons and 
pour onto the plain. These torrential flows, 
pouring down chutes and dropping off ledges, 
have scoured out a series of depressions, or 
"tanks," in the white granite rock below, thus 
giving the mountains their name.  
 
Camping 
The Park offers 40 individual reservable sites 
for tent or RV camping. Most sites have a large 
parking area to accommodate up to a 45' RV 
and all are "Developed Sites," with water and 
electrical hookups, a picnic table, a barbecue 
grill, a fire ring, and a nearby dump station.  
­ Group Campground Area offers two large 
ramadas with four picnic tables each; two  
large barbecue grills, one large fire ring, 
restrooms with showers, lights/electrical 
outlets, and parking for approximately 50 
RVs (no hookups). 
­ The Tent Group Area offers 12 sites that 
accommodate one or two tents per site, one 
small grill at each site, a group fire ring with 
picnic tables. 
­ Willow Campground is for those seeking 
more primitive camping.  
o Non-hookup campsites,11 tent-only 
walk-in campsites, Nine back-in sites for 
tents, vans, and small trailers. Maximum 
length 16 ft. Class B or lower. 
 
Competitive Track 
The White Tank Mountain Regional Park 
Competitive Track consists of two loops and a 
technical segment. The total trail length is I9.6-
miles. Those seeking leisurely travel should opt 
for another trail. The track is for high speeds, 
challenging one's skill level, and racing. The 
track consists of:  
­ Sport Loop – A 2.6-mile loop for beginners. 
­ Long Loop – A 6.9-mile loop, for 
experienced riders. 
WHITE TANK MOUNTAIN 
REGIONAL PARK AMENITIES 
Description 
No. 
Amphitheater 
­ Lighted 
 
1 
 
 
Campsites 
- Benches 
- Developed 
- Fire Rings 
- Group 
- Host 
- Primitive 
- Semi-developed 
- Tables 
- Youth 
 
15 
40 
62 
1 
16 
15 
20 
60 
1 
 
 
Competitive Track Miles 
9.6 
 
 
Dump Stations and ET Beds 
­ Dump Station 
­ ET Beds 
­ Septic Tanks 
 
1 
19 
20 
 
 
Equestrian Facilities 
- Horse Staging Area 
 
1 
 
 
Habitats and Ponds 
­ Butterfly Garden 
­ Captive Habitat 
­ Pond 
 
1 
11 
1 
 
 
Nature Themed Playground with 
shade 
1

149       |       PARKS VISION 2030 
­ Technical Loop – A 1.1-mile loop experts 
only. 
 
Milestone Projects 
­ Wildlife viewing blinds near pond (2021) 
­ Willow Campground (2019) 
­ Waterfall Trail Improvements (2018) 
­ Restroom upgrades (2015) 
­ Nature-themed playground (2014)  
­ Nature Center/Library (2014) 
­ Park master plan updated (2014) 
­ Dump station & electricity campsites (2013) 
­ New host sites (2012) 
 
Natural Resources 
Over 400 plant species are within the Palo 
Verde-Saguaro upland desert ecosystems, 
mesquite bosques, and many natural water 
tanks, providing essential water for wildlife 
species. Some unique plant species include 
night-blooming cereus cacti and the Elephant 
tree, being the furthest north location of the 
Elephant tree and the only Park with this 
species.  
 
The Park is also home to over 125 wildlife 
species, including jackrabbits, mule deer, 
coyotes, mountain lions, bobcats, and more 
notable species such as desert tortoise, desert 
iguana, chuckwallas, Gila monster, and an 
occasional migrating bighorn sheep.  
 
Trails 
White Tank Mountain Regional Park offers 
approximately 43.28 miles of excellent shared-
use trails, ranging in length from 0.9 miles to 
7.9 miles, and difficulty from easy to strenuous. 
Overnight backpacking, with a permit, is allowed 
in established backcountry campsites. Day 
hikes can provide some breathtaking views of 
the mountains and panoramas of the Valley 
below. Although some trails may be extremely 
difficult, horseback and mountain bike riders 
are welcome.  
 
In addition, there are 2.5 miles of pedestrian-
only trails. These include two short trails that 
are hard-surfaced and barrier-free. Waterfall 
Trail is barrier-free, approximately half a mile. 
The handicap-accessible portion now ends 
about 0.1 miles past Petroglyph Plaza. The 
short loop of Black Rock Trail, which is about 
1/2-mile long, begins at Ramada 4.
WHITE TANK MOUNTAIN 
REGIONAL PARK AMENITIES 
Description 
No. 
Operating Facilities 
- Entry Station 
- Maintenance Compound  
- Nature Center 
 
1 
1 
1 
 
 
Parking Lots 
­ Designated Spaces 
­ Non-designated Spaces 
47 
681 
919 
 
 
Picnic Sites 
- Benches 
- Tables 
- BBQ Grills 
- Fire Rings 
 
17 
219 
175 
7 
 
 
Ramadas 
38 
 
 
Restrooms 
- Camping Toilets 
- Day Use Toilets 
- Drinking Fountains  
- Portable Toilets 
- Showers 
 
Sports - Volleyball Courts 
 
 
6 
52 
13 
3 
8 
 
3 
Roads 
­ Paved 
­ Service (non-trail) 
 
 
6 
 
 
Signage 
- Interpretive 
- Monument 
- Kiosks 
Off-site 
 
11 
1 
14 
5 
 
 
Trails 
­ Barrier-free 
­ Benches (127 memorial) 
­ Hike 
­ Hike/Bike  
­ Memorial Benches 
­ Multi-Use 
Trailhead 
 
2 
133 
2 
11 
30* 
11 
14 
 
 
Water Tanks 
1

PARKS VISION 2030       |      150 
New River Community Park 
The New River Community Park, located in the 
northeast, was established to support the parks 
and recreation needs of the unincorporated 
community. It is approximately 80 acres and 
managed by a non-profit entity to benefit the 
community. The park has a:  
− 
horse arena,  
− 
playground, and  
− 
senior center.  
Black Mountain  
Black Mountain is located in Carefree and Cave 
Creek and is approximately 375 acres. Although 
the mountain is accessible to the public, 
minimal parking is available.  
 
1965 Sun Circle Trail  
Maricopa County 
Planning and Zoning 
Department, with the 
assistance of 
Arizona State 
Horseman's 
Association and 
appointed Maricopa 
County Hiking and 
Riding Trails 
Committee 
members,With the assistance of the Arizona 
State Horseman's Association and appointed 
Maricopa County Hiking and Riding Trails 
Committee members, Maricopa County 
Planning and Zoning Department published 
"Hiking and Riding Trails in Maricopa County, 
Arizona." The report proposed the 110-mile Sun 
Circle Trail and 580 miles of secondary trails 
linking Valley urban areas and the MCPRD 
regional park system to the Sun Circle Trail. 
 
The Maricopa County Board of Supervisors 
(BOS) empowered Maricopa County Parks and 
Recreation Department to acquire rights-of-way, 
leases, and possible federal funding for the 
Committee. In 1965 the BOS, Bureau of 
Reclamation (BOR), and Salt River Project (SRP) 
provided a historical "First" by signing an 
agreement for the use of portions of the canal 
banks for hiking and riding trails. That 50-year 
agreement was renewed in 2015. On March 25, 
1977, the Secretary of the Interior designated 
the Sun Circle Trail a National Recreation Trail.   
 
 
 
*Overviews were prepared in 2022. 
Sun Circle Trail logo.

151      |      PARK’S VISION 2030 
MARICOPA COUNTY PARKS AND RECREATION 
DEPARTMENT PARTNERSHIPS  
MCPRD has extensive partnerships with local, state, and federal agencies, as well as non-profit 
organizations and private entities that provide recreation opportunities in Maricopa County parks.  
 
MCPRD has entered into various forms of agreements, contracts, and partnerships with these agencies 
to strengthen regional efforts and enhance service and recreation opportunities in existing parks, trails, 
and adjacent communities. These agreements include, but are not limited to, those briefly described on 
the following pages.  
 
NOTE: This is not a comprehensive list of partners the department maintains as relationships and 
partnerships with internal and external agencies evolve and adjust to the park system goals, growth, 
services, projects, and natural resource needs.  
 
FEDERAL PARTNERSHIPS 
1. U.S. FOREST SERVICE (USFS) – TONTO 
NATIONAL FOREST (TNF). TNF, at 2.9 
million acres, is the largest national forest in 
Arizona and the sixth largest in the country. 
It is in Maricopa, Gila, and Yavapai Counties 
and features Sonoran Desert cacti and flat 
lands to the pine trees and highlands of the 
Mogollon Rim.  
 
Representatives from the USFS-TNF meet 
quarterly with MCPRD officials to discuss 
similar challenges and opportunities 
relating to parks and recreation in the 
Phoenix metropolitan area.  
 
Discussions have occurred regarding how 
TNF and MCPRD could work together to 
provide enhanced recreation opportunities 
for Maricopa County residents and visitors. 
Other important topics of discussion have 
included protecting public access to the 
national forest, coordinating development 
projects to ensure a transition of uses, and 
protecting wilderness area characteristics.  
 
2. BUREAU OF RECLAMATION (BOR). BOR is 
the landowner of Maricopa County's Lake 
Pleasant Regional Park. In addition, they 
provide oversight to MCPRD management, 
such as environmental expertise, master 
plan development, and program  
 
development, for projects at Lake Pleasant. 
BOR also oversees the Phoenix region's 
canal system.  
 
3. U.S. DEPARTMENT OF THE INTERIOR 
BUREAU OF LAND MANAGEMENT (BLM). 
Most of the County parkland originated 
from land leased or acquired from the BLM 
under the Recreation and Public Purposes 
Act (R&PP). MCPRD is working closely with 
BLM on developing Vulture Mountain 
Regional Park near Wickenburg and future 
opportunities to provide parks, trails, and 
open space to meet the growing demand of 
the Phoenix region.     
 
STATE PARTNERSHIPS 
1. ARIZONA PARKS AND RECREATION 
ASSOCIATION (APRA). APRA provides 
connections, education, and inspiration for 
park professionals around the state of 
Arizona.  
 
2. ARIZONA STATE PARKS AND TRAILS 
(ASPT). ASPT has over thirty parks in 
Arizona, including state and historic parks, 
other natural areas, and recreation areas. 
ASPT administers funding from the Land 
and Water Conservation Fund (LWCF) and 
numerous other state parks and recreation 
grants. MCPRD and ASPT strive to enhance 
natural and recreational resources and

PARK’S VISION 2030      |      152 
opportunities in and around Maricopa 
County and the State of Arizona.  
 
3. ARIZONA OFFICE OF TOURISM (AOT). 
MCPRD works with the AOT on various 
initiatives, such as consistent safety 
messaging to visitors and sharing 
information about best practices and 
recreation opportunities.  
 
4. ARIZONA GAME AND FISH DEPARTMENT 
(AZGFD). AZGFD provides guidance and 
direction on all wildlife management. 
MCPRD works closely with AZGFD to 
protect wildlife corridors, with plant and 
animal species education, and in various 
work groups such as the LGRC. 
 
5. ARIZONA DEPARTMENT OF 
TRANSPORTATION (ADOT). MCPRD works 
with ADOT on any projects that may impact 
the Maricopa or Sun Circle Trails and 
comments on various projects where 
improvements may relate to the park, such 
as requesting new or additional signage 
directing users to the park. 
 
6. ARIZONA DEPARTMENT OF FOREST AND 
FIRE MANAGEMENT (DFFM). The Arizona 
Department of Forestry and Fire 
Management provides resources for 
preventing and suppressing wildland fires 
on State Trust Land and private property 
located outside incorporated communities. 
The agency provides services for fire 
prevention, urban and community forestry, 
forest stewardship, forest health, utilization, 
and marketing and has various grants. 
MCPRD has received grants and will 
continue to apply for fire fuel and invasive 
species mitigation funding.  
 
COUNTY PARTNERSHIPS 
1. MARICOPA COUNTY AIR QUALITY 
DEPARTMENT (MCAQD). Working to 
improve the air of Maricopa County so 
customers, residents, and visitors can live, 
work, and play in a healthy environment. 
 
2. MARICOPA COUNTY BUDGET OFFICE 
(MCBO). The Budget Office supports 
County Leadership by providing research 
and resource allocation recommendations 
for their consideration as they advance the 
County's goals of exceptional customer 
service and a lean and efficient government. 
 
3. MARICOPA COUNTY DEPARTMENT OF 
EMERGENCY MANAGEMENT (MCDEM). 
MCDEM protects communities by 
coordinating and integrating all activities 
necessary to build, sustain, and improve the 
capability to mitigate against, prepare for, 
respond to, and recover from threatened or 
actual natural disasters, acts of terrorism, or 
other man-made disasters. 
 
4. MARICOPA COUNTY FLOOD CONTROL 
DISTRICT (MCFCD). The Flood Control 
District works to reduce the risk of flooding 
so that property damage and loss of life are 
minimized, economic development is 
supported in a safe and responsible 
manner, and storm water is recognized as a 
resource for the long-term benefit of the 
community and environment. 
 
5. MARICOPA COUNTY LIBRARY DISTRICT 
(MCLD). The Library District provides 
access and services so residents 
experience an improved quality of life. As 
the vibrant community front porch, the 
District aspires to meet the changing needs 
of its diverse and connected residents. 
 
6. MARICOPA COUNTY OFFICE OF 
ENTERPRISE TECHNOLOGY (MCOET). OET 
Provides enterprise infrastructure and 
application support that allows the County 
to operate effectively daily. OET also 
provides IT consulting as a trusted advisor 
to over 30 County departments. 
 
7. MARICOPA COUNTY PROCUREMENT 
SERVICES (MCPS). The Office of

153      |      PARK’S VISION 2030 
Procurement Service works to provide, 
innovative, cost-effective, and quality 
services to County Agencies through a 
strategic and systematic approach to 
procurement. 
 
8. MARICOPA COUNTY PLANNING AND 
DEVELOPMENT (MCP&D). Planning and 
Development's guides development by 
providing an exceptional customer 
experience through planning and permitting 
services delivered in a responsive, 
resourceful, and results-oriented manner. 
 
9. MARICOPA COUNTY DEPARTMENT OF 
PUBLIC HEALTH (MCDPH). The Public 
Health Department is charged with 
increasing the quality of life for County 
residents by collaborating with the 
community to develop and implement 
strategies, programs, and services 
addressing the emerging and changing 
needs of public health. 
 
