Supporting Document (64ded1ce...)

Item 7
CITY COUNGIl
REPORT
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Meeting Date:
General Plan Element: 
General Plan Goal:
March 24, 2026 
Economic Vitality
Sustain Scottsdale as a tourist destination
ACTION
Adopt Resolution No. 13587 approving the WestWorld Strategic Plan, which focuses on clarity of mission, 
operational excellence, and enhanced visibility in a competitive regional and national event market, in 
support of the Vision to "Bring the modern West to Scottsdale as its premier event-driven economic engine".
BACKGROUND
WestWorld is a signature public event venue and a vital component of the City's tourism, economic 
development, and cultural portfolio. The facility hosts a diverse range of activities, including internationally 
recognized equestrian and automotive events, community festivals, and other public gatherings, all of which 
contribute to the City's economic vitality and quality of life.
A strategic plan establishes a structured framework for long-term decision-making by defining an 
organization's mission, strategic priorities, and implementation actions. It informs policy direction, supports 
resource allocation, and guides operational and capital planning. For WestWorld, the Strategic Plan shifts the 
focus from near-term operational considerations to long-range sustainability, market competitiveness, and 
community benefit. To support long-term planning aligned with City Council goals, the City of Scottsdale, 
retained Keen Independent to prepare a comprehensive Strategic Plan for WestWorld to guide future 
management and investment decisions.
The WestWorld Strategic Plan identified opportunities to strengthen the venue's role as a premier 
destination. The recommended strategic direction emphasizes clarity of mission, operational excellence, and 
enhanced market visibility to maintain competitiveness at the regional and national levels.
The WestWorld Strategic Plan identified four strategic priorities to meet the Vision over the next five years, 
which include:
1. Compete for the best;
2. Strengthen and unify our organization;
3. 
Engage the City and region; and
4. 
Plan for the future.
As a cornerstone of Scottsdale's tourism and cultural strategy, WestWorld is positioned to continue 
generating economic impact while preserving its equestrian heritage and expanding its function as a flexible, 
multi-use public venue.
Blueink Bundle ID: BsxE8P5W2H

City Council Report | WestWorld Strategic Plan
ANALYSIS AND ASSESSMENT
Keen Independent facilitated the creation of the WestWorld Strategic Plan, which includes a comprehensive 
assessment of existing conditions, operational challenges, and future opportunities. This strategic planning 
process was informed by market analysis, key performance indicators, stakeholder and community feedback, 
relevant City planning documents, and benchmarked against similar facilities. Attached is the Executive 
Summary, which outlines the key details, and the full report for reference.
OPTIONS & STAFF RECOMMENDATION
Staff recommends the adoption of Resolution No. 13587
RESPONSIBLE DEPARTMENT(S)
Enterprise Operations Department, WestWorld Division
STAFF CONTACT(S)
Will Lofdahl, WestWorld General Manager, (480) 312-6807; wlofdahl(S)ScottsdaleAZ.gov
APPROVED BY
3/10/26 07:37 MST
Judy Doyle, Deputy City Manager 
480-312-2691, idovle(S)scottsdaleaz.gov
Greg Caton, City Manager 
480-312-7759, gcaton@scottsdaleaz.gov
ATTACHMENTS
1. 
Resolution No. 13587
2. WestWorld Strategic Plan - Executive Summary
3. WestWorld Strategic Plan - Full Report
Blueink Bundle ID: BsxE8P5W2H
Date
3/10/26 07:39 MST
Date
Page 2 of 2

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RESOLUTION NO. 13587
A RESOLUTION OF THE COUNCIL OF THE CITY OF SCOTTSDALE, 
MARICOPA COUNTY, ARIZONA, APPROVING THE WESTWORLD 
STRATEGIC PLAN, WHICH FOCUSES ON CLARITY OF MISSION, 
OPERATIONAL EXCELLENCE, AND ENHANCED VISIBILITY IN A 
COMPETITIVE REGIONAL AND NATIONAL EVENT MARKET, IN 
SUPORT OF THE VISION TO “BRING THE MODERN WEST TO 
SCOTTSDALE AS ITS PREMIER EVENT-DRIVEN ECONOMIC 
ENGINE.”
WHEREAS, The City retained Keen Independents prepare a comprehensive Strategic Plan 
for WestWorld to guide future management and investment decisions; and
WHEREAS, The WestWorld Strategic Plan identified opportunities to strengthen the venue’s 
role as a premier destination by shifting the focus from near-term operational considerations to 
long-range sustainability, market competitiveness, and community benefit;
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Scottsdale, Maricopa 
County, Arizona, as follows:
Section 1. That the Council authorizes adoption of Resolution No. 13587 approving the 
WestWorld Strategic Plan, which focuses on clarity of mission, operational excellence, and 
enhanced visibility in a competitive regional and national event market, in support of the Vision to 
“Bring the modern West to Scottsdale as its premier event-driven economic engine.”
PASSED AND ADOPTED by the Council of the City of Scottsdale, Maricopa County, 
Arizona this____day of__________________ , 2026.
ATTEST:
Ben Lane, City Clerk 
APPROVED AS TO FORM:
CITY OF SCOTTSDALE, an Arizona 
municipal corporation
Lisa Borowsky, Mayor
Luis E. Santaella,''lnterim City Attorney 
By: William Hylen, Deputy City Attorney
18975809
Page 1 of 1
ATTACHMENT 1

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OUR VISION
In support of the City of 
Scottsdale’s vision, 
WestWorld will:
Bring the modern 
West to Scottsdale 
as its premier 
event-driven 
economic engine
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OUR VALUES
At WestWorld, we hold our staff, contractors and 
volunteers to a high standard. We are:
ACCOUNTABLE 
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Exhibit ownership, understanding, honesty and follow-through.
^ FLEXIBLE
\\ Highlight adaptability in a rapidly changing event world.
^ COLLABORATIVE
Ensure a producer friendly environment with strong internal and 
external partnerships.
^ SERVICE ORIENTED
Demonstrate respect and thoughtfulness in all interactions with a 
strong commitment to success.
STEWARDS
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OUR STRATEGIC PRIORITIES 
2026-2031
As we work toward our vision and 
fulfill our mission and values, our 
strategic priorities will be:
■ Compete for the best
■ Strengthen and unify 
our organization
■ Engage City and region
■ Plan for the future

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OUR PLAN
The following pages sunnmarize the 
key objectives related to each 
strategic priority that we will tackle 
over the next five years. Our 
implementation plan will guide us 
through this work. It details 
corresponding tactics for each 
objective, assigns responsibility, sets 
timelines and defines metrics and 
other indicators that will help us 
know if we have been successful.

Strategic Priority 1:
Compete for the best
OBJECTIVES:
■ Establish event profile criteria.
■ Identify and pursue the best type of 
programming for WestWorld.
■ Enhance the producer experience.
■ Use facilities more efficiently and strategically.
■ Address immediate maintenance and 
equipment upgrade needs.

Strategic Priority 2:
Strengthen and unify our organization
OBJECTIVES:
■ Improve consistency across all 
business processes.
■ Improve communication throughout 
the customer journey.
■ Build a consistent, effective training 
experience for all staff.
■ Strengthen staff cohesion.
■ Instill venue management culture.
■ Evaluate and optimize staffing.
■ Strengthen internal partnerships 
within the City.

strategic Priority 3:
Engage the City and region
OBJECTIVES:
■ Tell the story of WestWorld.
■ Be neighborly.
■ Improve visibility and wayfinding.
■ Engage internally with City stakeholders.

strategic Priority 4:
Plan for the future
OBJECTIVES:
■ Strengthen long-term asset and 
capital planning
■ Strengthen long-term business planning
■ Strengthen risk management and 
emergency preparedness

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Table of 
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SECTION 1. INTRODUCTION 
SECTION 2. EXECUTIVE SUMMARY
Our Vision............................................................................................................ 2-1
Our Mission..........................................................................................................2-2
Our Values............................................................................................................2-3
Strategic Priorities, 2026-2031.......................................................................... 2-4
Priority 1; Compete for the best......................................................................... 2-6
Priority 2: Strengthen and unify our organization.........................................2-7
Priority 3: Engage City and region.................................................................... 2-8
Priority 4: Plan for the future.............................................................................2-9
SECTION 3. KEY ISSUES SUMMARY 
SECTION 4. IMPLEMENTATION PLAN 
SECTION 5. APPENDICES
Summary of Appendices...................................................................................5-1
Appendix A: Market Analysis.............................................................................A-1
Appendix B: Summary of Key Performance Indicators..................................B-1
Appendix C: Summary of Relevant Plans....................................................... C-1
Appendix D; Community Feedback................................................................ D-1
Appendix E: User and Key Stakeholder Feedback......................................... E-1
Appendix F: Benchmark Research.................................................................... F-1
Appendix G: Implementation Tracking.......................................................... G-1
Cover photo credits: WestWorld of Scottsdale

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SECTION 1
Introduction
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SECTION 1. Introduction
The City of Scottsdale engaged Keen Independent Research LLCto 
guide a strategic planning process for its multipurpose event venue, 
WestWorld of Scottsdale (WestWorld).
Approach and Outcome
WestWorld worked with Keen Independent between January 2025 and 
March 2026 to develop WestWorld's strategic plan. City leadership 
reviewed and provided input on initial findings and draft deliverables. 
WestWorld staff and longstanding event producers participated in a 
full-day visioning session to workshop concepts for a revised mission, as 
well as a new vision and to define values and strategic priorities. In a 
subsequent action planning workshop, staff continued an iterative 
revision process to WestWorld's mission, vision and values and began 
developing strategic priorities and objectives.
The resulting strategic plan establishes an exciting new vision and 
mission; sets strategic priorities; defines measurable goals and tactics; 
and presents an implementation plan that will guide the work of the 
venue from 2026 to 2031.
Dear WestWorld Stakeholders,
On behalf of the WestWorld of Scottsdale team, I am pleased to present 
the WestWorld of Scottsdale Strategic Plan. This plan represents an 
important milestone for our organization and provides a clear, 
forward-looking framework to guide WestWorld's continued evolution 
as one of the City of Scottsdale's premier "windows to the world."
WestWorld of Scottsdale is a nearly 400-acre, city-owned event campus 
that hosts approximately 80 equestrian and non-equestrian events each 
year. From globally recognized signature events such as the Barrett- 
Jackson Auto Auction, the Scottsdale Arabian Horse Show, and the 
Arizona Sun Circuit, to a wide range of community and specialty events.
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WestWorld plays a vital role in advancing Scottsdale's reputation, 
economic vitality, and quality of life.
The purpose of this Strategic Plan is to define WestWorld's long-term 
vision, establish clear and measurable goals, and create a practical 
roadmap with actionable steps to achieve them. The plan is designed to 
ensure that resources are aligned, efforts are focused, risks are 
identified and mitigated, and progress can be evaluated over time. Most 
importantly, it connects WestWorld's mission and vision to daily 
operations, enabling sustained success while positioning the facility to 
adapt to changing market conditions and community needs.
This effort would not have been possible without the generous support 
of the City of Scottsdale's Tourism Development Commission, whose 
funding made this strategic planning initiative possible. We are also 
grateful to the Mayor and City Council for their continued leadership and 
support of WestWorld and its role within the broader tourism and 
: economic development ecosystem of Scottsdale.
I would also like to extend my sincere appreciation to the WestWorld 
staff event partners, community stakeholders, and city departments 
who contributed their time, insight, and expertise throughout this 
process. Their thoughtful input and collaboration were instrumental in 
shaping a plan that is both aspirational and grounded in operational 
reality.
As we move forward, this Strategic Plan will serve as a guiding 
document to help ensure WestWorld remains a premier event 
destination, a strong community asset, and a driver of economic impact 
for the City of Scottsdale for years to come.
1
Respectfully,
Will Lofdahl 
General Manager, WestWorld of Scottsdale
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KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 1, PAGE 1

SECTION 1. Introduction
Methodology
Keen Independent used the following methods in the planning process.
Community engagement. Keen Independent conducted extensive 
virtual and in-person stakeholder engagement. Over 600 external 
stakeholders, including Scottsdale residents and WestWorld event 
attendees, shared their perspectives as part of this process through 
the following channels:
■ 
Community input survey, including intercept surveys at 
WestWorld events; and
■ 
Study hotline and email feedback.
Internal stakeholder engagement. Keen Independent gathered input 
from WestWorld staff. City leaders, event producers and vendors 
through the following methods;
■ 
In-depth interviews and focus groups;
■ 
Virtual input questionnaire for City staff;
■ 
In-person full-day visioning session with WestWorld staff and 
event producers;
■ 
In-person full-day action planning workshop with 
WestWorld staff; and
■ 
Draft plan presentation to City Council in a work session. 
Additional research. Keen Independent also:
■ 
Analyzed WestWorld budgets, attendance and other data;
■ 
Conducted market research including demographic analysis 
and population growth forecasting; and
■ 
Benchmarked similar venues in the region and nationally.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
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Intercept surveys at Barrett-Jackson Car Auction 
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SECTION 1, PAGE 2

SECTION 1. Introduction
Message from the Study Team
The strategic plan for WestWorld was made possible by City leadership 
and staff as weil as WestWorld's stakeholders and community 
members, inciuding the diverse residents of Scottsdale and attendees 
of WestWorld events.
City leadership. We recognize and thank City ieadership for providing 
support and oversight for this planning process.
Scottsdale City Council
■ 
Lisa Borowsky, Mayor;
■ 
Adam Kwasman, Vice Mayor;
■ 
Barry Graham, Councilmember;
■ 
Jan Dubauskas, Councilmember;
■ 
Kathy Littlefield, Councilmember;
■ 
Maryann McAllen, Councilmember; and
■ 
Solange Whitehead, Councilmember.
Scottsdale City Leadership
■ 
Greg Caton, City Manager; and
■ 
Judy Doyle, Deputy City Manager.
WestWorld Leadership
■ Will Lofdahl, WestWorld General Manager
WestWorld staff. WestWorld staff participated in multiple working 
sessions, including full-day strategic planning workshops, and helped 
shape this document.
Event producers. WestWorld event producers provided input through 
in-depth interviews and participation in a visioning session, which 
helped shape this document.
Community members and stakeholders. This project would not have 
been possible without the active participation of Scottsdale's 
community members and stakeholders who took time to lend their 
voices and ideas in interviews, focus groups and surveys.
Study team. Keen Independent Research, www.keenindependent.com, 
conducted the study. Team members included:
■ 
Alex Keen, Managing Principal; and
■ 
Jennifer Tuchband, General Manager and Senior Consultant.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 1, PAGE 3

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OUR VISION
I n su pport of the City of 
Scottsdale’s vision, 
WestWorld will:
Bring the modern 
West to Scottsdale 
as its premier 
event-driven 
economic engine
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OUR MISSION
In support of the City of 
Scottsdale’s nnission, 
WestWorld will:
Deliver success 
to Scottsdale 
with our diverse, 
high-impact 
equestrian and 
special event 
programming
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At WestWorld, we hold our staff, contractors 
and volunteers to a high standard. We are:
ACCOUNTABLE
Exhibit ownership, understanding, honesty and 
follow-through.
FLEXIBLE
Highlight adaptability in a rapidly changing 
event world.
COLLABORATIVE
Ensure a producer friendly environnnent with 
strong internal and external partnerships.
SERVICE ORIENTED
Dennonstrate respect and thoughtfulness in all 
interactions with a strong comnnitment to success.
STEWARDS
Manage all fornns of risk to guests, clients and 
City assets.

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OUR STRATEGIC PRIORITIES 
2026-2031
As we work toward our vision and 
fulfill our mission and values, our 
strategic priorities will be;
■ Compete for the best
■ Strengthen and unify 
our organization
■ Engage City and region
■ Plan for the future

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OUR PLAN
The following pages summarize the 
key objectives related to each 
strategic priority that we will tackle 
over the next five years. Our 
implementation plan will guide us 
through this work. It details 
corresponding tactics for each 
objective, assigns responsibility, sets 
timelines and defines metrics and 
other indicators that will help us 
<now if we have been successful.

Strategic Priority 1:
Compete for the best
OBJECTIVES:
■ Establish event profile criteria.
■ Identify and pursue the best type of 
progranaming for WestWorld.
■ Enhance the producer experience.
■ Use facilities more efficiently and strategically.
■ Address immediate maintenance and 
equipment upgrade needs.

Strategic Priority 2:
Strengthen and unify our organization
OBJECTIVES:
■ Improve consistency across all 
business processes.
■ Improve communication throughout 
the customer journey.
■ Build a consistent, effective training 
experience for all staff.
■ Strengthen staff cohesion.
■ Instill venue management culture.
■ Evaluate and optimize staffing.
■ Strengthen internal partnerships 
within the City.

strategic Priority 3:
Engage the City and region
OBJECTIVES:
■ Tell the story of WestWorld.
■ Be neighborly.
■ Improve visibility and wayfinding.
■ Engage internally with City stakeholders.

Strategic Priority 4:
Plan for the future
OBJECTIVES:
■ Strengthen long-term asset and 
capital planning
■ Strengthen long-term business planning
■ Strengthen risk management and 
emergency preparedness

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SECTION 3
Key Issues Summary
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SECTION 3. Key Issues Summary — Introduction
To identify key issues for WestWorld's strategic planning process, the
planning team analyzed:
■ 
Market conditions, including population demographics and 
forecasts, geographic reach and potential competitors and 
collaborators (see Appendix A);
■ 
Organizational background information, including key 
performance indicators (see Appendix B);
■ 
Relevant Scottsdale City plans with potential overlap with this 
strategic plan (see Appendix C);
Community feedback and perspectives gathered through a 
community survey, intercept surveys and online reviews 
(see Appendix D);
■ 
Stakeholder perspectives gathered through interviews, group 
discussions and a City-wide survey (see Appendix E); and
■ 
Benchmark case studies (see Appendix F).
Drawing on the project components above, the planning team created a 
working summary of strengths, weaknesses, opportunities and threats 
(SWOT analysis) and updated it as new findings emerged. Throughout 
the planning process, the SWOT analysis served as a summary of key 
issues to guide identification of priorities.
The table summarizing primary aspects of the SWOT analysis is provided 
on the next page, followed by a synthesis and description of pertinent 
information about each key issue.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
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SECTION 3, PAGE 1

3. Key Issues Summary — SWOT Analysis
3-1. WestWorld SWOT analysis summary
Strengths
Strong economic driver for Scottsdale and region
Flexible facilities and amenities
Diverse event offerings
Ample parking
Dedicated staff
Cleanliness and grounds upkeep
Opportunities
Maximizing major multi-day
events that contribute to economic impact
Telling the story of WestWorld and build visibility
Improving guest experience
Strengthening organizational knowledge
and capacity
Building collaboration and trust 
Planning and risk management
Weaknesses
Deferred maintenance and upgrades
Unclear identity and branding
Limited marketing visibility
Internal and external communication gaps
Parking operations and wayfinding
Food and beverage restrictions
Inconsistences in contracts and standard 
operating procedures
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Threats
Staff turnover and potential loss of institutional 
knowledge
Restrictions around bidding, contracting, marketing and 
other items hindering venue processes
Neighborhood complaints
Inadequate future planning
Safety, security and evolving risk for large events
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 3, PAGE 2

3. Key Issues Summary — Internal conditions
Internal conditions at WestWorld include staffing, events, services and 
physical assets. Often, internal conditions are factors that a venue has 
substantial control. This section describes the internal conditions that 
the research and planning process identified as WestWorld's 
primary strengths.
Strengths
strong economic driver for 
Scottsdale and region 
Flexible facilities and amenities 
Diverse event offerings 
Ample parking 
Dedicated staff
Cleanliness and grounds upkeep
Strengths
strong economic driver for Scottsdale and region. Community and 
stakeholder input consistently emphasized WestWorld's role as a 
meaningful contributor to Scottsdale's visitor economy and broader City 
prosperity. Participants pointed to the venue's ability to attract 
destination events that generate hotel stays, visitor spending and 
regional visibility, while also supporting local businesses and tax 
revenues. A 2024 study showed that WestWorld generated 
approximately $164 million in economic impact for the region that year. 
This economic value reinforces the importance of maintaining 
WestWorld's operational readiness and reliability as a host for 
high-impact events and clearly communicating how major events 
transiate into benefits for the City and region.
Flexible facilities and amenities. WestWorld's flexible mix of indoor 
and outdoor spaces, equestrian-specific assets and large-format event 
capacity represents a core competitive advantage that supports a wide 
range of event types and operating models. Community members and 
stakeholders consistently pointed to WestWorld's uniqueness in the 
region, inciuding its ability to host large signature events as well as 
smaller, specialized programs, creating opportunities to optimize the 
campus for both economic-impact events and community-facing 
programming as priorities and market needs evolve.
Diverse event offerings. Community and stakeholder feedback 
highlighted the value of WestWorld's balanced mix of equestrian and 
special events, noting that this range helps serve multiple audiences. 
Stakeholders emphasized that diverse programming supports resilience 
against market shifts and creates opportunities to refine the event mix 
over time, strengthening alignment with City priorities, economic 
impact goals and community benefits while maintaining appeal to both 
regional visitors and local residents.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 3, PAGE 3

3. Key Issues Summary — Internal conditions
Ample parking. WestWorld's parking supply is a significant operational 
asset, enabling large-attendance events and supporting flexible site use 
during peak periods. At the same time, feedback indicates that parking 
is not only a capacity issue but also an experience issue, making this 
strength most valuable when paired with clear wayfinding, traffic flow 
planning, staffing and communications that help guests arrive and 
depart smoothly.
Dedicated staff. Stakeholders and partners frequently described 
WestWorld staff as committed, responsive and invested in event 
success, which supports long-standing client relationships and repeat 
business. This service-oriented culture is a key strength to build on 
through training, clearer processes and internal coordination so that 
these efforts are reinforced by consistent standards and tools rather 
than relying solely on individual knowledge or workarounds.
Cleanliness and grounds maintenance. Community and stakeholder 
feedback consistently cited cleanliness and well-maintained grounds 
as important contributors to positive first impressions and overall 
event-day experiences at WestWorld. Participants noted that visible 
upkeep signals professionalism, care for City assets and respect for 
guests and producers. Maintaining this standard is important to 
protecting and enhancing WestWorld's reputation.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
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Outdoor events at WestWorld 
Source: WestWorld of Scottsdale
I .n
SECTION 3, PAGE 4

3. Key Issues Summary — Internal conditions
Next, we describe internal conditions that the planning process 
identified as weaknesses.
Weaknesses
■ 
Deferred maintenance 
and upgrades
■ 
Unclear identity and branding
■ 
Limited marketing visibility
■ 
Internal and external 
communication gaps
■ 
Parking operations and wayfinding
■ 
Food and beverage restrictions
■ 
Inconsistences in contracts and 
standard operating procedures
Weaknesses
Deferred maintenance and upgrades. Deferred maintenance and 
limited investment in upgrades can reduce efficiency, increase 
event-day friction and weaken WestWorld's competitiveness over time. 
Stakeholders described needs tied to functionality and experience 
(e.g., footing, technology, dust control, drainage, ADA access and other 
infrastructure), suggesting that near-term prioritization of "high-impact 
fixes" alongside a longer-term capital plan will be important for 
protecting existing signature events and attracting new opportunities.
Unclear identity and branding. WestWorld's identity and year-round 
value are not always well understood across audiences, which can dilute 
its market position and community connection. Community and 
stakeholder input suggests that many people primarily associate 
WestWorld with a small number of major events (e.g., Barrett-Jackson 
and Arabian Horse Show) and may be unaware of the breadth and 
quality of programming hosted throughout the year. A clearer, more 
consistent identity paired with messaging that highlights the full 
calendar, the variety of events and the venue's role for both visitors and 
residents could help build stronger awareness and understanding 
among community members and stakeholders.
Limited marketing visibility. Stakeholders noted that marketing is 
especially important for improving regional participation beyond 
signature events, strengthening the venue's brand presence year-round 
and helping residents understand what is happening on site, when it is 
happening and why it matters to the City.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 3, PAGE 5

3. Key Issues Summary— Internal conditions
Internal and external communication gaps. Communication 
challenges can create avoidable inefficiencies and inconsistent 
experiences. Stakeholders pointed to issues such as handoffs, timelines, 
clarity of responsibilities and event-day coordination. Addressing these 
gaps through standardized processes, shared tools and clear points of 
contact could improve producer confidence, staff effectiveness and 
overall reliability.
Parking operations and wayfinding. Even with ample parking, 
operational and wayfinding challenges can negatively shape first 
impressions and guest satisfaction, especially at large events. 
Community and stakeholder feedback indicates that signage, traffic 
flow, entry and exit management and on-site navigation can be 
improved. Implementing consistent wayfinding strategies and scalable 
parking operations plans could support accessibility and help deliver a 
more predictable experience across event types.
Food and beverage restrictions. Constraints related to food and 
beverage offerings can limit flexibility for event producers and affect 
guest satisfaction. Stakeholders also noted a structural challenge in 
which the contracted food and beverage vendor may have difficulty 
generating sufficient revenue at smaller events but remain obligated to 
provide service, which creates tension among service expectations, 
financial feasibility and event needs. Clarifying policies and exploring 
adaptable approaches (e.g., scaled service models, pre-set minimums or 
alternative options for small events where allowable) could enhance the 
overall event experience while supporting sustainable operations for 
both WestWorld and its food and beverage vendor.
Inconsistences in contracts and standard operating procedures.
Inconsistent contracts and standard operating procedures can increase 
uncertainty for producers, slow internal workflows and make outcomes 
dependent on individual staff knowledge. Stakeholders described needs 
for streamlined and transparent processes that reduce avoidable steps 
and clarify requirements. Strengthening standard operating procedures 
and contract consistency could support operational efficiency and 
improve risk management.
' Tl.
■iM
Polo Championships 
Source: WestWorld of Scottsdale
KEEN INDEPENDENT RESEARCH — WESTWORLD OE SCOTTSDALE STRATEGIC PLAN
SECTION 3, PAGE 6

