Guest View-Tony D'Angelo: Facts About Golf

Guest view: Facts about golf
I appreciate your post today regarding “pay to play.” There is no problem with a town subsidizing recreational amenities for its residents and to encourage economic activity from them. What we need to get past is this obsession with golf being some sort of bad thing for a community that enjoys the sport.

Resident survey shows interest
The statistically valid survey in 2020 documented that 20% of the residents value golf. That is significant when you compare it to the published national benchmark of 12%.

Early challenges noted
There is no question there were extraordinary costs in the early years after the purchase. The Town had no expertise in managing golf, we were in a recession, and the property had been neglected for years before the sale.

Rounds and revenue under Indigo
During the five plus years under Indigo Golf management, almost 583,000 rounds were played. When including revenues from the Overlook, the average round sold for $52.17. That is consistent with a municipal course.

Operating performance improved
After all operating expenses, the gross profit is $2.79 per round. Indigo’s first year showed a loss of $4.44 per round. Through February of this year, operations are generating $7.24 of gross profit per round. This reflects improved operating efficiency.

Capital investment explained
More than 80% of the capital spent was for the new irrigation systems on the 36 holes. Actual golf-related capital since the acquisition has been just over $11 million, not $25–30 million as has been suggested. The new system replaced a 40-year-old system and is expected to last decades while improving water use efficiency.

Capital treatment matters
Capital should be viewed as an investment and not as an operating expense. If capital is amortized over 30 years using a depreciation model, golf would be in the black by over $1.8 million during the Indigo period. The average allocation of a green fee to cover capital would be about $2.23, or roughly 4%.

Overall conclusion
This is a good example of how the Town confronted a challenge and is now managing it more effectively. Like any recreational business, there will be up and down cycles. The question is whether other pay-for-play amenities should be managed and marketed in ways that produce similar results.
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Tony D'Angelo is a long-time Oro Valley resident and President of the Friends of Pusch Ridge Golf. He is Chairman of the town's Tourism Advisory Commission. The content is an email sent to us. We have published it with his permission.

LOVE's OVPathForward Primer... A Three Minute Read

Here's a quick look at the town’s proposed 10-year plan

Most residents are not likely to read the full OV Path Forward 10-year General Plan. It is a well-prepared detailed document intended to guide decisions on growth, development, services, and quality of life. Voters will have the opportunity to approve it in November. For those who want a quick overview, we are providing a brief summary of what the plan contains so you can decide whether to explore it in more detail.

Six Priorities

This is the vision of our town presented in a plan: “Oro Valley is a community where all residents have access to valued amenities, activities, services, and opportunities to live, work, shop, dine, and play. The Town maintains its strong sense of community by prioritizing public safety, natural beauty, scenic views, outdoor recreation, arts, and culture.” Items related to each of these priorities are threaded throughout the plan’s four major sections: Community, Sustainability, Economy, and Development. For example, public safety appears in the Community section through actions such as coordination with emergency service providers, while scenic views are addressed in the Development section through policies limiting building height and requiring design transitions. 

Here's a look at how the plan supports these priorities

Public Safety (Community Section)
Maintain police and emergency services, coordinate with regional providers
The plan places strong emphasis on maintaining community safety and emergency preparedness. It includes actions to maintain effective public safety services, support school safety, improve traffic and pedestrian safety, and coordinate with emergency service providers, including a specific action calling for partnership with local emergency providers to help ensure adequate fire and EMT services.

Natural Beauty (Sustainability Section)
Preserve open space, desert environment, and water resources
The plan prioritizes conservation of the desert environment and the natural features that define Oro Valley. It includes goals and actions related to wildlife habitats, environmental resources, dark skies, water conservation, and open space. It also supports protecting native vegetation, maintaining wildlife corridors, and expanding conservation areas.

Scenic Views: (Development Section)
Limit most development to three stories, protect view corridors
The plan includes specific policies intended to conserve highly valued community views. It honors the community’s preference for one- and two-story buildings and acceptance of three-story buildings on appropriate sites. It also limits most residential uses and certain common commercial service uses to no more than three stories, while requiring transitions and design measures to reduce the appearance of larger buildings.

