Supporting Document (52e70f4f...)

Economic Development and Tourism 
Kevin Burke 
PHONE  480-312-2533 
EMAIL  KBurke@ScottsdaleAZ.gov 
3939 N. Drinkwater Blvd., Scottsdale, AZ 85251   ScottsdaleAZ.gov 
To: 
From: 
Date: 
Subject: 
Honorable Mayor and City Council Members 
Kevin Burke Senior Director of Economic Development & Tourism
1/26/2026 
Tourism Strategic Plan 
Scottsdale’s economy is strongly influenced by tourism and events. Recent tourism studies prepared for the city 
report that in 2024 visitors generated an estimated $3.7 billion in total economic impact, supporting more than 
36,000 local jobs in hospitality and related industries and producing more revenue for the city than the cost of 
providing visitor-related services (approximately $1.42 in revenue for every $1 in services). 
Scottsdale has a successful track record of using five-year strategic plans to guide tourism efforts. The current 
Tourism & Events Strategic Plan was approved by City Council in January 2023 and began Year 1 implementation 
in FY 2023/24, with activity slated to continue through FY 2027/28. The current plan is included in these materials 
as Attachment 1.  
Best practice in the tourism industry suggests updating the strategic plan on a roughly 3-to-5-year cycle, 
supported by robust stakeholder engagement, detailed market analysis, and clear implementation frameworks. 
Given the pace of change in the regional economy, tourism trends, and visitor expectations, it is timely to begin 
development of the next iteration of the strategic plan. Absent an updated framework, the City risks relying on 
assumptions and tactics that may no longer accurately reflect current market conditions or community 
expectations. 
Advancing the Tourism & Events Strategic Plan update prior to the formal end of the current plan will allow the 
City to proactively respond to emerging market dynamics, capture momentum from recent tourism growth, and 
better align tourism priorities to maximize economic impact and operational efficiency. In addition, several of the 
plan’s foundational assumptions related to visitor behavior, event demand, digital marketing practices, and 
resident expectations have evolved materially since the current plan was adopted, reinforcing the value of 
initiating an update at this time. 
The Tourism & Events Strategic Plan will provide a focused, action-oriented roadmap for Scottsdale’s Tourism & 
Events Department. It will reaffirm the City’s tourism vision, analyze visitor and lodging trends, and evaluate the 
balance and performance of the City’s event portfolio. The plan will identify opportunities to strengthen anchor 
events, enhance coordination across venues, and incorporate modern destination-marketing practices such as 
digital engagement, and experience-focused storytelling. It will also address tourism’s relationship to resident 
quality of life and establish goals and key performance indicators related to visitor spending, event outcomes, 
Item WS01

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satisfaction and sentiment, and brand reach, supported by a coordinated implementation framework across City 
departments and external partners. 
Expected Deliverables 
At the conclusion of the planning process, the City Council can expect to receive a Five-Year Tourism & Events 
Strategic Plan, which will include an executive summary and plan document focused on tourism, events, and 
destination-marketing strategies. The plan will incorporate event and visitor analysis with key performance 
indicators and benchmarking, and it will provide an implementation roadmap that is coordinated with the Economic 
Development Strategic Plan. A companion performance-measurement and reporting framework will track metrics 
such as visitor volumes, economic impact, event outcomes, and satisfaction indicators. 
In addition, staff will prepare a crosswalk/integration summary that highlights how the plan aligns with the city’s 
broader policy framework, including General Plan 2035, tourism-related agreements, and major capital 
investments.  
Timeline and Next Steps 
Subject to City Council approval of the FY 2026/27 budget, the planning effort is anticipated to be completed within 
a six-month period. The process would begin by engaging consultants from the city’s approved vendor list and 
finalizing a detailed scope of work. This would be followed by data collection, stakeholder engagement, and an 
initial assessment of trends, opportunities, and challenges. Staff and the consultant would then develop preliminary 
findings and draft goals and strategies for both plans, after which the draft plan would be released for internal and 
external review. Feedback from that review would be incorporated and recommendations refined, leading to 
compilation of final drafts of the plan and presentation to the City Council for consideration and possible adoption. 
Staff anticipates providing periodic updates to City Council at key milestones during the planning process. 
Attachments: 
1.
Scottsdale Tourism and & Events Strategic Plan – January 2023

Scottsdale 
Tourism & Events 
Strategic Plan
COMMISSIONED BY 
IN PARTNERSHIP WITH

Introduction
3
4
Project Background
5
Vision
6
Target Audiences
11
Experience Principles
13
Strategies & Actions
C O N T E N T S
2
Scottsdale Tourism & Events Strategic Plan

The COVID-19 pandemic has been the most sig-
nificant disruption to global travel and tourism in 
our industry’s history. Profound changes in travel 
patterns, significant changes in the economics 
of the industry, and shifts in consumer behav-
ior have been witnessed as a result, which has 
created new market opportunities and an uneven 
recovery across various segments of the indus-
try. Some destinations are recovering faster than 
others, including Scottsdale. Tourism represents 
a significant share of the Scottsdale economy and 
supports the betterment of the community. While 
residents recognize the importance of the indus-
try, the growth of the industry is central to improv-
ing the quality of life of residents and visitors.
While household savings have historically de-
clined after a crisis, the COVID-19 crisis is unique 
as household savings in the United States in-
creased, with travelers eager to spend on leisure 
trips, leading to a rebound of this segment in 
open destinations. The affluent travel boom is 
one of the clearest signs of a spending surge 
by the wealthy that is likely to tilt the balance of 
recovery in luxury destinations despite the rising 
concerns of inflation. 
Scottsdale is a desirable destination that bene-
fits from an attractive image both nationally and 
internationally, supported by a unique product 
offering and visitor experience. The future brings 
enormous opportunities for tourism to take cen-
ter stage considering its significant contribution to 
economic growth and development – $3.3 billion 
in economic impact and 26,627 jobs in 2019, and 
$2.5 billion in economic impact and 21,258 jobs in 
2021. The growing consumer demand for travel 
also brings added challenges locally increasing 
pressure on communities and the environment.
A clear and shared vision of tourism is a unique  
opportunity for Scottsdale to grow sustainably  
as one of the country’s most recognized and 
desirable destinations—a luxury destination in  
the heart of the Sonoran Desert.
Introduction
3
Scottsdale Tourism & Events Strategic Plan