3. Key Issues Summary — Strategic implications
strategic implications translate what we learned from internal and 
external conditions into what WestWorld should do next. This section 
highlights the most consequential takeaways, including where 
WestWorld has clear leverage to improve performance or expand 
impact, where risks require mitigation and where choices or tradeoffs 
will matter most. Rather than restating findings, these implications 
frame opportunities for actionable direction for priorities, objectives 
and decisions.
Opportunities
■ 
Maximizing major multi-day 
events that contribute to 
economic impact
■ 
Telling the story of WestWorld and 
build visibility
■ 
Improving guest experience
■ 
Strengthening organizational 
knowledge and capacity
■ 
Building collaboration and trust
■ 
Planning and risk management
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Opportunities
Maximizing major multi-day events that contribute to economic 
impact. WestWorld has an opportunity to strengthen its role as an 
event-driven economic engine by intentionally prioritizing best-fit, 
multi-day events that align with City goals and the venue's operational 
capacity. Clarifying event profile criteria, such as anticipated hotel 
nights, visitor spending, seasonal fit, campus footprint, community 
compatibility and operational complexity, can help focus sales efforts 
on the highest-value opportunities and set clear expectations 
for producers.
Pairing these priorities with efficient booking and delivery processes 
is critical. Clear pricing and fee structures, standardized contracts, 
predictable planning timelines and consistent service levels can improve 
producer confidence. Aligning near-term facility improvements and 
operational readiness with the needs of high-impact events will help 
protect existing signature events while strengthening the pipeline for 
future, best-fit bookings.
Telling the story of WestWorld and build visibility. Community and 
stakeholder feedback suggests that WestWorld's role, value and range 
of offerings are not always well understood, particularly outside major 
events like Barret-Jackson and the Arabian Horse Show. Clarifying and 
consistently communicating WestWorld's identity as both an economic 
driver and a community asset can strengthen market positioning and 
align expectations among residents, partners and producers.
Improved visibility through coordinated branding, promotion and 
public-facing communications can expand regional awareness, improve 
attendance for smaller events and reinforce WestWorld's contribution 
to City objectives. Over time, a clearer narrative can also reduce 
confusion that contributes to neighborhood concerns and build 
broader support for WestWorld's programming and investments.
SECTION 3, PAGE 7

3. Key Issues Summary — Strategic implications
Improving guest experience. Targeted improvements to the guest 
experience offer a practical opportunity to increase satisfaction and 
enhance overall event success. Feedback consistently points to first- and 
last-touch moments (e.g. arrival, parking, wayfinding, accessibility and 
comfort) as areas where changes can have a significant impact across 
event types.
This opportunity includes strengthening traffic and parking operations, 
improving wayfinding and signage, ensuring consistent event-day 
communications and addressing high-impact facility needs such as 
technology readiness and basic infrastructure. A more predictable and 
welcoming guest experience also supports producer outcomes and 
helps differentiate WestWorld in a competitive regional venue market, 
reinforcing its reputation as a reliable host for high-impact events.
Strengthening organizational knowledge and capacity. WestWorld 
can reduce vulnerability to turnover and improve consistency by 
investing in standardized training, documentation and clear operating 
procedures that support a shared venue management culture. This 
opportunity is closely tied to producer-friendliness. Clear internal 
handoffs between sales and operations, defined roles and 
responsibilities and standard planning tools can improve efficiency and 
create a more reliable experience for both staff and producers, which 
can contribute to building long-term trust.
Building collaboration and trust. WestWorld's success depends on 
effective collaboration with many City entities, operating partners and 
community stakeholders. Stronger internal alignment across City 
partners can improve coordination around staffing, safety and 
capital planning.
Externally, proactive and consistent engagement with producers and 
neighbors can build trust, reduce conflict and support more predictable 
event planning. Collaboration also creates opportunities to align 
programming with City priorities related to economic impact, 
community benefit and quality of life.
Planning and risk management. Integrating business planning, asset 
and capital planning and risk management provides an opportunity to 
support safe, predictable and cost-effective event delivery. As 
expectations for safety, security and emergency readiness continue to 
rise, scalable standards and clear protocols become increasingly 
important to maintain trust among producers, guests, residents and 
the City.
This opportunity includes clarifying roles and responsibilities, 
standardizing planning requirements based on event size and 
complexity, strengthening coordination with public safety partners 
and improving documentation and training. Proactive risk management 
can reduce last-minute costs and uncertainty, protect people and City 
assets and enable WestWorld to continue to confidently host 
high-profile and complex events.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 3, PAGE 8

3. Key Issues Summary — External conditions
External conditions describe the forces and trends that shape 
WestWorld's operating environment but are iargely outside its direct 
control. These include market demand, competition, demographic and 
tourism dynamics, regulatory and policy context, regional development 
patterns and broader economic conditions. While WestWorld cannot 
"manage" these factors In the same way It manages Internal operations, 
understanding them is essential for anticipating change, identifying 
constraints and calibrating where to lean in or adjust strategy.
The planning team describes factors that the planning process identified 
as key threats.
Threats
Staff turnover and potential loss of 
institutional knowledge 
Government restrictions around 
the contract process, marketing 
and other items hindering 
venue processes
Resident complaints 
Inadequate planning 
Safety, security and evolving risk 
for large events
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Threats
Staff turnover and potential loss of institutional knowledge.
Turnover can disrupt continuity and weaken operational consistency, 
particularly In specialized venue functions. Without strong 
documentation and cross-training, institutional knowledge may be 
difficult to retain or replace.
In addition, WestWorld is currently experiencing a relatively high 
turnover rate among operations staff, which has immediate impiications 
for event delivery, training demands and workload distribution. A clear 
driver described in staff feedback is misalignment between role 
expectations and the reality of the job. This mismatch can contribute to 
eariy departures and recurring vacancy cycles. Frequent onboarding of 
new staff can strain supervisors and reduce consistency in event 
execution, particularly during peak event periods. Clarifying and 
modernizing job descriptions and titles and providing realistic job 
previews during hiring and onboarding are practical steps to better align 
expectations and improve retention.
Government restrictions around the contract process, marketing 
and other items hindering venue processes. Stakeholders described 
several ways that City and regulatory requirements can constrain 
WestWorld's flexibility and competitiveness relative to other competing 
venues. These constraints are primarily related to ordinances, land-use 
rules and administrative requirements that shape what is feasible, how 
quickly decisions can be made and how easily producers can plan, price 
and promote events.
Specific constraints raised through stakeholder input include signage 
ordinance limitations that affect on-site and off-site wayfinding and 
visibility, restrictions on collecting sponsorships associated with facilities 
located on federal land and restrictions on providing incentives to 
attract large, high-impact events.
SECTION 3, PAGE 9

3. Key Issues Summary — External conditions
Resident complaints. Although WestWorld predates much of the 
nearby residential development, stakeholders reported recurring 
complaints about noise, lights and the venue's aesthetic. Stakeholders 
expressed concern that continued community gro\wth could increase 
scrutiny and make future development or operational changes more 
challenging. Proactive neighbor engagement, clear communications and 
practical mitigation measures will be important to maintain community 
support and minimize potential constraints on programming.
Inadequate planning. If planning and prioritization are not sufficiently 
aligned to venue needs, WestWorld could face a heightened risk of 
reactive decision-making that increases costs and slows progress over 
time. Stakeholders noted that planning processes can become barriers 
when key stakeholders are not consistently engaged, when the most 
critical upgrades are not clearly prioritized or when timelines extend 
long enough that priorities shift with changes in City leadership. Over 
time, these dynamics could delay necessary improvements, reduce 
producer confidence and weaken long-term competitiveness.
Safety, security and evolving risk for large events. Expectations for 
safety and security continue to rise, with reputational and operational 
implications. Failure to proactively anticipate and manage these risks 
can undermine trust among producers, guests and the City.
Community and stakeholder feedback suggests that risk is not limited to 
rare incidents. It also includes day-to-day readiness for large crowds, 
traffic and parking management, heat and weather exposure, emergency 
access and clear coordination among venue staff, contractors and public 
safety partners. Strengthening scalable safety and security planning can 
reduce uncertainty, control costs and reinforce confidence among guests, 
residents and event producers.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
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SECTION 3, PAGE 10

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SECTION 4
Implementation Plan
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SECTION 4. Implementation Plan
The implementation plan matrices in this section offer a roadmap for 
action on strategic priorities, including assigned leadership, timelines 
and potential metrics or other indicators of success.
Oversight, Monitoring and Evaluation
Implementation of the WestWorld strategic plan will not happen 
overnight. As reflected in the following matrices, work has already 
begun on some priorities and tactics, but progress toward strategic 
priorities will require consistent focus over time. These efforts will 
benefit from systematic approaches that operationalize the venue's 
action plan as a part of its regular activities such as standing meeting 
agendas, performance management and communication updates.
Maintaining the implementation plan overtime.
The implementation plan reflects the best forecasts of WestWorld staff 
based on information available at the time of this report in early 2026. 
In any such multi-year plan, changes arising from new information and 
evolving circumstances should be expected. To keep the plan relevant, 
WestWorld should:
■ 
Treat the plan as a living, working document, adapting it to 
new information or circumstances when needed;
■ 
Use the implementation tools as described in Appendix G 
regularly to note progress, status and comments;
■ 
When timelines, assigned leads, priority levels, metrics or 
other details require substantial alterations, edit the team's 
working version of the plan accordingly; and
■ 
Monitor timelines closely and expect some to shift as 
conditions evolve.
Assign responsibility for each tactic outlined in the strategic plan
to an identified champion.
■ 
Outline the expectations for each champion to "take point" on 
monitoring and reporting progress; convening and organizing 
actions; and identifying and resolving or elevating roadblocks.
■ 
Embed strategic plan progress reviews and reporting into 
regular meeting agendas, including leadership, all-staff and 
one-on-one check-ins with staff.
■ 
Integrate strategic plan implementation efforts into internal 
and external communications to sustain interest and 
momentum by sharing stories about "quick wins" and 
progress towards longer-term aspirations.
■ 
Use and refine measurable goals for key indicators tied to 
strategic priorities and share these internally and externally in 
a digestible format (see the sample dashboard in Appendix G).
■ 
The implementation matrices in this section suggest 
preliminary metrics and indicators for each tactic. Once data 
collection and reporting on measurable indicators are in place, 
consider distinguishing between baseline goals and 
aspirational targets or "stretch goals."
■ 
Establish and implement a regular cadence of 
comprehensive strategic plan progress reports for internal 
and external stakeholders.
■ 
Conduct a mid-point review to update objectives, tactics and 
timelines as necessary.
■ 
Begin strategic planning for 2031-2035 by December 2029.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 1

SECTION 4. Implementation Plan — Priority 1. Compete for the best
PRIORITY ONE (1 of 2) 
1. Compete for the best
1-1, Establish event profile criteria
Lead
role
Key
collaborators
Start by Due by Example metrics/ 
M-Yr M-Yr success indicators
a. Define clear, measurable criteria for evaluating and 
prioritizing events based on the City's priorities
City Council, City 
A City leadership-approved priority list for ail events booked at
General Manager Manager, Deputy City Mar-26 Oct-26 WestWorld (e.g.. Priority 1: Economic impact. Priority 2: Potential for 
Manager, Sales 
cost recovery. Priority 3: Community Enrichment.)
b. Develop a tiered booking schedule with priority 
windows that reflect the agreed-upon event profile
General Manager
Sales
Oct-26 Mar-27 Compare new events booked to criteria outlined in 1-la
c.
Review all existing events to assess alignment with the 
new criteria and identify potential adjustments’*
Sales, City Manager's
General Manager Office, Deputy City Mar-27 
Manager
Jun-27
All events on schedule reviewed and categorized by priority level. 
Recommended adjustments for future bookings documented.
1-2. Identify and pursue the best type of programming 
for WestWorld
a. Target client acquisition based on WestWorld’s 
strengths and assets*
Sales
Tourism Development 
Commission, M Culinary
. .....
List of prospective priority producers/clients created, 10 outreach efforts 
to prospective priority producers per year, with the objective of securing 
2 new events per year. Given the finite amount of availability, we will 
prioritize events with the highest value utilizing the new objectives.
Jul-27 Jun-28 Lower tiered priority events will be moved to less desirable dates and 
less utilized rental space or will not be renewed for the followingyear. 
Each year, the bottom 10% of events based on booking priority will be 
replace within 24 months assuming that more attractive events can be 
secured.
Assess and reorganize the event calendar as needed to 
b. free up dates, improve sequencing and accommodate 
high-priority new events*
Sales
WestWorld Leadership, 
Senior Director
Jul-27 Jun-28
Adherence to the modified booking priorities outlined in 1-la will be the 
metric used to access success of this deliverable
Establish a vetting process to evaluate prospective 
c. producers based on experience, quality, financial 
stability and alignment with WestWorld’s priorities
Sales
WestWorld Leadership Jul-27 Jun-28 
Vetting checklist created and applied to 100% of new producer Inquiries
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 2

SECTION 4. Implementation Plan — Priority 1. Compete for the best
PRIORITY ONE (2 of 2)
m'
m
Lead
role
Key
collaborators
Start by Due by Example metrics/ 
M-Yr M-Yr success indicators
success indicators
1-3. Enhance the producer experienc
"■
streamline event contracts to improve clarity,
a. efficiency and turnaround time
Contract
Coordinator
Administration, 
Legal, Purchasing
Updated contract templates launched. Average contract delivery in a 
Jul-26 Jun-27 reasonable amount of time, within five days of receiving all 
pertinent information
b. Strengthen client relations through consistent 
communication and responsive support
Director
Westworld Leadership, 
Facility Managers
Mar-26 Mar-27 All client satisfaction ratings at a 4 or higher on a 5-point scale
Reevaluate the food and beverage commission model 
c. to ensure it supports caterer viability and provides fair, 
high-quality options for producers
1-4. Use facilities more efficiently and strategically t
Assistant 
WestWorld Leadership, 
All satisfaction ratings regarding F&B cost and quality at a 4 or higher on
MsF’So M3r"27
General Manager 
M Culinary 
aS-pointscale
a. Cluster similar events to improve changeover efficiency
Sales
Facilities Managers Mar-28 Jun-31 Reduce overtime during changeovers by 5%
1-5. Address immediate maintenance and equipment 
upgrade needs
Complete priority maintenance and implement 
necessary upgrades*
Facilities Manager Maintenance Workers Jan-29 Dec-29
The length of time that it takes to complete each project Is within 
estimates determined during the planning process
b. Upgrade the PA system to improve sound quality and 
reliability for events*
Facilities Manager Maintenance Workers Dec-25 Feb-26 PA system installed by target date
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
‘Dependent on a new resource (e.g, budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 3

SECTION 4. Implementation Plan — Priority 2. Strengthen and unify our organization
PRIORITY TWO (1 of 3)
Lead
role
Key
collaborators
Start by Due by Example metrics/ 
M-Vr M-Yr success Indicators
2. strengthen and unify our organization
2-1. Improve consistency and standardization across all 
business processes
a. Standardize policies and operational procedures to 
ensure consistent practices across the organization
Policy and operational policy needs inventoried and prioritized. Then 
General Manager WestWorld Leadership Jul-26 Jun-28 100%otpolicyandoperationatprocedureprioritiescompleted
and adopted
b. Provide training and communication to ensure all staff 
follow unified processes and expectations
General Manager WestWorld Leadership Jul-27 Jun-29
100% of staff trained on unified processes. All staff compliant 
with processes
^ Improve the RV reservation system to enhance usability rv Office Lead Facility Mangers, 
and client experience* 
ITStaff
2-2. Improve communication throughout the customer 
journey, from sales to service delivery and follow up
■Esesa
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Strengthen communication workflows to ensure timely, 
a. accurate information sharing among staff and with 
Director
clients
Mi S'.v .
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Facilities Manager, Sales, 
Event Staff
Track the number of instances in which RV staff were needed to step in 
Apr-26 Apr-26 and provide customer assistance when the system was not successful 
at competing the reservation process
sir-
Mar-26 Jun-27 Communication protocol adopted
il'
.1*
b. Hold regular production meetings to align teams and 
address operational needs in advance
Director
Facilities Managers Mar-26 Jun-31
2-3. Build a conslsteot, effective tralnii^ experleitce ter 
all staff
a. Create a structured onboardingand training program 
for all operational staff
Facilities Managers WestWorld Leadership Mar-26 Sep-26
Develop a system to determine which events will require pre-event 
production meetings and in-turn ensure that the meetings take place
Training program is established and documented. All new hires 
complete this training program within 60 days of start date
b. Provide ongoing role-specific training to maintain 
consistency and build expertise
General Manager WestWorld Leadership Jul-26 Jun-31
Identify recommended monthly/hourly training hours per employee by 
role or type of position. All staff complete required training
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 4

SECTION 4. Implementation Plan — Priority 2. Strengthen and unify our organization
PRIORITY TWO (2 of 3)
2-4. Strengthen staff cohesion
Lead
role
Key 
Start by Due by Example metrics/
collaborators M-Yr M-Yr success indicators
a. Increase employee engagement to build a more 
connected and collaborative team
General Manager WestWorld Leadership Jul-27 Jun-31
100% of employees participating in engagement activities. Each 
employee to participate in three activities each year
b. Leverage staff from other departments during surge 
periods to support operations
WestWorld Leadership
Facility Managers 
and Other 
Mar-26 Mar-27 10% reduction in overtime over base year
City Departments
c. Enhance internal customer service to improve 
collaboration and mutual support across teams
General Manager WestWorld Leadership Mar-26 Jul-27 Average employee satisfaction rating of 4 or higher (on a 5 point scale)
2-5. Instill venue management culture
Mr-
Expand professional development opportunities to 
build staff expertise in venue management*
At least one employee attains venue management credentials. All staff 
General Manager Deputy City Manager Mar-26 Jun-31 attend at least one professional development opportunity annually.
when budget and time altow
b. Clarify and update job titles to align with industry 
standards and responsibilities
General Manager Human Resources Mar-26 Jun-27 Updated titles approved and in line with venue industry standards
....... .
when budget and time allow
d. Ensure staff understand how their roles contribute to 
WestWorld’s overall mission and operations
General Manager Department Heads Mar-26 Sep-26
Onboarding and training includes how positions fit within the bigger 
picture (see objective 2-3 above)
■' 
: -i/;
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 5

SECTION 4. Implementation Plan — Priority 2. Strengthen and unify our organization
PRIORITY TWO (3 of 3)
Lead
role
-'5'
Key
collaborators
Start by Due by Example metrics/
A-'. - i --vT.' i'.
irs M-Yr M-Yr
success indicators
mr-''
Assess current staffing levels and roles to identify gaps, 
redundancies and future needs
2-7. strengthen internal partnerships within the City
improve coordination with City departments to clarify
a.
Note:
service requirements in advance of each event
General Manager, 
Assistant 
General Manager
Director
Deputy City Manager, 
HR Department
Jul-27 Jun-28
Professional staffing consultant assessment completed 
and implemented
Facilities Manager Mar-26 Jun-31
Ensure all events have pre-event coordination communicafi'ons or 
meeting with all relevant departments
Implementation plan details, including start by and end by dates, are subject to change. 
‘Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 6

SECTION 4. Implementation Plan — Priority 3. Engage the City and region
PRIORITY THREE (lot 2)
3. Engage the City and region
3-1. Tell the story of WestWorld
Lead
role
Key 
Start by Due by Example metrics/
collaborators M-Yr M-Yr success indicators
a. Provide quarterly updates to City Council to share 
accomplishments and upcoming priorities
General Manager Management Analyst, |u|g^.20 
Quarterly updates presented at City Council meetings
Sal6s
Develop and maintain coordinated public 
b. communications, including newsletters, email blasts 
and event calendars
Monthly newsletter and email blasts sent and open/rates documented. 
Sale Team 
Management Team Jul-26 Jun-31 Event calendar is updated as events are added to or dropped off the
calendar
c. Improve on-site signage to enhance wayfinding and 
increase visibility of current and upcoming events*
Assistant
Director,
General Manager Facilities Manager
Jan-28 Dec-29 Digital signage installed throughout WestWorld
^ Strengthen cross-promotion with City departments and 
„ , 
^ 
Increased number of cross promotions completed with a goal of
d. . ® 
Sales 
City Communications Mar-26 Jun-31
regional partners to broaden event exposure 
two per year
e. Develop a marketing plan
Sales
WestWorld Leadership Mar-26 Mar-27
A marketing plan that outlines market research, target audience, 
marketing strategies and performance metrics completed
; 3-2. Be neighborly
a. Notify nearby neighborhoods about events that may 
cause inconveniences such as noise or traffic
Assistant 
General Manager
Sales
Establish regular communications cadence to improve neighbor 
Mar-26 Jun-31 relations (at least once per quarter) and an ad hoc notification process 
for higher impact events to reduce complaints
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
‘Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 7

SECTION 4. Implementation Plan — Priority 3. Engage the City and region
PRIORITY THREE (2 of 2)
*
Lead
rote
Key 
Start by Due by Example metrics/
collaborators M-Yr M-Yr success indicators
^ Improve vlsIbWIy and wayfinding
Evaluate key entry points, pathways and road-facing 
a. areas to identify wayfinding needs and opportunities to 
increase drive-by visibility*
Assistant 
General Manager
Director
Jul-26 Jul-27 Evaluation of wayfinding needs and opportunities documented
b.
Add clear, consistent signage to enhance visibility and 
Assistant 
Director,
help visitors navigate to the property* 
General Manager 
Facility Manager
Jul-27 Dec-29 Signage improvements recommended in Tactic 3-3-a are Implemented
3-4. Engage internally with City stakeholders
a. Leverage Scottsdale Insider and other City channels to 
share WestWorld updates and opportunities
Sales
Tourism,
City Communications
Jul-26 Jun-27 WestWorld updates and opportunities shared with all City staff monthly
b. Develop a staff shadowing program for WestWorld staff 
Assistant 
Director,
to build understanding of WestWorld operations 
General Manager Facilities Manager
Jul-27 Jun-31 10 shadowing experiences to take place annually
c. Offer WestWorld facilities as meeting space for City 
departments when available
Sales
WestWorld Leadership Jul-27 Jun-31 Allow City meetings to be hosted with the goal of 5 per year
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 8

SECTION 4. Implementation Plan — Priority 4. Plan for the future
PRIORITY FOUR (1 of 2)
4. Plan for the future
Lead
role
Key 
Start by Due by Example metrics/
collaborators M-Yr M-Yr success indicators
p 4-1. Strengthen long-term asset and capital planning
General Manager 
produc^rT*^” Dec-26 Dec-27 Master plan completed and formally adopted
a. Complete an infrastructure master plan*
b. Complete a capital improvement plan*
Assistant General WestWorld Leadership, , _ _ 
, „ Capital improvement plan completed. Priority projects identified and
JuI“2d Jun*29
Manager 
Administration 
preliminary estimated budget for priority projects identified
c. Complete an asset management plan*
Assistant General WestWorld Leadership, , _ _ 
, „ Asset management plan completewith asset inventory and lifecycle
Jul~2G Jun“2/
Manager 
Administration 
data. Plan is formally adopted
^ 
L.. 
Additional infrastructure investments such as conference center, hotel.
Explore other uses and opportunities for WestWorld „ 
WestWorld Leadership, 
^ 
^
d. 
General Manager 
Jul-26 Jun-29 etc. are explored with City Leadership and incorporated into the
infrastructure 
Administration 
. , 
. 
.
infrastructure master plan and capital improvement plans
4-2. Strengthen long-term business planning
a. Complete a business continuity plan
V
Director, Contracts
General Manager 
Coordinator 
Feb-26 Dec-26 Businesscontinuityplan completed and updated annually
a. Complete a staffing and succession plan
General Manager WestWorld Leadership Jul-26 Jun-27 Staffing ahd succession plan completed
b. Evaluate rates and fees structure
Work with Keen 
Independent
WestWorld Leadership Jul-25 Apr-26
Rates review completed and proposed adjusted rates and approved by 
City leadership
c Refresh the strategic plan*
Senior Management
General Manager team. Contract Jul-30 Jun-31 Strategic plan refresh completed and formally adopted 
Coordinator
Note: 
Implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 9

SECTION 4. Implementation Plan — Priority 4. Plan for the future
PRIORITY FOUR (2 ot 2)
Lead
role
Key
collaborators
Start by Due by 
M-Yr M-Yr
Example metrics/ 
success Indicators
a. Conduct a comprehensive risk assessment*
General Manager
Risk,
WestWorld Leadership
Jul-26 Jul-27 Risk assessment completed. Mitigation actions prioritized
b. Enhance emergency procedures plan
Assistant
City Police and Fire,
General Manager Managers, Director
Jul-30 Jun-31 Updated emergency procedures documented and revisited annually
c. Provide regular safety and security training for staff
Assistant
Risk,
General Manager WestWorld Leadership
Jul-26 Jun-27 All staff complete annual training
Note: 
implementation plan details, including start by and end by dates, are subject to change.
•Dependent on a new resource (e.g. budget, technology, etc.)
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 10