Outdoor Recreation: (Community Section)
Expand trails, parks, and access to open space
The plan supports Oro Valley’s identity as an active, outdoor community. It includes actions to maintain and improve trails, parks, and recreational facilities, expand trail access and connectivity, provide accessible parking and access to trails and paths, and carry out long-term restoration work at the Vistoso Trails Nature Preserve. It also calls for continued assessment of park and recreation needs as the community changes.

Arts and Culture: (Community Section)
Support arts programs and potential cultural facilities
The plan calls for expanding and promoting arts and culture as part of Oro Valley’s identity and economic vitality. It includes support for arts programming, public art, historical and cultural education, and community events. It also includes an action to provide informational support to a nonprofit or other entity interested in establishing an arts, performing, humanities, or cultural center, with the expectation that such a center be financially self-sustaining and independent from the Town.

Access to amenities, services, and businesses: (Economy and Development sections)
Support business growth and places to live, work, shop, and dine
The plan aims to improve access to the things residents say matter most in everyday life. It includes goals related to business attraction and retention, tourism, housing variety, mixed-use development, gathering spaces, transportation connections, and parks and recreation. Together, these actions are intended to support more opportunities for residents to live, work, shop, dine, and play in Oro Valley.

And some other items
While most items in the plan align with these six priorities, some items address broader operational areas such as infrastructure, sustainability practices, and community programs that support how those priorities are implemented. Examples include transportation system planning and roadway design, land use mapping and zoning, air quality and waste reduction initiatives, and community programs such as intergenerational activities and senior-focused efforts. These items do not fit neatly into a single priority but provide the underlying framework needed to carry out the plan.

This plan is different than the last plan...Focuses on managing growth and enhancing quality of life, rather than accommodating new growth
This plan follows  the Town’s 2016 General Plan, a plan focused more on guiding growth, This plan but reflects a maturing community one that wants to manage that growth, preserve community character, and enhance amenities such as parks, trails, and gathering spaces. It also includes more specific actions tied to current priorities.

Each week we plan to provide a snapshot of each of the six priorities plus a look at the other items.
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Next Thursday: A "Three Minute Dive" into what the plan says about Public Safety

An "A+" Candidate Forum: Mayor Candidate Focus

Mayoral candidates discuss key issues across 13 questions
Last week, following the council candidate forum, the Oro Valley Chamber of Commerce hosted a mayoral candidate discussion between Melanie Barrett and Mark Napier. The moderator posed 13 questions covering a range of topics, including community identity, leadership priorities, financial outlook, business development, annexation and land use, housing, water resources, public safety, regional cooperation, community investments, and tourism and arts.

Candidates align on broad priorities for the town
Barrett and Napier agreed on many of the broad issues facing the Town. Both emphasized the need for responsible growth that preserves community character, supported pursuing annexation where it makes financial sense, and highlighted the importance of attracting retail and business activity. Each pointed to tourism as part of the Town’s economic strategy, while noting it is not a single solution. Both also stressed maintaining strong public safety and acknowledged that long-term water availability must be considered in future decisions.

Differences center on Napier’s assessment of current direction
Where they differed was more in their assessment of the Town’s current direction than in the topics themselves. Napier repeatedly said Oro Valley is “not on a fiscally sustainable path,” and warned that “the future is not as bright” without changes. He said “we are facing real fiscal challenges” and emphasized that “denying them only makes them worse.” He called for a new approach focused on long-term planning, stating leaders must “imagine what this town looks like 10 years from now” and make decisions today to support that future. He also pointed to business concerns, noting “the perception is that Oro Valley is not business friendly,” and said the Town needs to be more proactive, adding that “we’ve got to stop waiting for somebody to knock on our door.” He identified annexation, business growth, and tourism as part of expanding the Town’s revenue base, but did not provide detailed steps on how those changes would be implemented.

Barrett points to current results and continued approach
Barrett said she would continue the approach taken by the current council, on which she has served 8 years. She pointed to a balanced five-year financial forecast, stating that “the revenues and expenditures are actually converging in our current budget.” She also highlighted council actions, including paying off the Town’s police pension liability, which she said is now “100 percent funded,” and improvements to the community center and the creation of Naranja Park. She also discussed the financial turnaround of the Town’s municipal golf courses. These actions occurred during her time as Vice Mayor. On economic development, she cited recent activity, noting that “we had 46 businesses open this past year,” and referenced ongoing outreach efforts. She also emphasized protecting commercial land for retail and requiring that new housing be paired with commercial development. Barrett said her focus would remain on maintaining current priorities, including public safety, roads, and core infrastructure, while continuing resident-focused growth and preserving the Town’s character.

