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. 

- - -

Prop 454: It's All About Sports Tourism

The term "sports tourism" has been bandied about in Oro Valley.  It is used when people refer to the Aquatic Center; the tennis courts at the El Conquistador Country Club; and now Naranja Park-Prop 454.

By now you should have read enough on LOVE's pages to know exactly what Prop 454 is. Our shorthand version: It is a property tax to pay for a bond whose proceeds will be used to accelerate the development of Naranja Park.

The effort to convince residents to vote "Yes" is funded entirely by the development community. This funding includes the "usual suspects" who funded the campaigns of current council members. The driver behind the effort, as unveiled on LOVE, is Mayor Hiremath. From personal experience, we know that he does not always tell you everything you need to know in order to make an informed decision.

So, what if this accelerated development isn't really about us, the residents having an opportunity to use these parks. What if it's really about making Oro Valley a sports tourism destination. In other words, it may not be about the "kids" at all. It may be about "...takin' care of business."

In October of 2014, the late Bill Adler opined his thoughts on sports tourism in Oro Valley at a council meeting. We thought you would want to hear his words.  Bill was a 'patriot' for Oro Valley. He believed that town government should be about serving residents above all else.

In speaking of the plans the town had constructed for Naranja Park, Bill pondered:

"Is the objective [of Naranja Park] to serve people who live here or is the objective to create an economic development incentive to create revenue. I think these are two different things."

We know what sports tourism means to Oro Valley. We have an aquatic center. It is used by a handful of residents at a fairly high cost per season. It is also used for swim meets. And, of course, there the annual Oro Valley Triathalon is staged there. For the ordinary Oro Valley citizen, however, the aquatic center has no direct value.

So what of these improvements at Naranja Park?

Will they too be used by only a handful or residents and sports teams?

We don't know. We can, however, look to other communities. The town of Westfield, Indiana spent millions on sports fields so that they could become a "sports tourism" destination. Residents are disillusioned because they can't use the fields unless they are part of an organized effort. In addition, the facility has fallen far short of revenue projections such that the town has had to support it to the tune of $6 million out of pocket in one year!  Read about their dilemma. Losses like this when added to the losses of the Oro Valley Community Center money pit would be disastrous!

So, vote as you wish; but just be aware the "things are not always what they appear to be.

Tomorrow: Sports Tourism In Mayor Hiremath's own words
---

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.

- - -

Residents Wary of Town's Travel and Leisure Study

Need to evaluate and plan a viable path ahead for the town's destination marketing efforts
The Oro Valley Town Council discussed a Leisure and Travel Study the town has undertaken. The discussion was one of many topics at the council's February strategic planning study session. The study is an attempt to develop an effective destination marketing strategy and program. The study is badly needed because the town is...

"Babes in the Woods" when it comes to destination marketing

The town took over destination marketing from Visit Tucson last March. It did so without a plan and without experience. Since then, the town hired a destination marketing manager, developed a mobile app, and launched digital marketing efforts (Source). However, results have been minimal regarding significant leads, leading the two resorts most affected by the change to rejoin Visit Tucson on their own.  The town simply was not capable of or prepared to effectively engage in destination marketing. It should have done this study long before it made the change.

There are so many questions to be answered...questions that should have been answered before the town took on this reponsibility

At the February meeting, council members:

• Expressed interest in understanding how the $522,000 previously allocated to Visit Tucson are currently being used before committing to additional tourism investments. 
• Suggested that rather than increasing marketing efforts, the town should focus on evaluating existing programs to determine their effectiveness.
• Identified areas that could benefit from enhanced tourism investment like Steam Pump Ranch NS Sports Tourism
• Discussed upgrading recreational facilities to attract tournaments and large-scale events. Additionally, expanding arts and cultural programming was highlighted as a way to increase community engagement and strengthen Oro Valley’s identity as a destination for arts and outdoor experiences.
• Consider partnering with nearby communities that do not use Visit Tucson, such as Marana, Sahuarita, and Green Valley, to develop a regional tourism strategy... perhaps even engaging a shared tourism consultant

Town plans structured study process
Town has hired consultant CSL International to lead the study and established an internal steering committee, including
• Town Manager Jeff Wilkins
• Community and Economic Development Director Paul Melcher
• Destination Marketing Manager Crystal Franke
• Parks and Recreation Director Rosalyn Epting
• Tohono Chul Executive Director Jamie Maslyn Larson
• SAACA Executive Director Kate Marquez

But will that be enough? Some residents do not think so
Although there has been no public discussion of this study, some residents have expressed concern to regarding the study's focus, transparency, and execution. Some believe town staff may not fully understand the economic benefits of a well-structured tourism strategy...that they may not know what one is. The current Path Forward draft suggests increasing tourism to support resorts, hotels, and businesses, but critics argue that the true purpose of tourism should be to generate tax revenue for town services by attracting outside dollars into the local economy.