10. MARICOPA COUNTY REAL ESTATE 
DEPARTMENT (MCRED). Maricopa 
County's Real Estate Department provides 
County Management with the professional 
expertise necessary to administer its real 
estate and space needs. 
 
11. MARICOPA COUNTY RISK MANAGEMENT 
DEPARTMENT (MCRMD). To provide a 
portfolio of risk management services to 
increase the benefit of opportunity and 
decrease the cost of risk across the County 
enterprise. 
 
12. MARICOPA COUNTY SHERIFF’S OFFICE 
(MCSO). MCSO provides law enforcement 
needs for all of the County's regional parks. 
MCSO assistance includes park rule 
enforcement, backcountry and water/lake 
search and rescue, and initial EMT services 
in the parks. The agency also provides 
aerial assistance with drones and 
helicopters. 
 
13. MARICOPA COUNTY DEPARTMENT OF 
TRANSPORTATION (MCDOT). MCDOT 
provides roadway planning, improvements, 
and maintenance in all the parks. MCDOT's 
core purpose of providing connections that 
improve people's lives aligns well with 
MCPRD's vision of connecting people to 
nature through parks and trails and creating 
life-long positive memories. 
 
REGIONAL PARTNERSHIPS 
1. ARIZONA BOARD OF REGENTS (ABOR). 
ABOR is the governing body of Arizona's 
public university system which guides 
Arizona State University (ASU), Northern 
Arizona University (NAU), and the University 
of Arizona (UA). Part of ABOR's mission is 
committed to ensuring access for qualified 
residents of Arizona to undergraduate and 
graduate institutions and extending the 
benefits of university activities to Arizona's 
citizens.  
 
Through this partnership, MCPRD can hire 
university professors and students to assist 
with various projects. In 2019, MCPRD 
coordinated with the School of Community 
Resources and Development in the Watts 
College of Public Service and Community 
Solutions at ASU on an Economic Impact 
Report of the Maricopa County Parks and 
Recreation System. The following year, the 
same group prepared a Covid-19 Visitor 
Study that surveyed MCPRD annual pass 
holders. The study was conducted remotely 
due to the pandemic. 
 
2. CENTRAL ARIZONA CONSERVATION 
ALLIANCE (CAZCA). CAZCA was founded in 
2012 as an ongoing initiative of Desert 
Botanical Garden. MCPRD collaborated with 
CAZCA on developing the Greenprint 
Mapping Tool and the Regional Open Space 
Strategy (ROSS). The ROSS guides the 
preservation of open space in Maricopa 
County. MCPRD and CAZCA also teamed up 
on the Desert Defenders program, which is a 
collaborative community science program

PARK’S VISION 2030      |      154 
to map and remove invasive plant species in 
Maricopa County. The main goals of CAZCA 
include actions developed by the ROSS 
process to help guide the initiatives of 
CAZCA and its partners. 
 
3. CENTER FOR THE FUTURE OF ARIZONA 
(CFA). CFA is a non-profit and nonpartisan 
organization that seeks to unite Arizonans 
to create a brighter future for the state. The 
CFA shared vital information with MCPRD 
and stakeholders from the Parks Vision 
2030 process by sharing key outcomes 
from the 2020 Gallup Survey on What 
Arizona Wants, where the number one 
consensus item was preserving and 
protecting Arizona rivers and natural areas 
and wildlife was important at 92 percent.  
 
4. DESERT FOOTHILLS LAND TRUST (DFLT). 
The DFLT seeks to protect special places 
unique to central Arizona, including the 
Sonoran Desert Foothills. Many preserves 
are open to the public, providing recreation 
and exploration opportunities. The DFLT, 
along with the Town of Cave Creek, worked 
with MCPRD to acquire and preserve 
important areas in the Spur Cross Ranch 
Conservation Area. 
 
5. LOWER GILA RIVER COLLABORATIVE 
(LGRC). MCPRD is a partner in the LGRC, a 
voluntary partnership for collaboration, 
coordination, and outreach that benefits the 
Lower Gila River corridor. Partners agree to 
share regional priorities and to provide 
capacity and financial support for strategic 
coordination and professional facilitation 
services. The LGRC allows several 
organizations to work together on these 
efforts, including conservation efforts within 
the Estrella Mountain Regional Park and 
Buckeye Hills Regional Park along the 
Lower Gila River. 
 
6. ARIZONA MASTER NATURALIST-
MARICOPA COUNTY CHAPTER (AZMNA). 
AZMNA (azmasternaturalist.org) was 
founded in 2014 on the principles of 
education, stewardship, and community 
science. These three pillars inform our 
vision, direct our mission, and are integrated 
into all aspects of our day-to-day 
operations. We serve the needs of 
stakeholder organizations across the state 
by providing a trained and skilled corps of 
volunteers.  
 
AZMNA trains volunteers to be leaders in 
the natural and cultural resource fields. The 
AZMNA strives to utilize a community 
engagement model for partnership, 
develops inclusive programs, and works to 
ensure volunteer naturalists have the skills 
necessary to assist Chapter Community 
Partners with not only volunteer jobs but 
also the development of new programs and 
provide leadership. 
 
7. MARICOPA TRAIL + PARK FOUNDATION 
(MT+PF). MT+PF is a non-profit 
organization that is dedicated to protecting, 
promoting, developing, and maintaining the 
Maricopa County Park and Trail System.  
 
8. MARICOPA ASSOCIATION OF 
GOVERNMENTS (MAG). MAG is the 
regional planning agency for the Phoenix 
metropolitan area that assists in facilitating 
regional planning topics such as 
transportation and air quality. The 
association provides numerous interactive 
mapping tools on its website, including a 
Park and Recreation Map Viewer Tool. This 
tool helps the public access park and 
recreation opportunities across the Phoenix 
etropolitan area. 
 
9. McDOWELL SONORAN CONSERVANCY 
(MSC). The McDowell Sonoran 
Conservancy preserves the Sonoran Desert 
and advances open space through science, 
education, and stewardship. MCPRD works 
closely with MCS on invasive species

155      |      PARK’S VISION 2030 
documentation and knowledge sharing to 
promote best practices for managing the 
Sonoran Desert. 
 
10. NORTH VALLEY OUTDOOR NETWORK 
(NVON). NVON is a regional partnership of 
local, state, and federal land managing 
agency representatives and other partners 
committed to developing and implementing 
sustainable nature-based recreation 
opportunities that meet the diverse and 
unique needs of communities and 
ecological systems in the North Valley.  
 
11. SUPERSTITION PUBLIC LAND MANAGERS 
GROUP. The Superstition Public Land 
Managers group organizes land managing 
agency partners with others to support 
enhanced coordination on a variety of 
topics, including wildfire response, 
recreation opportunities, public safety, and 
law enforcement response. MCPRD 
regularly provides input as a neighboring 
county. 
 
12. SUN CORRIDOR TRAIL ALLIANCE (SCTA). 
The SCTA is a statewide, multi-agency 
effort to link together the most scenic 
recreation opportunities and diverse 
communities by creating a 1,200-mile 
regional trail from Las Vegas, Nevada, to 
Douglas, Arizona. The Maricopa Trail is a 
315-mile loop around the Phoenix 
Metropolitan area, referred to as the Sun 
Corridor Trail (SCT) segment in Maricopa 
County. The SCT allows residents and 
visitors to explore the Southwest's diverse 
terrains, charming small towns, and lively 
urban centers.      
 
13. RIO REIMAGINED. Rio Reimagined is an 
effort to revitalize the 58-mile Rio Salado 
River corridor within the Phoenix 
metropolitan region. The initiative seeks to 
create a collective effort to integrate 
priorities of public open space, 
environmental quality, housing, 
transportation, economic and workforce 
development, community sustainability, and 
resilience along the river corridors. MCPRD 
participates in quarterly meetings to 
exchange information and knowledge about 
ecosystems, parks, and river corridors. 
 
14. WHITE TANK MOUNTAIN CONSERVANCY 
(WTMC). The WTMC was formed to bring 
conservationists, developers, and cities 
together to balance environmental concerns 
with impending development. A diverse 
group of key stakeholders and partners, 
supported by a team of volunteers, work to 
protect the abundant wildlife around White 
Tank Mountain Regional Park and Skyline 
Regional Park.  
 
COMMUNITY AND PARK-SPECIFIC 
PARTNERSHIPS 
MCPRD works closely with the cities and towns 
adjacent to each park. Many communities have 
entered into Intergovernmental Agreements 
(IGA) with the department to enhance local 
opportunities and partner on events and 
connectivity. Defined as a cooperative effort 
between two or more governmental agencies, 
an IGA is for the joint use and administration of 
recreational resources, programming, and 
projects. 
 
1. BUCKEYE HILLS REGIONAL PARK 
 
TOWN OF BUCKEYE. Jointly develop 
mutually beneficial trails and work 
cooperatively to maintain, manage, and 
improve outdoor recreation 
opportunities. 
 
2. CAVE CREEK REGIONAL PARK 
 
TOWN OF CAVE CREEK. Jointly develop 
mutually beneficial trails and work 
cooperatively to maintain, manage, and 
improve outdoor recreation 
opportunities. 
 
3. DESERT OUTDOOR CENTER AT LAKE 
PLEASANT REGIONAL PARK 
 
FRIENDS OF THE DESERT OUTDOOR 
CENTER. A non-profit 501(c)(3)

PARK’S VISION 2030      |      156 
comprised of individuals in the 
community who raise operation 
purchasing funds to support the Desert 
Outdoor Center at Lake Pleasant. 
 
4. ESTRELLA MOUNTAIN REGIONAL PARK 
 
CITY OF AVONDALE. Promoting shared 
Recreational Opportunities, the City and 
County jointly plan, coordinate, 
implement, and market certain 
opportunities, events, and recreational 
programs and education programs that 
are mutually beneficial to the residents 
of Avondale.   
 
CITY OF GOODYEAR. Promoting a 
cooperative effort to jointly develop 
trails that are mutually beneficial to both 
entities. They work cooperatively to 
maintain, manage, and improve outdoor 
recreation opportunities. 
 
5. HASSAYAMPA RIVER PRESERVE 
 
FRIENDS OF HASSAYAMPA. A non-
profit 501(c)(3) supported by 
Wickenburg community members who 
help raise funds for daily operation 
needs, including maintaining the garden, 
supplies, and camps.  
 
6. LAKE PLEASANT REGIONAL PARK 
 
CITY OF PEORIA. Jointly plan, 
coordinate, implement, and market-
specific opportunities, events, 
recreational programs, and education 
programs that are mutually beneficial to 
the County and the City.  
 
YAVAPAI COUNTY. Maricopa County 
has exclusive rights to manage and 
control the lands and water within the 
Lake Pleasant Regional Park (LPRP) for 
law enforcement and recreational 
purposes. 
 
MARICOPA WATER DISTRICT. The 
agreement governs the applicable entry 
fees and recreational management 
responsibilities for Lake Pleasant 
Regional Park. 
 
BUREAU OF RECLAMATION. A 
management agreement for the 
recreational development, use, 
management, and maintenance of Lake 
Pleasant Regional Park. Maricopa Trails  
 
7. MCDOWELL MOUNTAIN REGIONAL PARK 
 
TOWN OF FOUNTAIN HILLS. Jointly 
develop mutually beneficial trails and 
work cooperatively to maintain, manage, 
and improve outdoor recreation 
opportunities. 
 
SOUTHWEST WILDLIFE 
CONSERVATION CENTER (SWCC). A 
non-profit organization in Scottsdale, 
Arizona, that rescues native wild 
animals that have been found injured, 
orphaned, abandoned, or have been 
displaced due to development. A small 
staff and many dedicated volunteers 
operate the agency. MCPRD will provide 
100 acres in McDowell Mountain 
Regional Park for SWCC to construct a 
new visitor center for education relating 
to their conservation efforts and 
rehabilitation facilities for wildlife. 
 
8. SPUR CROSS RANCH CONSERVATION 
AREA 
 
TOWN OF CAVE CREEK. An 
Intergovernmental Agreement 
 
9. SAN TAN MOUNTAIN REGIONAL PARK  
 
PINAL COUNTY. A cooperative 
agreement for the County to own, 
manage, maintain, and operate San Tan 
Mountain Regional Park. 
 
NATIONAL PARTNERSHIPS 
1. LEAVE NO TRACE. Leave No Trace 
created the Seven Principles of Leave 
No Trace that provide an easily 
understood framework of minimum 
impact practices for anyone visiting the 
outdoors. Leave No Trace offers 
training, printed materials, and guidance 
on outdoor principles to ensure a 
sustainable future for the outdoors and

157      |      PARK’S VISION 2030 
the planet. MCPRD formally became a 
Community Partner in 2019, and the 
County Board of Supervisors adopted a 
Resolution in April 2021 that 
incorporates the goals, principles, and 
policies included in the program. As a 
result, MCPRD fully supports and 
advocates the Seven Principles of Leave 
No Trace. 
 
2. National Recreation and Park 
Association (NRPA). NRPA is a national 
non-profit organization dedicated to 
building strong, healthy, and resilient 
communities through the power of 
parks and recreation. MCPRD provides 
NRPA membership for many employees 
to support the learning and sharing 
knowledge about all things related to 
parks and recreation and enhancing 
quality of life.  
 
3. National Association of County Park 
and Recreation Officials (NACPRO). 
NACPRO is a non-profit professional 
organization that promotes County and 
regional parks, recreation, and 
conservation issues. There are 
opportunities to network and exchange 
ideas about various topics, such as best 
practices and operational guidelines. 
NACPRO is an affiliate of the National 
Association of Counties (NACo) and 
NRPA.  
 
4. The Nature Conservancy (TNC).The 
Nature Conservancy is a global 
environmental non-profit. Their mission 
is to conserve lands and waters and 
address biodiversity and climate crises 
over the next ten years to ensure people 
and nature can thrive. TNC has been 
active in Arizona for more than 50 years 
and has partnered with numerous 
communities, businesses, and state 
leaders to achieve important 
conservation efforts to sustain Arizona's 
unique environment. MCPRD recently 
partnered with TNC by taking over 
management of the Hassayampa River 
Preserve through a conservation 
agreement. TNC will continue to assist 
with ongoing monitoring and research in 
the Hassayampa River Preserve.  
 
5. Wildlife Habitat Council (WHC). WHC 
promotes and certifies habitat 
conservation and management on 
working lands through partnerships and 
education. They work with corporate 
partners to help create acts of 
conservation opportunities. Examples 
include inviting the corporation's 
employees to volunteer for a tree-
planting event and lending equipment to 
the WHC. Since early 2021, WHC and 
MCPRD have been discussing what 
types of conservation activities are 
needed in the Phoenix metropolitan 
area, sharing resources and knowledge, 
and partnered on a tree planting project 
in Estrella Mountain Regional Park in 
2022.  
 