Discussion highlights differing perspectives for voters
Both Barrett and Napier addressed the same set of issues and outlined priorities related to quality of life, economic activity, and long-term planning. While their perspectives differ on the Town’s current position and direction, the discussion provided voters with an opportunity to hear how each candidate approaches these issues as the Town prepares for new leadership.

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Watch the forum here.

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An "A+" Candidate Forum: Council Candidate Focus

Council candidate forum
Last week’s Oro Valley Chamber of Commerce council candidate forum provided an opportunity to learn the positions of five candidates across seven key topic areas. Each candidate (Rosa Dailey, Chris DeSimone, Jake Herrington, Rhonda Pina, and Matt Wood) also presented opening and closing statements. The session was facilitated by Janine Sharp-Mason, a Tucson-based brand strategist and founder of J9 Brandworks. There were hundreds in attendance. There were seven topic areas: Financial outlook and budget, business climate and economic development, growth and annexation, housing, water and sustainability, public safety, and tourism and arts.

Agreement on core services
Candidates expressed agreement on maintaining two of three Oro Valley’s core services: Public safety and water management. There as was no discussion of a third core service: Roads. During the discussion, candidates noted that Public Safety and Water are central to the community’s quality of life.  All candidates expressed strong support for maintaining these two areas.  Candidate Matt Wood said, “Public safety came out number one in every survey… and that should be our number one priority.” 

Housing shows the greatest divide
Housing, particularly affordable housing and the role of the Town, produced the widest range of responses. Jake Herrington supported increasing housing supply, including apartments. Rhonda Pina said housing is closely tied to workforce needs and wages, noting that many workers in Oro Valley cannot afford to live in the Town and must commute. She said the Town needs to consider what types of housing are appropriate for different income levels and where that housing should be located. Rosa Dailey and Matt Wood said residents have expressed opposition to subsidized or large-scale affordable housing. Chris DeSimone said affordable housing is unlikely to occur in Oro Valley and would instead be developed in surrounding communities.

No shared view of town's financial condition
When asked how they view Oro Valley’s financial outlook and how they would ensure long-term financial stability, one candidate, Rhonda Pina, referred to recent Town financial results. Pina referenced a projected General Fund $4 to $5 million revenue shortfall this year (see note). She said the Town should respond by managing spending more cautiously. Other candidates spoke more generally about the Town’s financial condition, with views ranging from concern, expressed by Chris DeSimone, to optimism, expressed by Rosa Dailey.

Ideas offered to address financial challenges
Candidates identified a mix of approaches if a financial problem exists, including controlling expenses and increasing revenue. Revenue-related ideas included annexing retail areas, attracting and retaining businesses, improving the business climate, capturing more local spending, expanding tourism, and, in some cases, modest fee increases.

Growth, annexation, and tourism as revenue tools
Growth, annexation, and tourism were discussed as potential revenue sources. 

• On annexation, candidates generally agreed it could increase revenue, particularly through retail areas. Rhonda Pina and Chris DeSimone supported annexation as part of the solution. Rosa Dailey and Matt Wood said costs, timing, and water availability also should be considered.
• On growth, candidates said it should be managed carefully. Jake Herrington referred to “smart growth” but did not define the term. Rosa Dailey and Matt Wood said development should align with resident preferences and infrastructure limits, including water and service capacity.
• On tourism, Chris DeSimone, a member of the Town’s Tourism Advisory Commission, said the Town is not fully capturing revenue opportunities. Rosa Dailey and Rhonda Pina said the Town should build on existing assets and partnerships. Matt Wood expressed caution regarding large investments such as a performing arts center. Jake Herrington supported expanding arts and tourism activity.

Business climate and local support
The business climate and support of local businesses were discussed as factors affecting revenue. Chris DeSimone and Jake Herrington said Oro Valley is viewed as difficult for businesses, citing unspecified permitting and process challenges. Rhonda Pina suggested reviewing business-related ordinances and completing projects to improve confidence. Matt Wood said the Town should identify barriers and continue promoting local spending.  Rosa Dailey, on the other hand, voiced a more confident view. She pointed to new businesses opening in Oro Valley and referenced ongoing town outreach efforts.