SECTION 4. Implementation Plan — Rollout
Resource Dependences and Opportunities
WestWorld identified many tactics within its strategic plan that 
are dependent on additional resources, such as budget. The 
implementation matrices for each tactic list resource dependencies. 
Addressing these dependencies is crucial to ensuring WestWorld can 
make progress toward its priorities. As WestWorld staff activate the 
strategic plan, they may wish to consider the following steps:
■ 
Evaluate resource reallocation. Start by inventorying 
existing staff time, contracted services and operating dollars 
currently supporting WestWorld's highest-volume activities 
(event delivery, maintenance/grounds, sales/booking support, 
communications). Identify tasks that:
> 
Are mission-critical and time-sensitive;
> 
Can be paused or scaled; and
> 
Could be shifted to reduce reliance on outside 
contractors or duplicative City processes.
Then reallocate capacity toward near-term "quick wins" 
that improve client experience and competitiveness while 
protecting the operational basics that make events successful.
■ 
Analyze resource gaps. To address gaps between what 
WestWorld aspires to do and what its current resources 
allow, WestWorld will need to clearly define what is required 
(e.g. additional staff, budget, technology, etc.). Other 
resource gaps may need to be assessed in tandem with or 
after consideration of broader resource allocation decisions.
w 1:
' N >■''i' j
iv
Equestrian events at WestWorld 
Source: WestWorld of Scottsdale
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 11

SECTION 4. Implementation Plan — Rollout
Examine value of events to bottom line and local 
economy. As an economic driver, it is crucial that WestWorld 
maximize its resource utilization to enhance impact. 
WestWorld leadership should consider implementing policies 
related to event economic impact and applying booking 
advantages to events that generate the greatest level of new 
outside spending for Scottsdale and the region.
Pursue opportunities to increase funding from sources 
outside the City. Frame external funding not as a request for 
discretionary support, but as a justified investment that 
reflects WestWorld's demonstrated economic, tourism and 
fiscal contributions at the local, regional and state levels. 
Emphasize WestWorld's role in generating visitor spending, 
tax revenues and statewide visibility and position County and 
State participation as ways to sustain and amplify these 
benefits. Advocacy efforts should clearly articulate the return 
on investment and align WestWorld priorities with broader 
County and State goals related to tourism promotion, 
economic development and major-event attraction.
4-1. Ratios of the number of economic impact dollars per dollar subsidized at 
other public assembly venues compared to WestWorld of Scottsdale
Estimated subsidy Estimated 
Study or contributions economic Impact 
year (in millions) (in millions) Ratio
Events DC
Washinton DC
Orange County Convention Center 
Orlando, FL
Central States Fairgounds 
Rapid City, SD
McCormick Place Convention Center 
Chicago. IL
Georgia World Congress Center Authority 
Altanta, GA
WestWorld of Scottsdale 
Scottsdale, AZ
Will Rogers Memorial Center 
Fort Worth, TX
Massachusetts Convention Center Authority Boston. MA
Phoenix Convention Center 
Phoenix, AZ
Credit Union of Texas Event Center 
Allen, TX
2024
2024
2022
2024
2025 
2024 
2024 
2022 
2024 
2024
$ 121.0 
62.8 
1.3
53.5 *
48.9 
4.2 
6.0 •
44.9 
48.0
2.0
$ 11,400 
3.900 
69 
2,240 
1,940 
163 
217 
870 
840 
11
$ 94.2 
62.1
53.4 
41.9 
39.6 
38.8 
36.2
19.4
17.5 
5.5
Note: 
*Debt service not explicitly Included. Unclear whether loss includes debt service.
Impact data are pulled from a variety of sources, including published impact studies and 
statements made by the venue's governing body. Keen Independent cannot guarantee 
the accuracy of impact estimates beyond publicly presented data. Subsidy and 
contributions are determined by net Income (loss), which include operating and non­
operating expenses, as indicated on publicly available financial documents. Accounting 
practices can vary by venue, which can affect the ratio illustrated in this table.
Source: 
Keen Independent Research.
Plan for upcoming replacement costs. As a large, heavily 
used public assembly venue, WestWorld faces predictable 
lifecycle replacement needs for infrastructure, building 
systems, event-related equipment and technology. When 
these costs are not anticipated and planned for, replacements 
are more likely to be deferred, funded reactively or compete 
with other City priorities. Proactive planning for replacements 
can reduce operational disruptions, smooth budget impacts 
over time and provide clearer justification for shared 
investment and funding advocacy.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
SECTION 4, PAGE 12

SECTION 4. Implementation Plan — Rollout
Explore alternative governance models. City of Scottsdale 
staff who work at WestWorld struggle with the reality that if a 
client disagrees with an operational decision, the client can 
bypass staff and appeal directly to City elected officials and 
leadership to apply pressure. This challenge is not unique to 
WestWorld and is seen across the country in municipally 
owned and operated venues. It can be challenging for all 
involved if it is unclear who ultimately makes decisions for the 
success of the venue. Stakeholders emphasized the need for a 
more consistent, knowledgeable City decision-making 
structure that preserves institutional understanding of the 
venue. An updated structure could provide a clear and 
informed point of accountability for operational, strategic and 
community concerns, while maintaining appropriate public 
oversight and transparency.
Some Cities have chosen to appoint boards or commissions to 
oversee venue operations. These boards can include 
representation from a variety of sources, including individuals 
with expertise in venue operations and economic 
development. The City of Scottsdale could consider this option 
for WestWorld to ensure accountability and to reduce City 
leadership intervention in day-to-day operations.
Adjust tactics timeline if resource dependences are 
unresolved. If key resource needs are not resolved on the 
expected schedule, update "start by/end by" dates 
accordingly, clarify interim milestones so momentum 
continues and communicate changes transparently in regular 
progress reporting so stakeholders understand what is moving 
forward now versus later.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Ip*
\
Exposition areas at WestWorld 
I V-, 
Source:'WestWorld.of Scottsdale
Exposition areas at WestWorld 
Source;'WestWorld.of Scottsdale
SECTION 4, PAGE 13

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SECTION 5
Appendices
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SECTION 5. Appendices
The following supporting appendices document the research and 
analyses that inform and support WestWorld's strategic plan.
Market Analysis
Appendix A includes an assessment of WestWorld's market position 
within the broader special events and equestrian landscape. It lays 
out the market areas used for analysis, reviews population and 
demand indicators, inventories comparable venues and benchmarks 
rental rates to understand WestWorld's competitive positioning.
Key Performance Indicators (KPIs)
Appendix B compiles baseline KPIs and supporting data for tracking 
WestWorld performance overtime. It summarizes multi-year 
operating results and explains key economic impact metrics drawn 
from a 2024 economic impact study.
Relevant Plans
Appendix C summarizes City of Scottsdale plans and documents that 
include or affect initiatives related to WestWorld and events hosted 
there. The intent is to show how WestWorld's future direction can 
align with the broader City vision and community priorities reflected in 
adopted plans (e.g.. General Plan, Tourism & Events Strategic Plan 
and the City's Organization Strategic Plan).
Community Feedback
Appendix D provides the quantitative and qualitative findings from 
community outreach, including survey promotion and distribution, 
participation levels, key themes and supporting visuals. It includes 
demographic and interest profiles to contextualize results, helping the 
project team understand whose voices are represented and where 
perceptions are strongest.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
User and Key Stakeholder Feedback
Appendix E captures targeted feedback from WestWorld users and 
key stakeholders (including City staff, renters, vendors and City 
leaders) via interviews and group discussions. The appendix organizes 
perspectives across strengths and weaknesses, opportunities for 
success, barriers to success and priorities.
Benchmark Research
Appendix F summarizes benchmarking of selected national peer 
venues (including Will Rogers Memorial Center, National Western 
Center/Complex and OC Fair & Event Center). It documents key 
takeaways on operating practices such as event management 
software usage, rate structures for space/labor/equipment and 
common reliance on subsidies (via major events or government 
funding mechanisms).
Implementation Tracking Tool Guide
Appendix G is a practical "how-to" guide for using the implementation 
tracking tool. This appendix explains how to update actions, owners, 
timelines, status, dependencies and performance measures so 
City leadership and WestWorld staff can track progress, flag issues 
and report on implementation status over time.
SECTION 5, PAGE 1

APPENDIX A. Market Analysis
Keen Independent presents a nnarket analysis examining the special 
events landscape in Scottsdale, Arizona.
Market areas. For this market analysis, Keen Independent gathered 
demographic, spending and market potential information about the 
population of the following market areas we defined:
Introduction
This appendix includes an analysis of the following elements to help 
illustrate WestWorld's position among the greater special events and 
equestrian marketplace.
■ 
Primary market (within 15 minutes of drive time);
■ 
Secondary market (within 30 minutes of drive time); and
■ 
Tertiary market (within 60 minutes of drive time).
These market areas are illustrated in Figure A-1.
Population projections. We developed and analyzed population 
projections for the City of Scottsdale based on data provided by the 
Arizona Office of Economic Opportunity and the U.S. Census Bureau.
Venue inventory. We inventoried relevant high-capacity special event 
and performance venues as well as equestrian centers and RV 
campgrounds. We then mapped their locations to illustrate how they 
relate geographically to WestWorld.
Rental rates. Keen Independent collected rental rates at comparable 
venues to compare WestWorld's pricing with that of other venues in the 
marketplace.
Tourism. Finally, the study team examined tourism data provided by 
the City to gain insight into how visitors interact with the arts.
KEEN INDEPENDENT RESEARCH — WESTWORLD OE SCOTTSDALE STRATEGIC PLAN
A-1. Map of WestWorld market areas
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GiW^veqndian y 
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Drive times to WestWorld 
r:—Less than 15 minutes 
9i£ 15-30 minutes 
i 30-60 minutes
-4
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source: 
Esri, HERE, Garmln, SafeGraph, FAO, METI/NASA, USGS, EPA, NPS, ArcGIS,
Keen Independent Research.
APPENDIX A, PAGE 1

A. Market Analysis — Demographics
Keen Independent analyzed the population within WestWorld's market 
areas and compared them to national averages.
Age, Race and Ethnicity
Figure A-2 displays population, median age and race/ethnicity for 
market area populations compared to the national average. The primary 
market area has an older population with a median age of more than 
five years older than the other market areas and national average.
A-2. Age, race and ethnicity for Westvyorld market area population, 2024
Primary Secondary Tertiary 
United
market market 
market 
States
Total population 
Median Age 
Race
African American 
Asian American 
Native American 
Pacific Isiander 
Other race 
Two or more races 
White 
Total
Ethnicity (of any race)
Hispanic American 
Non-Hispanic
Total
345,792
44.7
2.2 % 
7.2 
1.1 
0.1 
4.7 
9.5 
75.1
2,341,828
38.2
5.6 %
5.7
2.7 
0.3
11.4
12.8
61.6
4,868,702
37.9
6.1 % 
4.8 
2.5 
0.3
13.9 
14.1 
58.3
338,056,045
39.3
12.5 % 
6.4 
1.2 
0.2 
8.8 
10.7
60.3
100.0 %
13.0 % 
87.1
100.0 %
26.2 % 
73.8
100.0 %
31.4 % 
68.6
100.0 %
19.6 % 
80.4
100.0 %
100.0 %
100.0 %
100.0 %
Source:
U.S. Census Bureau American Community Survey via Esri.
Household Income and Educational Attainment
Figure A-3 provides an overview of income and educational attainment 
for market area populations compared to the national average. The 
primary market area is notably wealthier than the other market areas 
and the national average. All market areas have a higher median 
household income than the national average. The primary market area 
population also has the highest portion of individuals age 25+ with 
Bachelor's and Graduate degrees.
A-3. Household income and educationai attainment for WestWorid market 
area population, 2024
Primary Secondary 
Tertiary 
United
market market 
market 
States
Total households 
154,137
Household income
$24,999 or less 
7.7 %
$25,000 to $49,999 
11.4
$50,000 to $74,999 
13.1
$75,000 to $99,999 
12.9
$100,000 to $199,999 
32.6
$200,000 or more 
22.3
Total 
100.0 %
963,976 
1,825,505 
130,537,241
11.8 %
15.5 
16.1 
13.9 
29.2
13.6
10.7 %
14.7
16.3
14.3 
31.1 
13.0
14.9 % 
16.8
15.7
12.8 
27.2 
12.6
100.0 %
100.0 %
100.0 %
Median household income $ 108,818 
$ 85,203 
$ 87,849 
$ 79,043
Education (population age 25+)
Less than high school 
3,8 % 
7.9 %
High school 
14.4 
20.5
Some college 
24.6 
29.0
Bachelor's degree 
35.0 
26.8
Graduate degree 
22.4 
15.8
Total 
100.0 % 
100.0 %
9.2 % 
23.5
30.2 
23.8
13.3
9.4 % 
26.8 
27.1 
22.5 
14.3
100.0 %
100.0 %
—--------------
Source; U.S. Census Bureau American Community Survey via Esri,
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 2

A. Market Analysis — Spending and behavior
Keen Independent analyzed the spending and market potential 
behaviors of the population within WestWorld's market areas and 
compared them to national averages.
Entertainment Spending Potential
Figure A-4 displays selected spending potential indices (SPI) for 
WestWorld market area population for categories such as 
entertainment/recreation and sports events.
Spending potential indices (SPI) compare the average amount spent 
locally for a product to the average amount spent nationally. An index 
of 100 reflects the U.S. average. All SPIs measure a 12-month period 
unless otherwise stated in the chart.
Spending potential is notably higher among the primary market area 
population than other market areas. However, nearly all market areas 
exceed the national average in spending potential. This is consistent 
with the market area's higher annual household income levels.
A-4. Spending potential indices for WestWorld market area population, 2024
Primary Secondary 
Tertiary 
United
market market 
market 
States
Entertainment/recreation
Index
Average
137 
$ 5,614
Entertainment/recreation fees/admissions 
Index 
145
Average 
$ 1,194
Tickets to theater/operas/concerts 
Index 
149
Average 
$ 
113
Tickets to parks or museums 
Index 
139
Average 
$ 
52
Tickets to movies
Index 
143
Average 
$ 
35
Live entertainment-catered affairs 
Index 
136
Average 
$ 
27
Sports events admission 
Index 
138
Average 
$ 
109
105 
$ 4,312
106 
S 877
109 
$ 
83
$
109
41
117 
$ 
29
105
S 21
103
S 81
105 
$ 4,311
106 
S 873
106
$ 81 
no
$ 
41
116 
S 29
99
$ 20
100 
$ 
79
IC’;.-:.. ' ■
100 
S 4,104
100
$ 820
100 
S 76
100 
S 37
100 
$ 
24
100
$ 20
100 
$ 
79
Source: 
Esri spending potential database based on U.S. Bureau of Labor Statistics Consumer
Expenditure Survey (2024).
[
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 3

A. Market Analysis — Spending and behavior
Entertainment Market Potential
Figures A-5 and A-6 display selected market potential indices (MPI) of 
the WestWorld market areas. Market potential indices (MPI) measure 
the relative likelihood of local consumers in the specified areas to 
engage in selected activities or demonstrate potentially relevant 
behaviors or purchasing patterns. An MPI of 100 represents the national 
average. This measure indicates the percentage of residents who have 
engaged in an activity or behavior at least once in 12 months.
A-5. Market potential indices for WestWorld market area population, 2024
Primary Secondary Tertiary United 
Market Market Market 
States
High school super sports fan 
2% 
2% 
2% 
2%
Index 
81 
84 
91 
100
Ordered sports event tickets
online (last 6 months) 
6% 
6% 
5% 
5%
Index 
109 
107 
100 
100
Attended a...
High school sports event 
4% 
3% 
4% 
4%
Index 
103 
96 
100 
100
Sports event 
17 % 
is % 
16 % 
16 %
Index 
109 
102 
100 
100
Horseraces 
2 % 
2 % 
2 % 
2 %
Index 
92 
97 
100 
100
Auto show 
6% 
5% 
5% 
5%
Index 
104 
100 
100 
100
State or county fair 
9 % 
10 % 
11 % 
11 %
Index 
87 
97 
100 
100
Source: 
Esri market potential database based on MRI Simmons Survey (2024).
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
A-6. Market potential indices for WestWorld market area population, 2024
Primary Secondary Tertiary United 
Market Market 
Market 
States
Went to a museum 
16 % 
15 % 
14 % 
13 %
Index 
122 
110 
104 
100
Went to an art gallery 
12% 
10% 
10% 
9%
Index 
125 
112 
104 
100
Went to a live theater 
11% 
9% 
9% 
9%
Index 
123 
108 
103 
100
Danced or went dancing 
6% 
7% 
7% 
7%
Index 
94 
109 
110 
100
Attended a...
Classical/opera performance 
4% 
4% 
3% 
3%
Index 
129 
112 
102 
100
Country music performance 
5% 
5% 
5% 
5%
Index 
100 
102 
107 
100
Dance performance 
3% 
3% 
3% 
3%
Index 
105 
104 
101 
100
Movie (last 6 months) 
45 o/„ 
45 
45 o/„ 
44 %
Index 
103 
103 
103 
100
Rock music performance 
10 % 
9 % 
9 % 
8 %
Index 
118 
109 
105 
100
Source: 
Esri market potential database based on MRI Simmons Survey (2024).
APPENDIX A, PAGE 4

A. Market Analysis — Population forecasts
Population projections can inform potential future demand for various 
types of events that may take place at WestWorld. Figure A-7 depicts 
the population projections for the City of Scottsdale based on data from 
the Arizona Office of Economic Opportunity and U.S. Census Bureau. In 
2022, the City population was just under 250,000 and it is projected to 
increase to about 350,000 people by year 2050.
Population by Age in 2022
Figure A-8 on the following page illustrates the age distribution of the 
Scottsdale population. The graphs show the population group according 
to widely recognized generations beginning with the Silent Generation 
(born between 1926 and 1945) to Gen Z (born between 1996 and 2010) 
and the Alpha Generation (born in 2011 and later years).
In 2022, Baby Boomers (ages 55 to 74) were by far the largest 
generation totaling nearly 68,000. Gen X (ages 40 to 54) and Millennials 
(ages 25 to 39) made up roughly equal shares of the population at 
45,000 and 47,000, respectively. The Silent Generation (ages 75 and 
older) and Gen Z (ages 10 to 24) made up roughly equal shares of the 
population at 32,000 and 35,000, respectively, and Alpha Gen 
(ages 0 to 9) comprised about 16,000 of Scottsdale's residents.
Population by Age in 2050
Figure A-8 also presents the projected age distribution for the 
Scottsdale population. In 2050, the Scottsdale population will have 
significantly aged. Millennials and Gen X are projected to each have 
populations of over 70,000.
The proportion of residents under 40 remains relatively consistent 
between 2022 and 2050, which is reflective of recent trends of Gen X, 
Millennials and Gen Z having fewer children.
A-7. Projected population change for City of Scottsdale, 2022-2050
400,000 1 
350,000 - 
300,000 - 
250,000 - 
200,000 - 
150,000 - 
100,000 - 
50,000 -
2022
2030
2040
2050
Source: 
Arizona Office of Economic Opportunity, U.S. Census Bureau and
Keen Independent Research,
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 5

A. Market Analysis — Population forecasts
A-8. City of Scottsdale population by age in 2022 and 2050 
35,000
30,000 -
25,000 -
20,000 -
15,000 -
10,000 -
5,000 -
0
I Gamma Gen (2041-2055)
Beta Gen (2026-2040)
Alpha Gen (2011-2025)
I Gen Z (1996-2010)
I Millennial (1981-1995)
I Gen X (1966-1980)
I Baby Boomer (1946-1965)
■ Silent Generation (1926-1945)
^ ^ <?> <§>
^ 
'V^' 
'P'
2022 age
35,000
30,000
25,000
20,000
illlllllll
> 
<o>
'i?' 
cf>' 4>' 
(p' 
<P'
& 
<o'
X
2050 age
Source: 
Arizona Office of Economic Opportunity, Keen independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 6

A. Market Analysis — Venue inventory
To identify potential gaps in the market for various types of venues. 
Keen Independent compiled an inventory of high-capacity event venues, 
high-capacity performance venues, equestrian arenas, RV campgrounds 
and convention/conference/expo centers in the metro Phoenix area.
Figures A-9 through A-12 display the names, locations and capacities of 
the venues we inventoried. Following the inventory tables, we include 
maps showing the locations of all venues in relation to WestWorld's 
market areas (Figures A-14 to A-17).
High-Capacity Event Venues
Figure A-9 provides a list of event spaces with capacities of 700 or more. 
The metro Phoenix area has a high concentration of event venues, 
creating strong competition for WestWorld in attracting events to 
Monterra. Because many of these venues host upscale, luxury-level 
events, WestWorld may need to emphasize what distinguishes 
Monterra from nearby competitors to attract certain events.
Figure A-15 later in this appendix illustrates the close proximity of about 
nine event venues within a three-mile radius of WestWorld, with two of 
those venues being able to accommodate at least 1,000 individuals.
A-9. Event spaces in the metro Phoenix area with a 700+ capacity
Event spaces (700+ capacity) 
City 
Capacity
WestWorld (Monterra) 
Scottsdale 
800
American Royal Palace 
Phoenix 
1,200
Arizona Grand Resort & Spa 
Phoenix
Canyon Ballroom 
2,200
Arizona Grand Ballroom 
2,200
Sonoran Sky Ballroom 
1,540
South Mountain Ballroom 
880
Oasis Patio 
700
The Barn at Desert Foothills 
Scottsdale 
1,500
Caesars Republic Scottsdale (Romulus Ballroom) 
Scottsdale 
900
Clayton House - Great Room 
Scottsdale 
800
Delta Hotels Phoenix Mesa 
Mesa
Arizona Ballroom 
1,000
Main Hall 
1,815
DoubleTree Resort by Hilton Hotel Paradise Valley - Scottsdale 
Scottsdale
The Forum 
1,500
Paradise Park 
1,400
North Forum 
750
South Forum 
750
DoubleTree by Hilton Hotel Phoenix - Gilbert (Grand Ballroom) 
Gilbert 
800
Eduardo's Reception Hall 
Mesa 
800
El Gran Salon & El Gran Palacio Reception Hall 
Phoenix 
900
Source: 
Keen Independent Research,
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE?