To guide the recovery and growth of the industry 
over the next five years, the Tourism & Events 
Department of the City of Scottsdale engaged 
Resonance, in partnership with Experience 
Scottsdale, in the development of a Tourism & 
Events Strategic Plan for the City of Scottsdale. 
It is designed to help stakeholders articulate 
and share a clear vision for the future—because 
when people share a vision of the future, it gives 
them shared belief, shared purpose, and shared 
passion. The Tourism & Events Strategic Plan 
provides a roadmap for the management and 
marketing of tourism in Scottsdale based on an 
analysis of key trends, an assessment of tourism 
assets and experiences, a market analysis to 
identify target visitors, and an engagement plan 
to better understand community aspirations.
The development of the vision was informed by 
more than 100 stakeholder interviews to respond 
to industry aspirations, opportunities, and 
challenges. To identify future target audiences, 
a visitor study was developed in partnership 
with Experience Scottsdale to better understand 
current perceptions and future aspirations. The 
study was designed to assess the demographic 
and psychographic characteristics of previous 
visitors to Scottsdale and identify the motivating 
factors that drove previous visitors to select 
Scottsdale as their destination of choice. A  
survey of residents also was conducted to  
explore how the City of Scottsdale can re-
sponsibly grow a tourism industry for the  
benefit of all, including the local community.  
It also identified opportunities to align resident  
and visitor aspirations in the development  
of the destination.
From a product perspective, Scottsdale was 
benchmarked in terms of both the quantity and 
quality of experiences grouped in 10 categories 
(attractions, connectivity, culinary, culture, 
lodging, meetings, nightlife, outdoors, shopping, 
and sightseeing) to assess the performance of 
the destination. The list of cities included Tempe, 
Tucson, Sedona, Palm Springs, Santa Barbara, 
Newport Beach, Santa Fe, Albuquerque, Asheville, 
St. Petersburg-Clearwater, and Fort Lauderdale.
The project process brought together leaders 
from the City of Scottsdale, Experience 
Scottsdale, and other key stakeholders through 
a series of workshops and consultations to align 
under a common vision and to identify and 
prioritize key focus areas for the development, 
management, and stewardship of Scottsdale  
and the corresponding strategies and actions 
required in each of these areas.
Project Background
4
Scottsdale Tourism & Events Strategic Plan

As one of the country’s most recognized and 
desirable luxury destinations, Scottsdale welcomes 
visitors from around the world who come to enjoy 
an exceptional Sonoran Desert experience. 
From hiking trails to shopping, sports to arts and 
culture, Scottsdale offers a wealth of experiences 
that attract active adventurers, urban enthusiasts, 
business meetings, and world-class events 
throughout the year. 
As stewards of the destination, Experience 
Scottsdale promotes its unique characteristic 
while the City of Scottsdale develops and manages 
the facilities, programming, and events required 
to enrich both the visitor and resident experience 
in a manner that seeks to minimize the impact of 
tourism on our environment while maximizing its 
economic benefits for everyone involved.
Vision
5
Scottsdale Tourism & Events Strategic Plan

A key approach to the development of this 
Strategic Plan was to identify and analyze the 
perceptions, needs, and interests of residents, 
prior visitors, and business and leisure travelers  
to understand who visits Scottsdale and why. 
But the visitor of the future may be different than  
the one we’ve seen in the past. As such, a trends 
analysis also was conducted by Resonance to  
identify emerging new consumer and business 
travel trends that the Strategic Plan should also 
consider and respond to. This research was 
paired with an assessment and benchmarking of 
Scottsdale’s tourism infrastructure, assets, and 
experiences against competing destinations 
to identify Scottsdale’s current strengths, areas 
where we need to improve, and potential 
opportunities we can develop. Based on this 
analysis and our vision for the destination, four 
key target audiences were identified that have the 
greatest future market potential for Scottsdale.
By looking at Scottsdale from the perspective 
of these audiences, strategies and actions were 
then identified to cater to the needs and interests 
of these specific groups. This market-driven 
approach provides focus to the planning process 
and also will help inform future marketing efforts.
Leisure
Active Adventurers
All-in Enthusiasts
Business
Bleisure Travel
Conferences & Meetings
Target Audiences
6
Scottsdale Tourism & Events Strategic Plan

Active Adventurers share a keen interest in outdoor 
sports, engaging with nature, and health and fitness 
activities. They take fewer vacations per year to 
farther destinations, and they aren’t particularly 
interested in family or multi-generational vacations. 
Active Adventurers also enjoy athletic competitions 
and more extreme forms of leisure.
Active  
Adventurers
L E I S U R E
7
Scottsdale Tourism & Events Strategic Plan
Target Audiences

All-in Enthusiasts are interested in taking most types of 
vacations, and everything is important when deciding 
on a destination. They’re more likely to participate in a 
variety of activities, and they go on vacations for many 
different reasons. Sightseeing, fun attractions, and learning 
new things are the top activities that they enjoy while on 
vacation. Shopping, nightlife, and attending events are 
most preferred by All-in Enthusiasts compared to other 
types of travelers.
All-In Enthusiasts
L E I S U R E
8
Scottsdale Tourism & Events Strategic Plan
Target Audiences

Bleisure, or ‘business and leisure travel,’ refers to 
travelers that extend work trips (i.e., conferences, 
meetings, and staff retreats) to include leisure time—
whether before or after the work event. Extended 
leisure time typically averages two or more additional 
days, allowing bleisure travelers to immerse 
themselves in a range of experiences and activities, 
depending on their personal interests. Although 
Gen X-ers still make up a large proportion of bleisure 
Bleisure Travelers
travelers, fast-growing age groups consist 
of Millennials (25-34-year-olds) who are now 
advancing in their careers. The rise of remote 
work has evolved the concept into blended 
trips, where work and pleasure are mixed daily.
B U S I N E S S
9
Scottsdale Tourism & Events Strategic Plan
Target Audiences

The pandemic has reshaped the size and format of 
conferences and meetings, with the introduction of 
hybrid formats. Based on market trends and meeting 
space capacity in Scottsdale, small to medium 
conferences and meetings organized by specific 
businesses or industries offering professional learning 
and development, as well as networking opportunities, 
represent the largest market opportunity.
Conferences  
& Meetings
B U S I N E S S
10
Scottsdale Tourism & Events Strategic Plan
Target Audiences

Scottsdale is many things to many different people and will always 
attract a wide variety of visitors from across the nation and around 
the world. But based on the vision we are seeking to achieve and the 
audiences we are seeking to attract, eight key experience principles 
have been prioritized to guide and inform our planning, management, 
and marketing of Scottsdale as a destination. These include:
2
Culture &  
Creativity
Scottsdale isn’t just a place 
where arts and culture are 
consumed but created, 
celebrated, and developed as 
one of the West’s most vibrant 
arts and culinary scenes.
3
Festivals  
& Events
Already home to world-class 
outdoor events, Scottsdale 
develops and offers indoor 
facilities to host and welcome 
the world throughout the year.
1
Community  
Well-Being
Scottsdale is a place where 
people live well, get well, and 
where well-being is defined 
by not only our own personal 
physical, spiritual and mental 
health, but also the health and 
well-being of the environment 
and our community.
Experience Principles
11
Scottsdale Tourism & Events Strategic Plan

4
Meetings  
& Events
With more than 25% of 
professionals working remotely 
in the future, Scottsdale is the 
destination of choice in the 
West where companies bring 
employees and clients together 
for corporate gatherings, 
meetings, and events. 
5
Outdoor  
Pursuits
Our natural environment is 
our most valuable resource. 
Scottsdale enhances and 
improves access to these  
natural assets while reducing  
the environmental footprint  
of the tourism industry to 
protect our natural resources  
for generations to come. 
7
Sports 
Tourism
Scottsdale is a place where people 
love to play – from amateur sports to 
collegiate and professional sports,  
as well as competitions year-round.
8
Travel & 
Hospitality
As much as Scottsdale cares 
for its residents and visitors, we 
care for the people that invest 
and work in our industry too.
6
Placemaking & 
Entertainment
Old Town is the beating heart 
of the Scottsdale experience – 
a center for shopping, dining, 
culture, nightlife, and community 
gatherings. Old Town and other 
community centers welcome 
celebrations throughout the year.
12
Scottsdale Tourism & Events Strategic Plan
Experience Principles