Differences provide voters a clear choice
The forum provided voters with information on candidate positions. Candidates expressed agreement on core services, including public safety and water management. Differences were expressed on growth, housing, and the Town’s financial outlook. Those differences provide voters with a choice in direction. There may be another opportunity to hear from the candidates at a forum in May or June. Information will be provided if that occurs.
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Note: Town financial results reported to the Budget and Finance Commission on April 21 show local sales tax revenues are forecast to fall short of budget by about $4.0 million based on results through February 2026. The shortfall is largely tied to lower-than-expected construction-related activity, including project delays, rather than a decline from prior-year levels.
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Tomorrow: An "A+" Candidate Forum: Mayor Candidate Focus
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Watch the forum here.
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Bits and Pieces

LOVE Grades Last Night’s Candidate Forum: A+

Full Coverage Next Tuesday

Last night’s Greater Oro Valley Chamber of Commerce candidate forum delivered a full and engaging evening. From the opening meet and greet to the seven-question council candidate discussion and the thirteen-question mayoral discussion, the program moved at a steady pace. Candidates offered opening and closing statements in a setting that remained collegial and respectful throughout. With hundreds in attendance, the event drew strong community interest. Read what was said, and who said it, in next Tuesday in LOVE.

Agreement allows drones to be deployed from fire stations for faster response
Wednesday, the Oro Valley Town Council approved an agreement between the Oro Valley Police Department and the Golder Ranch Fire District to launch a Drone as First Responder program. The program will place drones at two Golder Ranch fire stations, allowing officers to deploy them quickly and view live video of incidents before arriving on scene. The effort is funded in part by a state grant, with the Town responsible for equipment and operations, and the Fire District providing space and utilities. The agreement reflects a continuation of the two agencies’ long-standing cooperation on public safety and is intended to improve response times and situational awareness.

Council reviews possible changes to animal rules and local food access
Also Wednesday, the Town Council discussed a proposed zoning code amendment addressing small animal husbandry and food access, but took no action as this was a study session. The discussion focused on whether to allow more small animals on large residential lots with neighbor approval, whether to continue prohibiting roosters or allow them under limited conditions, and whether to permit on-site processing of animals for personal use. Council also reviewed options to expand food access, including allowing community gardens at schools, churches, and on certain residential lots, expanding where farmers markets can operate, and formally permitting food banks and mobile food pantries in additional zoning districts. The item was presented for feedback only, with staff planning additional community outreach before drafting a formal ordinance for future consideration. These potential changes could affect how residents use their property, what activities are allowed in their neighborhoods, and access to locally grown food and community-based food programs.

Town explains limits on controlling fiber expansion in neighborhoods
Council reviewed the Town’s role in expanding fiber-to-the-home broadband service. Staff explained that multiple providers are actively installing fiber across Oro Valley and that state and federal law require the Town to allow access to public rights-of-way without favoring any provider. The discussion focused on what the Town can and cannot control. While the Town can require permits, inspections, and adherence to construction standards, it cannot restrict providers, delay projects, or impose additional fees beyond actual costs. Council also discussed communication with residents, including requirements for advance notice to HOAs and documentation of construction conditions. The presentation emphasized that the Town’s role is largely regulatory, ensuring safety and coordination, while allowing broadband expansion to proceed under state law.  

Once fiber is available to your home, you will be able to access fast and reliable internet, often at a cost comparable to cable. This will support remote work, online learning, video streaming, telehealth, and other everyday uses. Some areas of town have fiber access. However, it is rolling out unevenly. There may be access on one street but not the next. The only reliable way to know is to check your specific address with a provider who is going to serve your neighborhood (Wyyerd, CenturyLink, Novos, Ripple, Trico). Check this link to see which provider is serving your neighborhood.