A. Market Analysis — Venue inventory
Capacity
A-9. Event spaces in the metro Phoenix area \with a 700+ capacity (continued)
Event spaces (700+ capacity)
Embassy Suites by Hilton Phoenix Scottsdale (Ballroom) 
Fairmont Scottsdale Princess
Palomino Ballroom 
Princess Ballroom 
East Foyer
Gila River Resorts & Casinos - Wild Horse Pass 
Palo Verde Ballroom 
The Showroom
Grand Hyatt Scottsdale Resort
Vaquero Ballroom 
Arizona Ballroom 
Lawn Court
Hilton Phoenix Resort at the Peak 
Anasazi Ballroom 
Hohokam Ballroom 
Hilton Scottsdale Resort & Villas 
Grand Ballroom 
Pavillion 
Hyatt Regency 
Regency Ballroom 
Atrium
Phoenix
Scottsdale
Chandler
Scottsdale
Phoenix
Scottsdale
Phoenix
700
2,990
2,990
860
1,245
1,400
1,030
1,400
800
1,020
900
900
756
1,100
700
Source; Keen Independent Research.
A-9. Event spaces in the metro Phoenix area with a 700+ capacity (continued)
Event spaces (700+ capacity) 
City 
Capacity
JW Marriott Phoenix Desert Ridge Resort & Spa 
Phoenix
The Grand Canyon Ballroom 
4,000
The Grand Sonoran Ballroom 
2,900
Grand Saguaro Ballroom 
2,750
Ballroom Lawn 
1,800
Tierra Madre 
2,150
Desert Kivas 
900
Sunset Lawn 
1,000
JW Marriott Scottsdale Camelback Inn Resort 8i Spa 
Scottsdale
Arizona Ballroom 
2,100
Paradise Ballroom 
1,570
Sonoran Terrace 
800
Mummy Mountain 1 
700
Marriott Phoenix Resort Tempe at The Buttes (Kachina Ballroom) 
Tempe 
900
Omni Scottsdale Montelucia (Alhambra Ballroom) 
Scottsdale 
1,000
Omni Tempe Hotel 
Tempe 
1,350
The Phoenician 
Scottsdale
Phoenician Grand Ballroom 
2,5(K)
Ballroom South Foyer 
1,332
Estrella Theater 
872
Ballroom East Foyer 
1,046
The Camelback Ballroom 
1,500
Phoenix Shrine Auditorium and Event Center (Auditorium) 
Phoenix 
1,500
Source: 
Keen Independent Research,
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 8

A. Market Analysis — Venue inventory
Capacity
A-9, Event spaces in the metro Phoenix area with a 700+ capacity (continued)
Event spaces (700+ capacity)
Rawhide
Rodeo Arena 
Rawhide Event Center 
Maricopa Welis
Renaissance Phoenix Downtown Hotei
Grand Bailroom 
Pueblo
Renaissance Phoenix Glendaie Hotel & Spa 
Solana Ballroom 
Cira Ballroom 
Media Center
Scottsdale Private Event Venues 
The Aviator Hangar 
Hangar 7 Scottsdale 
Deadhead Event Hangar 
Legacy 600 Event Hangar 
Lux Air Hangar Goodyear 
Scottsdale Hangar 
Scottsdale Corporate Event Venues 
The Scottsdale Resort and Spa, Curio Collection by Hiiton 
Grand Coronado 
McCormick Pool
Chandler
Phoenix
Glendale
Scottsdale
Scottsdale
6.500 
6,000
1.500
950
850
3,200
750
3,400
2,000
800
1,500
1,000
1,500
1,500
1,000
1,000
700
Source: 
Keen Independent Research.
A-9. Event spaces in the metro Phoenix area with a 700+ capacity (continued)
Event spaces (700+ capacity)
Sheraton Grand at Wild Horse Pass
Akimel Ballroom 
Kave Ballroom 
Komatke Ballroom 
Hemapik Lawn
Sheraton Mesa Hotel at Wrigleyvilie West (Canyon Ballroom) 
Talking Stick Resort (Salt River Grand Ballroom)
Venue at Volanti (Hangars)
W Scottsdale (WET Deck)
We-Ko-Pa Casino Resort 
Wassaja Ballroom 
Cholla Golf Course 
Resort Courtyard 
La Puesta Del Sol 
Rosa's Ranch
The Westin Kierland Resort & Spa 
Herberger Ballroom 
Kierland Grand Ballroom 
Trailblazer Ballroom
Wigwam Arizona (Ballroom)
City
Chandler
Mesa 
Scottsdale 
Scottsdale 
Scottsdale 
Fort McDowell
Scottsdale
Litchfield Park
Capacity
1.900 
700
1,500
1,000
1,250
2.900 
5,000 
1,000
1,000
500
300
500
300
2,005
3,601
1,216
1,200
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 9

A. Market Analysis — Venue inventory
High-Capacity Performance Venues
Although WestWorld does not have a dedicated performance venue, it 
has hosted concerts on its grounds \A/ith a temporary stage build.
Figures A-10 provides an inventory of high-capacity performance venues 
in the metro Phoenix area. The metro area includes many 
high-capacity performance venues, most of which are located further 
south and west of WestWorld. About four venues on this list are 
amphitheaters/outdoor performance venues.
A-10. Performance venues in the metro Phoenix area with a 1,000+ capacity
Performance venues
E. Lowell Rogers Amphitheatre
Faith Arena
Nile Theater
Glendale Civic Center
Sundial Auditorium
Higley Center for the Performing Arts
The Vista Center for the Arts
The showroom at Wild Horse Pass
Orpheum Theatre
Marquee Theatre Tempe
Phoenix Shrine Auditorium
Chandler Center for the Arts - Malnstage Theatre
Mesa Arts Center - Tom and Janet Ikeda Theater
Scottsdale Civic Center Amphitheater
The Van Buren
We-Ko-Pa Conference Center
City
Glendale
Surprise
Mesa
Glendale
Sun City
Gilbert
Surprise
Chandler
Phoenix
Tempe
Phoenix
Chandler
Mesa
Scottsdale
Phoenix
Fort McDowell
Capacity
1,000
1,000
1,000
1,100
1,158
1,235
1,286
1,400
1,410
1,500
1,500
1,508
1,600
1,800
1,800
2,000
Source: 
Keen Independent Research.
A-10. Performance venues in the metro Phoenix area with a 1,000+ capacity 
(continued)
Performance venues 
City
Phoenix Symphony Hall 
Phoenix
Celebrity Theatre 
Phoenix
ASU Gammage 
Tempe
Walter Where?House 
Phoenix
Arizona State Fair Grandstand Arena 
Phoenix
Mesa Amphitheatre 
Mesa
Arizona Financial Theatre 
Phoenix
Mullett Arena 
Tempe
Rawhide Event Center 
Chandler
Grand Canyon University - Global Credit Union Arena 
Phoenix
Sun Bowl Amphitheater 
Sun City
Arizona Veterans Memorial Coliseum 
Phoenix
Footprint Center 
Phoenix
Desert Diamond Arena 
Glendale
Talking Stick Resort Amphitheatre 
Phoenix
Chase Field 
Phoenix
State Farm Stadium 
Glendale
Source: 
Keen Independent Research.
Capacity
2,312
2,650
3,000
3,000
4,000
4,950
5,000
5,000
6,000
7,000
7,000
14,870
18,422
19,000
20,106
48,633
63,400
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 10

A. Market Analysis — Venue inventory
Equestrian Arenas
Figure A-11 is a list of equestrian arenas in the metro Phoenix area. 
While there are a notable number of equestrian arenas in the area, they 
cannot accommodate events at the same scale or capacity as 
WestWorld. These other venues may be suitable for smaller equestrian 
events during times when WestWorld's unavailable to host them.
A-11. Equestrian arenas in the metro Phoenix area
Name
4D Arena
Apache Junction Rodeo Grounds 
Arizona Horse Lovers Park 
Buckeye Arena 
Casa Grande Rodeo Grounds 
Cave Creek Memorial Arena 
Desert Palms Equestrian Center 
Dillons Western Trails Ranch 
Downtown Roping Arena 
Dunn's Arena 
Dynamite Arena 
Everett Bowman Rodeo Arena 
Horseshoe Park & Equestrian Centre 
KOLI Equestrian Center 
P&M Arena
Ponderosa Rebel Arena 
Rancho Ochoa 
Rancho Rio Arena 
Rawhide
Stonegate Equestrian Park
Source: 
Keen Independent Research.
Wittmann
Apache Junction
Phoenix
Buckeye
Casa Grande
Cave Creek
Phoenix
Morristown
Wickenburg
Litchfield
Cave Creek
Wickenburg
Queen Creek
Chandler
Mesa
Phoenix
Phoenix
Wickenburg
Chandler
Scottsdale
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 11

A. Market Analysis — Venue inventory
RV Campgrounds
Figure A-12 provides a list of RV campgrounds in the metro Phoenix 
area. Outside of dates when large events are held at WestWorld, there 
is notable competition from other campsites in the area. Other 
campsites offer more natural, scenic settings or more affordable options 
in central locations. Figure A-16 later in this appendix illustrates the 
location of other RV campgrounds in relation to \A/estWorld.
Convention/Conference/Expo Centers
Figure A-13 provides a list of convention/conference/expo centers in 
the Phoenix area along with their available square footage for meetings 
and expos. Convention, conference and expo centers typically attract 
events and attendees at a wider, more regional scale. With such high 
capacities and square footage, it is reasonable to see fewer venues of 
this type within a market.
AZ Exposition & State Fairgrounds has similar square footage to 
WestWorld. While WestWorld may compete with all these venues 
for regional high-impact events, it is most comparable to the 
AZ Exposition & State Fairgrounds.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
A-12. RV campgrounds in the metro Phoenix area
Name 
City
Cave Creek Regional Park 
Cave Creek
Clay Target Center 
Phoenix
Covered Wagon RV Park 
Phoenix
Desert Sands RV Park 
Phoenix
Desert Shadows RV Resort 
Phoenix
Encore Paradise (age 55 plus) 
Sun City
Estrella Mountain Park 
Goodyear
Lake Pleasant Regional Park 
Morristown
McDowell Mountain Park 
Scottsdale
Phoenix Metro RV Park 
Phoenix
Pioneer RV Resort (age 55 plus) 
Phoenix
Plaza Verde RV & Mobile Flome Park 
Phoenix
Pleasant Flarbor RV Resort 
Peoria
Usery Mountain Regional Park 
Mesa
White Tank Mountain Regional Park 
Waddell
Source: 
Keen Independent Research.
A-13. Convention/conference/expo centers in the metro Phoenix area
Name
We-Ko-Pa Conference Center
City
FortMcDowell
Mesa Convention Center 
Mesa
AZ Exposition & State Fairgrounds Phoenix 
WestWorld 
Scottsdale
Phoenix Convention Center 
Phoenix
Total meeting/expo 
space square footage
25,000 
40,000 
283,906 
300,000 + 
1,000,000
Source: 
Keen Independent Research.
APPENDIX A, PAGE 12

A. Market Analysis — Venue inventory
A-14. Map of event venues, performance venues, equestrian arenas and RV campgrounds in the metro Phoenix area
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KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 13

A. Market Analysis — Venue inventory
A-15. Location of event venues within about three miles of WestWorld
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KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 14

A. Market Analysis — Venue inventory
A-16. Map of event venues and performance venues with 1,000+ capacity as well as equestrian arenas and RV campgrounds in the metro Phoenix area
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KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 15

A. Market Analysis — Venue inventory
A-17. Map of event venues and performance venues with 1,000+ capacity
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Esri, HERE, Garmin, SafeGraph, FAO, METI/NASA, USGS, ERA, NPS, ArcGIS, Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORID OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 16

A. Market Analysis — Rental rates
Keen Independent researched the space rental rates for nearby 
convention and expo centers as well as other similar venues nationally 
and compared these rates to WestWorld space rental rates. For more 
information on benchmark venues, see Appendix F.
Note that space rental rates do not include an analysis of equipment or 
labor charges. All venues studied have additional charges related to 
labor and equipment and sometimes require working with third-party 
companies (e.g. working with an AV company for audio/visual needs).
Arenas and Amphitheaters
We compared rental rates for amphitheaters and arenas with rental 
rates at WestWorld in Figure A-18. To enable a more direct comparison 
of venues with varying capacities, we caiculated the price per seat. In 
this figure, spaces are organized by their price per seat available in the 
venue from highest to lowest.
The Equidome daily rate and price per seat is at the lower end of 
benchmarks studied, with pricing falling below the median and average 
of compared rates. Venues with higher rental rates, such as Symphony 
Hall, Orpheum Theater and SYEC Auditorium, are indoor theaters that 
have updated sound and lighting systems.
A-18. Rental rate comparison between arenas, amphitheaters and theaters at 
locai and national benchmark venues
Venue
National Western Center 
National Western Center 
Phoenix Convention Center 
Phoenix Convention Center 
Will Rogers Memorial Center 
Will Rogers Memorial Center 
Will Rogers Memorial Center 
OC Fair and Event Center 
Will Rogers Memorial Center 
WestWorld
OC Fair and Event Center 
National Western Center 
WestWorld
Space
SYEC Auditorium
LVC Arena
Symphony Hall
Orpheum Theater
James L, West Sale Arena
John Justin Arena
Will Rogers Auditorium
Pacific Amphitheatre
Historic Will Rogers Coliseum
Equidome
Action Sports Arena
Amphitheater
Wendell Arena
Capacity Dally rate Price per seat
Median
Average
Source: 
Keen Independent Research.
630
3,000
2,312
1,364
640
1,934
2,856
8,000
5,652
3,400
7,000
N/A
N/A
$ 
7,500
15,000 
4,000 
2,300 
1,000
2.500
3.500 
9,425 
4,250
2.500 
3,125 
5,000
800
$
2,856 
$ 
3,500
3.344 
4,685
$
11.90
5.00
1.73
1.69
1.56
1.29
1.23
1.18
0.75
0.74
0.45
1.29
2.50
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 17

A. Market Analysis — Rental rates
Outdoor Event Space
Figure A-19 provides a comparison of the rental rates for outdoor event 
spaces at local and national benchmark venues. To provide a more 
side-by-side comparison of venues with varying capacities, we 
calculated the price of each space per square foot. WestWorld's fee for 
renting its field is lower than the median and average of both the daily 
rate and price per square foot of comparable venues. Outdoor spaces at 
higher rates at the National Western Center include power and water 
access throughout the event space.
Indoor Event Space
Figure A-20 compares space rental rates for indoor event spaces at local 
and national benchmark venues. Rental fees for WestWorld indoor 
event spaces are consistently below both the median and average price 
per square foot at other similar venues. Venues with higher rental rates 
have updated sound and lighting systems.
A-19. Rental rate comparison between outdoor event spaces at local and 
national benchmark venues
Venue
National Western Center 
National Western Center 
National Western Center 
National Western Center 
National Western Center 
Mesa Convention Center 
WestWorld 
OC Fairs Event Center 
OC Fairs Event Center
Space
LVC Plaza 
SYEC West Plaza 
SYEC North Plaza 
Riverfront Park 
SYEC The Yards 
Grand Plaza 
Field West and Lot D 
Festival Fields (asphalt) 
Festival Fields (grass)
Median
Average
Price per
Square feet Dally rate 
square toot
43,560 * $ 
5,000 
$ 
0.11
60,000 
70.000 
261,360 * 
566,280 ♦ 
39,150 
871,200 * 
N/A 
N/A
70,000 $ 
273,079
5,000
5,000
15,000
25,000
1,000
4.750
3.750 
2,650
5,000
7,461
$
0.08
0.07
0.06
0,04
0.03
0.01
0.06
0.06
Note: 
‘Square footage estimated based on number of acres available.
Source: 
Keen Independent Research.
A-20. Rental rate comparison between indoor event space at local and national 
benchmark venues
Venue
Space
National Western Center 
National Western Center 
National Western Center 
Phoenix Convention Center 
Phoenix Convention Center 
Phoenix Convention Center 
National Western Center 
Mesa Convention Center 
Mesa Convention Center 
OC Fairs Event Center 
OC Fairs Event Center 
OC Fairs Event Center 
OC Fairs Event Center 
Mesa Convention Center 
OC Fairs Event Center 
OC Fair S Event Center 
National Western Center 
OC Fairs Event Center 
Will Rogers Memorial Center Round Up Inn 
Will Rogers Memorial Center Texas Room 
WestWorld 
South Hall
WestWorld 
Multi-use Tent
WestWorld 
North Hall
WestWorld 
TNEC
Median
Average
Source: 
Keen Independent Research.
LVC Flex 
LVC 360 
SYEC Expo Hall 
Multipurpose Rooms 
North Ballroom 
Exhibit Halls 
LVC Expo North 
Building B 
BuildingA 
Anaheim Building 
Los Alamitos Building 
Huntington Beach Building 
The Hangar 
Building C 
OC Promenade 
Santa Ana Pavilion 
LVC Expo South 
Costa Mesa Building
Price per
Square feet Dally rate square foot
10,000
3,000
18,000
N/A
45,600
403,500
40,000
8,686
7,620
12,636
16,640
19,572
22,245
19,671
18,025
16,325
120,000
34,025
18,000
94,460
37,000
120,000
117,000
300,000
$
7.500 
2,000
10,000
N/A
N/A
N/A
12,000
2,250
1,750
2,725
3.425
3.825 
4,025 
3,000 
2,725
2.425 
17,500
4.825
2.500
8.500 
3,000 
8,400 
7,000
11,000
$
0.75
0.67
0.56
0.39
0.39
0.33
0.30
0.26
0.23
0.22
0.21
0.20
0.18
0.15
0.15
0.15
0.15
0.14
0.14
0.09
0.08
0.07
0.06
0.04
19,671 
$ 
3,825 
$ 
0.19
65,305 
5,732 
0.25
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX A, PAGE 18

A. Market Analysis — Tourism data
Keen Independent reviewed tourism data provided by the City of 
Scottsdale. Longwoods International compiled this data on visits for
2022 and 2023.
Overall Trends
In 2023, visitors took 4.8 million overnight trips to Scottsdale, an 
increase of just over 1 percent from 2022. Spending on overnight trips 
totaled more than $1.56 billion, a 5 percent increase from 2022. Visitors 
spent about 10 percent of 2023 total spending on recreation and 
entertainment, which equates to about $160 million. Trips were fairly 
evenly distributed throughout the year, with slightly more from January 
through March and slightly fewer from July through September.
Visitor Profiles
Visitors from Arizona and California made up over 40 percent of 
overnight visitors to Scottsdale in 2023. Figure B-20 displays additional 
characteristics, including income, age and race/ethnicity of overnight 
visitors to Scottsdale in 2022 and 2023. In 2023, the average overnight 
traveler had a higher median income and was slightly older than the 
average overnight traveler in 2022.
Activities During Visit
Of all the 2023 overnight visitors to Scottsdale, about 65 percent 
indicated that they attended entertainment events and about 
43 percent reported attending cultural activities. About 10 percent in
2023 said the purpose of their visit was to attend a special event 
(on par with 2022, which was 9 percent).
A-21. Scottsdale overnight visitor demographics, 2022 and 2023
2022
2023
Household income
$49,999 or less 
$50,000 to $74,999 
$75,000 to $99,999 
$100,000 to $149,999 
$150,000 or more 
Total
31 % 
23
17
18 
11
27 % 
19 
16 
22 
15
100 %
Median household income $ 74,400
Age
18 to 24 
25 to 34 
35 to 44 
45 to 54 
55 to 64 
65+
Total
Median age
Race/ethnicity
African American 
Hispanic American 
White 
Other race
12 % 
22 
20 
18
14
15
100 % 
$ 95,100
9 % 
21 
22 
13 
18 
18
100 % 
44.7
10 % 
17 
81 
11
100 % 
46.5
10 % 
17 
80 
14
Note:
Source:
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
■ ..............................................................................■
Median Income from 2022 is based on average income of visitors to the Phoenix and 
Scottsdale areas (reported In an Arizona state tourism document) because 2022 median 
income was not available in the Scottsdale tourism report. Participants could select 
more than one race/ethnicity so numbers do not add up to 100.
Longwoods International, City of Scottsdale, Keen Independent Research, 2024.
APPENDIX A, PAGE 19

APPENDIX B. Summary of Key Performance Indicators — Introduction
In this appendix, we analyze initial performance indicators for 
WestWorld operations to establish a baseline understanding of facility 
operations. This will inform future data collection that may be needed 
to measure key performance indicators requested by City leadership.
The performance indicators analyzed in this appendix include:
■ 
Utilization. This includes the number of events held at 
WestWorld and number of use days;
■ 
Attendance. We examine overall annual attendance, as well 
as average attendance per event to account for annual 
variation in the number of events;
■ 
Financials. This includes revenues, expenses, net operating 
income (or loss) and debt service; and
■ 
Estimated economic impact. This includes total estimated 
economic impact and estimated transaction privilege
tax revenue.
B-1. Inside the tent at the Barrett-Jackson Car Auction
K
Source: 
Keen Independent Research.
i
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX B, PAGE 1

B. Summary of Key Performance Indicators — Utilization
Keen Independent analyzed the total number of events and use days at 
WestWorld from fiscal year 2016 through fiscal year 2024.
Total events. Figure B-2 shows annual number of distinct events at 
WestWorld by event type (equestrian or special event) and by fiscal 
year. Distinct events include single-day equestrian shows as well as 
multi-day signature events that span multiple weeks.
WestWorld typically hosts nearly 100 distinct events each year, with a 
peak of about 120 distinct events in fiscal year 2017 and a low of about 
70 distinct events in fiscal year 2020. The decline in the number of 
distinct events in fiscal year 2020 was likely due to cancellations related 
to the COVID-ig pandemic.
Over the last eight years, the number of equestrian events has been 
similar to the number of special events that take place at WestWorld.
Use days. Event use days include the total number of days an event 
utilizes space at WestWorld, including days used for event set up and 
take down. Use days for events can overlap when more than one event 
is taking place at WestWorld, therefore, it is not unusual to see total use 
days exceeding 365 annually. WestWorld typically has between 140 and 
190 days annually with more than one event occurring at the same 
time. Each of these days include more than one "use day."
Note that the spike in use days in fiscal year 2021 are due to WestWorld 
accommodating events from other venues that had closed and hosting a 
number of alternative events like a vaccination drive-thru clinic.
Figure B-3 illustrates the number of use days at WestWorld by event 
type. Special events consistently account for more use days than 
equestrian events, despite a similar number of each event type per 
year. This indicates that special events tend to utilize WestWorld for a 
greater number of days for each event.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
B-2. Total events at WestWorld by event type and fiscal year, FY16-FY24
140 1 
120 
100 
80 
60 
40 
20 
0
Total events
Equestrian
events
Special events
<^0^
Source: 
WestWorld of Scottsdale.
B-3. Total number of use days at WestWorld by event type and fiscal year, 
FY16-FY24
800 n
600
400 -
200 -
Total event 
use days
Special event 
use days
Equestrian 
use days
Source: WestWorld of Scottsdale.
APPENDIX B, PAGE 2

B. Summary of Key Performance Indicators — Attendance
Figure B-4 illustrates annual attendance at WestWorld events by fiscal 
year. With the exception of a decline in attendance in fiscal year 2021 
(due to the effects of the COVID-19 pandemic), attendance at 
WestWorld typically ranges between 700,000 and 900,000.
Average attendance per event. Figure B-5 illustrates average 
attendance per event at WestWorld by fiscal year. Observing average 
attendance allows us to compare the quality of events from year to year 
as it relates to attendance. Even though the total number of events at 
WestWorld annually decreased from fiscal year 2017 to fiscal year 2020, 
the events that did occur had higher attendance numbers on average.
Note that Barrett-Jackson Car Auction and Arabian Horse Show are each 
considered one event in this calculation and attract 250,000 to 350,000 
attendees at each event. Events with more event days have a higher 
likelihood of greater attendance numbers. To further analyze event 
attendance and provide a more precise assessment of attendance at 
each event, we recommend tracking the number of event days to 
calculate average attendance per event day.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
B-4. WestWorld annual attendance by fiscal year, FY16-FY24 
1,000,000 -1
800,000 -
600,000 - 
400,000 - 
200,000 -
Source: WestWorld of Scottsdale.
B-5. Average attendance per event at WestWorld by fiscal year, FY16-FY24 
14,000 1 
12,000 
10,000 
8,000 
6,000 
4,000 
2,000
<0^
Source: WestWorld of Scottsdale.
APPENDIX B, PAGE 3

B. Summary of Key Performance Indicators — Financials
Keen Independent studied operational expenses for WestWorld from 
fiscal year 19/20 through fiscal year 23/24. Figure B-6 provides a 
summary of WestWorld's operational expenses over the 
five-year period.
Personnel expenses. Personnel expenses Include wages, salaries, 
benefits and overtime. This does not include expenses for services that 
have been contracted out to a third party. Personnel expenses have 
gradually increased as the cost of labor has increased. Although 
personnel expenses have increased, WestWorld has reduced the 
number of full-time equivalent (FTE) staff from 33 in fiscal years 19/20 
through 22/23 to 31 in fiscal year 23/24.
Net operating income. Net operating income has ranged from a 
$1.6 million loss to $360,000 profit (before debt service expenses) over 
the five fiscal years studied. Note that the years that show positive net 
operating income were the fiscal years that were most affected by the 
CO\/ID-19 pandemic.
City operational subsidy. The net operating income loss and debt 
service are paid for by the City and therefore considered a subsidy to 
the operations of WestWorld. The debt service includes debt from past 
capital expenditures related to the facilities. Part of this debt service 
($1.2 million) is funded by Bed Tax contributions.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
B-7. Summary of WestWorld statement of operations, FY19/20-FY23/24
FY 19/20
FY 20/21
FY 21/22
FY 22/23
FY 23/24
S 2,261,538 
$ 
3,601,497 
$ 
3,675,360 
$ 
3,781,955
S 3,834,129 
4,281,724
Facility rental
Other revenue 
2,338,241 
2,660,848 
3,760,271 
3,957,510
Total revenue 
$ 
4,599,779 
$ 
6,262,345 $ 
7,435,631 
$ 
7,739,465 
$ 
8,115,853
Personnel services 
$ 
2,076,128 
$ 
1,947,387 $ 
2,318,441 
$ 
2,419,431 
$ 
2,745,065
Contractual services 
Other expenses
2,958,872
1,155,497
2,668,119
1,355,728
3,267,559
1,488,955
3,989,653
1,712,546
3,758,989
1,913,302
Total expenses 
S 
6,190,497 
$ 
5,971,234 
$ 
7,074,955 
$ 
8,121,630 
$ 
8,417,356
Net income 
$ 
(1,590,718) $ 
291,111 
$ 
360,676 
$ 
(382,165) $ 
(301,503)
Debt service 
$ 
4,363,373 
$ 
3,494,782 
$ 
4,570,462 
$ 
3,591,426 
S 
3,590,111
One-time repairs 
- 
- 
- 
623,230 
309,787
Income after
debt service and $ 
(5,954,091) $ 
(3,203,671) $ 
(4,209,786) 
$ 
(4,596,821) $ 
(4,201,401)
one-time repairs
Source: WestWorld of Scottsdale.
APPENDIX B, PAGE 4