Based on the vision, target audiences, and 
experience principles developed, a total of 33 
corresponding strategies and 115 actions have 
been identified along with relevant partners. 
Some of these can be implemented and acted 
on immediately while others will be pursued and 
implemented over the long term, and others yet 
will evolve and be revised over time. 
The goal of this Strategic Plan is not to provide a  
definitive checklist, but rather a living, working  
document that will focus our energies, resources, 
and collective action on those areas that have the 
potential to generate the most significant impact  
on the quality of the visitor experience, resident’s  
quality of life, and the contribution of tourism to  
Scottsdale’s economy over time.
In the pages that follow, each experience principle 
is elaborated on, and an overview of each cor-
responding strategy is explained with a list of 
actions identified. These strategies and actions  
are the basis of an accompanying working 
Action Plan that recommends what organization 
should take the lead on each action item, with a 
timeframe for implementation/completion.
Strategies & Actions
13
Scottsdale Tourism & Events Strategic Plan

Scottsdale is a place where people live well, get well, and where well-being 
is defined by not only our own personal physical, spiritual and mental health, 
but also the health and well-being of the environment and our community.
As a tourism-centric destination, Scottsdale aspires to engage and consult 
with residents to ensure tourism-driven investments are aligned with com-
munity priorities and improve quality of life. When unchecked, rapid tourism 
growth can lead to significant impacts on the day-to-day lives of residents, 
often resulting in negative perceptions or even resentment towards visitors. 
In 2022, nearly half of Scottsdale residents surveyed (46%) by Resonance 
believe tourism has a positive impact on their life as a resident, while 1-in-4 
(26%) have a negative impact, including overcrowding—a new benchmark  
to track community perception of tourism over time.
Community  
Well-Being
EXPERIENCE PRINCIPLE: CW
14
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Establish Scottsdale as a Well-Being 
Community & Destination
ACTIONS
1.	 Support the implementation of community well-being assessments and practices to improve 
population health and economic vitality
2.	 Promote Scottsdale as a well-being destination
3.	 Expand and promote opportunities to provide input into city planning initiatives involving transit,  
land planning, parks, and recreation where a potential tourism impact exists
Scottsdale has long been recognized as a high-
end leisure destination, with the Sonoran Desert –  
the most biologically diverse of the four U.S. 
deserts – as an identifying feature by residents 
and visitors. Scottsdale is a spiritual, healing, 
and purifying place attracting residents for its 
unmatched quality of life and visitors for its 
unique wellness experiences. The positioning  
of Scottsdale as a well-being destination is a 
natural evolution based on supporting products 
and amenities, and its natural surroundings.
STRATEGY CW.1
15
Scottsdale Tourism & Events Strategic Plan
Strategy CW: Community Well-Being

Develop Unique Wellness Experiences
ACTIONS
1.	 Engage with private-sector stakeholders to increase wellness product development efforts
2.	 Create unique and customizable wellness packages
3.	 Connect wellness experiences to other types of activities to make these more accessible and 
connected to the surrounding environment
4.	 Develop and support a signature wellness event
While traditional wellness experiences are widely 
known and recognized as a luxurious Scottsdale 
experience, the expansion of wellness into well-
being experiences is an opportunity to combine 
other types of activities to help foster and 
establish Scottdale’s identity and reputation as 
a leading well-being destination. More wellness 
programming shows how the city not only 
embraces well-being but also celebrates it  
across communities.
Focus on Community Quality of Life
ACTIONS
1.	 Balance visitor and resident access to city-owned facilities and public spaces for events,  
and align festivals and events with resident and visitor aspirations
2.	 Expand communications about the benefits of tourism on the local economy through local  
media and news reporting
Scottsdale is described as beautiful, clean, safe, and 
providing a high-level quality of life according to 
the community survey. At the same time, residents 
recognize the major economic contribution, jobs, 
and tax benefits that the tourism industry brings 
to the economy. 
They acknowledge that these same activities 
and experiences are key contributors to their local 
quality of life, from arts, entertainment, and culture 
to retail and restaurants, events and festivals, sports 
and outdoor recreation, and parks. 
Scottsdale residents also realize the impact that 
tourism can sometimes have on the level of 
traffic, cost of housing, cost of living, road/street 
quality, safety and crime, cleanliness, and crowds. 
The monitoring of perception and resident 
priorities about tourism and its impact on quality 
of life is necessary to inform how Scottsdale is 
managed as a destination.
STRATEGY CW.2
STRATEGY CW.3
16
Scottsdale Tourism & Events Strategic Plan
Strategy CW: Community Well-Being

Position Scottsdale as a Thought 
Leader in Sustainable Tourism
ACTIONS
1.	 Commit to a sustainable transition pledge for the industry supported by the United Nations World 
Tourism Organization Sustainable Development Goals, which seek to balance environmental, 
economic, and socio-cultural aspects of tourism development
2.	 Support the city’s Sustainable Plan, and create and implement a sustainable tourism program  
for Scottsdale
3.	 Promote sustainable practices within the city and amongst industry partners, particularly with  
water management, as well as energy, heat, light, and land management
4.	 Support the adoption of existing international/national sustainable tourism certification standards 
5.	 Evaluate opportunities to certify professional staff in Sustainable Tourism Destination Management
6.	 Promote environmental sustainability at events, attractions, and venues, and include sustainability themes
Following the United Nations Climate Change 
Conference COP26, the United States committed 
to reducing emissions by 50-52% from 
2005 levels by 2030. In Scottsdale, recent 
environmental events have accelerated the 
development of new programs and solutions 
to face growing challenges. With local best 
practices, advanced certification standards,  
and new sustainability programs, Scottsdale 
is well-positioned to be a thought leader in 
sustainable tourism. To reinforce sustainable 
commitments, consistent integration of 
sustainability in all aspects of communication 
is particularly important to set a standard and 
address the issue actively and consistently with 
visitors, residents, and stakeholders.
STRATEGY CW.4
17
Scottsdale Tourism & Events Strategic Plan
Strategy CW: Community Well-Being

Support New Connectivity Options
ACTIONS
1.	 Support the Transportation Action Plan to improve active transportation between key areas and districts
2.	 Advocate for additional active transportation improvements on key streets/corridors within the community
Connectivity to and within Scottsdale is 
important to serve the community and connect 
visitors to Old Town, especially given the city’s 
official limits and natural geography. According 
to recent surveys, residents and visitors enjoy the 
value of Scottsdale’s proximity to activities and 
experiences. The improvement and development 
of active transportation options is a critical 
investment to limit congestion, increase hosting 
capacity, and improve accessibility.
STRATEGY CW.5
18
Scottsdale Tourism & Events Strategic Plan
Strategy CW: Community Well-Being

Scottsdale isn’t just a place where arts and culture are consumed  
but created, celebrated, and developed as one of the West’s most 
vibrant arts and culinary scenes.
Scottsdale is a must-visit destination for travelers looking to learn 
about Native American, Southwestern, and Western history. 
Scottsdale has evolved as a destination and has quickly become  
a center for art in the United States where culture and creativity  
are celebrated around signature events.
Culture & 
Creativity
EXPERIENCE PRINCIPLE: CC
19
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Position Scottsdale as a Center  
for Artists, Art & Design
ACTIONS
1.	 Continue to support, plan for, and manage Scottsdale’s arts and culture programs and facilities,  
including increasing visitor experiences
2.	 Launch a cultural assessment of the destination to identify gaps, strengths, and growth opportunities
3.	 Support the expansion of arts and cultural organizations efforts and initiatives and increase  
visitor experiences
4.	 Expand public art citywide to connect existing and new public art installations into an art circuit  
for both visitors and residents
5.	 Utilize art and placemaking to create places that demonstrate local culture – celebrating the 
 desert character, Native American heritage, and architecture – both citywide and within Old Town
6.	 Create a network of champions to explore the application process to become a United Nations  
Educational, Scientific and Cultural Organization City of Design
Arts and culture are part of Scottsdale’s identity. 
Both visitors and residents recognize the access 
and quality of cultural experiences, including 
Canal Convergence and the Scottsdale ArtWalk. 
Scottsdale has an opportunity to further promote 
artists, art, and design and program Old Town 
districts to attract affluent travelers. The mainte-
nance, investment, and accessibility of cultural 
experiences all support such a positioning. 
STRATEGY CC.1
20
Scottsdale Tourism & Events Strategic Plan
Strategy CC: Culture & Creativity