The cancellation of Visit Tucson without input from key stakeholders, particularly Oro Valley’s two world-class resorts, has also led to skepticism about the town’s ability to develop an effective tourism strategy internally. Group business, such as corporate meetings and events, generates far more tax revenue than leisure tourism, yet this is not reflected as a priority in the study.

Long timeline for completion
The study is expected to take six to eight months to complete, after which recommendations will be presented to the council. The first update is expected in April, which will provide a clearer picture of how the study aligns with Oro Valley’s long-term tourism strategy. At that time, concerned residents may have an opportunity to voice their thoughts on the process and its direction.

- - -

Mayor Hiremath's View of Sports Tourism In Oro Valley

Mayor Hiremath discussed Oro Valley's sports tourism objective in his 2017 "State of The Town" Speech.  In these remarks, Mayor Hiremath defines Prop 454 as an economic development initiative. The following is excerpted from his speech.
---
“Earlier this year, members of the community—including youth sport parents, athletes and Oro Valley user groups—asked Council to take action to construct additional sport fields at Naranja Park. While the Town Council adopted a 2015 Naranja Park Master Plan, our pay‐as‐you‐go approach to phased development was progressing too slowly to keep pace with user demand. So, after many conversations with user groups, stakeholders and a design firm, a proposal that meets the community’s request was presented, along with a plan for financing.

The proposal is a partial build‐out of the Master Plan, and includes only the elements that the community and park user groups have identified as being in greatest demand. The project would be funded through the issuance and sale of $17 million in general obligation bonds to be repaid through a secondary property tax, which sunsets after 20 years.

By law, Town Council cannot impose a property tax—only the voters can. So, this November, Oro Valley voters will decide on Prop 454.

I’m not going to advocate that you vote for or against this bond. But I am going to advocate that you learn the facts of Prop 454 so that you can make an informed decision on Election Day. Please visit the Town’s website to learn what’s included in the project and what it will mean for Oro Valley taxpayers. The fact that this item is even on the ballot for voter consideration is a direct result of Council’s willingness to adapt to the community’s needs. Whether or not it passes will be entirely up to the voters.

And in case you hadn’t heard: Major League Soccer has arrived in Oro Valley!

Thanks to our ongoing partnership with FC Tucson, the Hilton Resort and Visit Tucson, Major League Soccer rolled into Naranja Park in 2016 with Sporting Kansas City and Columbus Crew. And earlier this year, the New York Red Bulls used our fields for practice, and put on a free scrimmage game against FC Tucson.

I am pleased to announce that Major League Soccer will once again return to Naranja Park in 2018!

And here’s some news hot off the press: I’ve just learned that the finish line for the 2018 Tucson Marathon will now be right here, in Oro Valley.

Whether you’re a sports fan or not, it’s important to remember that these major events are coming to Oro Valley because we have invested in the development of recreational facilities that are of such high quality, they meet the standards for national competition, and when they aren’t in use for competition, our residents have daily access to those very same, world‐class facilities.

More importantly, sports tourism is a 9 BILLION dollar industry nationwide. These events bring thousands of athletes and guests into our hotels, restaurants and shops, where their sales tax and bed tax dollars are invested right back into the Town of Oro Valley.

That translates into financial resources to fund Town services and amenities. This is why the Town of Oro Valley continues to invest in economic development opportunities that support our businesses and attract visitors, all while simultaneously improving quality of life for our residents.”

Source: "2017 State of the Town" Speech
---

Consolidate Needs-Emphasize Tourism Are Key Elements of Oro Valley's PREC Draft Strategy

Oro Valley's Parks and Recreation Department has created a draft strategic plan. The draft was reviewed the Parks and Recreation Commission in January.  The draft calls for meeting the needs of both Oro Valley's residents and those it can attract to play in Oro Valley.

