Updated: A Voice for Residents in Oro Valley’s Tourism Future

Council to consider creating a resident tourism advisory commission tonight night
Tonight, the Oro Valley Town Council will consider a proposal to form a citizen-staffed Tourism Advisory Commission. The item, put forth by Council Member Murphy and Mayor Winfield, would create a commission of five Oro Valley residents who would serve as an advisory body to the Town Council on matters related to tourism promotion, special events, and marketing strategy. The goal is to strengthen resident involvement in shaping how the Town promotes itself as a destination and to ensure that tourism efforts reflect community priorities—not just business goals.

Town has built a tourism program "from scratch" in real time
Two years ago, the Town ended its contract with Visit Tucson. The Town was not prepared to take over that effort and scrambled to get things going. So, it created its own in-house destination marketing organization (DMO). Today, Oro Valley is recognized by the Arizona Office of Tourism as a designated DMO, which allows the Town to manage its own tourism promotion, participate in state-supported marketing programs, and apply for tourism-related grants. In addition, the town hired a destination marketing manager, and under that leadership, launched its centerpiece initiative: the “Explore Oro Valley” website. This year, the town launched a five year leisure and travel plan of which residents are somewhat wary.

To date" Long on action… short on results
Since taking over tourism promotion, the Town has seen only one "major" result: The recent announcement of a three-year partnership to host the Pickle-icious Jingle Jam pickleball tournament. The tournament is estimated to draw hundreds of players from Arizona and neighboring regions, along with spectators and supporters of the game this December. The only other notable result we have been able to identify is last December's  Project Echelon charity ride.

Stakeholder group in place and operating
One of the other steps the Town took was to establish a stakeholder group that includes hotels, resorts, the Chamber of Commerce, arts groups, golf course representatives, and others who operate businesses in the tourism space. These organizations are directly involved in Oro Valley’s tourism economy and meet with Town staff to discuss marketing efforts, event planning, and visitor experiences. This group does not operate in public meetings and does not report to the Council.

Council proposal: A resident-focused commission
What’s being proposed now is different [see panel right]. The new commission would consist only of Oro Valley residents—not representatives of hotels, resorts, or other organizations. Members would be appointed by the Town Council based on their background in hospitality, marketing, or general business experience. The commission would meet monthly during its first year, then quarterly thereafter. Its duties would include reviewing tourism strategies, budgets, and event plans, and it may also be asked to study specific topics at the request of the Council or Town Manager. The goal: Add public input and transparency to the Town’s tourism work.

Bringing a broader perspective to tourism activities—and spending
Creating a commission of residents ensures that the broader community has a voice in how tourism develops in Oro Valley. Residents are not tied to business interests and can bring independent judgment to issues like budget priorities, marketing approaches, and event sponsorships. Public meetings also give residents a way to follow and participate in discussions that shape the Town’s image and visitor experience. It’s a way to bring citizen oversight into an area that affects the entire community.

Tourism impacts you more than you think
Tourism may seem like something that happens in the background, but it affects traffic, events, how parks and facilities are used, the availability of facilities for resident use, and how the Town invests in marketing tourism. A resident-led advisory commission will make it easier for residents to stay informed, get involved, and help ensure that tourism serves the whole community—not just a few sectors. Whether you’re a business owner, community volunteer, or simply a resident who values Oro Valley’s character, this commission will be a way to make sure your voice is heard.

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Want to learn more? Oro Valley's Destination Marketing... A Year In... Still a Work In Progress

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Update: The council unanimously (6-0, Barrett absent) approved establishing the commission at the June 4 meeting.

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Did Blaming TAC for Franke’s Exit Trigger the TAC Commissioner Resignations?

This is the second of a three-part series on the resignation of four of the five Tourism Advisory Commission members. Last week, we shared their thoughts on why they resigned from the Commission. We also asked whether there might be more to the story than meets the eye. Today, we take a look at that story.

May: Town’s Destination Marketing Manager leaves position for many reasons
The Town of Oro Valley hired Crystal Franke as its Destination Marketing Manager in August 2024.  A year and nine months later, in May 2026, Franke resigned.  LOVE reported at that time that she had taken a position with PlacerAI. It is the private-sector company that provides destination marketing event measurement results to municipal clients. Oro Valley is one of those.

Franke told LOVE that there were multiple reasons she left Oro Valley to join PlacerAI:  

“… my decision to leave the Town was multifaceted. Ultimately, I was presented with a professional opportunity that closely aligned with my previous experience in tech and the private sector. I am grateful for my time with the Town of Oro Valley and proud of the work we accomplished to advance the Town’s tourism efforts.” (Franke text message to LOVE on August 11, 2026)

May: Wilkins blames TAC for Franke’s departure
The Town, however, has a different view. Town Manager Jeff Wilkins announced to the Town Council in May that Franke left because TAC member behavior “directly contributed” to her decision to leave.

“I am disappointed to receive the resignation of Crystal Franke our Destination Marketing Manager. Moreover, I am discouraged that the action and comments of our Tourism Advisory Commission (TAC) members directly contributed to her decision. As you may know, TAC members' lack of decorum has made staff uncomfortable during and outside of TAC meetings. In fact, one TAC member apologized to staff for the actions of other TAC members. Further, several TAC members have strongly advocated the Town reallocate tourism funding to facilitate a return to Visit Tucson for group book services creating further uncertainty regarding our DMO's future to build the Town's brand and promote leisure travel’ (Source: Wilkins email to council of May 5, 2026)

Later, in a message regarding cancellation of an upcoming TAC meeting, Wilkins said: 

“It is not surprising this environment made Crystal uncomfortable and uncertain about her future opportunities with the Town, leading her to look at opportunities outside of our organization. I have previously emphasized the importance of decorum from the dais. This is a prime example of cause and effect.” (Source: Wilkins email to Murphy, June 2, 2026)

June: Winfield calls unusual meeting with Commission Chair
Apparently, Mayor Winfield agreed. In early June, Mayor Winfield met virtually with Tony D’Angelo, chair of the Tourism Advisory Commission. Also present were Town Attorney Steve Zraich and Town Manager Wilkins. The stated purpose was to discuss the conduct of the Tourism Advisory Commission.