Grow the Scottsdale Culture Corridor
ACTIONS
1.	 Engage with Arts District stakeholders to align on objectives, support ongoing economic activity, 
and support rapid industry recovery
2.	 To anchor the arts and culture experience, expand connections among the Arts District, Scottsdale’s 
Museum of the West, Scottsdale Artists' School, and Scottsdale Civic Center that includes Scottsdale 
Center for Performing Arts and the Scottsdale Museum of Contemporary Art
3.	 Package and coordinate arts experiences in Old Town
Cultural tourism has been rapidly on the rise, 
especially among affluent travelers, according to 
the United Nations World Tourism Organization. 
Affluent travelers seek attractions and products 
that enable them to experience historic, culinary, 
and cultural features of destinations; whether 
within the four walls of a museum/institution or 
across the fabric of the city. The concentration 
of anchor cultural institutions in Old Town is a 
unique opportunity to expand the Scottsdale 
culture corridor and further connect arts and 
culture to the visitor experience. The integration 
of these assets makes Old Town an authentic 
and complete destination. 
STRATEGY CC.2
Bring Museum Events & Experiences  
Outdoors
ACTIONS
1.	 Work with local institutions to expand cultural programs outdoors and democratize art
2.	 Develop an ‘arts in the desert’ program
3.	 Introduce a museum collection digitization program that enables interactive audience engagement
Scottdale’s culture is about much more than what 
can be housed within the walls of our museums. It 
lies within the architecture of our built environment, 
our city’s artists, creators and makers, and the 
stories performed throughout the city. The display 
of art in public is key to supporting Scottsdale’s 
reputation as an art and design destination. 
New formats and innovative technologies are 
introducing new mediums to present art in  
unusual places and activate communities.
STRATEGY CC.3
21
Scottsdale Tourism & Events Strategic Plan
Strategy CC: Culture & Creativity

Position Scottsdale as a Leading 
Culinary & Wine Destination
ACTIONS
1.	 Leverage Scottsdale’s inventive and thriving culinary industry to develop a fully integrated culinary 
tourism experience and showcase Arizona cuisine
2.	 Provide technical assistance that enables current food and beverage establishments to develop 
new types of experiences
3.	 Focus attention on local and regional food production, breweries, and wineries in Arizona, including 
expanding culinary events that spotlight local restaurants and businesses
4.	 Explore ways to expand the promotion of culinary routes and tours in Scottsdale
5.	 Evaluate a year-round farmers market
As competition between destinations increases, 
uniquely local and regional cultural heritage has 
become increasingly important to attract visitors. 
Culinary tourism and agritourism have flourished 
in the metropolitan Phoenix area to celebrate 
authenticity by preserving local traditions and 
diversities. Communities have the ingredients to 
grow culinary tourism by leveraging the history, 
heritage, and culture behind the experiences.
 
 
Scottsdale’s culinary scene is growing into a 
foodie oasis in the Sonoran Desert. Its South-
western, Mexican, Native American, and Sonoran 
Desert influences are a revelation for many visitors. 
With more restaurants than any other competing 
destination, according to the destination assess-
ment, Scottsdale is home to talented and passion-
ate chefs and owners celebrating Arizona produce 
every day. The city has a unique opportunity to 
develop and promote Scottsdale as a year-round 
culinary tourism destination for visitors and resi-
dents by structuring new experiences.
STRATEGY CC.4
22
Scottsdale Tourism & Events Strategic Plan
Strategy CC: Culture & Creativity

Celebrate Native American,  
Southwest & Western Heritage
ACTIONS
1.	 Encourage the celebration of Native American heritage and culture past and present as well  
as Southwest and Western heritage
2.	 Support the development of unique and authentic Native American tourism experiences and  
activities through a destination development fund 
3.	 Promote Native American tourism businesses that showcase the unique and immersive  
experiences offered in Scottsdale
Scottsdale’s heritage features a diversity of 
cultures to celebrate and embrace in the 
development of the destination. Learning 
new things and visiting cultural attractions are 
generally popular activities while on vacation, 
and the desire to participate in Native American 
experiences has grown rapidly to reach 40% of 
U.S. affluent travelers.
With a growing interest and awareness from 
travelers to discover local cultures, the celebra-
tion of Native American, Southwest, and Western 
heritage is an opportunity to develop new types 
of experiences and grow the share of minority-
owned businesses. With domestic travel on the 
rise, the introduction of new types of experiences 
will build stronger connections with Native 
American communities and cultures.
STRATEGY CC.5
23
Scottsdale Tourism & Events Strategic Plan
Strategy CC: Culture & Creativity

Already home to world-class outdoor events, Scottsdale develops  
and offers indoor facilities to host and welcome the world 
throughout the year.
With a rich heritage, Scottsdale hosts a diversity of annual events 
and festivals, which residents and visitors enjoy according to both 
surveys. Festivals highlight Scottsdale’s unique characteristics and 
attributes, and several signature events are recognized nationally 
and internationally from equestrian to sports, and arts and culture.
As key drivers of visitation, the expansion of existing events and 
the development of new events is an opportunity to strengthen 
Scottsdale’s vibrant image and diversify the types of programming 
to attract new audiences. Clement temperatures in fall, winter, and 
spring have allowed for extensive outdoor programming across the 
city. Indoor facilities play a key role in attracting major events year-
round and growing Scottsdale’s hosting capacity.
Festivals  
& Events
EXPERIENCE PRINCIPLE: FE
24
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Increase the Positive Impact of 
Existing Events & Attract New  
Year-Round Events
ACTIONS
1.	 Encourage and facilitate the development of a world-renowned indoor signature event
2.	 Focus on developing or attracting events that will increase hotel stays, especially during  
the summer
3.	 Concentrate on attracting festivals supporting the Scottsdale brand
4.	 Expand, diversify, and extend Canal Convergence
5.	 Review and consider restructuring the special event application process and guide information
Scottsdale is home to a variety of festivals and 
events that entertain and attract residents and 
visitors alike, offering music, retail, art, dining, 
and entertainment that have attracted hundreds 
of thousands of attendees and contribute to 
the brand of Scottsdale. Supplementing these 
existing events, which are outdoor and limited by 
weather to the fall, winter, and spring, with a new 
signature indoor event would enable Scottsdale 
to further define its brand as a city, attract new 
out-of-town event attendees, and fill a hole in the 
city-wide events calendar in summer. Attracting 
new festivals and events, as well as retaining the 
existing festivals, are crucial to maintaining the 
high-level experience that Scottsdale residents 
and visitors expect.
STRATEGY FE.1
25
Scottsdale Tourism & Events Strategic Plan
Strategy FE: Festivals & Events