The strategy identifies 3 areas of emphasis:

Consolidate Needs

According to the draft, Oro Valley Valley's recreational facilities are scattered all over the town.

"Currently, the use of the athletic fields within the Town’s two current active use parks (James D. Kriegh and CDO Riverfront) is very fractured and puts added stress on users, as well as on the maintenance staff. For example, there are softball fields at both parks; a family with children of differing ages could be shuttling between two parks for both practices and games, making it extremely inconvenient. In addition, the maintenance requirements for the types of fields at both parks mean that often staff needs to make changes such as moving outfield fences, and rotating fields to allow them to “rest.” These periods of non‐field use often result in unhappy teams who are forced to practice or play their games elsewhere."

The draft strategy calls for consolidating the needs of large user groups. Once the fields at Naranja are completed, Kreigh Park fields would be converted to little league baseball fields. Riverfront fields would be converted to softball only fields. The tennis court at Riverfont Park would be converted to a second basketball court, pending the town's purchase of the El Conquistador Country Club.

"While this consolidation plan for park uses will result in dedicated parks for certain types of activities, it is the goal of the Department to ensure that there is a net gain of fields during and after the transition, rather than a loss in capacity."

Tourism Emphasis

According to Parks and Recreation Department Director Kristy Diaz-Trahan, the town has identified promoting tourism to bring dollars to Oro Valley. Oro Valley wants to promote events. such as those at the aquatic center.

"In addition to its primary purpose of meeting the recreational and programming needs of its residents, the Town has placed an additional emphasis on tourism as a revenue source for the future."

This includes sports tourism, historical and cultural tourism and eco-tourism.

The strategy notes that: "The Department must be cognizant of this additional focus in determining the mix of facilities for the future, as bed tax revenues play an integral part in providing funding for Departmental goals in the absence of a property tax on residents."

Park Facility Acquisitions

The strategy also identifies opportunistic acquisition of property as a way of growing the parks and recreation infrastructure.

"Many of these opportunities may appear in a manner which requires a timely response, such as in the case of new development or a property sale." Perhaps this is in reference to Oro Valley's planned purchase of the El Conquistador Country Club. If the purchase is consummated, it will add tennis and golf recreation to Oro Valley's public offerings.

The draft strategy will be reviewed a second time by the Parks and Recreation Commission in March. It will then be reviewed with the Oro Valley Town Council later that month. Once approved, the Parks and Recreation Department will use it to create a master parks and recreation plan.
---

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.

- - -

Inside Oro Valley’s Economic Playbook: What’s Working, What’s Not, and What’s Next (Part 1)

Economic development is essential to the long term financial viability of Oro Valley 

On Thursday, Mayor Winfield will deliver a “State of the Town” address. We suspect that a key focus of his remarks will be on the town’s economic viability.

Oro Valley cannot simply raise sales taxes to boost revenue. This makes economic development and careful fiscal management essential to the town’s long-term financial health. Over time, Oro Valley must continue to revitalize its economy to sustain the revenue needed for its services.

Oro Valley has tried many things in the past to spur economic development. Some things have worked. And some have not.

Oro Valley has long pursued diverse strategies to drive economic development, in its efforts to sustain financial viability. From accelerating business approvals to expanding housing options, the town has explored multiple pathways to attract businesses and residents alike. Some approaches, like developing sports tourism and maintaining a strong public safety record, have shown tangible benefits.  Others, such as efforts to streamline planning or create shovel-ready business sites, have encountered challenges. Here's what's been tried over the years. Click the links to learn more about each.

1. Streamlining development approvals
The EEZ (Economic Expansion Zone)
This strategy aimed to speed up development in Innovation Park by simplifying the approval process for businesses in Innovation Park; notably removing neighborhood meetings and Planning and Zoning Commission reviews. Although intended to reduce delays, it hasn’t led to noticeable new developments in Innovation Park, suggesting limited effectiveness.
Integrating the Planning and Zoning Department with Economic Development
Former Town manager Mary Jacobs made an organizational change that attempted to allign planning and zoning and economic goals by placing the Planning and Zoning Department under the Economic Development Department. This has created a situation in which planners also become mediators between developers and residents.