B. Summary of Key Performance Indicators — Estimated economic impact
In 2024, the Arizona State University Seidman Research Institute 
conducted an economic impact study for WestWorld. This study 
included over 2,000 surveys collected from attendees at 22 equestrian 
and non-equestrian events held at WestWorld during fiscal year 2024.
Total economic impact. Arizona State University estimated that 
WestWorld events generated approximately $163 million in economic 
impact for the City of Scottsdale in fiscal year 2024. Figure B-8 illustrates 
the sources of this economic activity.
Transaction privilege tax (TPT) revenue generated. Arizona State 
University also estimated TPT revenue generated as a result of events 
taking place at Westworld. Figure B-9 shows that an estimate of about 
$4.8 million in TPT revenue was generated by WestWorld events, with 
about $4 million specifically being from non-equestrian events, like the 
Barrett-Jackson Car Auction.
This TPT revenue exceeded the City's debt service payments for 
Westworld in the same year, which totaled about $3.5 million.
Return on investment. With an operational subsidy of about $300,000 
from the City of Scottsdale in fiscal year 23/24, for every dollar that was 
subsidized by the City, WestWorld events generated about $540 dollars.
If the City's debt service contribution for WestWorld in fiscal year 23/24 
is included, then WestWorld generated about $39 dollars for every 
dollar subsidized by the City.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
B-8. Estimated economic impact of WestWorld on the City of Scottsdale, 2024
TOTAL IMPACT SOURCE
Participant & Visitor Expenditures
STATE GDP EMPLOYMENT LABOR INCOME 
(Millions $)^ (Job Years) * (Millions $)^
Event Organizer Expenditures
Westworld Employment & Operations
$116.1
$23.7
$23.8
1,350
292
Total Economic Impact $163.6
171
1,813
$58.5
$16.5
$10.6
Source:
Arizona State University Seidman Research Institute (2024), The Annual Economic 
Impact of Westworld for the City of Scottsdale.
B-9. Estimated direct TPT revenue impact of WestWorld's annual events for the 
City of Scottsdale, 2024
Equestrian Events (includinE Arabian Horse Shovy)
Non-Equestrian Events (including Barrett Jackson)
Scottsdale's State-Shared Allocation of TPT Revenues
Direct Tax Collections 
(Millions $)
$0.7
$4.0
$0.1
Total Direct TPT Revenues
Source: 
Arizona State University Seidman Research Institute (2024), The Annual Economic
Impact of Westworld for the City of Scottsdale.
APPENDIX B, PAGE 5

APPENDIX C. Summary of Relevant Plans — Introduction
This appendix provides a summary of plans and ordinances for the City 
of Scottsdale that include or impact initiatives related to WestWorld 
and events held at the venue. Information for each document is 
presented as it was written at the time it was adopted.
Introduction
Keen Independent reviewed the following City plans and documents in 
the development of the WestWorld Strategic Plan, presented in 
chronological order:
■ 
City of Scottsdale General Plan 2035 (ratified by voters 
in 2021);i
■ 
Scottsdale Tourism & Events Strategic Plan (2023);^ and
■ 
City of Scottsdale Organization Strategic Plan (2024).^
These documents collectively provide a foundation for strategic 
direction, operational values and community aspirations that can 
inform the vision and strategic direction of WestWorld.
^ City of Scottsdale General Plan 2035 (2021), Retrieved July 18, 2025 from 
https://www.scottsdaleaz.gov/docs/default-source/scottsdaleaz/general- 
plan/scottsdale-general-plan-2035—executive-summary.pdf?sfvrsn=d7021b0d_l
^ Scottsdale Tourism & Events Strategic Plan (2023), Retrieved July 18, 2025 from
https://www.scottsdaleaz.gov/docs/default-source/scottsdaleaz/tourism/tourism-
strategic-plan-2023.pdf?sfvrsn=f6d5424c_l
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-1. Horse sculpture at WestWorld
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Source: 
Keen Independent Research.
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3 2024 Organization Strategic Plan, Retrieved July 18, 2025 from 
https://www.scottsdaleaz.gov/docs/default-source/scottsdaleaz/mayor-and- 
council/organization-strategic-plan.pdf?sfvrsn=6daf39a6_7
APPENDIX C, PAGE 1

C. Summary of Relevant Plans — City of Scottsdale General Plan 2035
The General Plan 2035 is Scottsdale's principal long-range planning 
document, establishing the City's vision and guiding policy and decision­
making through 2035 regarding community character and design, land 
use, open space and the natural environment, business and economic 
development, community services, neighborhood vitality, 
transportation and growth. Shaped by extensive community input and 
ratified by voters, the plan is organized around core aspirations such as 
experience, livability, prosperity and character, and outlines goals and 
policies that provide a framework for development, revitalization and 
resource stewardship.
The following elements of the General Plan 2035 could be applied to 
strategic decision making at WestWorld:
■ 
General Plan vision regarding distinctive character. The
vision statement states that Scottsdale will respect and be 
sensitive to its history and equestrian legacy. With WestWorld 
serving as a premier equestrian facility, it continues to serve 
as a resource for Scottsdale's equestrian community.
■ 
Goal CD 7. Honor Scottsdale's western and equestrian 
lifestyle. Although elements of this goal specifically point to 
development, land use and the Historic Old Town District, 
WestWorld also contributes to this goal through its support of 
equestrian events.
■ 
Goal ACC 2. Build on Scottsdale's reputation as the 
regional leader and widely-recognized destination in arts, 
culture and creativity. This goal includes an objective to 
develop partnerships to build regional, national and 
international tourism and cultural exchange programs.
WestWorld's size, visibility and flexibility can enhance 
Scottsdale's role as a regional leader in arts, culture and 
creativity through these partnerships.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-2. Cover page of the City of Scottsdale General Plan 2035
CITY OF SCOTTSDALE 
GENERAL PLAN 2035
Adopted by City Council on June 8. 2021 - Resolution No. 12177
Ratified by Scottsdale Citizens on November 2, 2021 - Proposition 463
Amended on November 21, 2022 to comply with House Bill 2482 • Resolution No. 12655
f.
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Source: City of Scottsdale.
APPENDIX C, PAGE 2

C. Summary of Relevant Plans — City of Scottsdale General Plan 2035
■ 
Goal T1. Strengthen Scottsdale's position as a premier 
regional, national and international tourism and resort 
destination. WestWorld strengthens Scottsdale's position as 
a premier tourism and resort destination by serving as a 
high-impact venue that draws regional, national and 
international visitors through signature events. Its flexible 
infrastructure, proximity to luxury resorts and ability to 
support year-round programming position it as an ideal 
partner in attracting diverse tourist segments. By expanding 
its event portfolio to include more signature events and 
enhancing premium visitor experiences, WestWorld
can amplify Scottsdale's brand, support resort industry 
partnerships and contribute to the city's tourism economy and 
international appeal.
■ 
Goal T 2. Enhance visitor and resident mobility, 
accessibility and wayfinding. Community feedback about 
WestWorld identified wayfinding and parking as areas of 
improvement. Directly addressing this community feedback 
would also be addressing this goal from the General Plan.
■ 
Goal T 3. Support and expand special events, spaces and 
venues. This goal may be able to provide some guidance 
when making decisions on which events to book when there 
are conflicting date requests. This goal includes objectives 
that involve:
> 
Building and retaining sporting, western and 
equestrian events;
> 
Maximizing the potential of art and cultural events for 
generating economic activity, including new, high- 
quality signature festival events; and
> 
Programming to attract residents and visitors.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-3. Line of cars at Barrett-Jackson Car Auction
I
Source: 
Keen Independent Research.
APPENDIX C, PAGE 3

C. Summary of Relevant Plans — Scottsdale Tourism & Events Strategic Plan
Commissioned by the City of Scottsdale in partnership with Experience 
Scottsdale, the 2023 Tourism & Events Strategic Plan outlines a five-year 
roadmap to advance Scottsdale's position as a premier travel and 
events destination, it incorporates insights from resident and visitor 
surveys, stakeholder interviews, market analyses and benchmarking 
against peer destinations. The plan emphasizes sustainable tourism, 
community well-being, destination branding, event development and 
infrastructure investment.
The following elements of the Tourism & Events Strategic Plan could be 
applied to strategic decisions for WestWorld:
■ 
Strategy FE.2. Improve and diversify WestWorld's hosting 
capacities. This strategy indicates that performance metrics 
for WestWorld should be more in line with performance 
metrics of other convention and event facilities throughout 
the nation, with a focus on hosting larger events that attract 
attendees from a wider area and generate more room nights 
in Scottsdale.
■ 
Strategy FE.l. Increase the positive impact of existing 
events and attract new year-round events. This strategy 
encourages the addition of a world-renowned indoor 
signature event as well as focusing on events that increase 
hotel stays, particularly during the summer. WestWorld is well 
positioned to support this goal with its indoor event spaces.
■ 
Strategy PE.4. Position and market Scottsdale as a premier 
luxury destination. This Pian emphasizes the importance of 
aligning both the product and marketing with changing 
consumer behaviors to anchor Scottsdale as a premier luxury 
destination. This can be used to guide event booking decisions 
at WestWorld when there are conflicting date requests.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-4. Cover page of Scottsdale Tourism & Events Strategic Plan
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Scottsdale 
Tourism & Events 
Strategic Plan
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Source: 
City of Scottsdale.
APPENDIX C, PAGE 4

C. Summary of Relevant Plans — Scottsdale Tourism & Events Strategic Plan
Strategy CW.2. Focus on community quality of life. The
Plan states that monitoring resident perceptions and priorities 
about tourism and its impact on quality of life is critical to 
informing how Scottsdale is managed as a destination. 
WestWorld can contribute to this monitoring when evaluating 
programming and visitor experience, while also being mindful 
of any comments from residents in the surrounding area.
Target audiences. The Plan identified four key target 
audiences that have the greatest future market potential 
for Scottsdale:
> 
Active adventurers. Individuals with an interest in 
outdoor sports, nature, health and fitness activities 
fall within this category.
> 
All-in enthusiasts. This inciudes visitors who are 
interested in a wide variety of activities as they have 
many different motivations for their travel and 
vacations. Shopping, nightlife and attending events 
are most preferred by All-in Enthusiasts compared to 
other types of travelers.
> 
Bleisure travel. Bleisure, or "business and leisure 
travel," refers to travelers that extend work trips (i.e., 
conferences, meetings and staff retreats) to include 
leisure time before or after the event.
> 
Conferences and meetings. This includes individuals 
visiting Scottsdale for professional-related events, 
such as conferences and meetings.
When booking events with a focus on maximizing tourism, 
WestWorld could consider these target audiences as potential 
event attendees.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-5. Temporary stage set up for Arizona Bike Week
r=rJ=5te-
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Source: 
Keen Independent Research.
APPENDIX C, PAGES

C. Summary of Relevant Plans — City of Scottsdale Organization Strategic Plan
The City of Scottsdale's Organization Strategic Plan provides a tactical 
roadmap for implementing the broader General Plan goals. Developed 
by City leadership, this plan articulates the City's near-term priorities by 
outlining detailed action items, responsible departments and timelines. 
The plan is structured around key strategic goals, such as environmental 
conservation, economic vitality, community engagement and cultural 
preservation. Each section includes measurable outcomes and assigns 
accountability to specific City divisions.
The goals from this plan that could be relevant to WestWorld 
operations include:
■ 
F. Revitalize responsibly. Goals include managing noise and 
neighborhood impacts, which are issues that intersect with 
WestWorld's operations in terms of event impact on 
surrounding areas.
■ 
G. Advance innovation and prosperity. Goal G2 calls to 
"comprehensively market city-owned tourism and event 
facilities," including WestWorld. Recommended actions 
include enhancing the venue's digital presence, improving 
brand awareness and strengthening venue visibility.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
C-6. Lounge at the Arabian Horse Show
'At
m
Source: 
Keen Independent Research.
APPENDIX C, PAGE 6

Appendix D. Community Feedback - Introduction and methodology
Keen Independent administered a survey for Scottsdale and 
Phoenix-metro area community members, as well as WestWorld 
patrons, to gather input for the WestWorld's Strategic Plan.
Distribution
The survey was promoted on WestWorld's social media, including 
instagram and Facebook. The study team also conducted direct 
outreach to community groups, such as car enthusiasts, equestrian 
enthusiasts and Scottsdale homeowner associations. The survey was 
open from January 25 to May 31, 2025.
The study team also developed an abbreviated version of the survey to 
collect intercept responses from attendees to the Barrett-Jackson 
Car Auction and Arabian Horse Show at WestWorld. A QR code linking 
to the survey was displayed on A-frame signs at these WestWorld 
events. Respondents were given a matchbox car as a thank you for 
their participation.
Additionally, Keen Independent gathered feedback from WestWorld 
facility staff and City of Scottsdale employees about their experiences at 
the facility. Their feedback to questions that aligned with the 
community and patron-focused survey is also included in this appendix.
Participation
In total, this survey collected 599 responses. The survey for facility 
staff members and City of Scottsdale employees collected 31 total 
responses. All questions asked in these surveys were optional. Both 
completed and partial surveys are included in the analysis, as many 
partial responses contained substantive feedback.
Quotes from Participants
Selected quotes are included in this appendix to illustrate themes the 
study team found during analysis of survey participant input.
Participants were informed that their responses would be analyzed in 
aggregate and that no individually identifying information would be 
reported. Quotes are attributed in a non-individualiy identifying 
manner, such as "Scottsdale resident" or "Out-of-town visitor."
Topics
The survey analysis in this appendix reflects the perspectives of 
approximately 600 respondents and is organized by the following topics:
Introduction and methodology;
Demographics;
Affiliations and residencies;
Reasons for not visiting;
Recent attendee experiences;
Facility feedback;
Opportunities for success; and 
Preferences and priorities.
Online Reviews
Keen Independent also analyzed Google reviews posted between 
April 15, 2024 to April 15, 2025 to gather additional insights into visitor 
experiences and perceptions of WestWorld.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 1

D. Community Feedback ~ Demographics
Keen Independent examined the survey participants' demographic 
information, including race, ethnicity, gender, age, residency and 
affiliation with WestWorld.
Race and Ethnicity
Figure D-1 shows the race and ethnicity of survey participants. Of the 
survey participants who responded about their race and ethnicity,
73 percent identified as white, 6 percent identified as Hispanic or Latino 
and 6 percent identified as two or more races.
D-1. Race and ethnicity of survey participants
Other race (1%) 
American Indian and 
\
Alaskan Native (1%!^ 
\
African American {1%_
Asian (1%)
Two or more races 
(6%)
Hispanic or Latino (6%),
Prefer not to answer 
(10%)
White
(73%)
Note; N=503. Participants could also select Native Hawaiian/Pacific Islander as a response. 
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 2

D. Community Feedback - Demographics
Gender
Figure D-2 shows that nearly three-quarters of participants identified 
as female (73%) and almost one-fifth identified as male (19%). The 
remaining participants either preferred not to answer (7%) or chose 
non-binary (1%).
D-2. Gender of survey participants
Non-binary
(1%)
Prefer not to answer (7%)
Male
(19%)
Note:
Source:
Female
(73%)
N=503.
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 3

D. Community Feedback - Demographics
Age
Figure D-3 depicts the ages of individuals who completed the survey. 
Survey participants represented a broad age range. Just over 60 percent 
were between the ages of 35 and 64, with the largest group (22%) In the 
45 to 54 age bracket. An additional 13 percent were ages 25 to 34, and 
14 percent were 65 or older.
Household Ages
Respondents reported a range of household age groups (Figure D-4). 
Twenty-five percent indicated that their household includes a person 12 
or younger, and the same percentage reported a household member 
age 45 to 54. Just under 25 percent reported having someone 35 to 44 
or 55 to 64 in their household. Nine percent indicated that they were 
the sole member of their household.
D-3. Age of survey participants
75 +
1%)
Prefer not to answer Younger than 18
(!%> X (3%)
/ 
^18 to 24 (5%)
25 to 34 
(13%)
55 to 64 
(21%)
65 to 74 
(13%).
35 to 44 
(21%)
45 to 54 
(22%)
Note: 
N=505.
Source: 
Keen Independent Research.
D-4. Reported ages of other members of survey participants' household
30% 
25%
21% - 22%
25%
20%
16% 16%
15%
14%
9%
10% -
4%
3%
0%
^ 
7?* 
(b^ 
>0* ^ A
Note: 
N=494. Participants could select more than one answer.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 4

D. Community Feedback - Demographics
Other Demographic Identifiers
Keen Independent invited survey participants to share any additional 
demographic identifiers that could help the study team better 
understand their experiences or those of other members of their 
household. A total of 121 participants provided additional identifiers, 
including disability status, veteran/military status, LGBTQ+ identity, 
bilingual/multilingual ability or other categories. Respondents 
could select multiple options. Figure D-5 shows the demographic 
self-identification of respondents.
D-5. Demographic self-identification of survey participants or their household 
members
Other demographic identifiers
Veteran/military
Disability status
Bilingual/multilingual
LGBTQ-h
Other
Number of
responses Percent
57
28
20
19
5
28
11
8
8
2
%
Note; N=253. Prefer not to answer Is excluded. Participants could select more than 
one answer.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 5

D. Community Feedback -Affiliations and residencies
Survey participants were asked to share information about their 
interests, residency and affiliation with WestWorld.
Residency and Interests
Survey participants shared information about their WestWorld-related 
interests and residencies (Figure D-6). For interests, most survey 
participants identified as equestrian enthusiasts, while a quarter of 
respondents identified as outdoor or rodeo enthusiasts. Just under 
100 participants identified as athletes or car enthusiasts.
About half of participants identified as Phoenix metro area residents 
and about one-quarter of identified as City of Scottsdale residents. Four 
respondents identified as both Scottdale residents and Phoenix metro 
area residents. Seventy respondents identified as out-of-town visitors, 
with 34 residing elsewhere in Arizona and 34 visiting from out of state.
These data indicate that most perspectives in this appendix come from 
Phoenix and Scottsdale residents (73%), and from individuals with 
interests in equestrian and/or rodeo disciplines (92%).
D-6. Participant residency and relevant interests
am a/an...
Equestrian enthusiast
Phoenix metro area resident
Outdoor enthusiast
City of Scottsdale resident
Rodeo enthusiast
Business owner
Athlete
Car enthusiast
Out-of-town visitor
Artist or creative
None of the above
Number of
responses Percent
405
279
157
154
143
107
99
84
70
38
5
68 % 
47 
26 
26 
24 
18 
17 
14 
12 
6 
1
Note: 
N=595. Participants couid seiect more than one answer.
Source: 
Keen independent Research.
KEEN iNDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGiC PLAN
APPENDIX D, PAGE 6

D. Community Feedback-Affiliations and residencies
ZIP Code Mapping
ZIP Code data was used to develop a heat map of respondent locations. 
Figure D-7 depicts participants who live in Arizona, as well as those 
concentrated in the Phoenix metro area. This map shows that 
WestWorld attracts participants from across Arizona, but most 
respondents live in or near Scottsdale.
D-7. Reported location of survey participants
Fl.igs'.aff
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Note: 
N=586.
Source: 
Tableau, Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE?

D. Community Feedback-Affiliations and residencies
Affiliation with WestWorld
Figure D-8 depicts survey participants' affiliations with WestWorld. 
Three-quarters reported attending events at the venue and about half 
were exhibitors or performers at WestWorld. Ten percent of 
respondents said that they had no affiliation with WestWorld.
D-8. Survey participants reported affiliations with WestWorld
Affiliation with WestWorld
Number of
responses Percent
WestWorld event attendee 
WestWorld event exhibitor or performer 
WestWorld contractor or vendor 
City of Scottsdale employee 
(not at WestWorld)
Other
No affiliation to WestWorld
Note: 
N=517. Participants could select more than one answer.
Source: 
Keen Independent Research.
400
256
21
5
13
51
77
47
4
1
5 
10
%
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 8

D. Community Feedback - Affiliations and residencies
Most Recent Attendance to WestWorld
Nearly three-quarters of survey respondents had visited WestWorld 
within the past three months, while 20 percent had visited within the 
last two years. Figure D-9 shows all attendance shared by survey 
participants.
With more than 90 percent of survey respondents having visited 
WestWorld within the last two years, most of the feedback shared in 
this appendix reflects recent experiences at the venue. It is also possible 
that individuals with more recent visits were more likely to complete 
the survey.
D-9. Participants most recent attendance to WestWorld
More than 5 years agi 
(3%)
Between 2 and 
5 years ago 
(2%)
Within the 
past two yearSj 
(20%)
Never visited WestWorld 
(4%)
ithin the past 
three months 
(71%)
Note: 
N=599.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 9

D. Community Feedback - Reasons for not visiting
Survey respondents who had not visited WestWorld within the past two 
years were asked why they had not visited recently and what might 
encourage them to visit in the future.
Reasons For Not Visiting WestWorld
As depicted in Figure D-10, among respondents who had not visited 
WestWorld within the last two years, the most commonly reported 
reasons were lack of information or awareness (36%) and distance from 
the venue (32%). Other common barriers to visitation included lack of 
time (21%) and disinterest in WestWorld's events (15%) or camping 
services (11%).
Encouraging Future Visitation
When asked what might encourage future visits to WestWorld, most of 
the thirty-two respondents elaborated on the events that they would 
like to attend. Many participants called for additional equestrian events, 
while others also suggested expanding to include more car shows, dog 
events, markets, festivals or concerts. Six respondents indicated that 
WestWorld could be doing better advertising, and four respondents said 
that WestWorld should be more affordable.
D-10. Reasons for not visiting WestWorld
Lack of information or awareness 
I live too far away from WestWorld
Lack of time
Not interested in 
WestWorld's events 
Not interested in WestWorld's 
RV/camping services
I find WestWorld inaccessible
Lack of childcare or 
family assistance
WestWorld Is difficult to get to 
Other
Note: 
N=47. Participants could select more than one answer.
Source: 
Keen Independent Research.
36%
32%
21%
15%
11%
4%
2%
2%
11%
10%
20%
30%
40%
Host more of the smaller shows and horse events.
Out-of-town visitor
Hold dog events the way they used to.
More information/advertising.
Be open and financially accessible.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Phoenix metro-area resident
Phoenix metro-area resident
Out-of-town visitor
APPENDIX D, PAGE 10

D. Community Feedback - Recent attendee experiences
Survey participants who reported visiting WestWorld within the last 
two years were asked a series of questions about their experiences 
recently attending events at WestWorld.
Recently Attended Events
When asked what events participants had recently attended, the 
majority of respondents (90%) reported that they had attended an 
equestrian event. Just under half of respondents reported having 
attended a trade show or expo or a rodeo event. Figure D-11 shows the 
full range of events that recent participants reported that they attended 
at WestWorld.
100% 
-1 90%
80% 
- H
60% 
- H
■ 
44% 
42%
40% 
- H III H
20% 
- I 
I 12%
/ / / </ /
cO
Note: 
N=474. Participants could select more than one answer.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 11

D. Community Feedback - Recent attendee experiences
Overall Experience
Figure D-12 shows that over three-quarters of recent attendees 
reported a somewhat positive to extremely positive experience 
at WestWorld.
Net rating. Using a modified Net Promoter Score framework, responses 
were condensed by excluding the neutral option and categorizing the 
remaining responses into positive or negative sentiments. The net rating 
is calculated by subtracting the percentage of negative sentiments from 
positive sentiments. This scoring method provides a clear measure of 
overall agreement or disagreement to a statement. In the 
accompanying graphs, a positive net rating indicates a higher proportion 
of positive responses, while a negative net rating indicates greater levels 
of disagreement. Figure D-13 shows the net score for overall experience 
at WestWorld is 76.
While a net score of 76 is strong, WestWorld could consider tracking 
this rating as a key performance indicator to monitor future changes in 
this score.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
D-12. Survey participant overall experience ratings
Overall experience at 
WestWorld
7%
43%
0%
25%
50%
75%
100%
■ Extremely negative 
Somewhat positive 
Note:
Negative
Postive
I Neutral
Somewhat negative 
■ Extremely positive
N=506. Percentages are rounded to the nearest whole number and therefore may not 
sum to 100. Includes responses from facility staff and City employees.
Source: 
Keen Independent Research.
D-13. Survey participant overall experience rating net score
Overall experience at 
WestWorld
100% 
75% 
50% 
25% 
0% 
25% 
50% 
75% 
100%
H Negative (somewhat to extremely) ■ Positive (somewhat to extremely)
Note: 
N=506. Includes responses from facility staff and City employees.
Source: 
Keen Independent Research.
84%
APPENDIX D, PAGE 12

D. Community Feedback - Recent attendee experiences
Age-specific Experience
Survey participants were asked to rate the overall experience of events 
for specific age groups. Figure D-14 shows all responses along a 
seven-point scale ranging from "extremely negative" to "extremely 
positive." Participants reported events being most positive for adults 
ages 45 to 64 and ages 25 to 44, with over 80 percent of responses 
being "extremely positive," "positive" or "somewhat positive." All age 
groups received at least 70 percent of positive-leaning responses.
D-14. Age-specific experiences
4%
4%|
7%
9%
45%
, 
43%
"1
33%
8%
f
S'.
Ij. 7% I 12% I 11%
10%
k-''.
42%
40%
28%
’ St
38%
Adults, ages 45 to 64 
Adults, ages 25 to 44 
Young adults, ages 18 to 24 
Adults, ages 65 and over
Teens, ages 13 to 17
Children, ages 12 and under
0% 
25% 
50% 
75% 
100%
■ Extremely negative Negative Somewhat negative ■ Neutral Somewhat positive Positive ■ Extremely positive
Note: 
N=327-437. NA or I Don't Know responses are excluded. Percentages are rounded to the
nearest whole number and therefore may not sum to 100, Includes responses from 
facility staff and City employees.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
3%|
8% mm : 
39%
APPENDIX D, PAGE 13

D. Community Feedback - Recent attendee experiences
Net rating. Figure D-15 highlights the net rating for the same 
age-specific experience questions as Figure D-14. The overall experience 
net rating was highest for adults ages 45 to 64 and 25 to 44, with ratings 
of 80 and 79 respectively. The overall experience rating was lowest for 
children ages 12 and under, with a rating of 65.
D-15. Age-specific experience net ratings
Adults, ages 45 to 64 
Adults, ages 25 to 44 
Young adults, ages 18 to 24 
Adults, ages 65 and over 
Teens, ages 13 to 17 
Children, ages 12 and under
85%
5%
Net
80
6%
85%
79
6%
79%
73
10%
79%
69
74%
5%
69
71%
6%
65
100% 
75% 
50% 
25% 
0% 
25% 
50% 
75% 
100%
■ Negative (somewhat to extremely) ■ Positive (somewhat to extremely)
Note; N=327-437. NA or I Don't Know responses are excluded. The net rating is calculated by 
subtracting the sum of the "strongly negative," "negative," and "somewhat negative" 
responses from the sum of the participants who said "extremely positive," "positive," 
and "somewhat positive." Includes responses from facility staff and City employees.
Source: 
Keen Independent Research
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 14