The meeting was unprecedented in that the Mayor took it upon himself to have this discussion without the knowledge or approval of the Town Council or the involvement of TAC Council liaison, Mary Murphy. In fact, Murphy found out about the meeting after it had taken place. Apparently, the Town Attorney felt it was all right for Winfield to do this on his own, without involving the liaison, and to become involved in a personnel matter.

D’Angelo had agreed to attend the June 9 Zoom meeting. We asked him why. He said he felt compelled to honor what appeared to him to be a mandate by the Mayor: “Mayor Winfield has requested a 30-minute virtual meeting between Steven, Jeff and himself in regards to Tourism Advisory Commission conduct. (Sorois email to D’Angelo, June 4, 2026)

At the meeting, Mayor Winfield reportedly told D’Angelo that, as Chair, it was his responsibility to ensure Commission members treated staff with respect and that he, as Chair, was responsible for controlling the dialogue. Winfield also raised the exit interview of former Destination Marketing Manager Crystal Franke and reportedly suggested that comments by Commission members had placed her job in jeopardy and were a major reason she left her employment with the Town. D'Angelo think that the Mayor told him that he had learned this from Franks' exit interview.

D’Angelo described the meeting in his resignation notice: 

“I was called on the carpet by the Mayor, Town Manager and Town Attorney for creating a tone within the Commission meetings that led to the resignation of the Destination Marketing Manager. It was communicated that our challenges to decision making by staff made the Destination Marketing Manager feel her job was threatened.”

A reasonable question is whether the accusations leveled by the Mayor and the Town Manager ring true.

Unclear what role Commission “behavior” played in Franke’s resignation

Franke will neither confirm nor deny the Town’s assertion. “I would prefer not to engage in the current discussion surrounding TAC.” D’Angelo believes the accusations are false. He reviewed past meeting videos and could not find evidence of disrespect toward Franke, adding that commissioners had instead complimented her work. Former Commissioner Case noted: "The fact that chairman D’Angelo was called in to be reprimanded by our mayor and town manager over this untruth is deeply disturbing to me.” Obviously, Winfield and Wilkins believe otherwise.

August: Four commissioners resign
Did this June meeting with D’Angelo precipitate the four resignations? D’Angelo and Case specifically cited the Town’s blaming of TAC for Franke’s departure as contributing to their decisions to resign. Chris DeSimone did not specifically cite the Franke matter in his own letter. He said he was not going to repeat the reasons given by D’Angelo and Case. Van Buren did not mention it. Regardless, it was not the only reason they resigned. It just added weight to their decision. D’Angelo told us that some were already unhappy with the role of the Commission and their lack of meaningful input. Add to all of this the fact that this is an unpaid volunteer position. Frankly, given all this, why suffer the aggravation?

Tomorrow: “There's More Than Enough Blame To Go Around”

Plenty of Blame To Go Around When It Comes To The TAC and Franke Resignations

Plenty of blame to go around
There is plenty of blame to go around for the resignations of the four members of the Tourism Advisory Commission (TAC), for Destination Manager Franke’s departure from the Town, and for the conduct of the TAC meetings. Yes. There were some unruly commission meetings. And Mayor Winfield should not have intervened to admonish the chairman of the commission. And Jeff Wilkins should not have revealed confidential employee exit interview information over and over again, playing a "blame game."

But to say that department head Paul Melcher, to whom Franke directly reported and who ran the Commission meetings, is blameless is gaslighting of the highest order

Melcher, and likely Town Manager Jeff Wilkins, had opportunities to make clear to Franke that the Commission had no authority to direct her, set policy or determine the future of the Town’s destination marketing program. If that was clearly understood, then the Commission’s criticism alone does not fully explain her decision to resign. 

As far as the Commission’s “behavior” is concerned, Melcher was not a bystander. He ran the meetings and had played a major role in selecting the commissioners. Yet when commissioners raised legitimate questions or criticisms, he often appeared unable or unwilling to address them directly. That included basic concerns about why the Town had not involved Oro Valley’s two resorts fully in developing its destination marketing program. Instead of resolving those concerns, Melcher often deflected them, allowing relatively simple disagreements to become more contentious than they needed to be.

All of this leads us to wonder whether Franke saw the same problems. Perhaps she lacked confidence in the department’s leadership or questioned whether it was capable of building an effective destination marketing program. Maybe she simply concluded that it was time to get out. We do not know because Franke never told us. What we do know is that there is enough evidence to conclude that Oro Valley’s destination marketing effort has serious management problems that need attention.

Fortunately, there is something to build on…
The good news is that the Town has one remaining Tourism Advisory Commission member. Her name is Malarie Puggioni. She has destination-marketing experience as a former Marketing Manager for the Beverly Hills Conference & Visitors Bureau. She brings valuable expertise in destination marketing. it is experience that is particularly important as Oro Valley works to promote its resorts, businesses, outdoor amenities, and distinctive identity.

...And some things that can be fixed
We've identified nine things to ensure the success of a reconstituted Commission: 

1. Make it clear: The Commission is advisory only
The Town should state plainly that the Commission reports to the Town Council as a body, not to an individual Councilmember or the Mayor. Its role is advisory. It should not try to act as Town staff, direct employees, or assume the authority of elected officials.

2. Make it clear: The Commission has a very specific charter
The Commission is an arm of the Council. It is tasked with specific responsibilities in the establishing resolution. Anything else must be assigned by the Council or the Town Manager. The Commission should stick to those responsibilities.

3. Make it clear: There are very specific roles
In that regard, establish:
○ Who develops and approves agendas
○ Who may add agenda items
○ Who sets regular meeting dates
○ Who may call, reschedule, or cancel meetings
○ How the Commission reports its work to the Council

4. Define the chair’s role
The chair should be trained to lead orderly meetings, keep discussion within the Commission’s scope, ensure that all members are heard, and maintain respectful dialogue.

5. Appoint—do not elect—the chair
Rather than having the Commission elect its own chair, the Director and Council Liaison should appoint a chair. This should be someone who understands the Commission’s limited advisory role, parliamentary procedure, and the Town’s expectations for productive meetings. The individual must be willing to take charge when needed.