PRIVATE SECTOR PARTNERS  
Concessionaires are an important aspect of 
providing amenities to improve the experience 
for park visitors. Effective public-private 
agreements (Use Management Agreements) 
have the potential for not only mobilizing 
additional resources for park and recreation 
capital improvements and programs but they 
provide facilities, services, activities, and 
programs over an extended period of time that 
the MCPRD is unable to offer. These 
organizations, as a whole, provide significant 
revenue to MCPRD. These partners include: 
 
1. THE 500 CLUB (ADOBE MOUNTAIN 
REGIONAL PARK). An 18-hole 
championship golf course that includes a 
Futures Course, a nine-hole course ideal for 
beginners.  
2. ADOBE MOUNTAIN SPEEDWAY (ADOBE 
MOUNTAIN REGIONAL PARK). A 
motorsport dirt track racing facility

PARK’S VISION 2030      |      158 
featuring a one-fifth-mile, a one-tenth-mile 
track, as well as a remote-control off-road 
track.  
3. ARIZONA MODEL AVIATORS (USERY 
MOUNTAIN REGIONAL PARK). A non-profit 
organization providing public recreation for 
model aircraft flying, including education 
and training. 
4. ARIZONA MODEL PILOTS ASSOCIATION 
(ADOBE MOUNTAIN REGIONAL PARK) - A 
non-profit organization providing public 
recreation for model aircraft flying, including 
education and training. 
5. CASEY AT THE BAT (PARADISE VALLEY 
PARK) - Provides batting cages, miniature 
golf, and a soccer/multi-use field. 
6. CAVE CREEK TRAIL RIDES (CAVE CREEK 
REGIONAL PARK) - Provides equestrian trail 
rides with an educational aspect of the 
mining history of Cave Creek, and unique 
flora and fauna featured in the park. 
7. JUNIOR NATIONAL FOUNDATION DBA 
TRES RIOS GOLF COURSE (ESTRELLA 
MOUNTAIN REGIONAL PARK) - An 18-hole 
links style championship golf course. 
8. SOUTHERN CALIFORNIA GOLF DBA 
PARADISE VALLEY GOLF COURSE 
(PARADISE VALLEY URBAN PARK) – Is an 
18-hole executive golf course. 
9. PHOENIX KART RACING ASSOCIATION 
(ADOBE MOUNTAIN REGIONAL PARK) - A 
non-profit organization providing public 
recreation for asphalt kart racing. 
10. SAHUARO CENTRAL RAILROAD 
PRESERVATION SOCIETY (ADOBE 
MOUNTAIN REGIONAL PARK) - A non-profit 
organization providing public rides on 
scaled railroad tracks, a railroad museum, 
and a miniature railroad facility. 
11. SCORPION BAY MARINA (LAKE PLEASANT 
REGIONAL PARK) - A full-service marina on 
the west side of Lake Pleasant, offering a 
floating playground, slip rentals, watercraft 
rentals, charter boats, floating cabins, and a 
full-service general store, restaurant, and 
bar. 
12. SIX FLAGS HURRICANE HARBOR – 
PHOENIX (ADOBE MOUNTAIN REGIONAL 
PARK) - Arizona's most diverse waterpark 
features more than 30 slides, rides, and 
attractions. Southwest Wildlife 
Conservation Center (McDowell Mountain 
Regional Park) - A non-profit organization 
whose primary purpose is to rescue, 
rehabilitate, and release Arizona mammals.  
13. VICTORY LANE SPORTS COMPLEX (ADOBE 
MOUNTAIN REGIONAL PARK) - A sports 
park providing baseball, softball, volleyball, 
and other sporting venues. 
 
OTHER PARTNERS 
1. REI. MCPRD aligns with the core values of 
REI as they are "dedicated to encouraging 
the public to participate in outdoor 
recreation and outdoor activities as well as 
educating the public with recreational 
fundamentals of outdoor activities." The 
primary goal of the Joint Program and 
Marketing Agreement is for each Party to 
supplement the other's strengths by 
creating a beneficial relationship by which 
they may work together to accomplish 
education, cooperative marketing, and 
management of sustainable outdoor 
recreational opportunities.  
 
2. ARAVAIPA RUNNING. Provides joint 
recreation programs utilizing County parks, 
such as the Dam Good Run and many of the 
series races within the park system. 
Aravaipa teaches participants how to 
recreate within the Parks responsibly while 
challenging them to learn new outdoor skills 
and experience the healthy and 
transformational lifestyle the outdoors 
provides, benefiting the public and the 
community in support of the Parks' mission 
and vision.

159      |      PARK’S VISION 2030  
 
REGIONAL PARKS AND 
OPEN SPACE 
OVERVIEW 
Maricopa County covers an expansive 9,224 
square miles with 4.4 million people as of 2020. 
Understanding the current and future Regional 
Parks System requires a focused assessment 
of regional-scale opportunities located 
throughout each of the local municipalities and 
Agencies within the County.  
 
This section features a survey of jurisdictional 
current planning documents, goals, objectives, 
strategies, and opportunities related to the 
Maricopa County Parks and Recreation 
Strategic System Master Plan (SSMP).  
 
This section has been divided into four 
geographic regions for ease of assessment 
(Figure 1). Cities that fall within more than one 
region are categorized with the region where 
most of the land is located. 
NORTHWEST REGION 
 
Wickenburg 
 
Surprise 
 
Glendale 
 
Peoria 
 
El Mirage 
 
Youngtown 
 
NORTHEAST REGION 
 
Anthem, Desert Hills & New River 
 
Carefree 
 
Cave Creek 
 
Fountain Hills 
 
Paradise Valley 
 
Phoenix 
 
Scottsdale 
 
SOUTHEAST REGION 
 
Apache Junction 
 
Mesa 
 
Queen Creek 
 
Gilbert 
 
Chandler 
 
Tempe 
 
Guadalupe 
 
SOUTHWEST REGION 
 
Buckeye 
 
Gila Bend 
 
Goodyear 
 
Avondale 
 
Litchfield Park 
 
Tolleson 
 
 
Figure 1 - Maricopa County Regions

PARK’S VISION 2030      |      160 
NORTHWEST REGION 
 
WICKENBURG 
The Town of Wickenburg (Figure 2) is approximately 10 miles northeast (a 14-minute drive) of the 
nearest access point to the Vulture Mountains Recreation Area. The Hassayampa River corridor is a 
prominent natural feature that borders the Town's western edge. The Atchison, Topeka, and Santa Fe 
Railway is situated just west of the Hassayampa River.  
 
OPPORTUNITIES 
General Opportunities 
 
Acquire trail easements identified in the General Plan 2025 to connect wildlife and people 
between Vulture Mountains and Box Canyon. 
 
Acquire trail easements wide enough to accommodate both wildlife and human use. 
Figure 2 -  Wickenburg Open Space and Trails Map

161      |      PARK’S VISION 2030  
 
Develop partnerships between Wickenburg, Maricopa County, and ASLD to assist in acquiring 
trail easements to Vulture Mountains south of the Town's planning limit.  
Regional Service Opportunities 
 
Provide regional trailhead at the proposed BLM Staging Area Near Sophie's Flat/Blue Tank. 
 
Provide a regional trailhead at Box Canyon from Rincon Road. 
Gap Analysis Opportunities 
 
Acquire trail easements to extend Vulture Mountains Recreation Area (VMRA) connections. 
 
Acquire identified trail easements along Blue Tank Wash and Calamity Wash to connect 
Wickenburg to Box Canyon.   
 
Acquire easements to connect trails from Wickenburg Way to existing trails along Rincon Road. 
 
Assist with wayfinding and provide Vulture Mountains access point connections at Mariposa 
Drive and Stewart Trailhead. 
 
Acquire 
easements to 
extend multi-
use paths west 
of existing 
paths on 
Wickenburg 
Way to connect 
to Highway 60. 
 
SURPRISE 
The City of Surprise 
(Figure 3) is rapidly 
growing in the 
northwest portion of 
the County. With 
development 
occurring quickly, 
preserving open space 
and establishing 
wildlife and recreation 
corridors is urgent. 
Surprise has set 
related goals, 
strategies, and 
priorities in the City's 
General Plan 2035 and 
Community and 
Recreation Services 
Master Plan.    
 
Figure 3 - Surprise 2035 Parks and Recreation Master Plan

PARK’S VISION 2030      |      162 
OPPORTUNITIES 
General Opportunities 
 
Work with Maricopa County to develop and connect to a new access point on the north side of 
WTMRP. 
 
Partner with the MCFCD to use the CAP canals, washes, and flood areas for recreation use and 
wildlife corridors.  
 
Continue to update the General Plan and Park and Recreation Master Plan simultaneously to 
ensure development complies with the Community and Recreation Services Master Plan. 
 
Work with neighboring cities to connect greenways and open spaces. 
Regional Service Opportunities 
 
Develop regional trailhead and access into WTMRP from the north (connecting from the CAP). 
 
Develop regional trailhead and access into Bradshaw Mountains from the south. 
Gap Analysis Opportunities 
 
Develop multi-use paths along Beardsley Canal to connect to WTMRPark and Peoria. 
 
Work with FCDMC to protect the floodway along the Beardsley Canal to accommodate wildlife 
movement between the Aqua Fria River and WTMRP. 
 
Develop multi-use paths along CAP, connecting LPRPark to WTMRP and the Hassayampa River 
corridor. 
 
Implement protections for the Trilby Wash corridor for wildlife movement. 
 
Provide a multi-use path along State Route 74. 
 
Develop a multi-use path and protect the existing wildlife corridor along the Hassayampa River. 
 
Acquire and protect ecologically significant land between Trilby Wash and WTMRP ("buffer 
zone"). 
 
GLENDALE 
Natural open 
spaces within 
Glendale (Figure 4) 
include 
Thunderbird 
Conservation Park, 
Skunk Creek, New 
River, and the Agua 
Fria River. One of 
the major 
challenges the city 
faces is balancing 
heavy recreational 
use and demand 
for open space 
with ecosystem 
and wildlife 
conservation goals.  
 
Figure 4 - Glendale Bicycle and Pedestrian Network

163      |      PARK’S VISION 2030  
OPPORTUNITIES 
General Opportunities 
 
Reclaim and restore open space for conservation and recreational uses. 
 
Preserve view corridors of White Tank Mountain. 
Gap Analysis Opportunities  
 
Develop a proposed multi-use path along the Agua Fria River. 
 
Develop a multi-use path connection to connect Glendale to the White Tank Mountains.  
 
Provide safe pedestrian crossing at Loop 303. 
 
Repurpose the retired railroad corridor and linear retention spaces along Olive Avenue to create 
a recreation corridor with an unpaved trail. 
 
PEORIA 
Peoria's Trails Plan recommends 
multi-use trails to accommodate 
bicycles and pedestrians, connecting 
several parks to the New River, Lake 
Pleasant Parkway, and Beardsley 
Road Trails. The plan also 
recommends connections east of 
Loop 101 to the New River Trail 
system and Lake Pleasant Parkway 
Trail to the Discovery Trail system 
(Figure 5). 
  
OPPORTUNITIES 
General Opportunities 
 
Develop a partnership 
between the City and County 
for developing and 
maintaining the 22 miles of 
Maricopa Trail within its 
planning boundary. 
 
Continue coordination and 
partnership with Maricopa 
County to plan recreational 
programming and trail 
connections at Lake Pleasant. 
 
Build regional connections in 
the northwest through a 
partnership with BLM. 
 
Develop a GIS tool to quickly 
reference parcels, helping 
planning staff to enforce 
better development 
restrictions, easements, and 
Figure 5 - Peoria Levels of Service

PARK’S VISION 2030      |      164 
conservation requirements on developing land. 
 
Develop a “Complete Streets" plan. 
 
Explore and secure funding through bonds and increased general fund.  
 
Partner with HOAs to provide wayfinding and regional connectivity along privatized 
greenbelts/trails in exchange for public access. 
 
Ensure sustainability by partnering with private development, regional partners, and government 
agencies to ensure the deployment of benchmark methods for connecting corridors and 
protecting natural resources and environmental systems. 
Regional Service Opportunities 
 
Protect Agua Fria and New River Corridors to ensure wildlife/ecological connectivity. 
Gap Analysis Opportunities 
 
Develop multi-use paths for pedestrian connections between the Beardsley Canal, CAP, 
Vistancia, and Agua Fria River 
corridor. 
 
Partner with Glendale to develop 
trail connection and safe 
pedestrian passage along Agua 
Fria River/115th Avenue. 
 
Work with BNSF Railroad to 
establish trail easement along 
the Grand Avenue alignment. 
 
Connect New River Greenway 
east, into Glendale. 
 
Connect Happy Valley Road 
Greenway east, into Glendale. 
 
EL MIRAGE 
El Mirage (Figure 6) is situated between 
Peoria and Surprise in the northwest 
Valley. With a population of 35,000, it is 
one of the smaller cities within the 
County but is ripe with opportunities for 
improving the regional recreation and 
open space system. 
 
The Agua Fria River corridor is a defining 
feature within El Mirage. Currently, the 
corridor is used for passive recreation 
only with no official designation. 
 
The 2001 Watercourse Master Plan 
(WCMP) and resulting channelization 
addendum was developed in partnership 
with the MCFCD and West Valley 
communities. The plan incorporates 
trails and park amenities, establishing 
regional riparian corridor protections.  
Figure 6 - El Mirage Open Space, Parks, Recreation and Trails Plan

165      |      PARK’S VISION 2030  
OPPORTUNITIES 
General Opportunities 
 
It is important for the community to develop partnerships with relevant public agencies develop 
partnerships with relevant public agencies to establish future parks, pedestrian greenways, and 
trail connections to regional parks and the MT, accommodating hiking, running, biking and 
equestrian access.  
Gap Analysis Opportunities 
 
Continue Olive Avenue 
recreation corridor from 
Glendale to the Aqua 
Fria River. 
 
Develop proposed 
multi-use path(s) and 
wildlife corridor along 
the Agua Fria River. 
 
Provide proposed 
pedestrian paths along 
Lower El Mirage and 
Upper El Mirage 
Washes to connect 
community parks to 
Glendale and the Agua 
Fria River. 
 