D. Community Feedback - Recent attendee experiences
Inclusivity
Recent WestWorld attendees were asked about their level of 
agreement with the statement, "As a venue, WestWorld is inclusive and 
fosters belonging for people from a wide range of demographic groups." 
WestWorld staff and City of Scottsdale employees were asked to 
respond to the statement, "As a venue, WestWorld is welcoming for 
people from a wide range of demographic groups." Figure D-16 shows 
that over half of respondents (66%) slightly to strongly agreed that 
WestWorld is inclusive and fosters belonging. About one quarter of 
respondents were neutral on this topic.
Net rating. Figure D-17 shows that WestWorld has an inclusivity net 
rating of 55. Respondents' reasons for viewing WestWorld as inclusive 
or not inclusive are detailed on the following page.
D-16. Survey participant inclusivity agreement
WestWorld is welcoming, 
inclusive and fosters 
belonging for people from 
a wide range of 
demographic groups.
IlMe6%E^2%’
9% t
34%
23%
0% 
25% 
50% 
75% 
100%
■ Strongly disagree Disagree Slightly disagree s Neutral Slightly agree ' Agree ■ Strongly agree
Note: 
N=463. NA or I Don't Know responses are excluded. Percentages are rounded to the
nearest whole number and therefore may not sum to 100. Includes responses from 
facility staff and City employees.
Source: 
Keen Independent Research.
D-17. Survey participant inclusivity agreement net score
Net
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
WestWorld Is welcoming, inclusive and 
fosters belonging for people from a wide 
range of demographic groups.
11%
66%
100% 75% 50% 25% 0% 25% 50% 75% 100% 
■ Disagree (slightly to strongly) ■ Agree (slightly to strongly)
Note: 
N=463. NA or I Don't Know responses are excluded. The net rating is calculated by
subtracting the sum of the "strongly disagree," "disagree," and "slightly disagree" 
responses from the sum of the participants who "strongly agree," "agree," and 
"slightly agree." Includes responses from facility staff and City employees.
Source: 
Keen Independent Research.
APPENDIX D, PAGE 15

D. Community Feedback - Recent attendee experiences
How WestWorld is inclusive. Respondents who shared reasons as to 
why WestWorld is inclusive defined inclusivity in various ways. Many 
indicated that they thought of WestWorld as welcoming to a range of 
ages and backgrounds, as well as aficionados of different event 
activities. They also talked about the diversity of events that WestWorld 
offers and how that attracts people from different walks of life.
Several respondents shared that WestWorld is ADA accessible and easy 
to get around. Other respondents described inclusivity in terms of 
WestWorld being a public place that anyone is welcome to attend if 
they so desire.
How WestWorld is exclusive. Respondents who viewed WestWorld as 
not inclusive reported economically inaccessibility for exhibitors, 
performers and spectators. Some respondents said WestWorld 
prioritizes larger, high-revenue events like Barrett-Jackson over smaller 
groups, especially smaller equestrian organizations.
Respondents also stated that the price to attend an event is expensive, 
particularly the parking and concessions. Some equestrian enthusiasts 
indicated that WestWorld is not meant to be inclusive, as it should be 
prioritizing the equestrian events that the facility was designed to 
showcase. Several respondents reported that WestWorld events cater 
to a white and wealthy crowd.
A few noted that WestWorld could be more physically accessible to 
people with disabilities and older audiences, such as adding seating and 
shade, as well as limiting distance walking.
All the events I've attended at WestWorld have been inclusive 
regardless of age, race, gender or disability.
Out-of-town visitor
At the horse shows, there are people from many different cultural 
and economic backgrounds.
Out-of-town visitor
ADA accommodations .seem to he very present from parking to inside 
the Equidome.
Phoenix metro-area resident
[The] public is welcome. [The] public is diverse.
Scottsdale resident
WestWorld has become punitive in its policies towards equine events.
It's clear that only big dollar events are welcome.
Phoenix metro-area resident
I don't view WestWorld as meant to be inclusive of all, but rather 
built to accommodate and host equine events at its core.
Equestrian enthusiast
The biggest events have a conservative / white majority vibe 
(i.e. Barret- Jackson, Arabian Show, RV&Boat & Home shows).
Phoenix metro-area resident
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Seating could be improved to accommodate those with disabilities.
Scottsdale resident
APPENDIX D, PAGE 16

D. Community Feedback - WestWorld strengths and areas for improvement
Survey participants offered positive and constructive feedback about 
the WestWorld facility and programming.
Strengths
Survey participants were asked to share their thoughts on WestWorld's 
greatest strengths.
Facilities and their amenities. Many survey respondents stated that 
WestWorld's facilities and associated amenities were their greatest 
strength. Most echoed that the facilities are excellent for equestrian 
purposes, including the stables, barns and covered arenas. Participants 
indicated that they appreciated that there were both indoor and 
outdoor facilities and that the indoor area is climate controlled. 
Respondents also reported that the facilities are flexible for many 
different kinds of events.
Venue size. Many survey respondents remarked on the large size of the 
WestWorld venue. They stated that the venue's expansive space allows 
for big events, and it can accommodate multiple types of events 
concurrently. Respondents noted that the venue does not feel too 
crowded because of its size. Although it is a large venue, some 
respondents added that WestWorld is walkable and easy to navigate.
Venue location. Survey respondents indicated that WestWorld's 
location is one of its greatest strengths. Participants described the 
facility's location as convenient, with easy highway access and its 
proximity to metropolitan areas.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
The facilities for equestrian events are world class.
Phoenix metro-area resident
Very good stabling; Covered arenas permit shows to go on in the 
rain; Air-conditioning in the indoor spaces permit shows to he held 
even in summer.
Equestrian enthusiast
[There is] infrastructure with [the] ability to host lots of people and 
horses. [They have] convertible buildings that can host 
different events.
Scottsdale resident
[WestWorld is] a well laid-out facility with plenty of room for 
parking, exhibitors and spectators.
Phoenix metro-area resident
[WestWorld has] the room to attract and host all kinds of equestrian 
events and big equestiian names worldwide (if it so desired!).
Scottsdale resident
The facility/grounds itself are not hard to manage or walk around.
Scottsdale resident
The location is fantastic for all types of events and for visitors to 
enjoy our local shopping and dining.
Phoenix metro-area resident
Its incredible location with the McDowell Mountains as a backdrop.
It is easy to find [and] close to major roadways.
Phoenix metro-area resident
APPENDIX D, PAGE 17

D. Community Feedback - WestWorld strengths and areas for improvement
Event offerings. Survey participants indicated that they appreciated 
WestWorld's events. Some said that the facility offers a diverse range of 
programming, while others specifically discussed WestWorld's 
horse-related programming, including equestrian and rodeo shows.
Cleanliness and grounds maintenance. Survey respondents remarked 
that the WestWorld facility is clean and overall well-maintained. Some 
respondents specifically noted clean restrooms.
Parking. Some respondents indicated that they appreciated not having 
to worry about parking when attending WestWorld events. They said 
that parking at WestWorld is expansive and having onsite RV hook-ups 
is especially useful for horse shows.
[WestWorld] has a wide range of activities for all.
Phoenix metro-area resident
The horse shows have great competition and are some of the best in 
the state.
Out-of-town visitor
[WestWorld has] large, clean facilities and well-kept arenas.
Equestrian enthusiast
[WestWorld has] gorgeous arenas [and]prompt and excellent 
groundskeeping for horse shows.
Phoenix metro-area resident
Beautiful grounds.
Out-of-town visitor
RV parking for horse shows.
Easy parking.
Phoenix metro-area resident
Scottsdale resident
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 18

D. Community Feedback - WestWorld strengths and areas for improvement
Community. Some respondents talked about community being a 
strength of WestWorld. Participants indicated that they liked that 
WestWorld is a local gathering place that hosts unique events. Some 
described the venue as welcoming, friendly and family-oriented. Other 
respondents said that WestWorld is supportive of the equestrian 
community, culture and history. A few respondents reported that 
WestWorld supports the economic well-being of the 
surrounding community.
Staff and venue management. Some survey respondents said that 
WestWorld's staff and management are a great strength. These 
individuals described events being well-organized and responsive to 
exhibitors. They also noted that the maintenance team does a great job.
[WestWorld’s] ability to bring together the community and host 
many events.
Phoenix metro-area resident
Westworld has always provided an opportunity for people to gather 
and experience events they may not normally attend.
Phoenix metro-area resident
[WestWorld’s] ability to hold any equestrian event and bring people 
fi-om around the world to our state just through horses.
Phoenix metro-area resident
Events seem to be well-planned out and ran efficiently.
Phoenix metro-area resident
People within [WestWorld are] really nice and helpful.
Phoenix metro-area resident
Feels well-managed.
Scottsdale resident
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 19

D. Community Feedback - WestWorld strengths and areas for improvement
Areas for Improvement
Survey participants were asked to share their thoughts on WestWorld's 
greatest areas for improvement.
Commitment to the equestrian community. When asked about areas 
for improvement, some respondents called for a stronger commitment 
to horse-related programming, including equestrian and rodeo events. 
As a facility specifically designed to host these types of events, 
participants stated that WestWorld has over time made it harder for 
smaller equestrian events to book at the venue due to cost and date 
availability. Respondents also expressed interest in more variety in 
equestrian events, such as more dressage and hunter/jumper events. 
Some respondents indicated that equestrian programming should be 
the venue's highest priority.
Improved footing. Equestrian enthusiasts discussed issues with arena 
footing. Some respondents reported that the footing is too slick and too 
hard for many equestrian disciplines to compete. Respondents 
reiterated that this is dangerous for the horses and riders and suggested 
that inadequate footing keeps the venue from hosting large-scale 
hunter/jumper or rodeo events. Some participants reported that out-of- 
state competitors are no longer attending events due to this issue.
Affordability. Survey participants stated that overall affordability 
should be an area for improvement for WestWorld. Some respondents 
suggested lowering ticket and concession prices. Others reported that 
they wanted more affordable options for exhibitors to hold or take part 
in events, and they suggested different tiers of pricing for local or 
smaller organizations hoping to use WestWorld. Some participants 
reported that they were against the requirement for equestrian 
exhibitors to buy shavings from the venue. Several participants 
described a perception that WestWorld prioritizes large, 
revenue-generating events over smaller organizations.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Encourage and support the horse community to make these events 
the priority, since this is what Westworld was created for.
Phoenix metro-area resident
Working with smaller equestrian associations to keep pricing and 
availability affordable.
Equestrian enthusiast
Provide more opportunities for hunter jumper events so folks can 
show locally and not have to travel to CA.
Phoenix metro-area resident
The footing for horses is often dangerously slick.
Out-of-town visitor
For hunter/jumper horses, the footing in the rings is too hard [and] 
requires too much water to be safe and comfortable for horses.
Scottsdale resident
To attract high-end equine events that are just not western-focused, 
people will only bring their expensive horses if the footing will not 
create injuries for [their] very expensive horses.
Scottsdale resident
[WestWorld] needs to lower the co.st to put on and attend events.
Phoenix metro-area resident
Having food and alcohol catered through Westworld, and at a hefty 
price tag at that, has limited clubs’ability to have fun community 
events. The costs of hosting have also continued to go up ....
Scottsdale resident
APPENDIX D, PAGE 20

D. Community Feedback - WestWorld strengths and areas for improvement
Parking and wayfinding. Survey participants stated that they 
recommend upgrades to parking, traffic flow and wayfinding. Some 
reported that they want the parking lot to be paved so that it is easier 
for driving and walking. They noted that paving would also create less 
dust and improve the cleanliness of the venue. There were a few 
suggestions for taxi or transportation services within the parking lot to 
improve accessibility. Others indicated that they want WestWorld to 
provide better wayfinding, including support for traffic flow at big 
events and more signage for walking around the venue. Improved 
signage and traffic support may be especially useful when multiple 
events occur simultaneously.
Landscaping and shade. Participants suggested more landscaping to 
improve the venue's appearance and provide additional shade for 
attendees, which is particularly important in the summer heat. Some 
participants said that the WestWorld facility looks desolate compared to 
other equestrian areas they have visited.
Food and beverage. Participants said that WestWorld could improve 
their food and beverage quality. Respondents requested more food 
vendor options, including healthier and locally sourced choices. Some 
respondents also suggested that the expense of food and beverage 
options is prohibitive to small groups holding events at the venue.
Trailer parking lot is full of huge pot holes and difficult to maneuver.
Out-of-town visitor
Too many rocks and [unsteady] ground for [the] disabled, elderly or 
young [to walk].
Scottsdale resident
Finding one's way around the property and knowing where things 
are happening is sometimes confusing.
Scottsdale resident
The [WestWorld] spaces are functional, but visually appealing shades 
and gates would provide more "photo-ready" opportunities.
Equestrian enthusiast
The facility, as a whole, has the look of an abandoned car lot.
Vast, empty and ugly.
Equestrian enthusiast
It [was] still quite hot out [and] the arena didn't offer any seating or 
shade and we had young children and elderly in attendance.
Equestrian enthusiast
[Better]food vendors (variety, price, and quality).
Phoenix metro-area resident
Stop holding people hostage to buy your lousy food and 
overpriced drinks.
Scottsdaie resident
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 21

D. Community Feedback - WestWorld strengths and areas for improvement
Variety of events. Some participants provided feedback on events 
held at WestWorld. Respondents indicated that they wanted more 
community-focused events, such as events that highlight local groups 
or child-friendly events. Respondents indicated interest in more 
animal-focused events, such as equestrian and canine competitions. 
Some respondents suggested that WestWorld do more arts and culture 
events, while other respondents stated that WestWorld should host 
more events in general.
Additional facility upgrades. Participants suggested several other 
types of facility upgrades and modernizations that would be helpful to 
have at the venue. Some respondents talked about adding permanent 
barns and stalls. They also stated that more of the equestrian spaces 
should be climate controlled, and a few indicated that there should be 
better drainage around the stables and arenas. Other respondents 
suggested upgrades that would create a better spectator experience, 
such as more comfortable seating, restrooms (including family-friendly 
ones) and RV hook-ups. Respondents said that accessibility could be 
improved through ADA design considerations. They stated that greater 
safety could be improved with additional security and lighting around 
the venue.
Advertising. Some survey participants stated that WestWorld could do 
a better job publicizing their events. Some participants found the 
website to be confusing to understand, and others said that WestWorld 
could have a stronger social media presence on sites such as Instagram 
and TikTok. Other participants added that event signage, such as street 
signs or billboards, in the local community could also bring attention to 
venue events.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Get morefamily-friendly events and rodeos.
Phoenix metro-area resident
More equestrian events and canine competitions.
Scottsdale resident
More bams so horses are not stalled on tar in temporary stabling.
Better drainage in the arenas.
Out-of-town visitor
Need more comfortable seats in arenas.
Scottsdale resident
ADA port-a-pots and raised platform so wheelchair users can see.
Athlete
More security for parked vehicles. I had a purse stolen while I was 
showing my horse in 2023.
Scottsdale resident
More local advertising of events.
Phoenix metro-area resident
I think Westworld could have a much better website that is more 
helpful to show the schedule of events and details of those events. I 
also think that social media should be updated as each event is there 
and link to the individual website.
Scottsdale resident
APPENDIX D, PAGE 22

D. Community Feedback - Opportunities for success
Survey participants shared some visions for \A/hat future success might 
look like for WestWorld.
Perceptions of Success for WestWorld
When asked how to describe future success for WestWorld, survey 
participants shared the following ideas.
Equestrian-centric venue. Over half of participants echoed that the 
future of WestWorld prioritizes horses. Participants indicated that they 
hoped to see more equestrian and rodeo events that align with 
WestWorld's original purpose and capitalize on its horse-focused 
facilities. Participants also indicated that facility upgrades, such as 
improved footing, could make WestWorld a premier equine venue. 
Participants indicated hope that WestWorld expands its equine 
offerings to include more dressage and hunter/jumper events. They also 
indicated that they desire for WestWorld to collaborate more closely 
with the equine community to become more welcoming and affordable 
for smaller equestrian groups to host events at the venue.
Event variety with a community focus. Participants stated that they 
have a desire for WestWorld to continue hosting a multitude and 
variety of events and activities at their facility. In addition to horse- 
related events, they expressed interest in events that showcase cars, 
dogs, outdoor activities, expos, festivals and RV shows. Participants said 
events should be fun, entertaining, engaging, community-oriented and 
family-friendly so that there is something for everyone to enjoy at 
WestWorld. Some participants said that WestWorld's future should be 
creating value for local citizens.
Westworld has evolved over the decades to meet the needs of the 
greater equestrian community and Arizona. Continue to host notable 
equestrian events, and recruit new events. That is the legacy of 
Westworld and should be its future.
Equestrian enthusiast
Horse enthusiasts have very few options for exhibiting in this region. 
Please consider providing budget-friendly facilities available for 
smaller equestrian events as they are the tributaries to the larger, 
more financially lucrative, equestrian spectacles.
Rodeo enthusiast
WestWorld should have the ability to attract people the way big horse 
shows and large events do in other states.
Scottsdale resident
WestWorld should continue to host the many wonderful equestrian 
events along with shows like Barrett-Jackson, Junk in the Trunk,
Home Shows and other events along this line. When these events are 
well done, it makes me check my calendar regularly to see "What's 
happening at WestWorld" this week.
Phoenix metro-area enthusiast
Future success at We.stWorld looks like family, Arizona residents, and 
out-of-state visitors coming together, to enjoy together.
Scottsdale resident
Unique venue that embraces and showcases Arizona's diverse culture 
with distinct activities, such as equestrian events and activities, 
agricultural events, car shows, athletic events, musical events and 
other community events as desired by Arizonans.
Phoenix metro-area resident
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 23

D. Community Feedback - Opportunities for success
Financially accessible. Survey participants indicated that they have 
hope that WestWorld will become more financially accessible for 
exhibitors, especially smaller equestrian organizations. They also 
expressed that greater financial accessibility for spectators attending 
events at WestWorld could be achieved by lowering ticket and 
concession prices.
Economically impactful. Survey participants expressed that they have 
a desire for WestWorld to continue to be a revenue-generating venue 
that attracts tourists from across the country. They noted that tourism 
supports events and benefits local business. A few participants 
suggested renting meeting spaces in the venue when they are not being 
used for events to generate additional revenue.
Safe and accessible. Survey participants indicated that WestWorld 
should prioritize safety and accessibility in the future. They specified 
wanting greater venue access and event visibility for people with 
disabilities, as well as making the venue more user friendly and safe.
Provide an equestrian facility that is financially attractive to all 
groups and clubs, particularly those located in Arizona.
Phoenix metro-area resident
Affordable entrance fees allowing more people to attend. Reduce or 
eliminate paid parking to alleviate the overall attendee cost.
Scottsdaie resident
Events that have a positive economic impact on the local economy.
Scottsdale resident
Highlights the city and brings in revenue and fun!
Scottsdale resident
Arizona has an opportunity to compete with the California equestrian 
ch'cuit and bring in bright competitors and big tourism.
Out-of-town visitor
Allow more [ADA] areas, access and visibility.
Clean & safe premises.
Scottsdale resident
Equestrian enthusiast
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 24

D. Community Feedback - Opportunities for success
Favorable parking. Survey participants stated that WestWorld should 
have free and accessible parking options, as well as improved traffic 
flow. Suggestions included implementing a shuttle service, upgrading 
roads and offering parking passes.
Landscaping and shade. Participants expressed a desire for WestWorld 
to improve the beautification of the venue by adding additional 
landscaping and greenery around the venue. Additional trees and 
shaded areas were cited as key to improving the spectator experience 
throughout the year, particularly in warmer months.
Quality vendors. Survey participants recommended expanding and 
improving WestWorld's food and beverage offerings at the venue. They 
indicated that WestWorld could consider a greater variety of vendors 
that would provide tasty, healthy and novel food options. Other 
participants suggested allowing people to bring in their own food, 
especially if they were hosting an event.
Well-advertised. Survey participants said that future success depends 
on stronger advertising and communication about upcoming events. 
Participants stated that the website could have current events and a 
calendar view, and that WestWorld should have a greater social media 
presence and more signage in the community about upcoming events. 
Suggestions included seeking corporate sponsors, partnering with 
school districts to reach families and promoting events through equine 
association email lists.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
You shouldn't charge for pm-king. It's an unnecessary barrier to 
participation and limits the impact of the events you hold. It may also 
prevent some events from happening.
Scottsdale resident
Improved traffic flow and parking for large events.
Scottsdale resident
I think improved landscape ... would be positive.
Scottsdale resident
Outdoor garden and seating areas to enhance the entrance and 
surrounding areas. Trees with pathways, murals, and community 
engagement spaces.
Scottsdale resident
Allow other food vendors to come in. Allow people to hold barn 
parties with food and alcohol.
Scottsdale resident
The selection of food and drink is overpriced and ofsubpar quality.
Phoenix metro-area resident
Better event advertising, I never go because I don't know what's 
happening there.
Scottsdale resident
[Advertising]family events through the school district would be one 
great way to reach local families.
Scottsdale resident
APPENDIX D, PAGE 25

D. Community Feedback - Preferences and priorities
Survey participants provided their perceptions of how WestWorld 
should prioritize sources of support.
Residents' Perceptions of the Funding Priorities
Figure D-18 presents Scottsdale residents' responses to statements 
about how WestWorld should be supported financially using a 
seven-point agreement scale ranging from "strongly disagree" to 
"strongly agree."
Three-quarters of Scottsdale residents slightly to strongly agreed that 
WestWorld should prioritize developing private sources of support to 
supplement City support.
Just over half of Scottsdale residents supported the City identifying 
sustainable sources of public funding for WestWorld. Almost 30 percent 
of residents were neutral about this statement.
Net rating. Figure D-19 shows the net rating for the funding statements 
described in Figure D-18. A net rating of 71 indicates that most 
respondents agreed with WestWorld developing private sources of 
support, such as sponsorships. With a net rating of 49, respondents 
were not as positive toward the City prioritizing sustainable sources of 
public support for WestWorld, such as taxes and bonds.
D-18. Perceptions of WestWorld's funding priorities
WestWorld should prioritize 
developing private sources of support, 
such as sponsorships, to supplement 
what the City provides.
The City should prioritize 
identifying sustainable sources of 
public support (e.g. taxes, bonds, etc.) 
for WestWorld.
4?” ^
18%
36%
I
l%5%
27%
19%
27%
0% 
25% 
50% 
75% 
100%
■ Strongly disagree Disagree Slightly disagree ■ Neutral Slightly agree Agree ■ Strongly agree
Note: 
N=128-129. Non-residents of Scottsdale were excluded from analysis. Percentages are
rounded to the nearest whoie number and therefore may not sum to 100.
Source: 
Keen independent Research.
Net
D-19. Net ratings for perceptions of WestWorld's funding priorities
WestWorld should prioritize developing 
private sources of support, such as 
sponsorships, to supplement what 
the City provides.
The City should prioritize identifying 
sustainable sources of public support 
{e.g. taxes, bonds, etc.) for WestWorld.
100% 75% 50% 25% 
0% 
25% 50% 75% 100%
■ Disagree (slightly to strongly) ■ Agree (slightly to strongly)
Note: 
N=128-129. Non-residents of Scottsdale were excluded from analysis. The net rating is
calculated by subtracting the sum of the "strongly disagree," “disagree," and "slightly 
disagree" responses from the sum of the participants who "strongly agree," "agree," 
and "slightly agree."
Source: 
Keen Independent Research.
76%
71
61%
12%
49
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 26

D. Community Feedback - Preferences and priorities
Participant Event Priorities
Survey participants provided their views on what types of events and 
programs WestWorld should prioritize. Figure D-20 shows all responses 
along a seven-point agreement scale ranging from "strongly disagree" 
to "strongly agree." Nearly three quarters (73%) of respondents said 
that WestWorld should prioritize serving as a community gathering 
space. About 70 percent of respondents said that WestWorld should 
prioritize events and programs that enhance tourism.
Only 48 percent of respondents slightly to strongly agreed that 
WestWorld should prioritize innovative programming. Just under half of 
respondents were neutral about whether innovative programming 
should be a priority.
D-20. Responses to the statement, WestWorld should prioritize...
...serving as a space 
for community gatherings.
...events and programs 
that enhance tourism.
...events and programs that create 
substantial economic impact in the city.
...events and programs that enhance the 
quality of life for residents in Scottsdale.
...innovative programming at the venue.
4^3% 3%p'" * 21%
20% 
■ 
14%
3 4% 5%
6% 
4%
26%
i
5%
m
37%
17% m
33%
1
14%
9%
%
29%
16%
Iaii ‘1
19% H
23%
20%
I Strongly disagree
0%
t' Disagree
25%
Slightly disagree
■ Neutral
50%
Slightly agree
75% 
100%
. Agree ■ Strongly agree
Note: 
N=499-579. Percentages are rounded to the nearest whole number and therefore may
not sum to 100. Includes responses from facility staff and City empioyees.
Source; Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 27