2. Preparing infrastructure for building
Shovel-Ready Lots in Innovation Park
By preparing land for quick business setup, the town hoped to attract companies ready to establish themselves. Despite the investment, the initiative hasn’t drawn interest from businesses, partly because available lots don’t meet the scale or accessibility requirements many businesses desire, such as highway access or larger parcels. After all, in reality, more of all is 10 miles from interstate 10 whether you travel west or south.

3. Housing expansion
Increasing rooftops
Based on the idea that more housing would attract businesses to serve a larger population, this approach has expanded Oro Valley’s residential community but hasn’t attracted significant business diversity beyond healthcare and other personal services. This trend highlights that more rooftops alone do not meet business attraction goals.
Adding multifamily dwelling units (apartments)
A similar approach focused on increasing rental options to attract employees for potential high-paying jobs. However, demand is currently lukewarm; For instance, the Linda Vista rentals have had substantial vacancies, suggesting that the need for upscale apartments may be overestimated.

4. Tourism and sports attractions
Use Parks and Recreation facilities to attract visitors to the town
Oro Valley has invested in sports venues to attract visitors, and while there’s limited town data, activities like aquatics events do bring non-residents to the area. Sports facilities have had success in driving local economic activity, particularly in hospitality and dining sectors.
Make Oro Valley a destination or visitors
Recently, Oro Valley took over as its own Destination Marketing Organization, aiming to bring more tourists directly rather than relying on regional efforts. Early efforts, including partnerships for sports events and planning public art tours, are underway, but it’s too soon to assess the overall impact.

5. Expansion through annexation
Annex for growth
Oro Valley has used annexation to incorporate nearby areas, both residential and commercial. Commercial annexations bring tax revenue and support public services, while residential expansions provide initial fees but may add long-term service costs without corresponding revenue.

6. Developing a knowledge economy
Incubate businesses
Through a partnership with the University of Arizona, the Oro Valley Innovation Center serves as a business incubator. The aim is to foster startups that remain and grow within the community, though progress is gradual due to the incubation timeframe and risk of external acquisitions relocating businesses.

7. Public Safety as an economic incentive
Maintain strong public safety
Oro Valley’s reputation for safety is a draw for both residents and businesses, exemplified, years ago, by Rancho Vistoso’s willingness to be annexed for dedicated police coverage. Public safety remains a foundational element of Oro Valley’s appeal.

8. Digital promotion and policy adjustments
Build an award-winning website for businesses to explore the town
The “Choose Oro Valley” website serves as a digital face for the town’s economic efforts, recognized for excellence in design and functionality, aimed at attracting potential investors and residents. We have no idea if this generation significant leads. But it appears to be a good start.
Amend the General Plan to switch from residential to a commercial and back
Historically, General Plan amendments allowed for changes in land use. These are changes that allow the land to be used in a manner that was not approved by the voters. These changes are made in response to whatever the current market supposedly supports. The approach has shifted under different administrations, with fewer amendments in recent years, reflecting an adherence to the voter approved 2016 general plan.

Here's what's really worked

Over the past decade, Oro Valley has experienced notable population growth. Combined with significant inflation and the taxation of internet purchases, this population growth has increased town sales tax and state shared revenues. Yes. We think that many people moved here did so because of the Town's terrific public service presence.  We have not seen, however any significant new businesses that offer . What we have seen is something that should've been anticipated: An increase in medical and personal service businesses.

Tomorrow we take a look at Oro Valley's current community and economic development plan, a plan that was put in place five years ago. It is a bit different from what the Town did historically.

- - -

Bits and Pieces

Mark Your Calendars: April 11-Oro Valley Celebrates Settler's Day

Come One! Come All!

Oro Valley's Settler's Day Festival is a week from tomorrow, April 11,  from 9am-3pm at Steam Pump Ranch. It looks like a good time for all.  Celebrate Oro Valley's heritage.  There will be lots going on!

Oro Valley Police Department Donates $15,000 to Children's Museum Oro Valley Oro Valley Police Department

The Oro Valley Police Department has donated $15,000 Children's Museum Oro Valley. The check was presented on April 1, 2015 at 6 p.m. at the Oro Valley Town Council meeting. The money donated is from its forfeiture funds, which are proceeds received from the forfeitures of criminal activity.