Improve & Diversify WestWorld’s 
Hosting Capacities
ACTIONS
1.	 Modify the city’s evaluation/performance metrics for WestWorld
2.	 Upgrade existing facilities and landscaping to optimize efficiencies and performance of WestWorld
3.	 Study the feasibility of developing a new ballroom facility, a new catering facility, and a new  
performance venue
WestWorld is one of the premier equestrian 
venues in the country and is less competitive 
in convention and banquet events. Unlike most 
convention and event facilities nationwide, 
WestWorld operates to maximize operating 
profit, or limit the operating loss, as opposed 
to maximizing the number of room nights or 
the economic and fiscal impact that it has on 
Scottsdale. Shifting how WestWorld is evaluated 
to align with traditional convention centers would 
enable the operators to host larger events that 
attract attendees from a wider area and generate 
more room nights in Scottsdale. This shift in 
operations could require the addition of a new 
multipurpose ballroom space, a new catering 
facility, and improved landscaping and signage. 
And it repositions WestWorld as a premier 
equestrian and events facility in the country. 
STRATEGY FE.2
26
Scottsdale Tourism & Events Strategic Plan
Strategy FE: Festivals & Events

Expand Civic Center Activities  
& Performing Arts Capacity
ACTIONS
1.	 Allow existing events to expand on the redeveloped Civic Center 
2.	 Attract and plan Civic Center events that will take advantage of the newfound capacity provided  
by the ongoing capital improvements
3.	 Explore additional funding to fully implement the Civic Center Master Plan
4.	 Study the long-term feasibility of a new and larger performing arts venue 
The redeveloped Civic Center offers an opportunity 
for Scottsdale to plan more events, activities, and 
activations in the heart of the city that improve 
the resident and visitor experience. Programming 
the space with local art, entertainment, retail, 
or performance activities, both on weekdays 
and weekends, will attract residents and visitors 
to Old Town, and enhance the liveliness of the 
area. Fully developing the master plan for the 
Civic Center will make it an even more attractive 
destination and increase the number of events  
and activities that can occur. Exploring additional 
venue developments for the Civic Center should 
be considered to further Scottsdale’s brand as an 
arts destination.
STRATEGY FE.3
27
Scottsdale Tourism & Events Strategic Plan
Strategy FE: Festivals & Events

Increase Off-Season Visitation  
to Scottsdale Stadium
ACTIONS
1.	 Streamline the booking process and develop a marketing and sales strategy to attract events that  
best fit the venue 
2.	 Attract baseball league play outside of spring training
3.	 Consider the use of the stadium as part of city-wide festivals and events
4.	 Expand city’s marketing and sales efforts to attract both tourism- and community-driven events  
in indoor venues at the stadium 
5.	 Explore potential uses of the outdoor space and the baseball field for events that do not create  
significant noise pollution
Scottsdale Stadium is a primary event space 
for the city, and it needs to be used as such. 
Leveraging the baseball facilities for non-spring 
training baseball, like the Pac-12 Baseball 
Tournament, is an effective way to increase the 
use of the stadium, but there are only so many 
baseball events of that size. The types of events 
the stadium hosts need to diversify.
The development of the indoor event space 
enhances the types of events that the stadium  
can host, but it needs staff that can sell and operate 
the space effectively. Other Phoenix area cities use 
their stadium space, including parking lots and field 
space, year-round to host home shows, festivals, 
and car shows, among other events that do not 
generate a large amount of noise.
STRATEGY FE.4
28
Scottsdale Tourism & Events Strategic Plan
Strategy FE: Festivals & Events

With more than 25% of professionals working remotely in the 
future, Scottsdale is the destination of choice in the West where 
companies bring employees and clients together for corporate 
gatherings, meetings, and events. Indeed, virtual events don't 
connect communities in the same way that in-person events do, 
and the role of in-person meetings will evolve to become more 
valuable and meaningful.
Meetings  
& Events
EXPERIENCE PRINCIPLE: ME
29
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Develop More Offsite Venues
ACTIONS
1.	 Identify opportunities to develop new and existing venues for offsite events in areas throughout 
Scottsdale based on external input from the Experience Scottsdale Customer Advisory Board
2.	 Expand partnerships with museums and other unique venues to be adapted for corporate offsites
3.	 Expand the inclusion of tourism as part of the development process of key infrastructure projects
Scottsdale offers numerous venues for group 
meetings and events, primarily in hotel and 
resort properties. Event planners choose 
these venues because they offer high-quality 
conferencing services at an appropriate price 
point. But event planners also are seeking to 
improve the experience of attendees to multi-
day conferences and meetings by scheduling 
activities outside the selected venues. Offsite 
venues can provide entertainment, education, and 
team-building experiences to event attendees. 
Offsite activities may include shows, sightseeing 
tours, outdoor adventure, food and wine offerings, 
spectator sports, participatory sports as well 
as visits to museums and other attractions. 
The successful sale of new and repeat group 
business depends on renewing the destination 
appeal of Scottsdale.
STRATEGY ME.1
30
Scottsdale Tourism & Events Strategic Plan
Strategy ME: Meetings & Events

Align Meetings & Events with  
Target Industries
ACTIONS
1.	 Explore additional alignments between Experience Scottsdale’s convention sales strategy 
and Choose Scottsdale’s economic development strategy, and build on communication and 
collaboration efforts
2.	 Continue to target business meetings and events in the following industries: IT Services and 
Software, Financial and Insurance Services, Technology, Healthcare Services and Innovation, 
Logistics Management, Corporate Headquarters, and Tourism
The often-overlooked value of group meetings is 
the benefit of the information exchange, trade, 
and relationship building among attendees. 
These intangible benefits can be profound and 
long term, extending well beyond the length of the 
events. The Scottsdale business community can 
benefit from innovations and learning that may 
emanate from events targeted at their industries. 
Attendee familiarization with Scottsdale may 
foster employee attraction and retention. 
Business leaders can become Scottsdale 
ambassadors who invite industry associations  
and trade groups to meet in Scottsdale.
STRATEGY ME.2
31
Scottsdale Tourism & Events Strategic Plan
Strategy ME: Meetings & Events

Our natural environment is our most valuable resource. Scottsdale 
enhances and improves access to these natural assets while 
reducing the environmental footprint of the tourism industry  
to protect our natural resources for generations to come. 
According to past Scottsdale visitors, the city’s nature and parks 
are the most important drivers for choosing the destination to 
visit. As travel becomes more accessible and visitors continue 
to seek outdoor recreational pursuits at record-breaking rates 
post-pandemic, especially amongst “Active Adventurer” traveler 
segments, Scottsdale will need to develop new ways to address 
capacity pressures and support responsible travel practices.
Outdoor  
Pursuits
EXPERIENCE PRINCIPLE: OP
32
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Elevate the McDowell Sonoran 
Preserve as a Premier Outdoor 
Destination
ACTIONS
1.	 Expand collaboration with the McDowell Sonoran Conservancy to increase welcome capacity and 
safety training
2.	 Expand the promotion of hiking, biking, and other activities allowed within the McDowell Sonoran 
Preserve
3.	 Promote Scottsdale as a unique desert recreational experience, including easy access to the wider 
desert recreational network around Scottsdale
Scottsdale's McDowell Sonoran Preserve is an 
anchor outdoor adventure attraction welcoming 
more than a million visitors annually. The 30,500-
acre preserve offers over 225 miles of recreational 
trails for visitors of all abilities and has widely been 
recognized for its environmental excellence. 
As it grows in popularity and recognition, the 
Preserve has an opportunity to increase year-round 
access for a range of visitors through expanded 
product offerings, activities, and targeted marketing 
and promotion. Balancing this growth sustainably, 
however, will require the McDowell Sonoran 
Conservancy to further mobilize its large network 
of volunteers to manage the Preserve’s carrying 
capacity and visitor experience.
STRATEGY OP.1
33
Scottsdale Tourism & Events Strategic Plan
Strategy OP: Outdoor Pursuits