D. Community Feedback - Preferences and priorities
Participant Event Priorities
Figure D-21 highlights the net rating for statements discussed in 
Figure D-20. WestWorld "serving as a space for community gatherings" 
and "events and programs that enhance tourism" received the highest 
net ratings of 66 and 59 respectively. Respondents to a lesser degree 
said that WestWorld should prioritize innovative programming at the 
venue, with a net rating of 38. These results align with respondent views 
that WestWorld should prioritize events that are well-suited for their 
facility and can attract attendees from other regions.
D-21. Responses to the statement, WestWorld should prioritize...
... serving as a space 
for community gatherings.
...events and programs 
that enhance tourism.
...events and programs that create 
substantial economic impact in the city.
...events and programs that enhance the 
quality of life for residents in Scottsdale.
... innovative programming at the venue.
Net
7%
73%
66
10%
69%
13%
63%
51
13%
61%
48
48%
10%
38
100% 
75% 
50% 
25% 
0%
■ Disagree (slightly to strongly)
25% 
50% 
75% 
100%
■ Agree (slightly to strongly)
Note; N=499-579. The net rating is caiculated by subtracting the sum of the “strongiy
disagree," "disagree," and "slightly disagree" responses from the sum of the participants 
w/ho "strongly agree," "agree," and "slightly agree." Includes responses from facility staff 
and City employees.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 28

D. Community Feedback - Preferences and priorities
Future Event Interests
When asked about which events they are most interested in attending 
at WestWorld, 83 percent of respondents indicated interest in 
equestrian events (Figure D-22). Just under half of participants shared 
interest in rodeo events. Some participants expressed interest in 
tradeshows, expos, fairs and festivals. Sporting events and 
RVs/camping-related events received the least number of responses.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
D-22. Future event interests
100% -
80% - 
60% ■ 
40% 
20% - 
0%
83%
44%
29%
/ / /■ ✓' y / /■ y
o°
Note: 
N=583. Participants could select up to three responses. Includes responses from facility
staff and City employees.
Source: 
Keen Independent Research.
APPENDIX D, PAGE 29

D. Community Feedback - Preferences and priorities
Event Experience Interests
When asked about event experiences of greatest interest, just over half 
of respondents indicated that they wanted events that were 
entertaining or family friendly. Around thirty percent of respondents 
indicated that they are interested in community-oriented events or 
hands-on/interactive events. Figure D-23 showcases the range of 
experiences that survey respondents are interested in at WestWorld.
D-23. Event experience interests
60% 1 53% 
53„/^
40% -
30%
26%
Note: 
N=548. Participants couid select up to three responses.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 30

D. Community Feedback - Preferences and priorities
Communication Preferences
Survey participants were asked about how they learn about WestWorld 
events currently and what their preferences are for future 
communication (Figure D-24). Survey participants reported that they 
learn about WestWorld events through a range of communication 
modes, including social media (41%), word of mouth (25%), the 
WestWorld website (18%) and local media (13%).
Participants shared that they have a preference for learning about 
future events through social media (57%) and the WestWorld 
website (23%).
D-24. Survey participants' communication preferences 
80% 1
60%
57%
25%
23%
15%
13%
11%
5%
40%
20% -
0%
Social media Word of WestWorld Local media Other 
mouth 
website
■ Primary ■ Preference
Note: 
N=599-505. Some participants selected more than one response.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX D, PAGE 31

D. Community Feedback - Online reviews
Overall, WestWorld has a rating of 4.6 out of 5 stars on Google based on 
nearly 5,000 reviews. Between April 15, 2024 to April 15, 2025, 
WestWorld received more than 500 reviews. During the time period 
analyzed, reviews mentioned a variety of events and customer 
experiences at WestWorld.
Venue quality. On Google reviews, guests praised aspects of the venue 
such as its spacious layout, easy access and great air conditioning for 
indoor events. Some individuals also commented on the beautiful 
desert mountain views from the venue.
Great event experiences. Many reviewers noted that WestWorld has 
great events and experiences for kids, horse and dog lovers, car 
enthusiasts and craft lovers. They mentioned the specific events they 
attended such as Barrett-Jackson and Arizona Bike Week.
Parking and traffic flow. Some complaints about visitors' experience at 
WestWorld included the fact that some parking lots were dusty, 
unpaved or far from the entrances. Other reviewers noted a lack of 
clear signage, which made it difficult for first-time visitors to navigate 
the area. Some attendees indicated that traffic flow and exits could be 
more efficient.
Pricing. Some commenters reported WestWorld as overpriced, citing 
parking fees ($10 to $25), price for RV camping and food and beverage 
($12 for hamburger and $6 for water) as examples.
Great place to go and enjoy all the activities
WestWorld Google review
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
The venue itself is indoors and I felt the air conditioning which was 
amazing, so important during the sumnter here in Phoenix.
WestWorld Google review
Great venue with lots of beautiful hot'ses and over a dozen different 
arenas with various different shows to choose from.
WestWorld Google review
Decent venue for car shows, horse shows and bikes.
WestWorld Google review
This is a great place to hold expos; it's an open and spacious 
warehouse that leaves room for hundreds to navigate the room. The 
only thing I have to say that is negative is the price of food is 
rather high....
WestWorld Google review
Parking was chaotic, no signs, not well organized.
WestWorld Google review
Parking for Bar ett-Jackson was so-so. The parking lot was not paved 
and, of course, was dirty, dusty, and poorly marked....
WestWorld Google review
The costs are ridiculous. You pay for parking, $6 for water and 
forget food. Carnival food for 5 times its value.
WestWorld Google review
APPENDIX D, PAGE 32

Appendix E. User and Key Stakeholder Feedback - Introduction and methodology
k
e
Keen Independent conducted interviews and administered a survey 
with WestWorld users, such as event producers, and key stakeholders 
to provide input on future planning for WestWorld's Strategic Plan.
Survey of City Staff
The virtual survey was distributed to City of Scottsdale staff. This 
survey collected information about the facility's public experience as 
well as future goals, values and priorities. The virtual survey was open 
from April 1 through May 30, 2025. In total, this survey collected 
31 responses. All questions were optional. Both completed and partial 
surveys are included in the analysis, as many partial responses 
contained substantial data.
Group Discussions and In-depth Interviews
The study team facilitated group discussions and in-depth interviews 
with WestWorld staff, renters and exhibitors, vendors and Scottsdale 
City leaders. Keen Independent used a semi-structured interview 
format, guided by a standard question set that allowed interviewers to 
ask follow-up questions and probe when necessary to deepen 
understanding or clarify comments. Keen Independent spoke with 
approximately 60 stakeholders through discussions and in-depth 
interviews for this study.
Interview questions explored the following topics:
■ 
Strengths and weaknesses;
■ 
Opportunities and perceptions of success;
■ 
Threats and barriers to success;
■ 
Future priorities; and
■ 
Key performance indicators.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Quotes from Participants
Selected quotes are included in this appendix to illustrate themes the 
study team found during analysis of survey participant input. 
Participants were informed their responses would be analyzed in 
aggregate and that the study team would not report individually 
identifying information. Quotes from survey participants include 
non-individually identifying attribution such as, "community event 
organizer," "event support staff," "City staff" or "City leader."
Topics
The analysis in this appendix reflects the perspectives of approximately 
90 respondents. Analysis is organized by the following topics:
Introduction and methodology; 
Facility feedback;
Opportunities for success; 
Barriers to success;
Preferences and priorities; and 
Survey demographics.
APPENDIX E, PAGE 1

E. User and Key Stakeholder Feedback - Strengths
Interviewees and discussion participants were asked to share their 
thoughts on WestWorld's greatest strengths.
Facility
Stakeholders identified strengths of the physical infrastructure of 
WestWorld as well as its location.
Unique property. Many stakeholders remarked on how "unique" 
WestWorld is from other properties around the country that host 
similar events. They described the facility as "one-of-a-kind," 
highlighting its size, location, variety of buildings and arenas, history 
and character.
Location and access. Many stakeholders indicated that WestWorld's 
location is one of its greatest strengths. They detailed that the facility's 
location is convenient to access, as well as close to the highway and 
metropolitan areas with hotels, restaurants and retail.
Venue size and capabilities. Many stakeholders stated that 
WestWorld's size and associated facilities are a great strength. They 
indicated appreciation for both indoor and outdoor facilities and that 
the indoor area is climate controlled. Respondents also reported that 
the property's size and variety of facilities make the venue flexible for 
different kinds of events.
Pavement and traffic flow. A couple of stakeholders indicated that 
WestWorld's expansive pavement is a strength for hosting different 
types of events at WestWorld. They indicated that asphalt allows the 
venue to be a multi-purpose space and is particularly useful for 
accessible parking. A couple of stakeholders added that it is easy to 
enter and exit the venue.
Operations and Programming
Stakeholders identified a number of positive aspects of WestWorld 
operations and programming.
Economic driver. Some stakeholders commented on the economic 
impact that WestWorld has on the Scottsdale community. They noted 
that WestWorld events attract both residents and tourists, adding that 
the venue's proximity to Scottsdale makes it an asset for supporting 
nearby hotels and local businesses. Stakeholders indicated that 
WestWorld has a good reputation locally and nationally.
Major regional and national events. Some stakeholders indicated that 
WestWorld's diversity of events, as well as its signature events, such as 
the Barrett-Jackson Car Auction and the Scottsdale Arabian Horse Show, 
are part of its strengths. Stakeholders commented that these events are 
prestigious and revenue-generating for WestWorld.
Hard-working staff. Stakeholders indicated that the front-line staff 
work hard to ensure events run well. A few stakeholders indicated that 
some staff have been at WestWorld for many years, which can be a 
strength as they have ample institutional knowledge. Some indicated 
excitement about the new General Manager.
Cleanliness and grounds maintenance. A couple of stakeholders 
remarked that the WestWorld facility appears to be well-maintained.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 2

E. User and Key Stakeholder Feedback - Weaknesses
Interviewee and discussion group participants were asked to share their 
thoughts on WestWorld's greatest weaknesses.
Facility
Some stakeholders identified certain structural aspects of the venue 
as weaknesses.
Deferred maintenance and upgrades. Many stakeholders identified 
facility upgrades as a key weakness at WestWorld. They cited the need 
for improved electrical infrastructure, especially in areas lacking existing 
power, along with upgrades to the facility-wide audio system to better 
support wireless capabilities and perform reliably in dusty conditions. 
Other suggested improvements included enhanced wayfinding for event 
patrons, improved drainage to address flooding concerns, and more 
weather-resistant spaces and hard-scape surfaces.
Lack of refinement. Some stakeholders described WestWorld as 
lacking refinement. They characterized the venue as "raw and 
uninviting," making it less appealing for organizations hosting indoor 
events, such as galas. The prevalence of dust was noted as difficult to 
control, contributing to the perception that spaces feel unclean. Several 
stakeholders also remarked that WestWorld lacks a grand entrance, 
which could help establish a stronger sense of arrival and destination.
External Communications
Stakeholders identified weaknesses in communication both within the 
City and externally with the greater public and potential renters.
City interdepartmental interactions. Staff from multiple City 
departments pointed to miscommunication and misunderstanding 
between WestWorld staff, other City staff (such as Police and Fire) and 
City leadership as a significant weakness.
Some WestWorld staff members reported feeling pressured to operate 
the venue without sufficient staffing or resources. Stakeholders also 
indicated a lack of clarity and coordination across City departments 
regarding resourcing for safety and security. Several noted that City 
staff often do not fully understand the role of WestWorld staff in 
supporting the venue and event planning, which can hinder their 
effectiveness. WestWorld staff also noted that departments sometimes 
provide conflicting information.
Identity and branding. Many stakeholders reported that WestWorld 
lacks a clear programming identity or vision expected from a premier 
venue. They noted the absence of a strategic framework for prioritizing 
events or necessary facility improvements. Stakeholders also 
commented that WestWorld has not clearly defined its values or goals, 
which could help guide planning and decision-making.
Promotion. A few stakeholders identified marketing as a weakness of 
WestWorld. They stated that the venue is not doing enough to promote 
upcoming events and suggested that nearby community members 
may not attend simply because they are unaware of what is happening 
at WestWorld.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 3

E. User and Key Stakeholder Feedback - Weaknesses
Staff and Management
Stakeholders identified elements of WestWorld's staffing and 
management as a primary area of weakness.
Communication with clients. Several stakeholders who hold events at 
WestWorld or support event coordination reported poor 
communication during the planning process. They also noted that some 
staff are not as knowledgeable as they could be about the venue.
Internal cohesion. Some stakeholders remarked that WestWorld staff 
are missing a sense of urgency that is critical to successful event 
execution and can appear resistant to change. Some stakeholders 
reported a staff culture that lacks accountability and pride in the facility, 
which they said is not in the best interest of hosting successful events or 
facility upkeep.
Turnover. Some stakeholders cited continued management turnover as 
a contributor to inconsistent leadership, negatively affecting event 
planning and facility upkeep.
Other Weaknesses
Key stakeholders identified additional concerns related to operating 
procedures, the contract process, facility utilization, food and beverage 
restrictions, and outsourced services as weaknesses.
Standard operating procedures. A few stakeholders noted that 
WestWorld lacks adequate standard operating procedures. They stated 
that event organizers do not have clear standard operating procedures 
to consult and that contracts do not clearly outline roles and 
responsibilities of the venue or event organizer.
Contract process. Some stakeholders stated that contracts are too long 
and not well-written. Others described the rental agreements and fee 
structure as burdensome, with additional costs that seem to "nickel and 
dime" event organizers, making it hard to determine the true overall 
rental cost.
Some stakeholders noted inconsistencies with invoice timing and the 
date reservation process. For example, one stakeholder questioned why 
some organizers can book multiple dates at once, while others are 
limited to reserving one date at a time.
A few stakeholders stated that WestWorld has not consistently 
reviewed long-term contracts that may no longer serve the venue. 
These contracts may occupy highly desirable dates while generating 
limited revenue.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 4

E. User and Key Stakeholder Feedback - Weaknesses
Lack of full facility utilization. Several stakeholders indicated that 
WestWorld facilities are overall underutilized. They explained that, due 
to its large size, most events only use a fraction of the venue while the 
remaining infrastructure sits empty. Alternatively, some stakeholders 
discussed that when multiple events are held on the property 
simultaneously, there have been challenges with loading, unloading, 
staff support and navigation.
Food and beverage restrictions. Several stakeholders reported that 
the food and beverage options at WestWorld are a weakness. They 
noted a lack of flexibility to bring in outside vendors and said current 
offerings do not align with their event audiences. They also remarked 
that the current vendor is too expensive.
Revenue opportunity loss from outsourcing. A few stakeholders 
remarked that WestWorld loses revenue by outsourcing amenities and 
services that could be managed in-house, such as food and beverage, 
parking, equipment rentals, sales and marketing. A few stakeholders 
also reported that the priorities of a third-party vendor may clash with 
the priorities of WestWorld as a city-run facility.
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ll
J
i
1.
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i
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i
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KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 5

E. User and Key Stakeholder Feedback - Opportunities for success
Interviewee and discussion group participants shared their visions of 
what future success might look like for WestWorld, along with 
opportunities to achieve that success.
Driving Economic Impact
Driving economic impact was a common theme among interviewees as 
a key opportunity for WestWorld to continue to lean into.
Contributing to more "heads in beds." Most stakeholders indicated 
that success for WestWorld means serving as a strong economic driver 
for the City, its vendors and the Scottsdale community. Some described 
success in terms of "heads in beds," with WestWorld attracting tourists 
who stay overnight in Scottsdale hotels or other accommodations.
Stakeholders indicated that opportunities for achieving success include 
developing a strategic plan focused on economic development and 
building a sales team dedicated to booking events aligned with the plan 
and strategic objectives.
Maximizing major multi-day events. Most stakeholders described 
success in terms of event types held at WestWorld. Stakeholders 
expressed hope that the venue would remain open to new potential 
event types, such as music festivals or other multi-day events. 
Stakeholders indicated hope that WestWorld would program highly 
desirable and impactful events that could lead to economic growth.
Some stakeholders remarked that WestWorld needs a signature event 
or series, likely equestrian-related, that could be recognized and 
marketed nationally. Stakeholders also noted that programming should 
reach beyond a local audience and align with the venue's priorities and 
goals (once those are defined).
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
I want the facility to be busy and fully optimized. I want to... generate 
revenue and economic impact wherever possible.
City staff
It’s about being an economic driver for the City with great events 
and branding.
City leader
Your economic impact comes from people that come in from out of 
town ... It's not just what they pay Westivorld. It’s what the city 
brings in.
Community event organizer
We have a bed tax in the City of Scottsdale where that funding goes 
into a tourism development fund... And I would love to see those 
dollars stretched even more.
Community event organizer
WestWorld has the ability to attract major events. They could do a 
huge music festival on the polo field... They already have a lot of the 
things that go with the Music Festival concept.
Community event organizer
[WestWorld] needs more events that are recognized and well-known, 
like signature events or something like that.
City staff
Why hasn't this community and the We.stWorld team developed 
something like a rodeo series?
Community event organizer
APPENDIX E, PAGE 6

E. User and Key Stakeholder Feedback - Opportunities for success
Marketing/Communications
Stakeholders identified several areas of opportunity for improving 
marketing and communications related to WestWorld.
Increased identity and brand recognition. Many stakeholders 
indicated that success for WestWorld means developing a clear identity 
and brand for the venue. With a clear direction in place, the venue can 
better make decisions that serve the event organizers, community, 
event attendees and the City. Some stakeholders suggested that 
WestWorld's identity should be rooted in western culture as a nod to 
Scottsdale's history and heritage. Some stakeholders added that 
equestrian activities should remain part of its identity. Other 
stakeholders specified that WestWorld's brand should appeal to a 
luxury traveler. Stakeholders indicated that a clear brand gives 
WestWorld an opportunity to build name recognition.
Program optimization. Some stakeholders indicated that success for 
WestWorld means optimizing its event calendar to activate as much of 
the venue as possible throughout the year.
Some stakeholders indicated that calendar optimization likely means 
reviewing long-term contracts with event organizers to ensure date 
availability and event type are still in the best interest of WestWorld's 
programming strategy. Some stakeholders added that WestWorld 
should look for event synergies, where an audience for one event could 
carry over into a different event happening at the same time.
A couple of stakeholders added that staff across City-run venues should 
improve communication with one another so that events that are not a 
fit for WestWorld could potentially be placed at an alternative 
City-operated venue.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Our destination marketing organization really promotes to the 
luxury traveler... WestWorld is a way to enhance that experience for 
[travelers], so [we should be] creating events there that do just that.
City staff
I think really capitalizing on Scottsdale’s brand and the 
Western culture.
City staff
Is it part of the park system? Should it be treated like a convention 
center?... Everybody's got a different opinion .... And there’s not 
really a cohesive plan as to how you build it out and how you 
maintain it.
Community event organizer
I would love to see more collaboration with other events that are 
going on within the valley... How do we make people from spring 
training come out to WestWorld to see the events?
Community event organizer
There's not a lot more time and space at the facility. If there’s going to 
be a pivot to another direction, then it’s going to come at the expense 
of events that don't carry the same value as other events.
City staff
APPENDIX E, PAGE 7

E. User and Key Stakeholder Feedback - Opportunities for success
Promotional strategies that reach more metro Phoenix residents.
Some stakeholders indicated that success for WestWorld means having 
a marketing strategy that better communicates events to the 
community and beyond. Stakeholders provided suggestions for 
achieving this strategy, including increased event signage such as an 
electric billboard on the highway, developing marketing lists and 
utilizing WestWorld's website and social media channels. Some 
stakeholders said that marketing should further promote the value that 
equestrian programming brings to WestWorld and the community.
Clear and desirable contracts. Some stakeholders described success in 
terms of contract updates and restructured pricing models. Some 
suggestions included offering a blended rate that does not itemize 
individual fees, different peak and off-peak pricing, providing financial 
incentives for new bookers and developing turnkey packages that make 
booking simpler. One stakeholder commented that producers could use 
a step-by-step guide for navigating the contracting and funding process 
with WestWorld and the City of Scottsdale.
I think one of the opportunities for WestWorld is marketing. Once 
they find out who they are, [it’s] getting that out there.
Community event organizer
Success would be that... you talk to someone on the East Coast [and] 
they've heard of WestWorld.
City staff
[If] we want to attract people here in the off-season... finding ways to 
be easier to do business with during that period would be a really 
good opportunity for them.
Community event organizer
There’s potential from a prospective producers perspective that 
they're being nickel and dimed [as] opposed to making sure you 
capture all your fees and this is what the fee is.
City staff
The state of Texas helps fund incentives that are gifted to producers 
of very large, very profitable shows. Having a fresh approach from 
the City would help and then couple that with turnkey packages for 
that Memorial Day to Labor Day window.
Event support staff
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 8

E. User and Key Stakeholder Feedback - Opportunities for success
Management and Staffing
Improving various aspects of management and staffing was another 
area of opportunity identified by stakeholders.
Instilling venue management culture. Some stakeholders indicated 
that success for WestWorld entails having staff who are knowledgeable 
about venue operations and can support event organizers to optimize 
venue use. Stakeholders indicated that WestWorld staff should be 
professional, accountable and able to provide high-quality customer 
service.
Increased professional development opportunities. A couple of 
stakeholders stated that opportunities to management and staffing 
include fostering a culture of learning, providing professional 
development opportunities and developing a succession plan.
Development of standard operating procedures. Several 
stakeholders discussed success in terms of streamlined operations. They 
discussed that opportunities to support this effort could include 
creating standard operating procedures and rules for all event 
organizers to follow, as well as having clear roles and responsibilities 
outlined during the contracting process.
These events are turtwig over [and] you’ve only got a veiy limited 
amount of time to get in and get out and you need to be working 
well together.
City staff
That [WestWorld staff] know what's needed [for safety] ahead of 
time and [then they] can pass that information along to producers 
and to renters.
Event support staff
Strong understanding and strong support from the top is going to be 
really valuable for WestWorld. I sense that [what] staff [are] really 
looking for is direction so they know which direction to go in.
City staff
These are the rules for our venue across the board. If you want to 
play here, then these are the rules that you have to play by.
City staff
They need to... bring on risk management [and] legal to help 
establish more consistent rules to maximize [venue operations] and 
efficiency.
City staff
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 9

E. User and Key Stakeholder Feedback - Opportunities for success
Other Opportunities
Stakeholders mentioned other opportunities such as building 
collaboration and trust, bringing services in house and ensuring that 
facilities are well maintained and up-to-date.
Building collaboration and trust. A few stakeholders discussed success 
in terms of how well all key stakeholders are listening to one another, 
including WestWorld staff. City leadership, event organizers, event 
support staff and community residents. Some stakeholders said that 
building trust between these groups is important for developing a 
unified direction for WestWorld and for making decisions about the 
venue that support successful events for everyone.
Bringing services in house. A few stakeholders indicated that 
WestWorld could be more successful if they managed more of their 
amenities and services in-house, which they said would maximize 
WestWorld's profit and contribute to a better experience. For example, 
stakeholders indicated that by managing parking, food and beverage, 
equipment rentals (i.e. barricades, temporary fencing, ramps) and 
sales/marketing in-house, WestWorld could make more money from 
those services and each event would not need to rent separately from a 
third-party vendor.
Ensuring facilities are well maintained and up-to-date. Many 
stakeholders specified that success for WestWorld means addressing 
priority facility upgrades, including venue safety, that contribute to 
providing a high-quality event experience. Stakeholders specified that 
upgrades should align with priorities of events being held at WestWorld, 
which includes better drainage, parking, paving and shelter. A couple of 
stakeholders added staff offices needed updating to better fit their 
operational needs and boost morale.
The highest priority in my mind [is] that the community and the 
elected officials and the management of WestWorld need to come 
together and decide on the direction of WestWorld.
City staff
I think internally getting that team all working together well would 
be a priority for me because I think it makes it easier to take 
WestWorld to the next level.
City staff
If WestWorld invested in equipment, they would certainly make 
revenue off it. They would be able to offer those elements, that all the 
events need, to producers at a better price than we could get on the 
regular market. They would keep more profit in-house and they could 
also reduce costs to producers.
Community event organizer
Right now [WestWorld] outsources their sales and marketing.
There's been some conversations about maybe internalizing that and 
cutting out those shared fees.
City staff
[If] we want to compete with these world-class facilities, we have to 
put a significant amount of money into upgrading the facility.
City staff
Being able to use the site consistently in all weather... we've got to 
deal better with [how the] water flows.
City staff
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 10