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Election 2026 Update: Forum, Ballots, and Campaign Developments

Chamber Forum Set for Tonight
Tonight, the Oro Valley Chamber of Commerce will host a candidate forum at the Oro Valley Church of the Nazarene, located at 500 W. Calle Concordia. The event begins with a meet and greet from 4:30 to 5:30 p.m., followed by the forum. From 6:00 to approximately 7:00 p.m., council candidates will deliver opening statements, respond to questions, and provide closing remarks under a structured format. From approximately 7:00 p.m. to 8:30 p.m., mayoral candidates Barrett and Napier will follow with their forum,

Candidates Napier, DeSimone and Pina using same media company
All candidates have now filed their first quarter campaign finance reports with the Town, detailing both contributions and expenditures. A review of those reports shows that candidates Napier, DeSimone, and Pina are using the same media company, Live the Dream Media, for campaign services. DeSimone’s podcast is with that company, and he serves as its Vice President of Business Development. A review of the campaign websites of the three candidates shows each emphasizes public safety, fiscal responsibility, and maintaining core services.

The candidates tell us there is no collaboration. According to mayoral candidate Mark Napier: “I am not running as a slate with anyone. I am using Live the Dream Media because they have a good reputation in the community and I need their help with social media support. Some candidates may have similar views on issues facing the community. This is not unusual and does not reflect collaboration.”

Chair of Planning and Zoning Commission is paid consultant for DiSimone campaign
We also noted in our review of the finance reports that current Planning and Zoning Commission chair, Anna Clark, is working as a paid consultant to the DeSimone campaign, receiving about $3,500 thru March 31, according to DiSimone's campaign finance report. Clark's position as Chair expires at the end of this year.

Site posts altered images and insulting campaign messaging to demean candidates Barrett, Dailey and Wood
A facebook page that has been active since last year continues to publish content targeting certain Oro Valley candidates and current leadership. The material goes beyond criticism, using insulting suggestion's and imagery to attack individuals. Screenshots provided to LOVE show posts attributed to James Prunty that portrays candidates Barrett, Dailey and Wood in a negative light. In several instances, the content uses images of candidates taken from there websites, alters or distorts them, and overlays disparaging messages, contributing to an overall tone that is attack-oriented and never issue-focused. 

Independent voters: Make sure you get a ballot
The Pima County Recorder’s Office mailed a notice to independent voters regarding how to receive a ballot for the primary election. Normally, these voters would not receive a ballot unless they had designated a party affiliation. The notice includes a return envelope. On the form, voters must select which ballot they want (a town-only ballot is available) and indicate where the ballot should be sent if they will not be at their registered address. Ballots cannot be forwarded. The county will mail the ballot on June 24. The election date is July 21.

Golf Pays Its Way, Other Recreation "Pay To Play" Facilities Require Town Subsidies

Only one of three fee-based recreation facilities covers its ongoing operating costs

Oro Valley’s three primary fee-based recreation facilities, Golf, the Community and Recreation Center, and the Aquatic Center, do not perform the same financially. A first-ever Town financial analysis of the town's financial amenities shows that golf is the only one where revenues exceeded operating costs in fiscal year 2024-25. The Community and Recreation Center and the Aquatic Center both required Town funding to operate.

Aquatic Center requires substantial financial support 

The Aquatic Center had a net operating cost of about $1.12 million, with operating costs of about $1.63 million and exceeding  revenue of about $516,000, The Community and Recreation Center had a net operating cost of about $744,000, on $2.32 million in costs and $1.58 million in revenue. Together these "pay for play"  facilities required about $1.86 million in Town subsidy.  At the same time, there were 296 aquatic center paying members and 4,150 Community Center members. That was a subsidy per member of  $3,784 and $179 in 2025, respectively.

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Other recreational assets are free to residents

The analysis included other Town recreational assets: Steam Pump Ranch, Vistoso Trails Nature Preserve, JDK Park, Naranja Park, and Riverfront Park. These facilities generally do not charge user fees and showed net operating costs ranging from about $163,000 for Vistoso Trails Nature Preserve to about $560,000 for Steam Pump Ranch. Staff said that these types of amenities are expected to recover little of their costs because they are open and accessible to the public. According to staff, the value of these assets is not reflected in revenue generation but in community access and use.

Some amenity costs are directly tracked while others are allocated

Costs for major facilities such as golf, the Community and Recreation Center, and the Aquatic Center are largely based on directly tracked revenues and operating expenses. Greater use of allocation was required for parks and other shared services, where costs such as maintenance, utilities, and portions of staffing are not tracked by individual location. In those cases, staff assigned costs using estimates based on factors such as acreage, building size, and staff time. Staff said these allocations provide a reasonable overall picture, though they are not exact.