Expand Outdoor Active Programming
ACTIONS
1.	 Create additional lifestyle events, activities, and business opportunities focused on health, fitness, 
and living well
2.	 Attract internationally recognized outdoor, recreation and wellness event series to connect the city  
to similar active audiences
Wellness tourism, including trips for spa retreats 
and yoga and meditation training, has dominated 
North America as consumers continually seek 
to restore their health and well-being as part of 
travel experiences. Surveys of past travelers to 
Scottsdale also found that a large share would 
like to try health and wellness experiences as part 
of their trips.
To differentiate Scottsdale’s health and wellness 
events and programming from those in com-
petitive markets, the city will need to find and 
build on unique and authentic products and 
experiences; and work closely with national 
organizations with existing networks in the health 
and wellness industry to bring quality programs 
and events to the market.
The Arizona Canal, which measures more than 
50 miles between Mesa and Peoria, is a regional 
utility waterway steeped in rich history dating 
back more than 100 years. While it currently 
serves predominantly as a key recreation amenity 
for residents in each community, including 
Scottsdale, the canal has the potential to  
become a year-round visitor attraction given 
its scenic vistas and ongoing investment and 
revitalization of sections of the canal. 
While comprehensive wayfinding and connected 
multi-use paths and trails will increase access 
and visibility of the canal, creative placemaking 
and programming at key nodes and intersections 
where canal-side shops and restaurants are 
clustered will extend visitor dwell time, offering 
more opportunities for visitors to interact with  
the canal.
Activate the Arizona Canal
ACTIONS
1.	 Encourage the use of the canal system network – including the Arizona Canal and the Crosscut 
Canal – as a connective network to tie together Old Town districts, adjacent neighborhoods, and 
other city and regional multi-use path and trail systems
2.	 Utilize creative and collaborative programming to bring residents and visitors along the canal
STRATEGY OP.2
STRATEGY OP.3
34
Scottsdale Tourism & Events Strategic Plan
Strategy OP: Outdoor Pursuits

Promote Easy Access to Outdoor 
Recreation Attractions
ACTIONS
1.	 Evaluate the development of a physical and/or a digital hub to book outdoor activities
2.	 Endorse and create a network of public and private partners specialized in delivering quality 
outdoor experiences and activities
3.	 Develop thematic sites of interest along key sections of multi-use paths and trails to encourage 
outdoor recreation and exploration
4.	 Strengthen industry collaboration between the golf and tourism sectors to reach target audiences, 
optimize efforts, support product development and innovation, and increase access
Today, the path to purchase for travelers is 
complex, crossing various platforms, media, and 
devices. Travelers are researching online using 
myriad sources, and planning and booking are 
increasingly done through online platforms well 
in advance of a visit. 
To successfully capture the spending potential of 
visitors, outdoor recreation attractions and tours 
will need to be highly visible online and will need 
to feature calls to action to effectively convert 
travelers to participants at outdoor recreation 
attractions – including golf courses. A survey 
of past visitors found that golfing remains an 
untapped competitive advantage among the 
many available outdoor recreation activities in 
Scottsdale with 69% of visitors rating golfing in 
Scottsdale as ‘Excellent’.
STRATEGY OP.4
35
Scottsdale Tourism & Events Strategic Plan
Strategy OP: Outdoor Pursuits

Promote & Grow Scottsdale  
as a Bicycling Destination
ACTIONS
1.	 Identify opportunities to position Scottsdale as a road and mountain bicycling destination and 
improve facilities and infrastructure
2.	 Support road and mountain bicycling for all ages and abilities and expand touring circuits that 
connect city neighborhoods and the Indian Bend Wash
3.	 Develop a comprehensive interactive multi-use paths and trails map
4.	 Hold annual bike events/races on various multi-use paths and trails outside the Preserve to promote 
quality and amenities in the destination
The regional expansion and investment in cycling 
infrastructure over the last few decades has 
not only increased resident access to parks and 
open spaces but also supported the growth of 
bicycle tourism, or any travel with the intention 
to include bicycle trips – whether on- or off-road, 
competitive, or recreational, linear or looped.
Across Arizona, good weather and variable 
terrains and slopes have created favorable 
conditions for year-round bicycling races and 
events, and the Cactus Cup is one example 
of a marquee event near Scottsdale drawing 
thousands of visitors to the region. To continue 
building on this momentum, Scottsdale should 
work to expand programs/events beyond 
marquee races so that the outdoor recreational 
activity remains accessible to a broader range 
of visitors and residents and fosters an image of 
bicycle-friendliness across the city.
STRATEGY OP.5
36
Scottsdale Tourism & Events Strategic Plan
Strategy OP: Outdoor Pursuits

Old Town is the beating heart of the Scottsdale experience – a center for 
shopping, dining, culture, nightlife, and community gatherings. Old Town 
and other community centers welcome celebrations throughout the year. 
From Scottsdale ArtWalk and the Old Town Farmers Market to the widely 
anticipated Canal Convergence, Old Town and its distinct districts are a 
must-visit attraction in its own right.
To build on Scottsdale’s performance in the category of ‘attractions’, it is 
important to ensure Old Town not only offers a diverse set of places and 
attractions to visit but also things to do upon arrival to extend visitor  
dwell time – whether attending free outdoor programs/events, participa- 
ting in historic tours, or exploring historic structures on foot.
Placemaking & 
Entertainment
EXPERIENCE PRINCIPLE: PE
37
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Expand Placemaking Initiatives  
in Old Town
ACTIONS
1.	 Create a dedicated portion of the community arts grant program for alley mural and  
programming projects
2.	 Incorporate digital placemaking and lighting initiatives in Old Town to promote nighttime  
activity, including lighting projections, gateway lighting, and festival/holiday lighting
3.	 Incorporate the Old Town Character Area Plan guidelines into the design/redesign,  
programming, and maintenance of public places
Increasingly, the success of downtowns is 
dependent on far more than the sum of its 
anchor institutions and businesses. Visitors 
today expect a vibrant public realm that not 
only knits disparate attractions together through 
multiple modes of travel but also enables them to 
immerse themselves in local cultural experiences 
through free outdoor activities and events, and 
creative art installations. 
While there have been recent investments to 
enhance the public realm in Old Town, the area 
continues to face challenges around pedestrian 
connectivity and year-round vibrancy. As a must-
see attraction in Scottsdale, Old Town will need 
to leverage its stronghold in arts and culture to 
bring to life its public realm through a mix of 
tactical placemaking projects that animate public 
and private spaces, foster year-round day and 
nighttime activity and traffic, and create safe and 
enjoyable streetscapes.
STRATEGY PE.1
38
Scottsdale Tourism & Events Strategic Plan
Strategy PE: Placemaking & Entertainment