6. Provide meaningful training for every Commission member. Topics to include:
○ The council-manager form of government
○ The Commission’s advisory role and limits
○ Arizona Open Meeting Law
○ Parliamentary procedure
○ Standards for respectful conduct
○ The proper way to bring concerns or recommendations forward in meetings

7. Train the department director in how to manage a meeting
Paul Melcher had a very difficult time managing these meetings. He often appeared flustered. Perhaps that was because he has less knowledge of destination marketing than the commissioners. He tended to focus on the work staff was doing, while the commissioners focused on results. Still, the meetings could have been better managed.

For starters, Melcher should watch a Water Utility Commission meeting. There, he would see how Director Peter Abraham masterfully educates the Commission and steers discussion back to the topic at hand. Or he could watch a Planning and Zoning Commission meeting to observe how Planning and Zoning staff keep commissioners focused and on track. He could also watch the Finance Director David Gephart keep Budget and Finance Commisson attention on agenda items. These meetings work well because staff members have a strong command of their subject matter and know how to guide discussion productively.

8. Have a designated parliamentarian at every meeting
A parliamentarian helps the chair enforce meeting rules, keep discussions orderly, and ensure that meetings remain focused on matters properly before the Commission. The Town had a parliamentarian at only a few meetings. There should be a parliamentarian at every Commission meeting, particularly during the reconstitution period. 

9. Select members who understand the game and will play by the rules
Knowledge of tourism, hospitality, resorts, marketing, or local business is useful, but it should not be the only criteria. Members should also demonstrate the ability to work collaboratively, communicate respectfully, stay within the Commission’s role, and provide constructive advice even when they disagree with a Town decision. And, of course, they should maintain their cool.

The goal is to: Encourage collaborative discussions that are on point; ensure that discussion is informed, respectful, and within the Commission’s scope; and that all is directed through the proper public process.
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Oro Valley Pays $154,000 for Tourism Study—Here’s What It Says So Far

Town’s tourism advisory commission meets for first time and hears thoughts on major tourism study
Last week, the newly formed Oro Valley Tourism Advisory Commission held its first meeting. In addition to welcoming members, the session included a briefing on a major study the Town commissioned earlier this year. That study, conducted by CSL International at a cost of $154,000 plus expenses, analyzed Oro Valley’s tourism strengths, challenges, and opportunities. The study’s purpose is to lay the foundation for Oro Valley’s first long-range, resident-focused tourism strategy — balancing achievable steps with transformational opportunities.

Study identifies natural beauty, wellness, and recreation as key strengths
The consultant's report highlights both strengths and challenges. On the plus side, Oro Valley offers natural beauty, a strong wellness culture, and access to outdoor recreation like Catalina State Park and The Loop. The consultants noted that the Town’s resorts are important anchors, but tourism has been underdeveloped, with little coordination, limited dining and retail options, and few large-scale events. CSL suggested improvements ranging from activating Steam Pump Ranch with more cultural programming to developing a cohesive culinary scene and expanding lodging choices.

Study also presents some big ideas for the future
Alongside a list of recommendations, CSL also floated “Big Ideas.” These include creating a performing arts venue, reimagining the Oro Valley Marketplace into a cultural hub, expanding Tohono Chul, and even exploring concepts like a desert discovery center or stargazing park. These ideas are longer-term and would require major investment, but the consultants believe they could set Oro Valley apart in Southern Arizona’s competitive tourism market.

Commissioners not that the study does not show how ideas translate to bottom-line results
At last week’s Tourism Advisory Commission meeting, two commissioners shared what they took away from the closed visioning session. They said the consultant’s presentation was wide-ranging—“like a shotgun of every tourism idea you’ve ever seen”—and that the challenge now is to narrow it down to what is realistic and affordable. They also emphasized the need for more measurable outcomes. One commissioner noted that while “all the ideas sound great,” the missing piece was a clear explanation of how they would benefit Oro Valley financially.

Town staff floats that concept of Oro Valley could be a "safe base camp" for visitors to use to explore the region
Another concept discussed at the Commission meeting was the idea of Oro Valley as a “safe base camp” or “hub and spoke” for the region. The thought is that visitors could stay in Oro Valley, enjoy its amenities and tranquility, and then branch out to explore nearby and regional attraction. This may be a way for Oro Valley to benefit from regional tourism while highlighting its own appeal as a welcoming, safe and restful place to stay.

Commissioners and study question an Oro Valley sports tourism strategy
Sports tourism was another topic discussed discussed at the meeting. The idea of using sports facilities to draw tourism was first championed by former Mayor Hiremath years ago. The concept has never taken shape to any large extent. There may be a good reason for that. According to the CSL report, Oro Valley alone may not have the scale for major tournaments. Regional cooperation may be needed to provide scale of facilities. Some commissioners found this guidance confusing, asking whether the Town should think regionally or focus on what it can do locally. Town Economic Development Director Paul Melcher speaking at the meeting noted: "Speaking with the consultant after the fact, one of the elements that we want to include more information is sports tourism. It's much easier to quantify what it takes to get an attractive sports tourism opportunities in those investments than it is for some of the other elements."

Next steps in defining tourism identity
For now, the study is only a first step. CSL will continue refining its recommendations, and Town leaders and residents will need to decide which priorities to pursue. What is clear is that Oro Valley is at a crossroads in how it presents itself to visitors. 

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Four TAC Resignations Mark The "End of the Beginning"

The End of the Beginning
At last night's council meeting, Council Member Mary Murphy, the Town’s liaison to the Tourism Advisory Commission (TAC), publicly announced the resignation of four of the Commission’s five members. But that is only the tip of the iceberg. These resignations mark the “End of the Beginning" of TAC.  This is the focus of today’s article. Next Tuesday, in Part 2, we focus on an event that may have precipitated the resignations. We call that “The Middle.” Wednesday, we conclude our coverage in Part 3: “The Beginning of the End.” Together, this will be the most complete coverage published this very significant event.

The four resignations
The Town Council established the five-member Commission on June 4, 2025. It was to be an advisory group to council. According to the enabling resolution, its members were to provide input on strategic marketing, special events, hotel and resort partnerships, and budget priorities; review the Town’s tourism plans and strategies; and undertake specific reviews assigned by the Council or Town Manager. [See the panel below]. 