OVCOG Nears Recall Petition Goal--Seeks More than Needed

According to a press release of April 1, Oro Valley Citizens For Open Government ("OVCOG") has nearly reached its goal of collecting sufficient signatures for recall election of the Majority-4. "The Residents of Oro Valley are speaking loud and clear their desire to recall these four Council members. Our deadline is April 27th - we are on the home stretch." The election would be held in November if sufficient signatures are gathered and approved by the Oro Valley town clerk and the pima county elections office.

The group is seeking more than sufficient signatures. You can visit the OVCOG web site for days, times and locations to sign the petitions if you wish.

Lamonna: Ironic. El Conquistador Shop Not Collecting New Sales Tax

Resident Shirl Lamonna spoke to the Oro Valley Town Council Wednesday regarding her observation that some Oro Valley merchants are not collecting the new half penny sales tax increase. Ironically, one of those merchants is the El Conquistador hotel which is now owned by HSL properties.  The purpose of the sales tax is to pay for operating the El Conquistador Country Club facility that the town is buying from Lopez.

Council direct Town Manager Caton to look into it.

Rotary "Splash For Cash" Is April 26

The Rotary Club of Oro Valley is sponsoring a "Splash For Cash" event at the Oro Valley Aquatic Center on April 26 from 1-4pm. It is billed as a "Fun competition between the five Oro Valley High Schools."

Events include a 200 yard Tarzan Relay and an aquatic obstacle course. TV4 anchor Tom McNamara will be the event MC. Tickets for the event can be purchased at the aquatic center or by clicking here.

The Rotary will donate the all funds raise to Oro Valley charitable causes.

Adler: Shorten Council Meetings. Get More Citizen Input, Consider The General Plan

Oro Valley resident Bill Adler observes that Oro Valley town council meetings can be shortened and more resident-input focused. Speaking at Wednesday's call to audience, Adler noted that things like town department reports could be eliminated. After all, these are already available to council.

Adler is concerned that this council is simply not seeking and therefore not getting sufficient citizen input. Later in the meeting Adler noted that the town was using a non voter approved "strategic plan" for decision making and not using the voter approved 2015 General Plan.

In an email to us, Bill clarified his comment at the meeting:

"The General Plan revision that is on going now and is relying upon 'guiding principles' as the basis for policies and action is not the basis for the plan for parks. This whole idea of sports tourism, signature events, economic development from 'national and international sports teams' is not reflected in guiding principles." He asks: "How do we sell a General Plan to voters that doesn't have language relating to sports tourism, but that is a direction the Town has taken based upon another document citizens had nothing to do with?"

LOVE has observed that on many occasions, the Majority-4 has asserted that the general plan is a guide. They do not consider it policy. They follow what they call the "Strategic Plan." This is a document they created supposedly based on the "guidance" of the 2015 General Plan. However, they consider this general plan out-of-date and not of use.

Guest View-Tony D’Angelo: “Let’s Boost Tourism In Oro Valley”

Given the assets, Oro Valley has over Marana, I believe an opportunity to grow revenues within Oro Valley lies with a more robust tourism strategy. Tourism does not require more building or annexation. It brings visitors to town who will spend money and then go home. The downside may be some traffic, but it is relatively a clean industry and can be managed with limited negative impact on the environment. 

I believe there are two major themes the Town can leverage to increase tourism to Oro Valley: One is Environmental / Cultural; the other is Recreational / Sports. 

The panel [at right below] is a map of the assets the Town already has that can be leveraged beyond what they are doing today. 

Tourists actually generate more tax dollars to the Town than residents / day because the items they purchase are almost all taxable to the Town. A significant percentage of resident spending is not taxable (groceries) or is done outside Oro Valley. Tourists on the other hand who stay at our hotels, resorts and short-term rental homes will pay directly to Oro Valley a 6% bed tax and a 2.5% sales tax on their rooms. Plus meals out, concessions, gifts, etc. at 2.5%.

With regards to the Environmental / Cultural side of tourism, Oro Valley is incredibly rich in Sonoran Desert assets. It’s all about packaging and marketing. On the Recreational / Sports side, we also have enviable assets. It is one of the reasons I am so passionate about leveraging Pusch Ridge Golf as a visual and gateway for tourist consideration.