YOUNGTOWN 
The Youngtown General Plan 
(Figure 7) identifies the Open 
Space and Recreation element 
as intended to document 
current public open space and 
recreation facilities and 
identify open space and 
recreation opportunities that 
the Town may address in the 
future. This element also 
addresses how Youngtown's 
open spaces contribute to a 
regional system of open space.  
 
OPPORTUNITIES 
General Opportunities 
 
Recommend 
collaboration with El 
Mirage, Peoria, and 
Maricopa County to 
annex unincorporated 
Figure 7 - Youngtown Circulation

PARK’S VISION 2030      |      166 
land south of Youngtown and east of the Agua Fria River floodway to establish regional park 
amenities and create stronger trail connections throughout the region.  
 
Coordinate with city and county partnerships regarding land use along community borders will 
be important.  
 
Explore compatible land uses, shared park spaces, and connectivity opportunities, including 
connections to the MT along the Agua Fria River. 
 
Develop proposed trails and sidewalks. 
Gap Analysis Opportunities 
 
Work with El Mirage, Sun City and Peoria to connect multi-use paths along the Agua Fria.  
 
NORTHEAST 
REGION 
ANTHEM, 
DESERT HILLS 
& NEW RIVER  
Anthem (Figure 9), Desert 
Hills, and New River 
(Figure 8) are 
unincorporated regions in 
the north central portion 
of the County. The Region 
is largely rural and 
exurban. Desert Hills and 
New River include vast 
tracts of open space and 
residences that feature 
large lots. The quiet, rural 
culture in the area is 
highly prized by residents 
of Desert Hills and New 
River. In Contrast, 
Anthem is a master 
planned community 
founded in 1999 that 
features community 
recreation and 
educational amenities, as 
well as commercial 
development.  
 
 
 
 
Figure 8 - New River Open Space

167      |      PARK’S VISION 2030  
OPPORTUNITIES 
General Opportunities 
 
Work with area 
residents to 
identify 
connectivity gaps 
within the trails 
network and 
develop strategies 
to close the gaps. 
Possible 
strategies may 
include safe 
roadway 
crossings, private 
land easements, 
and individual 
recreation permits 
on State Trust 
Land.  
 
Coordinate with MCDOT in the development of right-of-way equestrian paths where appropriate.  
 
Improve New River Kiwanis Park. 
 
Work with the Kiwanis Club of New River to identify needed updates or revisions to the Park 
Master Plan and coordinate with the BLM to ensure that any changes to the Master Plan meet 
the terms and conditions of the BLM's Public Purposes Patent.  
 
Support efforts by the Kiwanis Club of New River to obtain additional funding sources to 
increase the quantity and quality of their programs and amenities. 
 
Partner with ASLD, Friends of Daisy Mountain, and area residents to establish and maintain 
formalized trails on Daisy Mountain. This network of trails will support connectivity by linking 
Anthem to New River and the TNF. 
Regional Service Opportunities 
 
Create a regional trailhead into TNF from New River. 
 
Connect Daisy Mountain Trails to the Maricopa Trail. 
 
Create a regional trailhead into BLM Land west of I-17. 
 
Protect the corridor for wildlife habitat and movement. 
 
Provide a multi-use trail connection to Daisy Mountain through Anthem along Daisy Mountain 
Drive. 
Gap Analysis Opportunities 
 
Connect Black Canyon Trail to Daisy Mountain Trail through Phoenix. 
 
Provide a multi-use trail/path along New River Road to connect the Maricopa Trail to TNF. 
 
Protect wildlife movement between the Phoenix Sonoran Preserve and CCRP. 
 
Protect wildlife movement between the Phoenix Sonoran Preserve and TNF. 
 
Provide safe pedestrian crossing across I-17 at Anthem Way. 
 
 
 
Figure 9 - Anthem Trails Master Plan

PARK’S VISION 2030      |      168 
CAREFREE 
The Town of Carefree (Figure 10) is a gateway community that leads to local parks and recreational 
facilities, Maricopa County's regional parks, and the TNF. Contributing greatly to the North Valley 
Recreational opportunities, the surrounding area is a popular place to "live, work, and play".  
 
OPPORTUNITIES 
General Opportunities 
 
Work with the MAG, Maricopa County, and surrounding communities to preserve natural land 
within regional parks and other potential open space assets. Also, work to establish regional 
pedestrian and bicycle trails and appropriate connections from Carefree/Cave Creek to the 
region.    
 
Explore opportunities with the Black Mountain Summit and TNF which are publicly owned, have 
exceptional open space value, and are classified for conservation. Regionally significant open 
space on the mountains north of the Cave Creek town limits in Maricopa County and east of the 
Carefree town limits in north Scottsdale are also privately-owned areas with high, open-space 
value.    
 
Study possible linkages to the Maricopa Trail along the Rowe Wash, Grapevine Wash, and 
Galloway Wash. The proposed trails would connect to the mountains north of Carefree, CCRP, 
and SCRCA.  Work with partnerships to establish regional pedestrian and bicycle trails in 
Carefree.    
 
Preserve archeological features within the town limits.     
Gap Analysis Opportunities 
 
Complete 
the bicycle 
route at 
Carefree 
Drive and 
Mule Train 
Road. 
 
Include 
pedestrian 
paths along 
planned and 
existing 
bicycle 
routes in 
Carefree. 
 
Provide 
open space 
or trailhead 
connection 
to Tonto 
National 
Forest. 
 
Consider 
multi-use 
Figure 10 - Carefree Traffic, Pedestrian, and Bicycle Plan

169      |      PARK’S VISION 2030  
trails along Cave Creek Road, Tom Darling Drive, and Bloody Basin. 
 
Planned bicycle routes have already been constructed, except at Carefree Drive and Mule Train 
Road. 
 
CAVE CREEK 
Like the neighboring Town of Carefree, Cave Creek provides a gateway to the great outdoors. With 
regional parkland, open space, trails, and access for both day-use and multi-day recreation adventures, 
this community provides visitor amenities, including wayfinding, guided trips, and assistance.  
 
CCRP, SCRCA, Desert Awareness Park, and a network of trails are in Cave Creek (Figure 11). The Town 
implements zoning ordinances requiring developers to dedicate trails and open space. These 
ordinances could be used as a model for other regional municipalities.  
 
OPPORTUNITIES 
General Opportunities 
 
Work with the Maricopa 
Association of 
Governments, 
Maricopa County, and 
surrounding 
communities to 
preserve natural land 
within regional parks 
and other potential 
open space assets. 
Also, work to establish 
regional pedestrian and 
bicycle trails and 
appropriate 
connections from 
Carefree/Cave Creek to 
the region.    
 
Explore opportunities 
with the Black 
Mountain Summit and 
Tonto National Forest 
which are publicly 
owned, have 
exceptional open space 
value, and are 
classified for 
conservation. 
Regionally significant 
open space on the 
mountains north of the 
Cave Creek town limits 
Figure 11 - Cave Creek Trails Framework

PARK’S VISION 2030      |      170 
in Maricopa County and east of the Carefree town limits in north Scottsdale are privately-owned 
areas with high, open-space value.    
 
Preserve archaeological features within the Town. 
Gap Analysis Opportunities 
 
Connect the trail system to New River. 
 
Connect the trail system into the Town of Carefree along Cave Creek Road. 
 
Protect open for wildlife connections between CCRP, SCRCA, and TNF. 
 
FOUNTAIN HILLS 
Situated in the County's eastern region, Fountain Hills (Figure 12) is immediately adjacent to the Tonto 
National Forest. Located within the foothills of the McDowell Mountain Regional Park and Scottsdale 
McDowell Sonoran Preserve, recreation and open space are vital to the Town's identity and economy. 
The Town takes great pride in the natural desert areas that define it and has introduced many policies 
to protect, enhance, and leverage the unique landscape.  
 
OPPORTUNITIES 
General Opportunities 
 
Continue connecting open space and trail systems with the Maricopa Trail and Regional Parks 
system.  
 
Pursue funding opportunities for local parks, trails, and open space which have been identified 
by the Town for future consideration.  
 
Use additional funding 
to: 
 
Establish Land trusts; 
 
Implement tax 
mechanisms that 
have community 
support; 
 
Factor in 
environmental costs, 
risks, and impacts of 
the development of 
existing open spaces 
when planning and 
budgeting; 
 
Consider the 
amenities and 
services as part of 
the Town's economic 
development 
strategy; 
 
Implement visitor 
open space user fees in strategic locations; 
 
Consider working on grants independently and with regional partners. 
 
 
Figure 12 - Fountain Hills Parks, Recreation, Trails, and Open Space Plan

171      |      PARK’S VISION 2030  
Regional Service Opportunities 
 
Develop a regional trailhead into the McDowell Mountain Preserve and connect to the Fountain 
Hills trail system. 
Gap Analysis Opportunities 
 
Connect to Scottsdale's trail system. 
 
Provide trail connections to the Fort McDowell Yavapai Nation 
 
Provide trail connections into the Salt River Pima-Maricopa Indian Community. Provide safe 
pedestrian crossing across Hwy 87. 
 
PARADISE 
VALLEY 
PARADISE VALLEY, 
TOGETHER: 2022 
GENERAL PLAN  
The aesthetic beauty of the 
natural environment is 
important to the residents of 
Paradise Valley (Figure 13). 
The Open Space Element in 
the 2022 General Plan 
encourages private and public 
efforts to acquire, maintain, 
and preserve valuable open 
space, mountain views, 
washes, select recreational 
access, vegetation, and 
wildlife for their intrinsic value 
and contribution to creating 
positive resident and visitor 
experiences. 
 
OPPORTUNITIES 
General Opportunities 
 
Share' institutional 
knowledge' between 
Paradise Valley and 
other municipalities 
related to policies and 
implementation 
prioritizing open space, 
parks, recreation, and 
connectivity. 
 
Develop off-street pedestrian paths along major bike lane corridors. 
Figure 13 - Paradise Valley Bicycle Circulation Map

PARK’S VISION 2030      |      172 
PHOENIX 
As the largest city in the 
County and strategically 
situated in the Valley, 
the City of Phoenix 
serves as a hub for trail 
and open space 
connectivity in the 
region. The City of 
Phoenix General Plan 
(Figure 14) describes 
the city as a connected 
oasis with a desire to be 
a more connected city. 
True to that, the City of 
Phoenix has a well-
connected trail system 
weaving trails from and 
into the Mountain 
Preserve system, 
through neighborhoods 
and urban trails, and 
into other preserves and 
open space areas within 
the city.  
 
Like the County Plan, the 
Phoenix General Plan 
and the connected oasis 
theme identified three 
main elements to 
enhance the quality of 
life. These include 
Prosperity, Health, and 
Environment.   
The Phoenix Preserve 
System is roughly 
divided into three 
distinct areas, the Phoenix Sonoran Preserve in the North, the Phoenix Mountain Preserve in the mid-
City area, and the South Mountain Park Preserve system in the South.  
 
The connected oasis theme utilizes the preserve areas to connect to the Maricopa Trail, leading away 
to other agency parks and trail systems throughout the region. Through several existing Inter-
governmental Agreements, the Maricopa Trail currently passes through South Mountain Park to access 
Tempe, Chandler, and Mesa, eventually providing access to UMRP in Mesa. Westward, the Maricopa 
Trail accesses Tres Rio Restoration Area, Peoria, Avondale, Goodyear, and Buckeye.  
 
Figure 14 - City of Phoenix Trails

173      |      PARK’S VISION 2030  
In the northern reaches of the city, the Maricopa Trail passes directly north of the Phoenix Sonoran 
Preserve system and is connected to existing trailheads via a County identified local trail to provide 
extended access to Maricopa County's regional park system, Tonto National Forest, and Scottsdale on 
the northern end of the valley. There is currently concern over development encroachment near the 
Phoenix Sonoran Preserve. 
 
Phoenix and Scottsdale used sales tax programs to fund extensive preserve acquisition, aggregating 
over 30,000 acres in total preserve acreage. This open space and an integral regional trail system offer 
unparalleled connectivity over a large valley area.   
 
OPPORTUNITIES 
General Opportunities 
 
Explore opportunities for Phoenix, Cave Creek, and TNF to coordinate and collaborate for the 
richness of habitat and potential wildfire refuge.  
 
Develop additional public access points to recreation outlets. 
 
Focus on main river corridors to expand the open space network within Metro Phoenix. 
 
Connect trail/multi-use paths along the river corridors spanning Metro Phoenix and connecting 
with local trails and regional parks.  
 
Explore opportunities for new developments to provide dedicated open space.  
 
Promote, as a model, the partnership between Phoenix and Scottsdale to help to preserve open 
space and develop parks with a local sales tax.  
 
Extend multi-use trails into neighborhoods across and north of the Salt River and Interstate 10. 
Regional Service Opportunities 
 
Enhance Regional connectivity by providing a north-south multi-use path between the Salt River 
corridor and the Arizona Canal Trail. 
 
Provide regional connection through North through Tolleson. 
Gap Analysis Opportunities 
 
Continue Salt River Corridor trails east and west. 
 
Extend multi-use trails into neighborhoods across and north of the Salt River and Interstate 10. 
 
Connect existing trails into Scottsdale.

PARK’S VISION 2030      |      174 
SCOTTSDALE 
Scottsdale is in the northeast 
Valley and encompasses 118,041 
acres and 250,600 people within its 
limits. The city has three primary 
planning documents that provide 
direction related to the SSMP: The 
General Plan, Desert Preservation 
Plan, and Trails System Master 
Plan (Figure 15).  
 
OPPORTUNITIES 
General Opportunities 
 
Secure additional access 
points to Open Space to 
accommodate growth. 
 
Provide Scottsdale and 
Phoenix's bond and 
taxation funding methods 
as a model to other 
agencies. 
 
Promote Scottsdale's 
policies as a model for 
other agencies to regulate 
new development and 
improvements on 
environmentally sensitive 
lands.  
Gap Analysis Opportunities 
 
Fill in gaps of multi-path 
use trails to achieve a 
contiguous connection 
north of Loop 101 (along Pima Road).  
 
Connect the north side of McDowell Mountain Preserve to multi-use paths and the Tonto 
National Forest. 
 
 
 
Figure 15 - Scottsdale trails - Opportunities

175      |      PARK’S VISION 2030  
 
SOUTHEAST REGION 
APACHE JUNCTION  
Apache Junction (Figure 16) is seated at the foot of the roughly 160,000-acre Superstition Mountain 
Wilderness area. Exceptional environmental assets with the city's location include Usery Pass Regional 
Park, Tonto National Forest, Superstition Wilderness, State land, and BLM lands. The city's proximity to 
open space provides the city with unique opportunities to leverage existing and new connections to the 
larger open space system. It is poised as an important partner for the County to accomplish regional 
open space preservation and overall connectedness goals. 
 