The four commissioners—Chris DeSimone, Tony D’Angelo, Sasha Case and Mark Van Buren—brought experience and knowledge from different areas related to tourism. They were eager to contribute as Oro Valley expanded its own destination-marketing efforts.

Click To Enlarge... It's worth reading

…of commissioners who expressed deep disappointment
Their resignation letters differed in detail and tone, but several central themes were consistent. DeSimone described a Commission expected to rubber-stamp staff recommendations. This is far different than the scope of the work as defined in the resolution and shown in the panel. D’Angelo wrote that its impact on tourism decisions had been “negligible.” Case said that the Commission’s advice appeared to “fall on deaf ears.” Van Buren called his service on the Commission “one of the most frustrating endeavors” of his career.

Still, despite their frustration, they remained committed throughout nine months and nine meetings to strengthening tourism and helping Oro Valley succeed in its strategic decision to conduct its own destination marketing.

…for many reasons
As individuals, they also raised concerns that reflected their particular experiences and areas of expertise:

• Chairman Tony D’Angelo objected to the Commission’s exclusion from the development of the Town’s tourism app, brand and website, and questioned the accuracy of bed-tax information presented to commissioners.
• Vice Chairman Mark Van Buren criticized the Town’s limited relationships with hotels and resorts, and a tourism plan he considered generic and insufficiently tailored to Oro Valley.
• Chris DeSimone felt that the town overlooked tourism’s importance to local restaurants and Town revenue.
• Sasha Case said she had come to believe the Commission was created primarily to satisfy a requirement in the Town’s tourism plan, rather than to provide advice that staff and Council intended to use.

But there may be more to this than meets the eye
The resignations do not, by themselves, establish the accuracy of every allegation made in the four letters. The resignations do, however, establish that within days, 80 percent of the inaugural Commission expressed essentially the same conclusion... that their advice was neither wanted nor meaningfully used.

Was their resignation simply the result of unmet expectations, restrictions imposed on the Commission’s formal duties or the way Town staff managed the advisory process? 

Or was there a deeper cause? 

That is what we will examine next Tuesday in "The Middle".

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Oro Valley Appoints First Members To Tourism Advisory Commission

Commission created in June 2025
In June 2025, the Town Council created the Tourism Advisory Commission (TAC) to advise on strategies that attract visitors, strengthen local businesses, and highlight Oro Valley’s cultural, recreational, and natural assets. 

Initial Five members appointed on August 15
The Council appointed five resident members with staggered terms to ensure continuity on the Commission. It also named Councilmember Mary Murphy as the council liaison. Murphy is excited about what this brings to the town’s destination marketing effort. “As a resident and now as a council member, I’ve seen the significant contributions our residents can make to our town. This commission will add experienced voices to guide how we attract visitors and generate revenue. With over thirty excellent applicants, we selected five outstanding members, and I’m excited to see the work begin in September. Commission activities will be transparent, and our meetings will be open to all.”

Meet the five experienced voices
Sasha Case — term through December 2028

A 14-year resident, Case has been active in arts and culture outreach: leading and training public art tour guides, restarting tours after COVID, and creating school “Pop-Up Arts” exhibits. She served on the Tohono Chul board (chair for three years), is involved with the Oro Valley Theatre Company, and brings an artist/educator/small-business background focused on promoting local cultural assets.

Malarie Puggioni — term through December 2028
Puggioni has destination-marketing experience as Marketing Manager for the Beverly Hills Conference & Visitors Bureau, where she managed integrated campaigns, agencies, events, and business outreach. Her work also includes roles with the Downtown Seattle Association and Chicanos Por La Causa in Tucson. She holds a B.A. in Political Science and is a five-year Oro Valley resident.

Mark Van Buren — term through December 2028
Van Buren brings 50+ years in hospitality, including 14 years as General Manager of the Tucson University Park Marriott, executive roles with national hotel management companies, and leadership of a $250M hotel project for Ameristar Casinos. Locally, he served on the Visit Tucson board and consulted with Marana on downtown development. He has lived in Oro Valley for 16 years.

Tony D’Angelo — term through December 2027
D’Angelo has 50 years in hospitality spanning hotel management, brand development, and consulting, including work on the Embassy Suites startup team. In Oro Valley, he has served as president of Friends of Pusch Ridge Golf, as an HOA vice president, and on the Oro Valley Theatre Company board. He is a 17-year resident and advocates for packaging the town’s existing tourism assets to support local revenue and businesses.

Christopher DeSimone — term through December 2027
DeSimone’s background covers hotel sales/marketing, tour development with Gray Line (including an award-winning tour), and work associated with Visit Tucson’s “Best 23 Miles of Mexican Food” branding. A longtime radio/podcast host, he is Vice President of Business Development for Live the Dream Media and has served on regional tourism and economic committees. He has lived in Oro Valley for 30 years.

First meeting is September 15
The commission's first meeting starts at 4pm on September 15. It will be held in the Hopi Room at town offices. They will be welcomed by Mayor Winfield and District 1 County Supervisor and chair of the Pima County Board of Supervisors Rex Scott. They will meet  monthly on the third week. The time and location will be the same.

Council Scales Back Town's Tourism Master Plan

Council approves a modified plan
Last Wednesday, the Oro Valley Town Council approved a modified version of the Town’s Leisure Travel Destination Management Plan by a 6-1 vote. The approval excluded Section 5, “Big Ideas and Action Plans,” except for the Tohono Chul expansion concept. Council also added language stating that approving the plan does not authorize projects, capital spending, staffing increases, policy changes, or implementation actions without future council approval. In other words, any actions will have to come before council during a budget approval process.

What council "approved"
The plan is intended as a 10-year roadmap for leisure tourism in Oro Valley. It focuses on generating tourism tied to outdoor recreation, wellness, arts, culture, dining, sports, and community events , It does not focus on building business travel or convention activity. The plan recommends a regional events and festivals strategy to address summer seasonality, increasing sports tourism and evaluating additional sports facilities, activating Steam Pump Ranch as a cultural and culinary venue, creating themed visitor itineraries and trail guides, expanding boutique and wellness lodging options, and establishing resident tourism sentiment tracking and additional performance measures.