Enhance Walkability & Access  
to/within Old Town
ACTIONS
1.	 Implement streetscape and pedestrian amenity recommendations identified in the Old Town 
Character Area Plan
2.	 Develop and implement a wayfinding strategy in Old Town to anchor and connect the districts, 
Arizona Canal, and Scottsdale Fashion Square, and to support exploration and enhance visitor 
experiences
3.	 Continue to support programs/initiatives to improve residents’ and visitors’ sense of safety  
and security
4.	 Develop a transportation demand management plan for Old Town to evaluate capacity,  
manage traffic and improve overall access
Scottsdale boasts favorable year-round weather; 
however, despite having good weather, the city 
still ranks sixth in its competitive set for outdoor 
activities. While building upon outdoor recreation 
product offerings in nearby parks and preserves 
may be one obvious way to compete, another 
untapped opportunity lies in ensuring areas within 
Old Town also support outdoor visitor activity – 
mainly walking and biking.
As outlined in the Old Town Character Area 
Plan, there are several strategies that the city 
can implement to begin creating people-
oriented streets that support a park-once-
and-walk practice amongst residents and 
visitors; improve overall mobility and circulation 
to, from, and within Old Town; and create a 
distinct sense of place. 
STRATEGY PE.2
39
Scottsdale Tourism & Events Strategic Plan
Strategy PE: Placemaking & Entertainment

Strengthen the Positioning of 
Character Districts in Old Town
ACTIONS
1.	 Set forth a clear vision and direction for the development of Old Town’s districts
2.	 Explore changes to the city department to better support Old Town districts, including improving 
communications and liaisons with business and property owners
3.	 Consider opportunities to improve gateways for each district
4.	 Create opportunities for districts to market their unique character
Old Town consists of nine distinct districts – 
Historic Old Town, Arts District, Civic Center, Fifth 
Avenue Shopping District, Scottsdale Fashion 
Square, Entertainment District, Brown & Stetson 
District, Scottsdale Waterfront, and Southbridge. 
However, without an Old Town management 
entity, most stakeholders in the various districts 
have not been engaged in visioning processes 
and there is limited coordination of events 
and marketing across each district, leading to 
the inconsistent brand recognition of districts 
within Old Town. While Experience Scottsdale 
has taken the initiative to identify each district 
in its marketing tools for Old Town, there are 
still other untapped opportunities to elevate 
the distinct identities of each district with the 
support of business and property owners. 
STRATEGY PE.3
40
Scottsdale Tourism & Events Strategic Plan
Strategy PE: Placemaking & Entertainment

Position & Market Scottsdale as  
a Premier Luxury Destination
ACTIONS
1.	 Align the vision of Scottsdale as a luxury destination with key stakeholders in retail, arts,  
hotels, and more to increase awareness and reach new audiences
2.	 Encourage programming in key shopping areas to increase visitation
3.	 Explore opportunities to expand the promotion of retail in Old Town
Scottsdale is one of the world's most exciting 
destinations for luxury travel with a unique 
collection of high-end hospitality experiences 
from shopping to arts, dining to well-being. With 
such a rich collection of amenities, Scottsdale is 
already positioned to welcome affluent travelers. 
As consumers continue to place more value on 
experiences, it is critical for both the product 
and the marketing to match changing consumer 
behaviors to anchor Scottsdale’s position as a 
premier luxury destination.
STRATEGY PE.4
41
Scottsdale Tourism & Events Strategic Plan
Strategy PE: Placemaking & Entertainment

EXPERIENCE PRINCIPLE: ST
Scottsdale is a place where people love to play – from  
amateur sports to collegiate and professional sports,  
as well as competitions year-round. 
Sports events and competitions play an increasingly important 
role in tourism as sports tourism is a significant and growing 
market for destinations in the U.S. The lodging and restaurant 
industries currently benefit from the demand generated by 
events at major league sports venues in and around Scottsdale. 
Amateur sports activities also have grown dramatically in the 
region as major new venues have been added in neighboring 
communities. Amateur sports activities may continue to grow  
as the propensity of families to spend on youth sports increases. 
Scottsdale can increase the positive impact of professional and 
amateur sports by working with neighboring communities to 
attract more events and increasing sports programming.
Sports 
Tourism
EXPERIENCE PRINCIPLE: ST
42
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Expand Amateur Sports 
Participation Year-Round
ACTIONS
1.	 Develop a sports strategy in partnership with Scottsdale Parks & Recreation to define capacity, 
growth potential, and new development opportunities for sports tourism
2.	 Advocate for tourism improvements as part of Parks & Recreation strategies
3.	 Evaluate the opportunity to invest in e-sports facilities as a potential alternative during summer months
4.	 Seek multi-year contracts with tournament organizers and improve the booking process at  
city-owned facilities
5.	 Capitalize on sports as an important driver for visitation through participation in room blocks  
for large tournaments in the Phoenix metropolitan area
All sports have their seasons. Attracting a wider 
variety of sports tournaments and events can 
provide more consistent support for the hospitality 
industry. This can be accomplished through 
increased coordination among the public-sector 
entities that operate venues, destination sales staff 
that work to attract events, and tournament and 
event organizers that sponsor events.
Increase Outdoor Sports Programming
ACTIONS
1.	 Support year-round sports programming
2.	 Market a year-round calendar of free sports events on existing platforms
3.	 Promote the development of community sports events from a local to a regional scale
In addition to attracting events that are sponsored 
by outside organizations, Scottsdale can actively 
program outdoor sports events. This can include 
running and cycling events that use routes 
through the city as well as events that may be at 
specific outdoor venues. These events can range 
from cornhole tournaments to eating contests  
and include many non-traditional events.
STRATEGY ST.1
STRATEGY ST.2
43
Scottsdale Tourism & Events Strategic Plan
Strategy ST: Sports Tourism

Anchor Scottsdale as a Basecamp for 
Collegiate & Professional Sports
ACTIONS
1.	 Build on Scottsdale’s strength for attracting sporting entertainment opportunities and signature 
special events
2.	 Increase city-based sports tourism marketing efforts to bid for and deliver sports conferences
3.	 Collaborate with regional destinations to better connect and develop more tourism products  
and experiences
While few major leagues and college stadiums 
and arenas are in Scottsdale, the city offers a 
lodging supply and tourist amenities that make it 
an ideal location for associated activities such as 
media events, hosting teams, and other events 
surrounding national and international sports 
events. Scottsdale can build on its past success 
in seeking more opportunities to serve as a base 
camp for collegiate and professional sports. 
STRATEGY ST.3
44
Scottsdale Tourism & Events Strategic Plan
Strategy ST: Sports Tourism

As much as Scottsdale cares for its residents and visitors, 
we care for the people that invest and work in our industry 
too. However, too often, the tourism and hospitality industry 
(and the processes and tactics by which the city fosters its 
sustainable growth) are misunderstood and undervalued 
by community leaders and residents. A strategy for better 
communicating the significant opportunity that the visitor 
economy brings to the region’s quality of life and economic 
prosperity is required.
Travel &  
Hospitality 
Advocacy
EXPERIENCE PRINCIPLE: TA
45
Scottsdale Tourism & Events Strategic Plan
Strategies & Actions