OPPORTUNITIES 
General Opportunities 
 
Develop trails along washes and powerline corridors. 
Regional Service Opportunities 
 
Connect Silly Mountain Trail to Eastern Canal with a formal trail. 
 
Connect Lost Dutchman State Park to Eastern Canal with a formal trail. 
Gap Analysis Opportunities 
 
Execute city plans to connect CAP trail system South to continue through Apache Junction. 
 
Explore the opportunity to provide path along Royal Palm Road Wash southwest to connect to 
Eastern Canal Path. 
 
Provide safe pedestrian and wildlife crossing access across US 60 to connect Silly Mountain 
Trail to Eastern Canal.  
 
Figure 16 - Apache Junction Connectivity Network

PARK’S VISION 2030      |      176 
MESA 
The City of Mesa's draft 2040 Comprehensive Master Plan (Figure 17) seeks to build on prior efforts to 
manage and develop parks and recreation facilities and programs within the Mesa community based 
on current needs and opportunities.  
 
OPPORTUNITIES 
General Opportunities 
 
Share successes and continue implementation of the 10-minute walk to a park and Safe Routes 
to parks campaigns. 
 
Prioritize establishing trailhead opportunities and route finding using the Mesa Park system and 
other major destinations as anchor points. 
 
Work with Mesa to identify gaps in service for recreation opportunities. 
 
Create connections across the Salt River to reconnect communities and offer circulation at 
multiple elevations along the river corridors.  
 
Explore connection opportunities between open space areas along the Salt River corridor and 
miles of canals in the city.  
General Opportunities 
 
Establish trailheads throughout the Mesa Park system to increase access for a diverse 
population. 
 
Regional Service Opportunities 
 
Provide a regional trailhead at Usery Mountain Recreation Area to connect to future multi-use 
path. 
 
Provide a regional trailhead at TNF from Mesa. 
 
Develop a protected/restored river corridor along the Salt River. Work with the Salt River Pima - 
Maricopa Indian Community and focus efforts on the South Canal path as the anchor for the 
corridor to accomplish this. 
Figure 17 - Mesa Multi-use Path Connections

177      |      PARK’S VISION 2030  
Gap Analysis Opportunities 
 
Provide an east-west multi-use path from Tempe across Mesa. 
 
QUEEN CREEK 
General Plan 
 
The Town General Plan (Figure 18) provides a range of land uses and opportunities consistent 
with the desired community character.  
 
OPPORTUNITIES 
General Opportunities 
 
Protect connections between open space corridors, Queen Creek Wash, and other corridors.  
 
Improve the wash 
system. 
 
Ensure the 
partnership 
between Queen 
Creek and MCFCD 
addresses the 
debris 
maintenance 
challenge from 
flood management 
structures. 
 
Enact policies that 
require new 
development to 
preserve open 
space connections 
and areas of high 
ecological value. 
 
Gap Analysis 
Opportunities 
 
Connect trails from 
Pinal County 
through Queen 
Creek using the 
CAP canal trail as 
a major corridor 
through Apache 
Junction, Florence, 
and along the 
Boundary of Queen 
Creek. 
 
 
Figure 18 - Queen Creek Trail Master Plan

PARK’S VISION 2030      |      178 
 
Continue the multi-use path along the Union Pacific Railroad corridor. 
 
Support Gilbert in developing planned trails connecting to Queen Creek Road and Ocotillo Road. 
 
GILBERT 
Located in the southeast 
quadrant of Maricopa County, 
Gilbert (Figure 19) is one of the 
fastest-growing cities in the 
United States. The Town boasts 
many amenities and a thriving 
local economy. The Town 
opened the new Gilbert Regional 
Park in Tempe, which is part of 
their focus on connecting larger 
landscapes. 
 
Approximately 8.5 miles of the 
Western Powerline/Sun Circle 
Trail runs east-west through 
Gilbert, connecting Chandler to 
the West and Mesa to the east. 
The segment intersects with a 
number of other trails within the 
Town's limits, and several parks 
border the corridor.  
 
The Town's General Plan Vision 
conveys the desire to maintain 
Gilbert as a "...safe, healthy, 
clean, attractive, family-oriented 
community that embraces our 
Town's heritage yet recognizes 
the opportunities of the future 
without sacrificing the resources 
of today."   
 
PARKS & RECREATION AND TRAILS MASTER PLAN 
The Town of Gilbert published the Parks and Recreation and Trails Master Plan in 2014. The Plan's 
vision statement demonstrates Gilbert's awareness of the inherent value of parks and connected open 
space:  
 
Exemplary parks, trails, open spaces, natural areas, arts and culture, leisure programs and facilities 
are safe and integral to Gilbert's unique identity, quality of life and economy. 
 
The plan identifies several strategies that are relevant to the County SSMP: 
 
Strive to Provide Town Residents with Access to all Types of Town-Owned Parks 
Figure 19 - Gilbert Parks, Open Space and Trails Plan

179      |      PARK’S VISION 2030  
 
Examine Town-owned areas for opportunities to provide parks so all residents have access to 
them. 
 
If necessary, update the South Recharge Site Conceptual Plan with regard to the riparian areas. 
The updated plan could include an open space area, wildlife habitats, a visitor's center, an 
outdoor classroom/ observation area and viewing platforms at the riparian areas at the South 
Recharge Site. 
Note: The 2014 Parks & Recreation and Trails Master Plan document will be effectively replaced with 
the update to the "Trails" portion of the Transportation Master Plan when the document is adopted. 
 
OPPORTUNITIES 
General Opportunities 
 
The upcoming Transportation Master Plan is expected to be completed in June 2022; revision 
will include planning for an additional 30 miles of trails through and within the Town.  
 
Challenges related to trail development include the hurdles of working under a variety of 
jurisdictions, ownerships, and establishing easements. 
Gap Analysis Opportunities 
 
Construct Proposed canal trails to connect Gilbert to Mesa, Queen Creek, and Chandler. 
 
Construct proposed connections to Queen Creek, STMRP, and the existing Queen Creek Wash 
Trail and Sonoqui Wash Trail in the Town of Queen Creek.   
 
Extend Union Pacific Railroad Trails from Queen Creek into Gilbert to provide northwest-to-
southeast connectivity. 
 
Provide a safe pedestrian route across Loop 202. 
 
Provide a safe multi-use path corridor along Ocotillo Road connecting to the City of Chandler 
and the Sonoqui Wash Trail in the Town of Queen Creek.  
 
CHANDLER 
A land-locked City, 
the majority of 
undeveloped land in 
Chandler (Figure 20) 
has been converted 
to agricultural uses 
from the natural 
desert. These 
agricultural areas 
will continue to be 
developed for 
residential and 
commercial use. 
 
The Consolidated 
Canal and Eastern 
Canal provide 
strong north-south 
Figure 20 - Chandler Parks and Open Space

PARK’S VISION 2030      |      180 
connections to trails and open space in Chandler.  
 
GENERAL PLAN 
Chandler's General Plan prioritizes the enhancement and expansion of existing open space and the 
expansion of trails to increase connectivity to and between parks, open spaces, recreational facilities, 
and other activity centers.  
 
The General Plan establishes the goal of "focused stewardship" of the natural environment by 
encouraging and facilitating the incorporation of open space areas that replicate the natural desert 
habitat.  
 
PARKS STRATEGIC MASTER PLAN 
The City of Chandler is currently working on an update to the Parks and Recreation Master Plan, last 
updated in 2000. The update will carry forward goals included in the previous master plan: 
 
Continue to design and develop a system of Neighborhood Parks (one per square mile). 
 
Continue to design and develop a system of Community Parks (25 acres per 2-mile radius).   
 
Continue to develop Tumbleweed Park and the Snedigar Sportsplex. 
OPPORTUNITIES 
General Opportunities 
Within city limits, regional-level opportunities exist that would enhance system-wide trail and habitat 
connectivity:  
 
An east-west connection through the city to the STMRP is needed to supplement the existing 
north-south canal connections. 
 
Open space requirements associated with agricultural land development may assist in trial and 
habitat connectivity. 
Regional Service Opportunities 
 
Regional trailhead/connection opportunity where Consolidated Canal intersects with Maricopa 
Trail/Western Canal. 
Gap Analysis Opportunities 
 
Provide a trail/path following the alignment of the existing railroad. 
 
Continue pedestrian access beyond the southern limits of the Eastern Canal. 
 
Provide an east- west connection (see the first General Opportunity). 
 
TEMPE 
Home to more than 190,000 people, as well as Arizona State University's original campus, Tempe 
(Figure 21) has a well-developed and diverse park and recreational system that comprises 52 parks, 
including the Tempe Town Lake and Rio Salado Parks, two desert preserves, multiple sports 
complexes, a Cactus League spring training facility, and two city-managed golf courses. Already a well-
connected city, Tempe is home to a community that values open space, outdoor recreation, and multi-
modal mobility.

181      |      PARK’S VISION 2030  
GENERAL PLAN 
2040 
 
Enhance pedestrian, 
bike, and transit 
connections to 
produce a "20-minute 
city" through a vibrant 
mix of commercial, 
recreational, civic, and 
residential 
establishments within 
a one-mile walking 
distance, a four-mile 
bicycle ride, or a 20-
minute transit ride. 
 
Open Space, 
Recreation, and 
Cultural Amenities: 
Utilize parks, schools, 
and multi-
generational centers 
as organizing 
components in 
neighborhoods. 
Integrate urban parks 
and open space into 
each neighborhood 
hub as an equal 
partner with the built 
environment. Ensure 
that as the community 
grows, amenities 
essential to the 
quality of life build 
upon the many 
already in place, such 
as public art and art centers, museums, libraries, walking and biking paths, cultural events, and 
parks and recreation facilities. 
 
Public Open Space is land that can be accessed or viewed by the public that is primarily used 
for outdoor recreation, events, preservation of natural resources, or the promotion of public 
health and well-being. This includes the following public facilities: parks, playfields, paths, 
plazas, golf courses, and retention basins. 
 
Private Open Space recognizes private property's role in open space provision within our 
community. This category is for identifying and recognizing such land and does not imply 
Figure 21 - Tempe Bikes and Pedestrian Network

PARK’S VISION 2030      |      182 
restrictions on changes of use. Property identified on the projected land use map as private 
open space has written consent of the owner to be so designated.  
TEMPE PARKS AND RECREATION MASTER PLAN (JULY 2021) 
 
The City of Tempe Parks and Recreation Master Plan is a ten-year plan. 
 
Informed by extensive community engagement, the plan includes principles that guide short, 
mid-and long-term strategies and actions for managing and providing parks and recreation 
facilities and programs over the next decade. 
  
GUIDING PRINCIPLES:  
 
Inclusion: Providing community access and opportunity regardless of color, gender orientation, age, 
income, or ability. 
 
Resilience: Parks and recreation facilities and programs that help the community. 
 
Thrive: Despite disruptive environmental, societal, and health events. 
 
Strategic: A flexible system that focuses on continuous improvement. 
 
Sustainability: Parks and recreation systems and services that enrich and sustain the community, 
nurture the environment, and contribute to the economy. 
 
OPPORTUNITIES 
General Opportunities 
 
Implement the Rio Salado Master Plan and Kiwanis Park Management Plan. 
 
Develop and implement a Preserves Management Plan. 
Regional Service Opportunities 
 
Regional opportunity to 
connect Tempe and Mesa 
east-west. 
Gap Analysis Opportunities 
 
Develop a multi-use path 
along North Highland Lateral 
Canal to connect Tempe and 
Guadalupe. 
 
Provide a multi-use path 
north-south following the 
alignment of the existing 
railroad. 
 
Provide additional pedestrian 
crossing points across Salt 
River. 
GUADALUPE 
While the Town of Guadalupe (Figure 
22) is only 512 acres, approximately 
6,500 people live within it. The town 
Figure 22 - Guadalupe Connection

183      |      PARK’S VISION 2030  
is nestled between Tempe and southern Phoenix, near South Mountain Park and Preserve. The 
Maricopa Regional Trail passes through Guadalupe. 
 
PRIORITY PLAN (2018) 
The Priority Plan is intended to be a flexible tool that guides budget decisions, aligns Town resources, 
and promotes forward thinking. The plan focuses on proximity, sustainability, and making Guadalupe a 
cultural destination can all be supported through the use of parks, trails, and open space. The Town's 
goals include improving and upgrading parks and developing a new park. 
 
OPPORTUNITIES 
Regional Service Opportunities 
 
Develop a pedestrian 
crossing at I-10 and the 
Maricopa Trail. 
Gap Analysis Opportunities 
 
Provide a north-south 
pedestrian connection 
through Guadalupe. 
SOUTHWEST 
REGION 
BUCKEYE 
Buckeye (Figure 23) is a rapidly 
growing city located in the west 
valley and, in 2022, encompasses a 
planning area of 639 square miles 
with an estimated population of 
107,000. The Maricopa Trail 
connects the White Tank 
Mountains, Estrella Mountain, and 
Buckeye Hills Regional Parks. City-
owned Buckeye trails provide 
recreational trails in Skyline 
Regional Park and walking paths 
around Sundance Park and Earl 
Edgar Recreational Facility.  
 
CITY GENERAL PLAN 
2040 
The City's Imagine Buckeye 2040 
General Plan was ratified in 2018. 
Figure 23 - Buckeye Pathways and Trails Plan

PARK’S VISION 2030      |      184 
This plan includes an open space element and land stewardship element that indicates the high degree 
of importance among residents to preserve natural areas. It builds on the existing network of paths and 
trails to create greater regional connectivity and safe areas for unimpeded wildlife travel.  
Buckeye has three primary planning documents that provide direction for this planning effort: 
 
Parks and Recreation Master Plan. 
 
Buckeye Wildlife Corridors Best Practices Guide (Draft Document).  
 
Area Drainage Master Plans, El Rio Design Guidelines and Planning Standards, and El Rio 
Specific Area Plan. 
 
OPPORTUNITIES 
General Opportunities 
 
Connect the Maricopa Trail and local paths to regional resources such as surrounding mountain 
ranges, rivers, open spaces, and parks within the city. 
 
Focus resources on the Rivers to Ridges concept to provide linear green belts between large-
scale habitat blocks such as the White Tank Mountains to the Hassayampa and Gila Rivers and 
Buckeye Hills. 
 
Connect trails between Skyline Regional Park and WTMRP. 
 