Staff presented economic scenarios

As part of its presentation, staff showed example first year scenarios for selected recommendations. A regional events and festivals strategy assumed 5,000 additional Tucson visitors spending $50 per day and 1,000 Phoenix visitors spending $100 per day, producing an estimated $325,000 in economic activity and about $4,000 in Town bed and sales taxes. A sports tourism example modeled a small regional market capture with visitors staying three days, producing an estimated $520,000 in economic activity and about $6,500 in Town taxes. Other examples included a Steam Pump Ranch strategy estimated at $150,000 in revenue activity and about $1,900 in Town taxes, and a culinary tourism scenario estimated at $400,000 in activity and about $10,000 in taxes.

Why this matters

The purpose of the Town’s tourism strategy is to attract additional visitors who spend money in Oro Valley, generating economic activity, supporting local businesses, and increasing Town tax revenues. As part of that effort, the Town recently reported estimated economic impacts of nine selected FY2025-26 tourism events. Staff discussed these at last week's Tourism Advisory Commission Meeting.  The events ranged from major events such as the Legendary Women’s Cup and Tucson Marathon to smaller festivals and community events. Together, staff estimated that these events generated $3 million to $4 million in economic activity. LOVE translated those figures into approximate Town revenue impacts using Oro Valley tax rates and also analyzed the reported hotel room activity tied to several events. See the above panel for those calculations, including estimated bed and sales tax impacts, and for an explanation of how the Town says tourism event impacts are calculated.

Process has been underway for months
The plan  cost the town $150,000.  It has gone through months of review involving staff, the Tourism Advisory Commission, and council discussions. Staff described the plan as a community-based framework shaped through research, stakeholder engagement, resident surveys, and tourism analysis intended to guide future tourism-related decisions.

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Council Lists Criteria as Oro Valley Weighs Tourism Strategy

Draft tourism plan reviewed by Town Council
The Oro Valley Town Council held a study session last week to review a draft Leisure Travel Destination Management Plan, a long-range strategy intended to guide how the Town approaches tourism over the next decade. Presented by consultant CSL International, the plan reflects earlier input from residents, stakeholders, the Tourism Advisory Commission (TAC), and Council members. The draft emphasizes leisure-based tourism (outdoor recreation, wellness, arts and culture, events, and culinary experiences) rather than business or convention travel. The plan frames tourism as a way to enhance resident quality of life rather than simply increase visitor volume.

Council sets criteria for what will be done
Much of the discussion centered not on the overall vision, but on how the plan’s recommendations would be prioritized, funded, and phased. Council Member Mary Murphy outlined three criteria she was using to evaluate the draft plan: Whether recommendations put residents first; whether the fiscal impact and long-term financial responsibility are clear; and whether there is accountability in what the Town is

being asked to do. Other Council members agreed with those criteria. Council Member Elizabeth Robb then added three additional considerations: The need for clear sequencing; whether the Town has the capacity and staff to carry out the recommendations; and whether proposed actions are sustainable over time. Together, these six criteria will likely shape future Council discussions about the plan.

Visit Tucson discussion clarified scope and intent
Council members also discussed why Oro Valley ended its formal relationship with Visit Tucson and what that decision means going forward.  That discussion was not about reopening the decision, but about making sure the draft plan is evaluated with a clear understanding of what Oro Valley does and does not intend to do going forward.

The discussion made clear that the Town does not intend to replicate Visit Tucson’s role or scale, particularly its convention, meetings, and large-group sales functions. Instead, Oro Valley’s approach is focused on smaller-scale, leisure-oriented tourism that aligns with the community’s character and existing assets. 

Council members emphasized that the plan is not about building a destination marketing organization comparable to Visit Tucson, but about developing a strategy tailored to Oro Valley’s size, priorities, and fiscal capacity.

Aspirational ideas are not near-term actions
The draft plan includes a set of longer-term “big ideas,” such as expanded cultural venues, enhanced event programming, and new destination-defining spaces. Council members emphasized that these concepts are aspirational and do not represent approved projects or commitments. Any such ideas would need to return to Council with detailed cost, feasibility, and operational information before moving forward.

TAC review reflected more caution than Council summary
Several of the concerns raised by the Tourism Advisory Commission (TAC) closely mirrored the evaluation criteria Council members said they were using during the study session. TAC reviewed the plan the previous week. The TAC comments on the draft plan was presented to Council as having been completed and incorporated into the materials, and that description was accurate as far as it went. 

However, the TAC’s January 26 discussion reflected a more mixed and cautionary review than was conveyed in the summary presented to Council. While commissioners offered technical and prioritization comments that were incorporated into the draft, several also said they were uncomfortable moving forward with the plan as written and questioned whether the Town is prepared to implement it at this time. Those commissioners raised concerns about staffing capacity, cost, and the pace of moving ahead following the Town’s decision to end its relationship with Visit Tucson. The commission did not vote to reject the plan and took no formal position, as its role is advisory, but the individual concerns expressed went beyond technical edits and were not fully reflected in the high-level summary presented to Council.

Next steps
Because the item was a study session, no action was taken. Staff will compile Council feedback and use it to revise the draft plan. Any future decisions related to funding, governance, or implementation will return to Council as separate agenda items.

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Oro Valley Town Tourism Commission Reviews Tourism Destination Plan...Key Questions Remain

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.

Click To Enlarge

CSL Consulting developed the draft plan through research, community engagement, and comparative analysis.
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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Council Sends Tourism Priorities Back, Seeks Cost and ROI Details

The goal is to drive tax revenue through tourism
Oro Valley’s destination marketing effort is intended to generate new revenue for the Town, primarily through increased sales tax and bed tax collections. That matters now because, as we reported last week, the Town’s latest five-year financial forecast shows a tight alignment between projected revenues and expenses. Any new, sustainable revenue source will help. Destination marketing is a discretionary initiative aimed at generating that revenue.