If you get a chance, go to the government websites for Sedona and Indian Wells, CA. I believe both of these towns offer good models that Oro Valley can use to promote tourism. You will see on both Town home pages links to visitor information. Neither OrovalleyAZ.gov or ChooseOroValley.com make it easy to access any visitor information. Oro Valley Chamber and ILoveOV.com are not much better.

There is no magic bullet for drawing adequate revenues to the Town without some negative consequences to the status quo. Tourism will not be enough but it can be a net positive contributor.

Council Appropriates $3.2 million More For Naranja Park Buildout

Council appropriated $3.2 million reserves for Naranja Park Buildout
On November 16, the Oro Valley town Council appropriated $3.2 million to “complete” the build out of Naranja park amenities. The approval is exactly what Town staff wanted and includes all of the value engineering changes town staff recommended.  In addition, the council earmarked $509,000 of development impact fees to cover the overrun.

Bond project items that will not be funded at the moment are detailed in our posting of November 16. These will be subject to “pay as you go” spending. 

Nicolson: Sports Tourism is "front and center"

One of the key areas considered by the Council was sports tourism. This concept was introduced to council by former Mayor Hiremath. Councilmembers Nicolson and Jones-Ivey want a world-class pump track that can be used for competition. They think that it will bring people from out of town who will stay in the hotels that have yet to be built. During the one hour discussion, Nicolson, focused only on the pump track. He spoke of nothing else. Clearly, Nicolson wants his pump track.

Musette Drive Connection from Tangerine

Barrett: Borrowing was a good deal when we did it

Vice mayor Barrett commented several times during the meeting to justify why borrowing money to finance the park was good idea. The town received a favorable interest rate on the $25 million in borrowing. The amount of funding to build out the amenities was estimated to be $33 million. Yes. The amount ballooned to well over $50 million, Barrett noted. 

Mayor Winfield claimed that there was no way to predict the overrun

According to Winfield, the original estimate was provided by an engineering firm. This is not the case. It was provided by a Parks Consultant. In addition, the council was advised on several occasion by Public Works Director Keesler that there were materials shortages and that costs were rapidly inflating. 

Solomon: Council ignored statistically valid survey regarding parks priorities

Councilmember Steve Solomon said the same thing that he has said every time this subject is on the agenda. His assertion is that the amenities that are being built don’t follow what people want because they don’t in any way sync with the statistically valid survey that the town did 18 months ago. No one asked for a skate park. Or a splash pad. Residents want trails. Solomon is correct. But that ship has sailed!

Bohen: Last election validates doing this

Councilmember Bohen pointed out that we had a recent election of four people. These are the same four people who proposed the bond. They were reelected. Obviously, the community felt they were doing the right thing.

Greene voted "no" but gave no reason

Councilmember Mo Greene did not vote for the measure. He did not state the reason why he voted “no” since he did not speak. Our guess is that he was caught off guard when Solomon voted in favor. Generally, Greene votes the way Solomon votes.

Winfield's "sleight-of-hand" succeeds

Mayor Winfield is giddy over the fact that Naranja Park is going to be completed. He achieved what former Mayors Paul Loomis and Satish Hiremath were not able to get done. Both Loomis and Hiremath proposed that the town issue bonds that would be paid via a secondary property tax.  Residents voted “no” on that. 

Winfield, on the other hand, circumvented the entire “property tax thing” by issuing a bond that will be serviced from the existing sales tax. A rather clever sleight-of-hand. Oh yes… Winfield and his council also abandoned the “pay as you go” funding for parks improvements. This is a policy that his council at one time affirmed and that all council’s have followed.  The reason that policy prevailed is that is unwise to borrow to fund “wants.”

The "thing in the punch bowl:" Town has no idea what it will cost to maintain Naranja Park

What is lost in all of this is what it is going to cost to maintain the new Naranja Park. Ongoing maintenance cost of the facility has never been considered by this Council  This despite the fact that town ordinances require estimating maintenance cost before committing to build any facility. That is simply smart fiscal management. It is important to know what it is going to cost to maintain a new facility because that cost is borne in future budgets.

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)

Guest View-Tony D'Angelo: What's Next For Community Center Operations

What’s Next for Community Center Operations?
There are two very different aspects of Parks and Recreation in Oro Valley. There are the traditional amenities—playgrounds, ball fields, trails, multi-use paths, and cultural venues like Steam Pump Ranch. Most of these assets are paid for by tax proceeds and grants. Only about 10% of operating costs and capital investments come from user fees.