Establish areas for OHV use, potentially in BHRP or on BLM lands using BLM-approved Travel 
Management Plans. 
 
Provide support to County, BLM, and/or the USFS for management of OHV use. 
 
Work collaboratively with the County and other partners on providing northern access at 
WTMRP to benefit Buckeye residents living in the northern reaches of its planning area. 
 
Develop a land preservation plan that evaluates lands that have the highest ecological value for 
open space preservation. Through the plan, investigate the feasibility of acquiring State Trust 
lands on the western side of the White Tank Mountains. 
Regional Service Opportunities 
 
Work through the BLM processes to deliver a lease through the Recreation and Public Purposes 
Act for 1,350 acres located to the southwest of Skyline Regional Park near I-10 and Tonopah-
Salome Highway. This application was submitted by the city in 2020. In addition, expand the 
current lease for Skyline Regional Park to an additional 640 acres on the east side of the park, 
adjacent to the Verrado Master Planned Community. This lease application was submitted by 
the city in 2016. 
 
Protect open space and trail connections between WTMRP and Skyline Regional Park. 
Gap Analysis Opportunities 
 
Provide trails on the west side of the White Tank Mountains to the Hassayampa River to 
connect these two vital open-space amenities. Similarly, connect the White Tank Mountains 
south to the Gila River for the "Rivers to Ridges" concept. 
 
Provide a direct "primary path" to the Sonoran Desert National Monument from the north that 
could establish a connection from BHRP. 
 
Continue Gila River corridor open space to the confluence of the Gila, Salt, and Agua Fria Rivers 
and provide trail connectivity to connect the communities of Avondale, Goodyear, and Buckeye. 
This could provide a secondary connection between Estrella Mountain and Buckeye Hills 
Regional Parks. Extend Hassayampa River trails north to connect Buckeye and Wickenburg and 
to provide connections between VMRA and WTMRP.

185       |      PARK’S VISION 2030  
GILA BEND 
The Town of Gila Bend (Figure 24) is aptly located at the great bend of the Gila River and contains an 
abundance of open space acreage. The area and river are adjacent to the Sonoran Desert National 
Monument, located to the east of the Town. BHRP is located just north of Gila Bend and includes 4,474 
acres of undisturbed land. This area lends itself well to regional connectivity, as it provides a network of 
open space and trails within 30 miles of the Town. The Gila Bend Mountains are located north of the 
Town and include the Woolsey Peak Wilderness Area. Painted Rock Petroglyph Site and Campground is 
located on the northwestern edge of the planning area and is administered by the Bureau of Land 
Management.  
 
The MCPRD's 2004 Regional Trail System Plan identified six trail segments within the Gila Bend 
planning area. These segments are conceptual corridors and are anticipated to be developed in 
conjunction with future adjacent development.  
 
OPPORTUNITIES 
General Opportunities 
 
Based on its proximity to open space, Gila Bend has the potential to function as a hub for 
recreational and associated economic activity as the southern access point to these 
opportunities. 
 
The potential to expand incorporates nearly 377,000 acres of BLM land in the area if legislation 
(HR 8719) is approved by Congress in the future. This area has been documented to contain a 
high number of cultural and archeological resources and petroglyphs and is an area considered 
sacred by several Arizona tribal communities. 
Figure 24 - Gila Bend Connection

PARK’S VISION 2030      |      186 
 
Opportunities for shared-use trails and paths in the Town along existing wash corridors.  
Gap Analysis Opportunities 
 
Provide a multi-use trail along the Gila Bend Canal 
o Protect and develop wildlife crossing areas at major highways and interstates. 
o Protect open space corridors along washes to ensure free movement of wildlife between the 
Gila River and the BMGR.  
 
GOODYEAR 
Goodyear (Figures 25 and 26) is 
located southwest of Phoenix, 
West of the Agua Fria River. The 
confluence of the Tres Rios, or 
Agua Fria, with the Salt and Gila 
Rivers, occurs between Goodyear 
and Avondale. The city was 
named after the Goodyear Tire 
and Rubber Company, which 
purchased 16,000 acres of land 
in 1917 to grow cotton to 
produce vehicle tire cords. 
However, most of the population 
growth in Goodyear occurred 
after 1990, when it was the third-
fastest growing city in Arizona 
from 1990 to 2000.  
 
With a history in agriculture, as 
Goodyear continues to grow, 
they have diversified and 
expanded recreational 
opportunities from traditional 
facilities such as the Goodyear 
Ballpark for spring training 
events and small community 
parks, to a newly built Goodyear 
Recreation Center. It is an 86-
acre recreational campus 
providing state-of-the-art 
recreational amenities including 
a 30-acre community park and 
aquatic center.  
 
PARKS AND RECREATION MASTER PLAN 
The Goodyear Parks and Recreations Master Plan aligns well with the MCPRD SSMP by focusing on 
shared priorities, including connecting communities through regional trail linkages, providing equitable 
Figure 25 - Goodyear Paths and Trails (North)- Opportunities

187       |      PARK’S VISION 2030  
access to regional park 
amenities, celebrating the 
regional heritage of the area, 
and providing healthy 
outdoor nature experiences 
for residents of the County.  
The 2014 Goodyear Parks 
and Recreation Master Plan 
recognizes the growth in 
Goodyear as the city 
transitions from a small town 
to a mid-sized city. The 2014 
plan includes 
recommendations for short- 
and long-term planning, 
funding, construction, and 
maintenance of park system 
infrastructure. Connections 
to adjacent cities, protected 
sites, public open space, and 
regional parks in and around 
Goodyear provide access to 
open spaces including EMRP, 
Estrella Wilderness Area, and 
Sonoran Desert National 
Monument.  
 
City goals include partnering 
with the MCFCD and other 
stakeholders to implement 
the El Rio Vision and Plan and 
providing recreational open 
space along the Gila River to 
create a linear regional park.  
 
An update to Goodyear's Parks, Recreation, Trails and Open Space Master Plan is currently in-progress. 
 
OPPORTUNITIES 
General Opportunities 
 
Incorporate capital improvements funding for open space/park development along the Gila and 
Agua Fria River corridors via the El Rio Project. 
 
Protect wildlife in partnership with Goodyear, the BLM, AZGFD, and the Sonoran Institute to 
protect wildlife.  
 
Incorporate buffer-area around protected areas in Goodyear's land use planning. 
Regional Service Opportunities 
 
Preserve as a major wildlife corridor lands connecting the Sonoran Desert National Monument, 
the Gila River, and the EMRP and Wilderness Area.  
Figure 26 - Goodyear Paths and Trails (South)

PARK’S VISION 2030      |      188 
 
Develop and maintain 
additional access points 
and connections to EMRP.  
 
Connect to the Maricopa 
Trail from Bullard Wash. 
 
Incorporate trail 
connections between 
Goodyear and Mobile into 
Sonoran Valley Parkway 
planning and design.  
Gap Analysis Opportunities 
 
Provide a safe pedestrian 
path across Interstate 10. 
 
Develop multi-use paths 
along canals and connect 
to Buckeye, Avondale, and 
Litchfield Park. 
 
Connect the Gila River 
corridor through Goodyear. 
 
Developing a proposed 
trail connecting Waterman 
Wash to the Sonoran 
Desert National 
Monument. 
 
AVONDALE 
Avondale (Figure 27) is located 
southwest of Phoenix, at the 
convergence of the Agua Fria and 
Gila Rivers. The city covers 30,425 
acres, with a total 2019 
population of 84,736. The city is a 
prime connection for the rest of 
the Metro Phoenix area to 
regional natural resource parks, 
EMRP and Tres Rios and engages 
with the Maricopa Trail along the 
Aqua Fria, Salt and Gila Rivers.  
 
OPPORTUNITIES 
General Opportunities 
 
Enhance transportation corridors by providing sidewalks and soft paths along roadways, (see 
City of Phoenix trails along Lower Buckeye Road.  
 
Enhance the Agua Fria River Corridor by connecting to trails and paths leading to community 
parks.  
 
Connect trails and open space to existing and planned trail systems in new developments.  
 
Create connections between HOA trails and larger trail systems by filling in gaps.  
Figure 27 - Avondale Trails and Open Space - Opportunities

189       |      PARK’S VISION 2030  
 
Coordinate trail connections with the Development and Engineering Services Department as 
well as surrounding jurisdictions.  
 
Other possible trail locations include:  
o Buckeye Canal: Alignment in Maricopa County. The Western end has a flat dirt access road 
that connects to the Agua Fria.  
o Lower Buckeye Road: City of Phoenix multi-use path with sidewalk and soft path along 
Lower Buckeye Road east of Avondale. The roadway runs West and crosses the Agua Fria. 
Las Ligas Park and Festival Fields are located on Lower Buckeye Road.  
Regional Service Opportunities 
 
Connect river trails to regional natural resource parks, including Estrella Mountain Park, Tres 
Rios Wetlands and Base and Meridian Wildlife Area. 
Gap Analysis Opportunities 
 
Connect to Goodyear and Phoenix existing and proposed Salt and Gila River corridor trails and 
paths. 
 
Tie into proposed trails identified in Goodyear. 
 
Extend canal path southeast into Tolleson. 
 
LITCHFIELD PARK 
Litchfield Park (Figure 28) 
is a three-square mile city 
situated between Phoenix 
and Goodyear, 
approximately two miles 
north of Interstate 10. 
Being land-locked, most 
opportunities related to the 
SSMP related to 
pedestrian connectivity. 
 
OPPORTUNITIES 
Gap Analysis 
Opportunities 
 
Connect to 
Goodyear and 
Avondale via canal 
trails. 
 
Continue existing 
open space and 
trails north to 
connect with Glendale's planned trails. 
 
 
 
Figure 28 - Litchfield Park Circulation

PARK’S VISION 2030      |      190 
TOLLESON 
Located approximately six 
miles northeast of Estrella 
Mountain Regional Park, 
Tolleson (Figure 29) is a 
small city with an area of 
5.7 square miles and an 
approximate population of 
6,500 as of the 2010 
Census. It is in the 
southwest quadrant of the 
metropolitan area, 
situated between the 
cities of Phoenix and 
Avondale. The Roosevelt 
Irrigation District Canal is 
in the eastern part of the 
city, between 91st and 83rd 
Avenues. 
 
General Plan 2024 
Goals 
 
Enhance parks and recreational resources through development and coordination with other 
entities.  
 
Continue to coordinate with schools to provide parks and recreational resources.  
 
Continue to coordinate with the private sector to provide parks and recreational resources (e.g., 
The Boys & Girls Club).  
 
Coordinate with Maricopa County, Avondale, Phoenix, and other interested entities to expand 
Tolleson's parks and recreational resources.  
 
Develop a network of trails, which connects local parks, and connects to neighboring city trail 
systems.  
 
Develop a trail system along the canals. 
 
Develop an off-street trail system connecting parks and other recreational areas.  
 
Collaborate with Avondale and Phoenix to connect on and off-street non-motorized facilities.  
 
Connect canals to path and trail networks. 
OPPORTUNITIES 
General Opportunities 
 
Partner with Avondale and Phoenix to achieve trails network goals. 
Gap Analysis Opportunities 
 
Connect Tolleson to the future leg of the Sun Circle via the Roosevelt Irrigation.
 
District Canal.  
 
 
Figure 29 - Tolleson Land Use Plan

191       |      PARK’S VISION 2030  
FLOOD CONTROL DISTRICT OF MARICOPA 
COUNTY 
The Flood Control District of Maricopa County (District) was created in 1959 to reduce the risk of 
flooding to people and property. The District's projects have significant impact on the ecosystem and 
open space within the County, as any intervention of watercourses does.  
 
District Mission 
Our mission is to reduce risk from flooding so that property damage and loss of life is minimized, 
economic development is supported in a safe and responsible manner, and storm water is recognized 
as a resource for the long-term benefit of the community and environment. 
 
District Vision 
We are a community partner working with citizens and stakeholders to reduce risk from flooding. We 
accomplish this through exceptional customer service, technical expertise, fiscally responsible actions, 
and multi-use projects. 
 
Floodplain Management Plan (2020) 
This district-wide Floodplain Management Plan (FMP) is an update to the 2015 Floodplain 
Management Plan for Unincorporated Maricopa County and was developed to identify flood hazards 
and provide recommendations for mitigate flooding vulnerability within the County. The FMP assists 
the District in prioritize funding for future studies and projects. 
 
Area Drainage Master Plans/Studies (ADMP/S) 
ADMS are produced with the purpose of investigating, identifying, and assessing flooding problems 
within the prescribed study area. Once an ADMS is complete, an ADMP is produced to include 
mitigation alternatives for the flood hazards identified in the corresponding area study. Recent and in-
progress ADMP/S are listed by region below.  
 
Northwest Region 
 
Wittmann ADMP (In Progress) 
Northeast Region 
 
Metro Phoenix ADMP Update 
 
Middle Indian Bend Wash ADMS 
 
Desert Mountain ADMS (In Progress) 
 
East Shea Corridor ADMS/P (In 
Progress) 
 
Cudia City Wash Design Concept Report 
(in Progress) 
Southeast Region 
 
East Maricopa County ADMS 
 
Ahwatukee Foothills ADMS 
 
San Tan West ADMS (ADMP in 
Progress) 
 
North Mesa ADMS (In Progress) 
Southwest Region  
 
Sun Valley ADMP 
 
Buckeye/Sun Valley ADMS 
 
Gila Bend ADMP Update

PARK’S VISION 2030      |      192 
EL RIO CONFLUENCE LAKE CONCEPT (LAKE) 
The Lake project was initiated in response to the El Rio Watercourse Master Plan (WCMP) 
recommendation to develop the Lake as a demonstration project of components for the overall WCMP 
and El Rio Design Guidelines and Planning Standards. The demonstrated components will include flood 
control elements, riparian habitat and river function enhancements, and active and passive recreational 
facilities developed through local and federal partnerships.  
 
 
Among the many project objectives of the Lake, the following are pertinent to this SSMP: 
 
Creation of a regional county park amenity for boating, recreation, bird watching and tourism 
 
Preservation and restoration of some of the Gila River's natural functions and native riparian 
habitat 
 
Heightened regional awareness of the Gila River and the importance of water conservation and 
river management 
 
Exploration of potential supporting economic development activities 
STATE AGENCIES 
ARIZONA STATE PARKS 
Statewide Comprehensive Outdoor Recreation Plan (2018-2023) 
The 2018 – 2023 Statewide Comprehensive Outdoor Recreation Plan (SCORP) is intended to guide 
outdoor recreation managers and decision-makers on policy and funding issues. While local, state and 
federal agencies have their own detailed management plans used to guide development, operation, 
land and resource management, the SCORP promotes a holistic, statewide view. It provides decision-
makers and outdoor recreation managers with a thoughtful analysis of the most significant outdoor 
recreation issues facing Arizona today and suggests strategies to address these issues during the next 
five years.  
 