Analysis did not include estimated economic impact of events

One of the values assumed for the Aquatic Center is that it drives sales and bed tax revenues based on the events that it hosts. The Aquatic Center generates revenue from swim meets, team use, and other events. The report includes those revenues in total operating income but does not isolate how much is attributable to out-of-town visitors or measure any related economic activity, such as spending at local businesses.

Capital spending totaled about $2.9 million, largely tied to "Pay to Play" facility improvements
Capital spending for the recreational amenities included in the analysis totaled about $2.9 million in fiscal year 2024-25. Of that amount, the $2.02 million was reported under golf included approximately $1.2 million for an elevator and entryway project that serves access to the Community and Recreation Center. Other capital spending included and added $160,000 for the Community and Recreation Center, $378,000 for Steam Pump Ranch, and $328,000 for Vistoso Trails Nature Preserve. There was no capital spending for the Aquatic Center, JDKriegh Park, Naranja Park, or Riverfront Park.

Council views analysis as baseline for future funding decisions

The Council took no action after the presentation and asked few questions. Rather, they said that the analysis is a starting point for future budget discussions, noting that it provides a clearer picture of how individual amenities perform financially. Council members said the information will be useful as they consider funding levels, fees, and priorities in upcoming budget cycles. They also indicated interest in additional information, including how recent fee changes may affect future results.

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Publisher's Note: The financial results presented in this article were prepared by Town staff and presented to Council. They have not been independently audited, and we have no basis to challenge their validity. An ad hoc analysis of this type should be viewed as a general picture of results rather than precise measurements, particularly since many costs are allocated rather than directly tracked.

Planning and Zoning Commission Split Leaves Sun City Fountain Proposal Unresolved

No recommendation made after tie vote on water fountain
Last week, the Planning and Zoning Commission did not approve nor deny a text amendment to the Rancho Vistoso PAD that would have allowed an ornamental fountain to return to the Sun City Recreation Center. They did this through a split vote of 3-3 on a motion to deny the amendment, meaning no majority decision was reached.

Request made because fountain lost legal status to be restored without approval
The request is to allow restoration of the long-standing Lion Head Fountain. It was made by the Sun City Vistoso Community Association. The fountain was in operation until 2020. Unfortunately, it remained out of service for more than six months, causing it to lose its legal non-conforming status under Town code, which no longer permits ornamental fountains.

Proposal seeks smaller, lower-use fountain

The redesigned fountain will be smaller and more water-efficient than the previous one. It will use a  a closed-loop system of potable water, with the option to supplement with rainwater harvesting. The redesigned fountain would use about 1,300 gallons of water per month due to evaporation, or roughly 15,600 gallons annually. With rainwater harvesting, potable water use could drop to about 200 gallons per month. For comparison, a typical Oro Valley household uses about 7,500 gallons per month, meaning the fountain would use a fraction of a single home's annual water consumption.

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Staff says proposal conflicts with town water policies
Town staff recommended denial of the request, stating it conflicts with the Town's General Plan policies on water conservation. Staff referenced both the current Your Voice, Our Future General Plan and the draft Path Forward General Plan, which emphasize responsible water use, conservation, and drought-tolerant development. The zoning code has prohibited ornamental fountains since 2011 as part of that policy direction. Staff said allowing a new or reactivated fountain, even a smaller one, would be inconsistent with those policies and with the Town's long-standing approach to limiting non-essential water use.

Public comment was mostly supportive
Public comment reflected strong interest, with most speakers supporting the proposal. Supporters described the fountain as a valued community feature that provided a gathering place and contributed to the character of Sun City. They also pointed to the redesign and reduced water use. Those opposed focused on water conservation concerns, noting ongoing drought conditions and questioning whether any non-essential water use is appropriate.

Commission divided on whether exception is justified
Commission discussion reflected the same divide. Some members supported the amendment, noting the relatively small amount of water involved and the effort to reduce usage. Others emphasized the need to follow the General Plan and avoid setting a precedent for exceptions to the code. Several commissioners acknowledged the strength of public opinion on both sides.

Town Council will make final decision
With the 3-3 vote, the Commission did not make a formal recommendation. Instead, the matter will move forward to Town Council with notice of the split vote. Council will make the final decision on whether to approve the text amendment.
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