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Business Plan Executive Summary

Approved by Scottsdale City Council and the Bureau of Reclamation March 1998

Executive Summary

This business plan serves to develop the financial, operational and strategic focus for WestWorld. The business plan addresses many of the challenges and opportunities now facing the City as a result of assuming management responsibility and purchasing the fixed assets of WestWorld effective January 1, 1997.

A summary of key elements and recommendations of the business plan are described below.

Strategic Plan - Vision, Mission, Critical Objectives and Strategies. The City’s current operating experience, the planning team’s interaction with various community members, key City staff input, research into like type and competing facilities and site visits to a select group of these facilities form the basis for the strategic plan.

The following vision and mission are recommended for WestWorld.

Vision:

WestWorld is a premier, nationally recognized, user friendly equestrian center and special event facility serving our community and target market visitors.

Mission:

WestWorld of Scottsdale is dedicated to providing public recreational opportunities and a venue for entertainment activities with an emphasis on equestrian and western theme events to citizens and target market visitors. WestWorld will enhance Scottsdale’s image as the West’s Most Western Town. WestWorld will offer equal public access and excellent customer service.

Critical Objectives:

The critical objectives were designed to support the vision and mission and include the following categories: Address Operational and Facility Needs and Opportunities; Establish a Foundation On Which To Build; Capital Enhancement Opportunities; and Build Out Opportunities. The timing of the critical objectives and strategies range from immediate to unidentified. The potential financial impact of the strategic plan is identified below.

Financial Impact of the Strategic Plan:

The financial impact of the strategic plan includes immediate facility maintenance and operational needs. In addition, a number of capital improvements and changes to the WestWorld facility were identified within community focus groups and by city staff. The strategic plan presented is mostly unfunded.

It is recommended that:

  • WestWorld request the following in the current off year operating budget process:
  • $265,900 for facility repairs and improvements
  • $192,000 to fund the fleet management plan
  • City Council approve $100,000 in capital contingency funds (current balance is approximately $1 million) to supplement the $150,000 being made available by the Tourism Development Commission for the design phase of "Foundation on Which to Build" capital projects
  • WestWorld request $2,250,000 in the upcoming off year capital improvement program budget process to construct the "Foundation on Which to Build" capital projects
  • WestWorld request $110,000 in the upcoming off year capital improvement program budget process to fund telecommunications needs
  • WestWorld further examine potential funding partnerships and/or options for funding capital projects

Master Plan Update:

WestWorld’s vision, the possibility of new and changed facilities, and the changing circulation patterns to and from WestWorld necessitated by the completion of the Thompson Peak Parkway and the Pima Freeway, highlight the need to update the WestWorld Master Plan.

  • It is recommended that the WestWorld Master Plan on file with the Bureau of Reclamation (BOR) be updated to reflect any approved capital improvements as outlined in the strategic plan of this report.

Accounting Methods:

General Fund versus Enterprise Fund Accounting.

  • It is recommended that WestWorld use the general fund method to account for its operations under its current organizational structure.

Financial Structures for Fund Raising:

WestWorld’s operating expenses and debt service requirements, along with the financial resources that would be required to fund potential capital projects at WestWorld, exceed WestWorld’s current revenue capacity.

  • It is recommended that WestWorld establish trust and endowment funds to provide structure to allow for tax deductible donations to support WestWorld. Also, WestWorld should look for opportunities to establish sponsorships and consider a community based support group to promote the visibility of, and raise capital for, WestWorld.

Staffing Models:

The event calendar and attendance projections as well as capital improvements will significantly affect the staffing plan of WestWorld. The staffing subcommittee will continue to study the future staffing pattern most appropriate for WestWorld.

  • It is recommended that a training plan be developed for WestWorld, that Organizational Effectiveness complete a work management study for future staffing needs and that WestWorld explore utilizing community service workers to augment its existing workforce.

Programming:

The existing schedule, facilities and staffing at WestWorld preclude the development of new activities and events that would generate significant revenue or have a major impact for the community during the peak season (October - April). Other rental activities can be accommodated during weekdays and during the off season (May - September).

Future activities and event opportunities will be dependent on enhanced amenities and additional facilities. It is recommended that WestWorld actively recruit signature events, equestrian shows and activities for the off-season and enhance access to arenas and trails for drop-in public use.