E. User and Key Stakeholder Feedback - Barriers to success
Interviewee and discussion group participants described potential 
threats or barriers to achieving success at WestWorld. When asked to 
describe potential threats or barriers to success at WestWorld, 
respondents shared the following concerns.
Government Restrictions
Government restrictions around the contract process, marketing and 
other bureaucracy were identified as potential barriers to success.
Contract process. Some stakeholders indicated that the current 
contracting process is a barrier to WestWorld's growth as a venue.
Some stakeholders said that existing long-term contracts prevent 
WestWorld from booking new events that better utilize the facility or 
potentially draw a better audience. Additionally, stakeholders said that 
WestWorld's current pricing and fee structure makes booking events 
challenging to navigate.
Bureaucracy. Some stakeholders indicated that government 
bureaucracy is a barrier to success. Some stakeholders commented that 
City leadership often does not have a strong understanding of 
WestWorld as a venue, which leads to disagreements about its identity, 
management model and adequate staffing levels. Stakeholders said that 
these disagreements slow down funding for facility upgrades. Some 
stakeholders remarked that the City of Scottsdale has more safety 
restrictions than other cities, which adds to the expense of producing 
events at WestWorld.
[There are] grandfathered-in clients with huge blocks of time 
and long-term contracts.
WestWorld staff
I believe any deviation from [a] standard contract requires City 
Council involvement... [a] corporate planner from Lexus is not going 
to stand before City Council when they could just go to Dallas and 
make [their event] happen.
Community event organizer
The staff [at WestWorld] will say that even though they 're part of the 
City, sometimes they feel that the City doesn't really understand what 
WestWorld is or what it does.
Community event organizer
[For] police and fire, [The City has] standards that are way above 
other municipalities when it comes to the number of people they 
think you need.
Event support staff
If the City sees the opportunity as WestWorld being a revenue 
generating facility, then we have to make it easier for clients to access 
[City]funds to make us competitive.
Community event organizer
Marketing restrictions. A few stakeholders indicated concern over 
restrictions from the City on marketing events and providing event 
incentives to organizers. Stakeholders said that these parameters 
around sponsorship, funding and incentives can make event promotion 
harder and less appealing to potential event organizers.
Scottsdale can’t pay to get these shows. [It’s] difficult to work with 
because of the gift clause.
WestWorld staff
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 11

E. User and Key Stakeholder Feedback - Barriers to success
Vision/Focus
Some stakeholders identified concerns with the focus of the strategic 
plan being too broad, with others indicating concerns of the plan being 
too narrow.
Narrow vision. Some stakeholders indicated that having too narrow of 
a vision for WestWorld could be a barrier to the venue fully realizing its 
potential. They remarked that being narrowly focused on the 
programming that WestWorld has historically produced may not use the 
facility to its greatest ability. Stakeholders added that the venue should 
be getting creative and taking risks.
Broad vision. A few stakeholders indicated that if WestWorld focuses 
too much on being a multipurpose facility, they run the chance of being 
too broad. Some stakeholders indicated that if WestWorld tries to 
create a venue that works for everyone, they may end up with a venue 
that works for no one. One stakeholder explained that there are 
inefficiencies when changing over some spaces for different types of 
back-to-back events. They noted that some infrastructure can be easily 
transformed for different events, while other infrastructure is best 
utilized for a specific focus. A few stakeholders indicated that the City 
should be selective of events at WestWorld to preserve its reputation.
I think we're also limited by the vision of the people that are 
operating [WestWorld] today. I think they're hesitant to go down a 
road where they're doing multiple things at multiple times.
Event support staff
If [there’s] a really good opportunity or a really good event that they 
want to go after, taking a risk might make sense. I think the 
weaknesses is the fear of prioritizing that.
Community event organizer
I think what could stand in the way [of success is] if we try to be 
everything for everybody.
City staff
Are there some areas that maybe shouldn't have as much radical type 
[of]flexibility, but keep [those] certain areas where it makes more 
sense? Then you know [the]flexibilities you have.
City staff
If we aren't careful about what types of events that we're bringing in.
I think we can run the risk of ruining the reputation of WestWorld.
City staff
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 12

E. User and Key Stakeholder Feedback - Barriers to success
Other Barriers
other potential barriers to success identified by stakeholders included 
themes around lacking standard operating procedures, resident 
complaints and potential issues surrounding the master plan.
Lack of standard operating procedures. Some stakeholders indicated 
that having no standard operating procedures documented for event 
organizers to follow is a barrier for WestWorld to operate as a premier 
event space. One stakeholder referred to producing events at 
WestWorld as "clumsy" and "unsophisticated" due to the lack 
of protocol.
Resident complaints. Some stakeholders indicated that residents who 
live near WestWorld could be a barrier to its success. Although the 
venue was here before most of the residential areas were developed, 
stakeholders said that there are often complaints about noise, lights 
and the venue's aesthetic. Stakeholders indicated worry that as the 
surrounding community grows, WestWorld's development could 
continue to be a challenge.
Inadequate master plan. Some stakeholders shared concerns over the 
WestWorld master plan, which focuses on prioritizing updates to 
physical infrastructure.^ Some indicated that the plan is a barrier to 
progress because the City is not collaborating with key stakeholders and 
the plan is seemingly not prioritizing the most critical upgrades. Some 
remarked that the plan is taking too long to create, making it more 
susceptible to modifications when City leadership changes.
^ The WestWorld strategic plan is separate from the master plan, as it is focused 
on strategy and operations.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
[To] allow [producers] to just use the property as they wish, I think is 
actually a threat because it turns into a jigsaw puzzle of trying to put 
together safety plans and implement safety measures to meet each 
individual producer's idea.
City staff
The area has built up around WestWorld. It used to be very remote.
The residents move in and then they don't like the fact that they 
moved next to a noisy special event venue.
Community event organizer
We had issues when the tent had the flag on it. The folks up north 
didn't like to see the flag so we changed out that tent and now we 
have just a plain beige skin.
City staff
[The new masterplan] doesn't work for the equestrian community. It 
doesn't work for the special event community .... [What’s] frustrating 
is sometimes the City [will] involve events ... sometimes they don't.
Community event organizer
APPENDIX E, PAGE 13

E. User and Key Stakeholder Feedback - Preferences and priorities
Stakeholders reflected on their preferences and priorities for the 
future of WestWorld.
Supporting Scottsdale Residents
Some interviewed stakeholders talked about the ways that WestWorld 
could better support Scottsdale residents. They indicated that 
WestWorld could bring residents more into the event planning process 
and that WestWorld could better advertise their events to the 
community as a potential audience. Some stakeholders talked about 
finding a balance between programming for the community and for 
tourists. A couple of stakeholders suggested that off-peak months at 
WestWorld could have more community-focused programming like 
summer camps, cultural events or free horseback riding lessons, 
especially if they could be held indoors with air conditioning.
Some stakeholders did not share additional ideas to engage the 
community, indicating that WestWorld is already serving their 
community and that WestWorld's primary focus should be hosting 
impactful events.
Supporting Local Businesses
Some interviewed stakeholders discussed ways that WestWorld could 
better support local businesses. Some stakeholders indicated that 
WestWorld could allow sponsorships that promote local businesses, and 
others suggested that local businesses could be food vendors at the 
venue. Some stakeholders added that WestWorld should focus on 
hosting multi-day events because it supports local hotels, restaurants 
and retail when venue patrons stay in town. Some stakeholders 
indicated that WestWorld events are already serving local businesses.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Once WestWorld decides what it wants to be... you can then figure 
out what the re.sidents of Scottsdale are interested in.... What would 
give the community pride about this event?
City staff
Programming from a citizen perspective ... like free or reduced rate 
horse riding lessons that [WestWorld] could partner on ... Some sort 
of offering during their downtime that’s minimal impact on the 
expenses of WestWorld.
City staff
I think WestWorld serves the residents of Scottsdale pretty well...
They’ve got it booked constantly ... They’re bringing tax dollars to 
town. They’re bringing people to town that want to experience 
Scottsdale. I don’t know how they can do that part a whole lot better.
Community event organizer
We try to get the local restaurants to come and be a part of the event, 
which we do with a bunch of those [restaurants].
Community event organizer
[Are] there sponsorships that that year-round they could do to help 
promote and offer local businesses during these major events?
City staff
[If] it's a larger event, where people are coming for multiple days, 
you're going to benefit the loeal businesses. They're going to stay here 
and [go to] restaurants and that's what our community thrives on.
City staff
APPENDIX E, PAGE 14

E. User and Key Stakeholder Feedback - Preferences and priorities (survey responses)
Priorities Identified by City Staff
In the survey of City staff, when asked what audiences WestWorld 
should focus on serving in the future, just over half of survey 
respondents (56%) indicated that WestWorld should focus on 
equestrian enthusiasts. Respondents also indicated that WestWorld 
should focus on families (36%), national or international audiences 
(32%) and the Scottsdale community (32%). Figure E-1 shows the range 
of audiences selected by survey respondents.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
E-1. Survey respondent audience priorities 
60% -,56%
50%
36%
40%
32% 32%
28%
30%
20%
16% 16% 16%
20%
10%
4%
12% 12%
0%
/ / ■/ /
■r cT
^ „cP <9
/// /
/
Note: 
N=25. Participants could select up to three responses.
Source: 
Keen Independent Research.
APPENDIX E, PAGE 15

E. User and Key Stakeholder Feedback - Preferences and priorities (survey responses)
Values for the Future
When asked what values WestWorld should prioritize to guide its future 
work, just over half of survey respondents (57%) indicated that 
WestWorld should host a variety of programs and operate with 
integrity (52%). Almost forty percent (39%) of respondents said that 
WestWorld should focus on achieving a high standard of excellence 
and professionalism. Figure E-2 shows the range of values selected by 
survey respondents.
E-2. Survey respondent future values
Hosting a diverse variety of programs
Operating with integrity
Achieving a high standard of 
excellence and professionalism
Maximizing activation of facilities
Cultivating robust national and 
international audiences 
Enhancing the quality of life 
for local residents
High-quality customer service 
Other
1
I 57% 
52%
39%
35%
35%
35%
30%
4%
10% 
20% 
30% 
40% 
50% 
60%
Note: 
N=23. Participants could select up to three responses.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 16

E. User and Key Stakeholder Feedback - Preferences and priorities (survey responses)
Goals for the Future
When asked what goals WestWorld should prioritize, almost two-thirds 
of survey respondents (63%) indicated that WestWorld should prioritize 
enhancing economic development. Over half of respondents (54%) also 
indicated that WestWorld should prioritize enhancing the quality of life 
for Scottsdale residents. Just under half of respondents (46%) indicated 
that WestWorld should prioritize making a profit. Figure E-3 shows all 
responses that respondents believe WestWorld should prioritize.
Key Performance Indicators
Interview and discussion participants were asked about key 
performance indicators for WestWorld. They indicated an interest 
in tracking the following measures annually:
■ 
Revenue generated;
■ 
Net profit per event;
■ 
Percent of facility utilization throughout the year;
■ 
Total days programmed;
■ 
Total new events booked;
■ 
Total repeat bookings;
■ 
Total first-time attendees;
■ 
Total events spanning longer than three days;
■ 
Total hotel rooms booked; and
■ 
Length of visitor stay.
E-3. Survey respondent goals to prioritize
Enhancing economic development
Enhancing the quality of life for 
Scottsdale residents
Making a profit
Meeting a predetermined budget
Other
46%
63%
54%
8%
8%
0% 
10% 20% 30% 40% 50% 60% 70%
Note: 
N=24. Participants could select up to two responses.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 17

E. User and Key Stakeholder Feedback - Survey demographics
Keen Independent examined the demographics of survey participants, 
including their race and ethnicity, gender, age, affiliations with 
WestWorld and other demographic identifiers.
Gender
Figure E-4 shows that nearly two-thirds of survey respondents 
identified as female (63%) and one-fifth identified as male (21%) The 
remaining respondents preferred not to answer (16%).
Race and Ethnicity
Figure E-5 shows the race and ethnicity of survey respondents. Among 
those who reported their race and ethnicity, 14 identified as white and 
four identified as Hispanic.
E-4. Gender of survey respondents
Prefer not to answer 
(16%)
Male
(21%)
Female
(63%)
Note: 
N=19. No respondents identified as non-binary.
Source: 
Keen Independent Research.
E-5. Race and ethnicity of survey participants
Race and ethnicity
Response
White 
14
Hispanic or Latino 
4
Black or African American 
1
Other 
1
Asian 
0
American Indian and/or Alaskan Native 
0
Native Hawaiian and/or Pacific Islander 
0
Prefer not to answer 
3
“ ri 
^ --- --- - - 
-- -
Note: 
N=19. Participants could select more than one answer.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 18

E. User and Key Stakeholder Feedback - Survey demographics
Age
Figure E-6 depicts the ages of individuals who completed the survey. 
The survey captured a wide range of ages. Thirty percent of 
respondents were either ages 25 to 34 or 55 to 64 and twenty percent 
were ages 45 to 54.
Other Demographic Identifiers
Keen Independent invited survey respondents to share additional 
demographic identifiers that may help the study team understand their 
experiences or the experiences of other members of their household. 
There were five respondents who shared additional identifiers and 
11 respondents selected "no additional identifiers to share." Figure E-7 
shows the demographic self-identification of respondents.
E-6. Age of survey respondents
Prefer not to answer (5%) 
65 to 74 (5%)
18 to 24 (5%)
55 to 64 
(30%)
25 to 34 (30%)
35 to 44 (5%)
45 to 54 (20%)
Note: 
N=19. No respondents identified as under 18.
Source: 
Keen Independent Research.
E-7. Demographic self-identification of survey participants and/or their 
household members
Other demographic identifiers
Number of 
responses
No additional identifiers to share
Veteran/military
Disability status
Bilingual/multilingual
LGBTQ+
Other
11 
2 
2 
2 
2 
0
Note: 
N=19. Participants could select more than one answer.
Source: 
Keen Independent Research.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX E, PAGE 19

E. User and Key Stakeholder Feedback - Survey demographics
Affiliation with WestWorld
Figure E-8 depicts survey respondents' affiliations with WestWorld. 
Most respondents, a total of 25, were City of Scottsdale employees who 
do not work at WestWorld. Five participants were WestWorld 
employees and one participant identified as an exhibitor or performer 
at a WestWorld event.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
E-8. Survey participants reported affiliations with WestWorld
Affiliation with WestWorld
Number of 
responses
City of Scottsdale employee 
(not at WestWorld)
WestWorld employee
WestWorld event exhibitor or performer
WestWorld contractor or vendor 
Other
No affiliation to WestWorld
Note: 
N=31. Participants could select more than one answer.
Source: 
Keen Independent Research.
25
5
1
0
1
1
APPENDIX E, PAGE 20

APPENDIX F. Benchmark Research — Introduction
Keen Independent conducted background research on three benchmark 
venues to inform the strategic planning and goal setting process for 
WestWorld.
Methodology
The study team worked with WestWorld staff to select benchmark 
venues using criteria such as:
■ 
Location within a major metro area market;
■ 
Mix and size of equestrian arenas, expo halls and other 
multi-purpose event spaces;
■ 
Availability of horse boarding and RV camping; and
■ 
Presence of major signature annual event(s).
Venue Selections
The study team selected the following venues as national benchmarks 
for WestWorld:
■ 
Will Rogers Memorial Center (Fort Worth, TX);
■ 
National Western Center/National Western Complex 
(Denver, CO); and
■ 
OC Fair and Event Center (Costa Mesa, CA).
Keen Independent interviewed venue representatives and conducted 
additional background research to develop the venue profiles on the 
following pages.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
Key Takeaways
The following are key takeaways from this benchmark research:
■ 
All benchmarked venues utilize some form of event 
management software;
■ 
Rental rates for event space, labor and equipment are 
itemized at all benchmarked venues; and
■ 
Annual operations at benchmarked venues are subsidized 
either by a major high-impact event or by government 
funding, with one venue's operational deficit being primarily 
covered by a Hotel Occupancy Tax.
F-1. Availability of horse boarding and RV camping at benchmarked venues
Horse
RV
Name
OC Fair and Events Center 
Will Roger^Memorial Center 
National Western Center/Complex
Location
Costa Mesa, CA 
Fort Worth. TX 
Denver, CO
boarding camping
Yes
Yes
Yes
Yes
Yes
No
Source: 
Keen Independent Research.
APPENDIX F, PAGE 1
i

F. Benchmark Research — Will Rogers Memorial Center
Will Rogers Memorial Center (WRMC) is a 120-acre multi-purpose 
facility in Fort Worth, Texas that hosts a variety of equestrian, 
agricultural, entertainment, corporate, educational, social and sporting 
events, including many international and high-impact shows.
Ownership and management structure. The City of Fort Worth owns 
and operates the Will Rogers Memorial Center.
Venues. The Will Rogers Memorial Center includes:
■ 
Historic Will Rogers Coliseum (5,652 seats);
■ 
Will Rogers Auditorium (2,856 seats);
■ 
Amon G. Garter, Jr Exhibits Hall (94,000 square feet); and
■ 
Additional equestrian and livestock facilities with an 
underground tunnel system.
Annual attendance. The venue hosts more than two million attendees 
per year. ^
Annual budget. According to WRMC fiscal year 2024 financials, the 
facility has about $16 million in annual expenses and about $10 million 
in annual revenue. The deficit is primarily subsidized by Hotel 
Occupancy Taxes (HOT).
Event load. WRMC holds about 200 events per year, with most of these 
events being with repeat clients.
^ https://www.fortworth.com/will-rogers-memorial-center/
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
F-2. Will Rogers Memorial Center
....-.
to
<
a
i
BneT-T-/?
'i
n
*
7 7
i
Source: 
City of Fort Worth.
F-3. Aerial view of Will Rogers Memorial Center
r.
Source: City of Fort Worth.
mm
a
APPENDIX F, PAGE 2

F. Benchmark Research — Will Rogers Memorial Center
Event management and booking system. According to a WRMC 
venue representative interviewed by Keen Independent, the venue 
utilizes Momentus for event booking and management.
Number of staff. The Culture and Tourism Fund, which includes 
operations for WRMC and the Fort Worth Convention Center has 158 
positions equating to about 147.60 full-time equivalent staff.
Strategic focus. As part of the City's Public Events Department, WRMC 
aligns with the department's overall strategic direction. Department 
strategic goals include:
■ 
Achieve an average Customer Experience Satisfaction score of 
75 percent or better for the Public Events Department;
■ 
Increase Social Media presence across all platforms by 
10 percent;
■ 
Keep the percentage of reliance on HOT for Public Events 
Department operations under 30 percent;
■ 
Revise/Review/Improve at least four business processes per 
fiscal year, per division WRMC, FWCC, ADMIN; and
■ 
100 percent of team members engaged in professional 
development activity per fiscal year.
Rate structure. The space, equipment and labor rate structure for 
WRMC is itemized and subject to City Council approval. The rate 
structure is uniform and applies to ail events except the Fort Worth 
Stock Show and Rodeo, which is the venue's oldest client and in a 
public-private partnership with the City.
Incentives. According to the venue representative interviewed by Keen 
Independent, WRMC does not offer incentives to bring high-value 
events to the venue. However, its nonprofit partner. Visit Fort Worth, 
could help with funding incentives to bring high-value events.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
F-4. Equestrian facility at Will Rogers Memorial Center
i/
l::
I®
-m
Source: 
Visit Fort Worth.
F-5. Historic Will Rogers Coliseum
.r. ----— r
--r-
Source: 
Visit Fort Worth.
APPENDIX F, PAGE 3

F. Benchmark Research — National Western Center/National Western Complex
National Western Center is a 250-acre campus in Denver, Colorado that 
is being constructed in partnership with the City and County of Denver, 
the National Western Stock Show, CSU Spur, History Colorado and 
Denver Museum of Nature and Science.
Ownership and management structure. The National Western Center 
is owned by the City and County of Denver and operated by the 
National Western Center Authority, a 501c6 nonprofit. The National 
Western Center campus is adjacent to the National Western Complex, 
which is owned and operated by the National Western Stock Show.
With the National Western Complex facilities aging and becoming too 
small for the National Western Stock Show, the National Western Stock 
Show provided funding for the National Western Complex. While still in 
the planning stages, there is conversation around eventually replacing 
the old National Western Complex facilities and being completely 
converted into the National Western Center.
Venues. National Western Center currently includes the Stockyards 
Event Center which comprises:
■ 
Wagner Equipment Co. Auction Arena (630 seats);
■ 
Stow L. Witwer Memorial Show Arena (17,500 square feet);
■ 
Cille and Ron Williams Yards (14-acre flexible hardscaped 
space); and
■ 
Two outdoor plazas (one acre each).
Note that additional facilities at National Western Center are being 
planned and under construction.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
F-6. National Western Center campus map
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Source: 
National Western Center.
APPENDIX F, PAGE 4

F. Benchmark Research — National Western Center/National Western Complex
Annual budget. With the National Western Center Authority and 
National Western Stock Show being two separate entities, a concise 
operating budget for the venue is not available. However, according to a 
representative of the National Western Complex who was interviewed 
by Keen Independent, the National Western Stock Show generates 
significantly more revenue than the other events that take place there.
Event management and booking system. According to a National 
Western Center venue representative, the venue utilizes Tripleseat for 
event booking and management.
strategic focus. The mission of the National Western Center Authority 
is to "convene the world at the National Western Center to lead, inspire, 
create, educate and entertain in pursuit of global food solutions."
Rate structure. The space, equipment and labor rate structure for 
National Western Center is itemized. The Authority offers discounts to 
community and nonprofit organizations. This rate structure is uniform 
for all events except the National Western Stock Show, which is a key 
partner and funder for the National Western Center.
Incentives. According to the venue representative interviewed by 
Keen Independent, National Western Center does not offer incentives 
to bring high-value events to the venue.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
F-7. Stockyards Event Center at National Western Center
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Source: 
National Western Center rental brochure.
APPENDIX F, PAGE 5

F. Benchmark Research — OC Fair and Event Center
Positioned across 130 acres, OC Fair and Event Center is located in 
Costa Mesa, California and home to the OC fair, which attracts more 
than one million attendees annually.
Ownership and management structure. The OC Fair and Event Center 
is owned and operated by the 32nd District Agricultural Association, an 
institution of the state of California.
Venues. OC Fair and Event Center venues include:
■ 
Action Sports Arena (about 7,000 seats);
■ 
Pacific Amphitheater (about 8,500 seats); and
■ 
Seven exhibit halls and other additional meeting and 
multipurpose areas (about 157,000 square feet).
Annual budget. The annual budget for the OC Fair and Event Center 
separates financials for the State Fair from the rest of the venue's 
annual operating expenses. When including the State Fair, the fiscal 
year 2025 budget illustrated annual expenses of about $59 million and 
$5 million in net revenue. Excluding the State Fair, annual operating 
expenses were approximately $30 million with a deficit of about 
$17 million.
Event management and booking system. According to an OC Fair and 
Event Center representative contacted by Keen Independent, the venue 
utilizes Momentus for event booking and management and for 
generating contracts.
Strategic focus. The mission of the OC Fair and Event Center is to 
"enhance equitable community access to agriculture, entertainment, 
cultural and educational experiences."
Rate structure. The space, equipment and labor rate structure for 
OC Fair and Event Center is itemized.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
F-8. OC Fair and Event Center facilities
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APPENDIX F, PAGE 6

APPENDIX G. Implementation Tracking
Keen Independent has provided WestWorld staff with a multifaceted, 
flexible tool for visualizing, coordinating, tracking and reporting 
implementation of the strategic plan. Appendix G describes and 
illustrates uses of the tool for tracking and reporting progress.
Figure G-1 depicts a sample dashboard view. Columns on the right allow 
tracking and reporting on progress to date by stage and status, actual 
metrics achieved and notes.
Provided drop-down options include:
■ 
NA/Not yet expected;
■ 
Not started;
■ 
Initiated;
■ 
In progress; and
■ 
Completed.
Provided drop-down menu options for status include:
■ 
NA/Not yet expected;
■ 
Progressing;
■ 
Delayed;
■ 
Stuck/blocked; and
■ 
Completed.
In Figure G-1, tracking fields are populated with mock-up data for 
illustration purposes only.
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX 6, PAGE 1

APPENDIX G. Implementation Tracking
G-l. Sample dashboard view
Lead
start by Due by Example metrics/ 
__ febYt____ ttYc___ success indicators
Progress to date 
Actual metrics/
stage_______ Status____progress to date
2. Strengthen and unify our organization
2-1.
a.
Improve consistency and standardization across 
all business processes
Standardize policies and operational procedures to 
erasure consistent practices across the organization
_____________
Policy and operational policy needs inventoried and prioritized. Then 
General Manager M-26 Jun-28 100%of policyandoperationalprocedureprlorltiescompletedand 
adopted.
Completed Completed 
SOPs completed arxf ar<'>nt^
b. Provide training and communication to ensure aU 
staff follow unified processes and expectations
General Manager Jul-27 Jun-29
100% of staff trained on unified processes. AU staff compliant with 
processes
Initiated
Progressb \
TrainUig processes tmder 
development
^ Improve the RV reservation system to enhance 
usability and client experience*
improve communication throughout the customer 
2-2. Journey, from sales to service delivery and follow 
up
Track the number of instances in which RV staff were needed to st^ in
RVOfflcelead Apr-26 /^-27 andprovldecustomerasslstancewhenthesystemwasnotsuccesshjl Completed completed 
at competing the reservation process
Customer Issued reduced by 10% 
in 2027
Annual tracking in progress
If*
Iif'-
■-r
Strengthen communication workflows to ensure 
a. timely, accurate information sharing among staff and 
with clients
Director
Mar-26 Jun-27 Communication protocol adopted
Initiated
Prog,gi.‘ng
^ 
^ 
* >.aneelsde e > e'
F%\tl
.Je^-Aar touch bases with Police and 
Fire at least two weeks before event 
load in
^ Hold regular produclion meetings to align teams and 
address operational needs in advance
Director
Mar-26 Jun-31
Develop a system to determine which events will require pre-event 
production meetings and in-turn ensure that the meetings take place
inprogre s T g'>.iSriig
Production meetings taking place 
before all Priority One events
KEEN INDEPENDENT RESEARCH — WESTWORLD OF SCOTTSDALE STRATEGIC PLAN
APPENDIX G, PAGE 2