Fee-Based Recreational Facilities
The other part of Parks and Recreation includes amenities for which users pay fees. These include the Community Center health club, the Overlook Restaurant, El Conquistador Golf, El Conquistador Tennis, pickleball courts, and the Aquatic Center. Because these facilities are owned and operated by the town, they are not considered “for profit” but are managed with the goal of offsetting most expenses through user fees. Currently, user fees cover approximately 60% of the costs associated with these assets. Not only do these assets meet the needs of Oro Valley residents, but they also attract and serve visitors. Should both aspects of Parks and Recreation be managed together and in the same way?

A Shift in Oro Valley's Growth
We are at a point in the evolution of Oro Valley where growth through land development is reaching its limit. To meet the future needs of our community, Economic Development is exploring alternative ways to generate revenue. Our fee-based community recreational assets already contribute to a tourism strategy.

Investing in Fee-Based Assets
Leveraging fee-based assets requires investments to maintain the quality needed to attract the desired audience. These facilities must be well-maintained, aggressively marketed, and managed in ways that balance their use to serve both residents and visitors. To achieve this, we should consider creating an enterprise entity for fee-based recreational assets to ensure they are mostly self-funded. This could involve establishing a separate taxing authority. Fees need to remain affordable for residents while being sufficient to cover operating costs and future capital needs to maintain the quality expected to attract and serve visitors and businesses in Oro Valley.

Current Management vs. Revenue Potential
Currently, revenue-generating assets are managed in the same way as non-revenue-generating facilities that are freely accessible to the community. The distinction between these types of assets is clear. For example, Kriegh Park is a general-use facility for baseball and softball, with a playground and walking path—all mostly free. In contrast, the adjacent Aquatic Center is a revenue-generating facility that hosts swim meets and supports the town’s sports tourism strategy.

Enhancing Economic Development
Revenue-generating facilities should be strategically used to support the town’s economic development, specifically through sports and recreational tourism. These facilities need focused attention to ensure they achieve the goal of bringing visitors and their spending to the community.

Proposal: A Commission That Reports to the Council
Assigning an accountable commission that reports to the council to oversee fee-based facilities from a business perspective is more appropriate than using valuable Town Council resources to discuss operational details, such as dust abatement on the El Conquistador Course. Many communities have established enterprise funds or similar oversight organizations to manage user-fee-based recreational operations. This model could be applied in Oro Valley.

The Challenge Ahead
Our Parks and Recreation staff does an excellent job managing a diverse range of assets. The challenge going forward is determining whether it is realistic for them to manage everything in a way that best serves both residents and the town’s economic future.

I believe exploring this alternative is worth debating.

- - -

Tony D'Angelo is a long-time Oro Valley resident and President of the Friends of Pusch Ridge Golf. 

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,

- - -

Parks and Rec Phase 1 Study Recognizes That Oro Valley is an Older Community With Senior Rec Needs

Consultant's study released
The Oro Valley Parks and Recreation department has released the Phase One report of a many months consultant study of town recreation facilities and future needs. This report will set the table for recommendations from the consultant and town staff to the Mayor and council.

The methodology included a statistical sampling of 443 randomly selected households. It also considered some “not so random” information from “stuff the box” town flash surveys to meetings with stakeholders. like the the men’s golf association and theCanada Hills HOAs.

Confirms Oro Valley's senior-dominant demographic
What really jumped out is the demographic data. For the first time, a town document recognized reality: Oro Valley’s residents are mostly over 55. We’ve been saying this for years. This was something we pointed to in 2013. However, then Mayor Hiremath was bent on telling everyone that Oro Valley was a younger community and that business should come here to employ these young people. He had the demographics wrong then. And the demographics have not changed.

More seniors coming
Indeed, this older group will grow larger in the future years with a coming wave of baby boomer new residents. Here are some points that caught our attention:

Facilities Currently Used

• In 2019, 48.7% of Oro Valley residents were over 55. That will grow to 55.2% in the next 10 years residents .
• Sports fields in Naranja Park are adequate for the town’s youth, when we look at real needs rather than promoting sports tourism. 
• There is a major unfilled need for paved paths and hiking trails for young families and seniors - highest rating 
• Performance venues and community celebrations at Steam Pump Ranch are strongly supported. 
• Archery has little support. 
• There is an unaddressed golf demand for lessons and play. Maybe our new golf operator, Billy Casper Sports, should court Oro Valley residents to grow outside play instead of marketing to Phoenix visitors 
• There is a strong demand for senior programs that have gone unaddressed. For example: Pickle ball is more in demand than our 30 tennis courts.