Two years in the making
The Town began this effort in April 2024 when the Town Council voted to discontinue working with Visit Tucson, saving nearly $500,000 annually and redirecting some of these funds to building its own destination marketing program. Much has been done since then to prepare for that, including hiring staff, launching initial tools, such as the Explore Oro Valley app to access the Explore OV page on the town's website, and commissioning visitor data analytics through Placer.ai. There have also been some early marketing and event promotion efforts.

Ready to roll
Fiscal 2027, which starts July 1, will be the year in which the “getting ready” of the past two years is put into action. Town Economic Development Director Paul Melcher told the Budget and Finance Commission last week that “we’re transitioning from plan implementation, website rollout and development,” and that the 2027 budget “really represents… emphasis on marketing and branding and getting out the word on Oro Valley.” (Source: Town of Oro Valley Tourism Advisory Commission Meeting, March 15, 2026)

One piece of unfinished business: Ranking new initiatives
One step remains: Prioritizing the recommendations from the Town’s Leisure and Travel Destination Management Plan. In February, the Council established six key criteria for selecting plan for selecting plan recommendations. (Panel below left) Using that, staff developed a scoring system that ranked te
potential initiatives, including revitalizing parks for sports tourism, developing a regional events and festival strategy, and activating Steam Pump Ranch. The Tourism Advisory Commission approved the list last week, but the Council did not.

Council wants cost-benefit detail before acting on the list of new initiatives
After seeing the list, Council Member Murphy asked, “What is this specific plan? How much is it going to cost? What’s the ROI?” Melcher did not provide those details, explaining that the plan is intended to be high level and that specific costs, scope, and expected returns would be developed later as individual projects are brought forward through the budget and implementation process. A majority of the Council disagreed. They voted 4–3 to send the rankings back to staff, directing them to return with more detailed, project-level information on each item, including scope of work, actual cost to the Town, timing, and expected impact on tourism.

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Bits and Pieces

Tonight is National Night Out at the Oro Valley Markeplace

The National Night Out event at the Oro Valley Marketplace is happening tongit from 6:00 p.m. to 9:00 p.m. This event is hosted by the Oro Valley Police Department and will be held at the Walmart Supercenter located at 2150 E. Tangerine Rd, Oro Valley, AZ. The event combines National Night Out with the annual Halloween Safe Treats celebration, featuring prizes, candy, and encouraging costumes for all ages. Attendees can enjoy a fun-filled evening with community booths and food options available. Mayor Winfield and Police Chief Riley will be speaking at the event. There are about fifty booths, food trucks and music.  Sounds like a fun evening.

Vistoso celebrates community spirit tomorrow at annual fall event

Rancho Vistoso residents will gather for the annual Fall Event at Sunset Ridge Park tomorrow from 8 to 11 a.m. The celebration features family activities, community booths, and a chance for neighbors to connect as cooler weather returns. The event is one of the most popular traditions in Vistoso, marking the change of season and bringing together families from across the community. (Source: Vistoso Newsletter, October 17, 2025)

Bed Tax Revenues holding steady...fund town operations

At the October 20 Tourism Advisory Commission meeting, the bed tax came up briefly in connection with how tourism benefits the Town’s finances. Commissioner Chris DeSimone noted that tourism growth could generate more bed tax revenue, which would help fund essential community services such as police, parks, and roads. He framed tourism as a way to “bring in outside dollars” without increasing taxes on residents, emphasizing that visitors “come, leave their money, and go home.”

Oro Valley collects a 6% bed tax on hotel room stays, originally established to fund tourism and economic development activities. The tax was intended to support visitor promotion, marketing, and tourism-related events that strengthen the local economy. Over time, however, the use of these funds was broadened. Portions of the revenue were use to fund the Aquatic Center in 2012.  A dedicated Bed Tax Fund ended in FY2018–19, with revenues and related costs consolidated into the General Fund. While the original intent was to dedicate bed tax revenue to promoting Oro Valley as a destination, the practical use of these dollars now supports a wider range of community needs.

Short-term rentals contribute about $500,000 a year to Oro Valley’s bed tax 

About 300 to 320 short-term rentals operate in Oro Valley each month, generating roughly $500,000 annually—about 20% of the Town’s total bed tax revenues. According to Community and Economic Development Director Paul Melcher, these rentals play a supportive role in tourism—especially for visiting sports teams and cyclists who value the flexibility of cooking, bike storage, and extended stays. The Town maintains a public registry of short-term rentals and provides event organizers with lists of available properties to help accommodate visitors. (Source: Tourism Advisory Commission, October 20, 2025)

Oro Valley wins national communications award for humor

The Town of Oro Valley’s Communications and Marketing Division has earned a national Award of Excellence from the City-County Communications & Marketing Association (3CMA) for “Best Use of Humor” among communities under 75,000 in population. The winning entry, titled “Mugs on Fire,” was a lighthearted video promoting the Town’s annual Hot Cocoa 5K. Created in-house by Digital Content Specialist Nick Going, the video playfully spoofed the movie Chariots of Fire and became one of the Town’s most-viewed clips, drawing more than 8,000 views and helping boost race participation to 496 runners. The event raised more than $10,000 for the Youth Recreation Scholarship Fund. This is the second consecutive year Oro Valley has received national recognition for creative government communications. (Source: Town of Oro Valley Media Release)

Friends of Pusch Ridge Golf launch “Start Strong” season and tournament

The Friends of Pusch Ridge Golf are encouraging golfers to “Start Strong” as the 2025–26 season begins. From October 25 through November 15, each round played at the course earns an entry into a drawing for a golf gift basket from El Conquistador Golf, with a “Hole in One” earning five entries and a place on the pro shop’s Hole in One Club plaque. The group’s goal is 1,800 rounds during the opening 22 days. In addition, the Give Birdies and Eagles a Boost tournament on November 7 still has a few openings. Proceeds will support the course’s Audubon Certification program and other community projects in partnership with the Town of Oro Valley and El Conquistador Golf. Non-golfers are invited to join for lunch at The Hilton El Conquistador’s Last Territory Restaurant to celebrate and support this community effort . (Source: Friends of Pusch Ridge Golf Newsletter, October 19, 2025)

Bits and Pieces

Unusual fiscal year-end council meeting called to address funding gap for Naranja Drive path project 

The Oro Valley Town Council will hold a special Zoom meeting Monday—the very last day of the fiscal year—to consider an urgent funding amendment for the Naranja Drive Multi-Use Path project. The meeting addresses a $341,000 estimated project shortfall after construction bids came in higher than expected for the project. Council will decide whether to use leftover funds from other 2025 street projects to keep the Naranja path on track for a summer start and early 2026 completion. In order for these monies to be available for use in the next fiscal year, the leftover funds must be designated for multi-use path construction before the end of this fiscal year. Our guess is that the urgent meeting is needed so the funds can be designated for this use before the fiscal year closes.