The plan is produced every five years with the following objectives:  
 
Establish outdoor recreation priorities for Arizona.  
 
Set evaluation criteria to allocate the federal Land and Water Conservation Fund (LWCF) grants.  
 
Protect, conserve, and manage Arizona's public lands, recreation spaces, and unique places for 
current and future generations.  
 
Encourage a highly integrated and connected outdoor recreation system throughout Arizona.  
 
Ensure Arizona's diverse and growing population has access to outdoor recreation spaces and 
opportunities to enjoy a range of recreation activities.  
 
Communicate linkages between outdoor recreation, individual wellness benefits, community 
health, and a thriving economy.  
 
Elevate public participation and engagement in outdoor recreation planning initiatives and 
issues. 
 
When the updated SCORP is approved, County Parks will utilize the updated plan when considering land 
uses and future projects.

193       |      PARK’S VISION 2030  
Arizona's Priority Outdoor Issues 
The priority issues were identified through the SCORP planning process, an online survey of recreation 
providers, a focus group of millennial participants, and public input obtained via social media, a web 
survey, and feedback at public meetings throughout the process. The 2018 SCORP Working Group, 
State Parks staff, and Arizona State University researchers analyzed the data and information to 
identify the following priority issues: the means to strengthen the four pillars of outdoor recreation in 
Arizona.  
 
2018 SCORP Priority Issues:  
 
Preservation and Conservation   
 
Accessibility and Inclusion   
 
Engagement   
 
Collaboration and Partnerships   
 
Marketing, Communication, and Education Opportunities   
 
Funding   
 
The SCORP process revealed four additional important themes from the data for consideration. These 
themes inform many of the priority issues, so it was deemed appropriate to discuss them separately.  
 
 
Technology: Technology in providing outdoor recreation,   
 
Inclusion: Including today's youth in outdoor recreation   
 
Connectivity: Both in the physical, social, and ecological systems, connecting parks, trails, and 
communities are embedded within all outdoor recreation issues. 
 
Funding: ASPT needs to identify the next major statewide funding source.  
 
ARIZONA STATE LAND DEPARTMENT 
The Arizona State Land Department (ASLD) manages approximately 9 million acres of State Trust 
lands. This Trust was established at the time that Arizona was declared a territory by an Act of 
Congress in 1863. As described on the ASLD website, Congress authorized the conveyance of federal 
land grants to territories in the West at statehood to provide foundational support for basic public 
services, such as education and penitentiaries. Congress mandated that those lands be held in 
perpetual trust, and that standards for management and disposition of those lands would be codified 
within the states' constitution."1 
 
Because all uses of Trust Land and its resources must compensate Trust Beneficiaries, the land should 
be put to its "highest and best" use, and is intended to be used to fund Common Schools and 12 other 
trustees providing foundational public services within the state. 
 
State trust land is subject to acquisition and private development; as I-11 and "urban sprawl" continue 
into the County's western portion, the need for preserving critical wildlife corridors is increasingly 
urgent. 
 
 
1Arizona State Land Department, Our Agency & Mission. Retrieved from:  https://land.az.gov/our-agency-mission

PARK’S VISION 2030      |      194 
OPPORTUNITIES 
 
Hillside slope ordinances create a condition in which Open Space is the highest and best use for 
some State Trust Land. 
 
Undeveloped State Trust Land represents some of the best opportunities for creating critical 
wildlife linkages. 
 
Some of the pristine areas that buffer the regional parks is State Trust Land. There is an 
opportunity for the County to identify scenic corridors through some of these parcels to ensure 
the maintained quality of park user experience and ecosystems.  
 
Daisy Mountain is an example of State Trust Land that affords an opportunity for partnership 
between ASLD and the Maricopa County Parks and Recreation Department. Based on the 
topography of the mountain, hillside slope ordinances make the associated parcels less 
feasible for development. While the land is still publicly owned, a temporary use and 
management agreement could be established to formalize hiking and other recreational uses of 
the area. 
Figure 30 - Maricopa County Surface Management Responsibility Map

195       |      PARK’S VISION 2030  
FEDERAL LANDS 
BUREAU OF LAND MANAGEMENT (BLM) 
The BLM governs an eighth of the United States’ land mass, including 12.1 million acres in the state of 
Arizona. BLM manages outdoor recreation, livestock grazing on 9,224 square miles within Maricopa 
County. Representing 29% of the County’s area, the vast majority of BLM Land in the SSMP area is 
located in the western half of the County. 
 
BLM Land that is included in the SSMP planning area is broken into 4 distinct planning areas, including 
Agua Fria National Monument, Bradshaw-Harquahala, Lower Sonoran, and Sonoran Desert National 
Monument.  
 
A Travel Management Plan is in development for the Hummingbird Springs and Big Horn Mountains 
area within the Bradshaw-Harquahala planning area. 
 
OPPORTUNITIES 
General Opportunities 
 
Develop a cooperative management approach for strategically identified recreation areas in 
partnership with the BLM. 
 
Vulture Mountain campground facilities are a model of partnership opportunity to implement 
buffer zones and provide amenities on smaller parcels leased by the County (RPP Act Lease). 
 
Identifies a buffer zone, approximately 2 miles wide, around BLM lands designated as 
wilderness areas. 
 
Implement additional regional trail connections. 
 
Develop an OHV-Use areas cooperative management strategy in partnership with the BLM, City 
of Buckeye, and USFS.  
 
Develop a target-shooting cooperative management strategy in partnership with the BLM, the 
City of Buckeye, and USFS.  
 
Protect lease lands for both recreational and conservation uses prior to the further development 
of Interstate 11 (I-11) corridor, which will bring additional growth and development to the west 
valley, including within current BLM land.  
Regional Service Opportunities 
 
Protect habitat for wildlife movement between large wilderness areas and within the Lake 
Pleasant RCA. Provide multi-use path/trail connections through these corridors. 
 
Provide system-wide connections between Regional Parks for both humans and wildlife. 
 
Develop a Regional Trailhead and Park at the Vulture Mountains. 
 
Develop Regional Trailheads and a Park at the Big Horn Mountains Wilderness and 
Hummingbird Springs Wilderness. 
 
Extend the park system east to Eagletail Mountains. 
 
Expand LPRP and corresponding services into surrounding BLM Land. 
 
Develop Regional Trailheads and the park at Signal Mountain/Woolsey Peak. 
 
Create additional access points within the Sonoran Desert National Monument. 
 
Expand BHRP area.

PARK’S VISION 2030      |      196 
 
 
 
 
 
Figure 31 - Bureau of Land Management

197       |      PARK’S VISION 2030  
 
TONTO NATIONAL FOREST (TNF) 
TRAVEL MANAGEMENT PLAN (2021)  
Travel Management Plans first became required in 2005, when the United States Forest Service (USFS) 
published the Final Travel Management Rule, which provided travel management regulations governing 
off-highway vehicles and other motor vehicles on national forests and grasslands. The final rule was a 
response to increases in use of off-highway vehicles (OHVs) and the corresponding deterioration of 
forest resources caused by 20 years of unmanaged OHV use.  
 
The Tonto National Forest approved the Travel Management Plan Record of Decision in October 2021. 
This plan provides a system of roads, trails and areas designated for motor vehicle use within the 
Forest. With this Travel Management Plan, four new OHV permit zones will be established within the 
Forest. This is a response to increasingly high OHV use throughout the Forest, especially in the new 
Figure 32 - Bureau of Land Management

PARK’S VISION 2030      |      198 
permit zone areas, all located within Maricopa County. All other previously authorized uses are still 
permitted in the new OHV permit zones.  
 
LAND MANAGEMENT PLAN (2022) 
The 2022 Forest Management Plan is TNF’s first updated plan since 1985. This plan is the principal 
document that guides management on the Tonto National Forest to achieve the agency mission is the 
Land and Resource Management Plan (also referred to as the “forest plan”).  
 
ARIZONA NATIONAL SCENIC TRAIL (ARIZONA TRAIL) 
The 800-mile Arizona Trail is runs through the entire length of the state, connecting Mexico to Utah. 
Eighty-five percent of the trail is located on federal land and the entire segment of the trail that passes 
through Maricopa County is within the TNF.  
 
OPPORTUNITIES 
General Opportunities 
 
Recreation Interface Transition Zone (RITZ) 
o RITZ Definition: A high-use recreation area where developed and undeveloped areas meet.  
o Implement a buffer, approximately five miles wide, from the urban interface into the Forest  
o Work with cities/towns to establish development buffers to protect natural open space. Plan 
adjustment for population growth. 
 
Implement best management practices and partnerships with the County for trail maintenance 
and management of high use areas. An example of a similar relationship between the County 
and the Forest can be seen at the Usery Mountain Regional Park Wind Cave Trail. 
 
Explore development of additional multi-use trails and access points.  
 
Assist TNF with development and management of trailheads and wayfinding. 
 
Explore options for increased wildlife connectivity and habitat/ecosystem health. 
 
Partner with TNF, BLM, and the ASLD to manage unauthorized OHV use. 
 
Continue sharing updates from Maricopa County Planning and Development for a 3-mile buffer 
to Tonto National Forest.  
Regional Service Opportunities 
 
Assist TNF in development and management of regional recreation services at Seven Springs 
 
Develop Regional multi-use connection at Skunk Creek Wash to connect TNF to Daisy Mountain. 
Protect riparian habitat. 
 
Develop Regional multi-use connection at Little Squaw Creek Mesa to connect TNF to Table 
Mesa. 
 
Establish a conservation area along the Salt River Corridor west of Horseshoe Bend.

199       |      PARK’S VISION 2030  
 
 
Figure 33 - Tonto National Forest - Travel Management Plan (upper) and Arizona National Scenic Trail (lower)

PARK’S VISION 2030      |      200 
TRIBAL LANDS 
Tribal nations are sovereign nations. There are 22 federally recognized tribes in Arizona, with three in 
Maricopa County that consist of approximately 5% of the land area of the County (2016 Vision 2030 
plan pg. 20).   
 
Tribal nations within Maricopa County include: 
 
Salt River Pima-Maricopa Indian Community 
 
Gila River Indian Community 
 
Fort McDowell Yavapai Nation 
 
Tohono O’Odham 
 
Ak-Chin Indian Community 
As sovereign nations, tribal communities are not subject to the regulations and policies of the County. 
Below is a brief overview of the tribal communities in Maricopa County based on desktop research as 
well as through stakeholder meetings and discussions. The identified opportunities are provided as 
suggestions and are not intended to direct or prescribe tribal action.  
 
With tribal lands concentrated between the municipal development of the Phoenix Metropolitan Area 
and Open Space, the protection of wildlife corridors coordination is an opportunity for collaboration. If 
recreation collaboration opportunities arise in the future, the MCPRD will be a willing partner to 
coordinate and enhance regional recreation and connectivity opportunities.   
 
Below, brief descriptions of each tribe have been sourced from each nations’ public website or provided 
by a community representative. For more information about Tribal lands in Maricopa County and 
elsewhere in Arizona, visit www.aztribaltransportation.org.  
 
AK-CHIN INDIAN COMMUNITY 
Ak-Chin Indian Community is located southwest of the City of Maricopa, which is located directly south 
of South Mountain after being buffered by the Gila River Indian Community.   
 
“The Ak-Chin Indian Community was established by the U.S. Government in 1912 when 
President Taft signed for a reservation of 47,600 acres, which was reduced to less than 22,000 
the following year. Our tribe’s government was formed in 1961 under the Indian Reorganization 
Act of 1934. In a 1984 federal settlement, we gained water rights to the Colorado River, enabling 
us to continue using irrigation to support our agriculture and other needs.”2 
 
 
FORT MCDOWELL YAVAPAI NATION  
The Fort McDowell Yavapai Nation is in the northeast portion of the County, east of McDowell Mountain 
Regional Park.   
 
“The Fort McDowell Yavapai Nation is a 950-member Native American tribe that calls Central 
Arizona’s upper Sonoran Desert home. Located to the northeast of Phoenix within Maricopa 
County, Arizona, the 40-square mile reservation is a small part of the ancestral territory of the 
 
2 https://www.ak-chin.nsn.us/about/

201       |      PARK’S VISION 2030  
once nomadic Yavapai people, who hunted and gathered food in a vast area of Arizona’s desert 
lowlands and mountainous Mogollon Rim country.”3 
 
OPPORTUNITIES 
 
Location on the order of Tonto National Forest and “RITZ” presents an opportunity for 
coordination and collaboration. 
GILA RIVER INDIAN COMMUNITY 
The Gila River Indian Community is located south of the Phoenix metropolitan area, approximately 34 
miles south of Sky Harbor International Airport. The reservation boundaries span from east of Estrella 
Mountain Regional Park to east of San Tan Mountain Regional Park.  
 
“Today the people who now reside within the reservation of the Gila River Indian Community the 
Pima and Maricopa are in the planning stages of an irrigation project of monumental 
proportions. The plans are to establish an irrigation system to deliver water to 146,300 acres. 
From District 1 in the Blackwater area to the farms of the Pee-Posh in District Seven. It will again 
take the effort of all the people to make major decisions, just like in the old days. There will be 
impacts to the community members in many ways and they will all have to be addressed. It will 
take years to complete but in the end the community members will once again hear the sweet 
music of rushing water.”4 
 
The Hohokam Pima National Monument is an ancient Hohokam village within the Gila River Indian 
Community that is open to the public. 
 
OPPORTUNITIES 
 
Explore recreation and open space coordination opportunities with Community Land bordering 
Estrella Regional Park. 
 
Continue restoration efforts to remove invasive and noxious species form the Salt River 
Corridor, including tamarisk, that chokes out important native species in riparian areas. 
 
SALT RIVER PIMA-MARICOPA INDIAN COMMUNITY 
The Salt River Pima-Maricopa Indian Community is more centrally located in the Phoenix metropolitan 
area, directly east of Scottsdale at Pima Road. It spans from the Salt River to south of Shea Blvd. east 
of Paradise Valley and south of Fountain Hills.  
 