Steward Diversity & Inclusion  
in the Industry
ACTIONS
1.	 Represent the diversity in the community and travelers through all marketing and  
communication channels
2.	 Communicate diversity and inclusion best practices with industry partners, which  
could include training programs and an industry toolkit
3.	 Engage partners in the creation of diversity and inclusion initiatives and goals
As diversity, equity, and inclusion are core values 
for today’s communities and de-stinations, the 
city will commit to identifying strategies to 
ensure that all voices will be heard and valued 
and all residents will have opportunities to  
join the tourism and hospitality community  
in meaningful ways.
Advocate for Tourism in the Region
ACTIONS
1.	 Engage with City leaders and stakeholders to communicate to residents the importance  
of Scottsdale’s tourism industry to the economy
2.	 Act as spokesperson for the development of the industry to potential investors, visitors,  
and industry stakeholders
3.	 Engage with regional municipalities to align Tourism & Events Strategic Plan strategies
4.	 Ensure the visitor perspective is considered in city and regional planning and alignment  
occurs with the recommendations of the Tourism & Events Strategic Plan
One of the reasons that the visitor economy 
and destination marketing are not valued in 
some communities is that professionals in the 
field have traditionally used industry measures 
to make their case. Hotel profitability and 
non-resident tax revenues mean little to many 
community leaders and residents. A new com-
munication strategy needs to be developed to 
explain how tourism improves the lives of citizens 
in ways that are meaningful to them.
STRATEGY TA.1
STRATEGY TA.2
46
Scottsdale Tourism & Events Strategic Plan
Strategy TA: Travel & Hospitality Advocacy

Support & Advocate for Tourism 
Labor Force Development
ACTIONS
1.	 Study and assess the Scottsdale tourism workforce including needs, requirements, forecast of  
labor supply and demand, skills, education and training, and career pathways
2.	 Support labor attraction efforts for the hospitality industry, including advocating for additional 
changes to immigration policies to address industry labor shortages
3.	 Engage with economic, community, and educational partners to launch a tourism talent task  
force to lead a workforce development strategy, including the exploration of ways to promote 
tourism careers, upskill and retain talent, and support scholarship programs
4.	 Cross-promote existing tourism employment hubs and career centers to increase the visibility  
of industry opportunities
Advocate for Labor Standards  
& Talent Well-Being
ACTIONS
1.	 Advocate to improve labor standards in the industry and share best practices with industry partners
2.	 Advocate for more affordable housing requirements as part of new developments in the city
3.	 Engage with industry partners to facilitate, deploy, and support alternative transportation  
options to mitigate this barrier to entry for some workers
The tourism and hospitality workforce has 
been the sector of the U.S. economy that has 
experienced the slowest recovery in the wake of 
the pandemic. To succeed in such a competitive 
environment for talent, Scottsdale must develop 
an intentional plan to attract and retain workers  
in the tourism and hospitality sector.
Beyond attracting top talent, Scottsdale will 
seek to address the root causes behind why the 
tourism workforce has been slow to return  
to the workplace in innovative new ways.
STRATEGY TA.3
STRATEGY TA.4
47
Scottsdale Tourism & Events Strategic Plan
Strategy TA: Travel & Hospitality Advocacy

Invest in Destination Digitization
ACTIONS
1.	 Utilize alternative models for delivering visitor information through digital kiosks, which inspire visitors 
and help them discover more of Scottsdale
2.	 Utilize innovative, new approaches and technologies to deliver real-time visitor servicing and engage 
with visitors at the right time, in the right place with the right information
As today’s (and tomorrow’s) travel consumers 
will be analyzing, choosing, and experiencing 
destinations in new and increasingly digital  
means, Scottsdale can share its story in more 
innovative ways.
STRATEGY TA.5
48
Scottsdale Tourism & Events Strategic Plan
Strategy TA: Travel & Hospitality Advocacy

COMMISSIONED BY 
IN PARTNERSHIP WITH

1
Tourism & Events 
Strategic Plan 
Staff Presentation
Kevin Burke
Sr. Director of Economic Development and Tourism
Tuesday, February 10, 2026
Item WS01

2
Action
Presentation, discussion, and 
possible direction regarding 
updates to the Tourism & Events 
Strategic Plan.

3
Background
Tourism efforts in Scottsdale are guided by the 
Tourism & Events Strategic Plan, approved by 
City Council in January 2023 and running 
through FY 2027/28.
Eight key experience principles are prioritized 
in the plan:
In 2024, visitors generated an estimated 
$3.7 billion in total economic impact
1. Community Well-Being
2. Culture & Creativity
3. Festivals & Events
4. Meetings & Events
5. Outdoor Pursuits
6. Placemaking & Entertainment
7. Sports Tourism
8. Travel & Hospitality

4
Analysis & Assessment
Updating the Strategic Plan prior to the formal 
end will help Scottsdale respond to market 
changes, build on recent tourism growth, and 
better align priorities. 
The new plan will:
• Provide a focused roadmap for 
Scottsdale’s Tourism & Events
• Establish goals and key performance 
indicators 
• Deliver performance tracking framework

5
Next Steps
Subject to City Council approval of the FY 
2026/27 budget, next steps include:
• Consultant engagement & scope 
development
• Research, data analysis & stakeholder 
input
• Draft plan for internal & external review
• Final recommendations presented to City 
Council

6

Lane, Benjamin
From:
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notifications@cognitoforms.com on behalf of City of Scottsdale 
< notifications@cognitoforms.com>
Tuesday, February 10, 2026 1:49 PM 
Lane, Benjamin
City Council Public Written Comment Form - David N. Smith 
02102026 Comments.docx
A External Email: Please use caution if opening iinks or attachments!
City of Scottsdale
Web Scottsdale City Council Meeting Written Comment Form
Entry Details
Open Form
Agenda Item
MEETING DATE
2/10/2026
WHICH AGENDA ITEM WOULD YOU yVS. Public Comment 
LIKE TO COMMENT ON?
Name
FULL NAME
David N. Smith
NAME OF GROUP OR 
ORGANIZATION
self
Contact Information
phone 
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EMAIL
DAVIDNSMITH2@AOL.COM
1

ADDRESS
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CITY
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COMMENT
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FILE UPLOAD
8205 E. Jenan Drive Scottsdale, Arizona 
85260
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see uploaded document
02102026 Comments.docx
1
2

Mayor and members of Council...
I offer the following consideratiohs for tonight’s Work Study session Revisiting the Tourism 
& Events Strategic Plan:
First: To ensure “the visitor perspective is considered in city planning” (see page 3 of Plan), 
add a section to every Council Agenda staff report to describe the “probable impact on 
tourism.” This would be required for every agenda item including new development, liquor 
licenses, etc. etc.
Second: Reiterate the importance of Old Town as (page 21) “a unique cultural institution to 
expand the Scottsdale culture corridor and further connect arts and culture to the visitor 
experience” as well as (page 38) the area that “knits disparate attractions together.”
Third: Supportthis belief with actionable marketing plans (page 41) that position and 
expand the promotion of Old Town to reinforce “Scottsdale’s position as a Premier Luxury 
Destination.”
Fourth: As you actively encourage the development of events in new year-round air- 
conditioned venues (page 25) consider, again, the importance of marketing Old Town 
venues, including the Museum of the West, as the fulfillment of this goal.
Fifth: As you study the long-term feasibility of a new and larger performing arts venue 
(page 27), consider obtaining the collaborative input from all perfoririing arts organizations 
in the city that attract the largest audiences: Arizona MusicFest and Scottsdale Arts; to 
those with the smallest audiences including, for example, Ravenscroft, Don Bluth Theater, 
Desert Stages and the Kerr Cultural Center.
David N. Smith