Fourth of July festivities and new shade at the tennis courts

Oro Valley’s annual Fourth of July Celebration returns to James D. Kriegh Park on July 4, featuring live music, food trucks, a beer garden, family games, and fireworks, plus the town’s first-ever hot dog eating contest at 7:30 p.m. In addition, construction is underway on new shaded viewing and seating areas at the Pusch Ridge Tennis Facility, with completion expected in July—giving tennis players and spectators a cooler, more comfortable space for summer matches and community events.  Read even more about what is going on this this weeks's Town of Oro Valley "This Week In Parks and Rec”  bulletin. 

Interested in helping Oro Valley build its tourism base? Apply now for one of five seats on the new Tourism Advisory Commission

Oro Valley is launching a brand new Tourism Advisory Commission and is now accepting applications from residents who want to help shape the town’s future as a top destination for visitors. The five-member commission will advise the Town Council on everything from strategic marketing to special events, resort partnerships, and tourism budget priorities. If you have experience or a strong interest in hospitality, travel, marketing, or events—or just want to make a difference in how the town promotes itself—this is a great way to get involved. Members will serve three-year terms and the group will meet monthly for the first year, then quarterly after that. Applications are open now. Apply here or call by the Town Clerk’s Office at (520) 229-4700 for more information.  Read how all this came about in LOVE. 

 

Park painting project underway in Rancho Vistoso

Rancho Vistoso has started a summer-long painting project at Hohokam and Wildlife Ridge Parks, with crews repainting perimeter walls, restrooms, and ramadas to freshen up these popular community spaces. The work began June 9 and will continue through the season. Residents are encouraged to watch for “Wet Paint” signs and to avoid the areas being painted until the project is complete, helping ensure a safe and smooth update for everyone who uses the parks. (Source) 

Oro Valley Water: Smart water tips and a new bill payment portal now live

The latest Oro Valley Water Utility newsletter is packed with helpful updates for residents this summer. Most notably, the Town has rolled out a new online bill payment portal, making it easier than ever to manage your water account and pay bills securely from home. The newsletter also offers timely water-saving tips to help you conserve during the hottest months, including suggestions for efficient irrigation and reminders about monsoon season preparation. If you haven’t yet, be sure to check out the Water Utility website for more details and to explore the new portal—small changes can make a big difference for your bill and the community. (Source:  Town of Oro Valley "Behind The Meter) .

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Guest View: Council Candidate Chris DeSimone - Why Chris for Oro Valley Town Council?

This week each of the candidates will be speaking on their own behalf. Today’s Guest View is from Council candidate Chris DeSimone.

Why vote Chris DeSimone?
Why vote Chris DeSimone for Oro Valley Town Council in 2026? That is the question.

Over the last few months, I have had the incredible opportunity of meeting hundreds of voters at signature gatherings, forums, knocking on doors, Coffee with Chris events, and during my morning walks. The comments and the insights were fascinating and sometimes unexpected. It has truly informed my run for office. People love their Town but are worried about the specter of extra taxation and disengagement of some of the current elected officials. The people on the Council and the people that I am running against, I believe, are people with good hearts who want the best for this Town that we love. With that said, why Chris for Oro Valley Town Council?

Manage the manager properly
The Council needs a critical mass of members who are willing to work together to manage the Town Manager. That takes people like myself who can work with staff but not buy everything they throw at you at face value, hopefully, a rare occurrence. Asking questions and, more importantly, follow-up questions are the key to accountability for our tax dollars. Leaning on experts inside and outside Town Hall is valuable. Take all of the relevant input and then make a decision that is right for the citizen taxpayers of OV. My time on the Tourism Advisory Commission has raised quite a few alarms in my brain about this dynamic. The current staff/Council’s ham-handed treatment of the Police MOU is a perfect example of this flawed dynamic. Yes, we all want to stand up to outside interests that may harm the Town, but sometimes you have to stand up to staff when they may be taking us down the wrong path. This will also aid us in our battle to keep revenues ahead of expenses.

Annexation and reversing OV’s anti-small business reputation
We have to make sure that the Town is moving in a way that maximizes revenue, without a harmful property tax or extra sales taxes, and keeps the budget working in the most efficient way possible, all while maintaining those basics that we love about our Town, roads, parks, the Community Center, and our beloved police department. We have to start annexing unincorporated land to the south of us that already has established tax-generating real estate assets. It is the best way through. Increase sales tax collection for OV without having to over-develop our existing Town footprint. In addition to smart, incremental annexation, our Town still suffers from an anti-small business attitude. I hosted a small business roundtable at Just Kabab recently, and I am still hearing horror stories of opening a small business in the Town. Empty storefronts, empty dirt in Innovation Park, and having the Spirit Halloween folks in the same spot for 10 years on 1st and Oracle is amazingly unacceptable. This is an attitude that flows from staff that is probably influenced by a few folks on the current Council. I will encourage my fellow Council folks to join me in future roundtables without staff present to encourage real feedback. When Mayor Winfield announced at the State of the Town that a featured economic development win was an indoor pickleball place, no insult to them, I hope they prosper, the attendees of the Oro Valley Chamber looked around and said, “What did he just say?” This anti-small business attitude is harmful, and the reputation strengthens each year it persists. It also affects our ability to put great companies into Innovation Park. Site selectors find out about us from commercial realtors and this thing called the Internet. This must start changing once the new Council is installed. I’ve been working with a variety of family-owned businesses for years. This is right up my alley. I am excited to involve the other Council members in this effort.