From Salt River Pima-Maricopa Indian Community –  
 
The Salt River Pima-Maricopa Indian Community (SRPMIC or Community) is dedicated to the 
protection of wildlife and their habitat and securing and enhancing open spaces within SRPMIC 
boundaries. The Community works continuously to restore its riparian and natural preserve 
areas through grants and self-funded projects. Throughout the years, the SRPMIC has 
completed various medium to large-scale efforts that protect streams, create wetlands, build 
habitat for wildlife use, and enhance spaces for Tribal cultural and recreational use. Some of 
 
3 https://www.fmyn.org/  
4 https://www.gilariver.org/index.php/about/history

PARK’S VISION 2030      |      202 
these efforts include the removal of thousands of square feet of invasive plant species (mainly 
salt cedar), the revegetation of areas with native plants, the removal of illegal dump sites, and 
riverbank stabilization and erosion control. The Community has also been diligent in providing 
quality environmental outreach and education to Tribal members to enhance stewardship and 
further promote the strong ties of its people to the wildlife and natural resources around them. 
SRPMIC is a sovereign nation, and Tribal land other than promoted entertainment and government 
services spaces are not open to the public. 
 
 
TOHONO O’ODHAM NATION 
The Tohono O’odham Nation is in Maricopa and Pima counties. A relatively small portion of the 
reservation is in the southernmost part of Maricopa County. 
 
“The Tohono O’odham Nation is a federally-recognized tribe that includes approximately 28,000 
members occupying tribal lands in Southwestern Arizona. The Nation is the second largest 
reservations in Arizona in both population and geographical size, with a land base of 2.8 million 
acres and 4,460 square miles, approximately the size of the State of Connecticut. Its four non-
contiguous segments total more than 2.8 million acres at an elevation of 2,674 feet.”5 
 
OPPORTUNITIES 
 
Explore coordination efforts to provide recreation and preservation along the southeast edge of 
Sonoran Desert National Monument, the Tohono O’Odham, the BLM, National Forest Service, 
and County. 
 
 
 
5 http://www.tonation-nsn.gov/about-tohono-oodham-nation/

203       |      PARK’S VISION 2030  
 
Figure 34 - Tribal Land

PARKS VISION 2030      |      204  
APPENDIX D - PV 2030 PUBLIC INPUT SURVEY SUMMARY 
How can Maricopa County Parks and Recreation contribute to improving community, health, 
well-being and enhancing the quality of life in Maricopa County? 
 
ACCESSIBILITY (139) 
 
Comments relating to accessibility ranged from:  
o Increasing accessibility for various disabilities,  
o Providing access for a more diverse population, 
o Making natural outdoor spaces accessible, attainable, and affordable,   
o Increasing access to those who do not normally get out into nature,  
o Developing partnerships with schools with high percentages of free/reduced meals 
with transportation and educational walks in the parks as field trips. 
MAINTENANCE (95) 
Most comments regarding maintenance focused on maintaining existing trails and providing 
clean and safe parks.  
MARKETING (63) 
 
Several comments regarding marketing. Suggestions included:  
o Advertising nature hikes and the health and wellness benefits,  
o Information on amenities and activities offered in the parks,  
o Opportunities to provide access for those who may otherwise not come to the parks,  
o Information where people with disabilities can experience the parks, and  
o Creating a more prominent presence on social media.  
CONSERVATION (60) 
 
Comments on conservation included:  
o Preserving natural areas and open spaces.  
o Protecting open space ahead of development and protecting riparian and wash 
habitats.  
o Additionally, protecting river corridors and greenway connections between parks and 
providing a peaceful and serene environment away from city sights, noise, and 
smells benefit physical and mental health.  
o Create buffers between the parks and developments, including TNF and BLM 
recreation lands.  
o The ecosystem's health and protecting critical wildlife linkages through open space 
acquisition.   
ACTIVITIES (54) 
 
Comments also focused on the following:  
o Activities that MCPRD could promote programs such as bird walks, education biking 
tours, etc., that get folks outdoors to learn about cultural and natural resources.  
o Provide more exercise programs, such as Tai Chi or places for yoga and meditation, 
and shade where possible.  
o Offering opportunities for people to rent gear and help remove barriers to entry for 
recreational opportunities such as kayaking, biking, or camping.  
o Increase workout equipment on trails/paths and increase citizen science program 
offerings.

205      |      PARKS VISION 2030 
PARK EXPANSION (40) 
 
Comments on park expansion included:  
o Requests and suggestions on funding the development of parks, trails, and open 
spaces.  
o Expanding the park system and protecting critical wildlife and river corridors is 
imperative.  
 
TRAILS (26) 
 
Comments about trails included:  
o Adding more miles of trails with 
varying difficulties.  
o Maintaining the trails, adding 
wayfinding signage, provide more 
safe, walkable tracks, paths, and 
trails throughout the parks.  
o Adding trails for e-bikes and 
scooters, and  
o Providing more parking at popular 
trailheads.  
BIKING (21) 
 
Biking included concerns about:  
o 
User conflicts due to various 
speeds of activity on the trails, 
including requests for new separate trails for equestrians and mountain bikers.  
 
The need for more competitive tracks and more urban trail systems that link with the 
parks and keep pedestrians and bikers safe and off city streets.  
o 
Grade-separated street crossings could help curb biking accidents.  
o 
A few comments referenced E-bikes having access to all trails.  
EVENTS (20) 
 
Numerous ideas for events were submitted, including:  
o 
Hosting orientation events about the parks to learn what is available,  
o 
Organized group walks or hikes,  
o 
Quarterly "get to know us" programs,   
o 
Increasing recreational events for all ages, and  
o 
Providing natural spaces where a family can gather.  
EDUCATION (18) 
 
Education comments included ideas for educating those new to the region on "how to 
enjoy the resource without creating more damage." 
 
Others mentioned guided hikes and expanded educational outreach programs to 
schools to teach youth about nature.  
SAFETY (13) 
 
For safety, comments included:  
o 
Following rules and regulations,  
o 
Keeping open space secured from lawlessness,  
Dixie Mine Trail at McDowell Mountain Regional Park.

PARKS VISION 2030      |      206  
o 
Ensuring parks are safe for everyone by having a presence or regular patrol of 
interpretive rangers.  
PARTNERING (10) 
 
Suggestions about partnering ranged from:  
o 
Advertising the parks by partnering with county public health and animal care 
departments to promote their health and wellness programs and adopt pets.  
o 
Improving the urban environment by partnering with the Flood Control District to 
focus on mini-parks and green infrastructure could benefit the communities and 
ecosystem.  
 
ARE THERE ANY SEGMENTS OF THE COMMUNITY THAT NEED 
TO BE BETTER SERVED BY THE COUNTY’S PARKS 
DEPARTMENT? IF SO, WHO AND WHY?  
 
Many comments related to accessibility, specifically accommodation in improving 
wheelchair access with a widened walkway and ensuring at least one trail system per 
park can be accessible. Additionally, many comments referenced better serving various 
demographic groups. In contrast, others commented on providing access and programs 
for specific user groups.   
UNDERPRIVLEGED POPULATIONS 
 
Underprivileged comments focused on the following:  
o Kids within urban metro areas may not have access to high-quality natural areas nearby, 
and parent(s) who are too busy working and cannot afford simple fees to enroll them in 
nature programs.  
o Recommendations on providing access to economically and socially struggling 
communities, including those of color, Latino, and indigenous communities.   
o Specific areas within the valley are underserved, including those living along or near the 
Salt River in Central Phoenix.  
o Public transportation is important to access the parks, providing those in the central city 
with education and recreation. 
ENTRY FEES AS AN ECONOMIC BARRIER 
 
Comments regarding entry fees ranged from:  
o 
The day-use fee was a barrier to entry for some.  
o 
Fee reduction suggestions for low-income individuals, Veterans, and senior 
populations.  
o 
Free days for County residents.  
o 
Access was noted as lacking or insufficient for public transit, preventing many 
people from individuals from visiting the parks. 
PROVIDING UNIVERSAL ACCESS 
 
Improving the trails and accommodations for all groups, including the MT system.  
 
There was an interest that the parks should focus on maintaining the natural simplicity 
of the park without adding every sporting event.

207      |      PARKS VISION 2030 
SPECIFIC USER GROUPS 
 
Mountain bikers requested the development 
of new trails, competitive tracks, and youth 
mountain biking programs.  
 
Equestrian comments included separated 
trails without motorized use, better horse 
watering systems, and drinking fountains.  
 
Other requested trails in EMRP without 
equestrian use.  
 
Disc golf stated the need for more course 
locations.  
 
Another group commented on the need for 
off-road recreation activities and pointed out 
that the County continues to mitigate areas 
with no designated off-road recreation opportunities. 
 
Water sports access at LPRP, many recommendations for small watercraft 
accommodations, including:  
o 
Adding multiple piers dedicated to non-motorized crafts, 
o 
Adding a floating island dock, 
o 
Open space and dedicated beach for windsurfing/ canoe/kayak setup, and  
o 
An equitable fee structure for hard shell kayaks, paddle boards, and inflatable 
boats and boards. Currently, there is no charge for inflatables.  
PARK STEWARDS 
 
Various educational programs educate the public on becoming stewards of the 
environment and encourage youth to spend time in nature. Examples include: 
o 
More school interaction - at the schools and field trips to the parks. 
o 
More on Leave No Trace education. 
o 
Teach about the importance of the ecosystem. 
o 
More interactive and hands-on outreach programs that encourage curiosity in the 
natural environment. 
 
Environmentally friendly horticulture /indigenous farming practices. 
 
Participation by MCPRD at Community outreach events (share maps, and highlights of 
park features). 
COMMUNITY COMMUNICATIONS 
 
Marketing was an opportunity to share information about the System and help all public 
segments know about offerings and the benefits of spending time in nature.  
 
A few responses suggested prospects for partnering to help better serve the community, 
including:  
o 
For an equitable approach, seek partnerships that improve access the lowest-
income communities. 
 
Recommendation for MCPRD to work with the Maricopa Association of Governments on 
parks and recreation standards in:  
o 
Trail ratings,  
o 
Signage, and  
o 
Connectivity across communities, including public transportation, so access is 
not limited to only those possessing a vehicle.  
Interpretive hike in the Spur Cross Ranch Conservation 
Area.

PARKS VISION 2030      |      208  
ACCESS FROM NEW DEVELOPMENT 
 
Other comments focused on park access from new development, including expansion of 
parks, trails, and open space.  
 
New housing developments need more green space, and many new developments 
should have greater open space regulations that allow for more parks. Suggestions 
include:  
o 
The purchase of additional land with future growth patterns in mind ensures 
residents have access to the park and build the subdivisions around park access 
points, not the other way around.  
 
Improve access to open parkland or natural desert spaces through pocket parks, multi-
use trails adjacent to roadways, and incorporating parkland strips into all new 
developments.  
SPECIAL ACCOMMODATION 
 
Camping sites are difficult to find as 
they are booked and filled quickly and 
can be challenging for residents.  
 
Allow residents to rent last-minute 
campsites.  
WILDLIFE 
 
A focus on wildlife and habitat 
protection is needs.  
 
Wildlife viewing within their natural 
environment is an important reason for 
visiting.   
 
TEN YEARS FROM NOW, WHAT 
ARE THE MOST IMPORTANT ACTIONS YOU HOPE THE COUNTY 
PARKS DEPARTMENT WOULD HAVE ACCOMPLISHED? 
 
This question gets at the heart of this planning process. Respondents were asked 
specifically about the future and provided over 700 comments. Many of the responses 
here are seen and described in some form in the previous open-ended questions. Still, 
the number of responses can be categorized to assist in prioritizing future actions. The 
following are categorized responses ordered by general magnitude. Many comments 
contained responses that could fit multiple categories, but the overall priorities and main 
categories were relatively consistent. 
MAINTAINING EXISTING PARKS was a consistent and high-priority theme.  
 
Some of the comments that expressed the overall tenor of this theme included 
maintaining existing facilities, infrastructure and current land/trails, investing in 
sustainable projects, plan regional recreation while protecting resources. 
EXPAND A REGIONAL SYSTEM  
 
Was ranked similarly to park maintenance and was equally important; most notable was 
the need to keep up with the increasing population by acquiring more land to expand or 
add parks, including trails, by working with regional jurisdictions for a linked system. 
Campers at McDowell Mountain Regional Park.

209      |      PARKS VISION 2030 
CONSERVATION OF NATURAL RESOURCES  
 
Was ranked nearly equally with maintenance and expansion; standing out is protecting 
the natural and water resources, such as removing invasive species, fire prevention, and 
addressing development encroachment.   
PROVIDE GREATER ACCESS  
 
For all populations of current and future visitors by increasing access to 
underrepresented communities.  
OTHER COMMENTS  
 
Multiple responses included having adequate enforcement, a safe environment, 
programming, added camping spaces, and more water-based opportunities

Maricopa County’s regional parks provide beautiful open spaces to connect with nature:
Cave Creek, AZ 85331
41402 N. 87th Avenue
Buckeye, AZ 85326
37019 N. Lava Lane
 
26700 W. Buckeye Hills Drive
(602) 372-7470
Cave Creek Regional Park
23280 N. 43rd Avenue
(602) 506-2930 ext. 6
Glendale, AZ 85310
(602) 506-2930 ext 8
Peoria, AZ 85383
Desert Outdoor Center at Lake 
Pleasant
Buckeye Hills Regional Park
(602) 506-2930 ext. 8
Adobe Dam Regional Park
Wickenburg, AZ 85390
Lake Pleasant Regional Park
14805 W. Vineyard Ave.
41835 N. Castle Hot Springs Rd.
(602) 506-2930 ext. 1
(602) 506-2930 ext. 9
Estrella Mountain Regional Park
Goodyear, AZ 85338
(602) 506-2930 ext. 6
49614 U.S. Hwy. 60 89
Morristown, AZ 85342
Hassayampa River Preserve
Cave Creek, AZ 85331
Spur Cross Ranch Conservation 
Area
44000 N. Spur Cross Road
(602) 506-2930 ext 8
6533 W. Phillips Road
Queen Creek, AZ 85142
16300 McDowell Mtn. Park Dr.
Fountain Hills, AZ 85268
(602) 506-2930 ext 3
McDowell Mountain Regional Park
San Tan Mountain Regional Park
(602) 506-2930 ext 7
Vulture Mountains Recreation Area
(602) 506-2930
White Tank Mountain Regional 
Park
20304 W. White Tank Mountain 
Road
Waddell, AZ 85355
Usery Mountain Regional Park
Mesa, AZ 85207
3939 N. Usery Pass Rd.
(602) 506-2930 ext 4
Located South of Us60
Wickenburg, AZ 85390
(602) 506-2930 ext. 5