Consultant’s study introduced at October 20 meeting
At its October 20 meeting, the Town’s Tourism Advisory Commission (TAC) reviewed the draft "Oro Valley Leisure Tourism Destination Management Plan". The 75 page report was prepared by CSL Consulting. This meeting was the first public briefing for the Commission and the first time most commissioners were briefed on its contents. The plan presents a proposed 10 year framework for developing Oro Valley’s leisure and tourism economy. It is a draft, not adopted policy.
A vision built around wellness, culture, and community appeal
The draft plan presents a vision of Oro Valley as a “vibrant desert destination” known for wellness, recreation, arts, and culture. It imagines a community where visitors enjoy the same experiences that residents value—beautiful landscapes, active lifestyles, and authentic local character. The plan emphasizes outdoor recreation, cycling, culinary experiences, and cultural programming as the core of Oro Valley’s identity. Rather than expanding tourism through large-scale commercial development, it seeks to grow visitation in ways that enhance community life and maintain the town’s distinctive setting and quality of life.
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The firm began by reviewing Oro Valley’s existing tourism assets—its trails, parks, arts venues, events, and lodging—and by examining related town plans and policies. It then conducted interviews and workshops with Town staff, business and tourism representatives, and community organizations to understand current conditions and opportunities. Resident perspectives were collected through surveys and public input sessions. CSL compared Oro Valley with similar destination communities across the Southwest to identify practices that balance quality of life with tourism growth.
The document is a vision... not a plan
The draft plan sets broad goals for positioning Oro Valley. It proposes twenty recommended actions. They segmented these actions into two groups: Short term “quick wins” and mid term strategic enhancements. [see panels] The plan also introduces five long term “Big Ideas.” These include a performing arts center or amphitheater, an indoor recreation complex, a public market hall at Steam Pump Ranch, expansion of Tohono Chul, and a resident designed cultural showcase.
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Commissioner's seemed receptive
In general, commissioners appeared receptive to the document's tourism vision but cautious about its lack of cost estimates, funding details, and clear implementation strategy.
But skeptical
Commissioners raised a range of concerns and questions about the draft document. Several asked how the proposed “Big Ideas” would be funded and whether the consultant’s work with the Town had concluded or would continue, Others questioned how the plan’s twenty recommended actions would be prioritized and one member suggested that commissioners review the list individually to identify which were most important before the next meeting. Members also expressed interest in clarifying the Town’s role in future tourism governance and how partnerships with organizations like Visit Tucson or local nonprofits would function.
Commissioners given difficult task...
The document is a starting point for discussion about some, but perhaps not all, of the options for growing tourism in the town. The conversation is limited, however. The document does not include cost or benefit estimates for any recommended item. It also does not suggest how to measure results or define goals. As a result, there is no tangible basis for determining which items to pursue or when to pursue them.
Consequently, it will be difficult for any Commissioner to complete the assignment given to them by Economic Development Director Melcher: To come back with their top three to five priorities so that the Commission could look for areas of agreement and begin shaping recommendations to the Town.
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