Why Chris DeSimone for Oro Valley Council?
Here’s the quick summary of why Chris DeSimone for Oro Valley Council:

• I’ve been a resident for 30 years. I love this Town!
• I will serve all the citizens of Oro Valley, not just the ones that I perceive supported me during the election.
• I have served on the Tucson Convention Center Commission, Leman Academy School Board, Visit Tucson Marketing Committee, Pima County Transportation Committee, and currently the Oro Valley Tourism Advisory Commission.
• I’m the most experienced local government candidate, it’s true.
• I will maintain the high quality of living in our beloved Town.
• Development in the small amount of developable land available must be appropriate and should align with OV Path Forward.
• I will ask tough questions and even tougher follow-up questions!
• I will stand up to outside interests that would harm Oro Valley’s way of life. This includes the harm from the City of Tucson crime bus that is pushing crime on our fair Town.
• I will fight against an impending and harmful property tax.
• I’ve been endorsed by both police and fire.
• I’m the only Council candidate to be endorsed by Council folks Mary Murphy and Dr. Mo Greene.

My name is Chris DeSimone, and I ask for your vote on July 21. Thank you.

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Learn more about Chris here.

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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Look What Happened While We Were On Holiday

Bourn To Reshape Innovation Park

Bourn Companies, a Tucson-based developer with major projects throughout Southern Arizona, has purchased approximately 334 acres of remaining undeveloped commercial land in Innovation Park. The park is home to major employers including Roche Tissue Diagnostics, Oro Valley Hospital and other technology and medical businesses. Bourn founder Don Bourn says the company sees an opportunity to create a “world-class mixed-use business park.” Carrying out that vision could eventually require Town Council approval for rezoning or other changes to existing development rules. Still, the purchase offers Oro Valley an opportunity to jump-start land that has remained vacant for years despite repeated Town efforts to attract new employers. There is also a potentially important side benefit: Bourn is the developer of Uptown, the former Foothills Mall property that Oro Valley has identified as a potential annexation target. Bourn’s investment in Innovation Park gives the Town and the developer a new reason to work closely together.

Victory declared: Council dissolves TAC

At its September 2 meeting, the Oro Valley Town Council voted unanimously to dissolve the Tourism Advisory Commission. Mayor Winfield noted that TAC had completed much of the work it was created to help advance, including creating a focused Leisure Travel Management Plan. With that plan now moving into implementation, changes in Town tourism staffing, four of the Commission’s five seats vacant, and four new councilmembers taking office in November, the Council decided this was an appropriate time to bring TAC’s work to a close rather than immediately appoint an almost entirely new commission to multiyear terms.

Under the approved motion, town staff is to provide quarterly progress reports to the council, and bring forward any significant proposed changes in tourism policy or strategy. 

TAC made a difference. In one year, the Commission helped turn a grandiose draft travel and leisure study into a workable, practical and implementable plan. TAC pushed the Town to include its two major resorts as key stakeholders and kept pressure on staff to focus less on completing process steps and more on achieving measurable results.

Shaddock Named Oro Valley Assistant Town Manager

Town Manager Jeff Wilkins promoted Karl Shaddock to Assistant Town Manager. Shaddock joined Oro Valley in 2021 as a management analyst and was promoted to Assistant to the Town Manager in 2023. His work has included strategic planning, capital improvement coordination, organizational initiatives and intergovernmental affairs. As the Town’s registered lobbyist, he helped secure more than $14 million in state and federal funding over three years. In his new position, Shaddock will lead development of the Town’s Strategic Initiatives Division, which will focus on priority projects identified in the General Plan and Strategic Plan.   

Event Marketing Pays: May Circle Pit brought visitors, exposure and dollars to Oro Valley

The May 15th Circle Pit event at the Bicycle Pump Track Naranja Park generated an estimated $75,000 to more than $100,000 in local economic activity, according to the Town’s post-event assessment. The event produced $14,000 in facility rental revenue for Oro Valley, about 180 room nights at El Conquistador and approximately $54,000 in lodging and food-and-beverage revenue at the resort. The Town also estimated that the event reached millions of people through social media, aided by Adidas, Satisfy Running and participating influencers. Organizers and attendees praised Oro Valley’s pump track, skate park, trails and outdoor setting, and several expressed interest in returning for future races, training opportunities and recreation events.   (Source: Town of Oro Valley Post Event Report)

OVCN to build sports ministry in Marana... Oro Valley ministry expansion continues

Oro Valley Church of the Nazarene (OVCN) is moving ahead with a new 28-acre campus at Twin Peaks Road and Desert Falcon Lane in Marana. The project includes a sanctuary, youth center, classrooms, gymnasium, playground, athletic fields and sports courts.  The concept closely resembles the broader expansion OVCN previously proposed for its Oro Valley campus, where plans had included additional facilities for its growing youth and sports ministries. That Oro Valley proposal was later scaled back, while the Marana campus now provides OVCN with a separate location for many of those activities. Earler this month, the Marana Town Council approved the rezoning needed for the project despite concerns raised by nearby residents about traffic, lighting, noise and the intensity of the proposed use.

Beware of PETCO grooming

An Oro Valley family is seeking greater accountability after its service dog, Buttons, was seriously injured during a grooming appointment at Petco. Pet owner Stephanie Torres told KOLD that Buttons apparently fell from a grooming table while still attached to a leash, leaving her hanging by the neck. A veterinary examination found fluid in one lung, a partial tracheal collapse, and injuries to both eyes. Petco paid the approximately $3,000 veterinary bill and said it investigated the incident and took appropriate internal action. Torres said she appreciates that the expenses were covered but wants stronger safeguards and better employee training to prevent a similar incident. Buttons is expected to make a full recovery. (Source)

Check our Oro Valleys Trails Map

Oro Valley residents and visitors can now explore the community’s trail and path network through OVTrailsConnect.com, the online home of the town’s 10-year Trails and Paths Master Plan. The website features interactive and printable maps showing existing and proposed multiuse paths, unpaved trails, trailheads, The Loop and the Vistoso Trails Nature Preserve, along with information about implementation priorities, funding opportunities and the community engagement that shaped the plan. The maps will be updated as new routes and trailheads are completed,

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