Steam Pump Ranch and multi-use paths most used amenities
Looking at the statistically valid survey chart Q4  (see panel above) shows that Steam Pump Ranch and the town multi-use path are the most used town facilities with 54% of respondents using these facilities in the past 6 months.

High Priority Wants and Needs

Survey respondents want more of the same
We've listed the high priority wants and needs expressed by the residents in the panel at left.

The consultant made a point that grants must be pursued if residents want to avoid property taxes.

However, our takeaway is that what residents really want- paths, trails, picnic ramadas, and more senior programs  require less capital than the professional sports fields we have installed in Naranja Park.

Plus paths don’t need to be irrigated like golf nor lighted to Fenway Park standards for MSL games so they will be financially sustainable.

We will wait to see if the town staff recommendations are in line with the study data, and hope they don’t massage the statistically valid survey data to blend it with “stakeholder” bias.
---

Bits and Pieces

Messina GoFundMe campaign reaching goal… You can help put it over the top

Last Friday we reported that groundskeeper Rick Messina succumbed to injuries sustained from a bee atttack at the Pusch Ridge Golf Course; and that Friends of Pusch Ridge Golf started a GoFundMe campaign to help pay related expenses for Rick’s parents. The fund has $9,678 raised from 116 donations. The goal is $10,000. You can help put it over the top by contributing here.

Shocking but True: Budget and Finance Commission played no role in the 2025 budget yet it was supposed to do so 

The town’s Budget and Finance Commission played no role in the fiscal 2025 budgeting process. Although they received documents periodically, they did not discuss, analyze or comment on them. According to Finance Director David Gephart, speaking to the commission at the end of June: “I feel like we really haven’t provided you with an opportunity to go through a formal presentation on the budget and allowed you the opportunity to ask questions or provide comment.” This, despite the fact that one of the missions are the commission is to do just that.

“The Budget and Finance Commission is responsible for providing assessment and recommendations in regards to the town manager’s recommended budget and 10-Year Capital Improvement Plan.” (source) . The commission did review three policy changes, but we wonder: What is the purpose of this commission if it doesn’t get involved in the most important aspect of the town’s finances? 

Bohen: The “fat” is in the capital project budget
We noted Tuesday that the town council passed a $151.2 million budget for fiscal 2025. We also noted at that time that Vice Mayor Barrett attempted to demonstrate that the council was at least trying to control spending when she introduced a measure to reduce the across-the-board staff pay increases from 4% to 3%. Later in that same discussion, Council Member Bohen gave his opinion on where the fat is in the budget. According to Bohen, it's in the capital projects. He observed that it's very hard to get straight answers from Town staff on what projects are actually going to cost. We included a quote in the panel at right. 

Oro Valley Residents Advocate for Performing Arts Center to Boost Culture and Economy 
At the last town council meeting, Oro Valley residents and other community members advocated for the establishment of a performing arts center in the town. They emphasized that such a center would not only expand the town’s amenities but also support local arts organizations, provide a venue for youth theater programs, and serve as a vibrant community gathering place. The speakers highlighted the cultural and economic benefits, including increased tourism, enhanced local business revenue, and greater opportunities for residents to engage in the arts. They urged the council to consider this project as a valuable addition to Oro Valley’s growth and development, reflecting the community’s strong support for the arts and desire for enriched cultural experiences.

Oro Valley’s Tourism Transformation: A New Focus on Business and Sports Events 

In a strategic shift, Oro Valley is redefining its tourism approach by prioritizing business and sports event travel, significantly impacting the local economy. Led by the Community and Economic Development (CED) Department, the town is enhancing its group bookings strategy for major resorts like El Conquistador Tucson and Westward Look. Now functioning as the official Destination Marketing Organization (DMO), Oro Valley has already identified over 600 potential event prospects and developed comprehensive plans to support extended stays and return visits. These efforts include collaboration with local stakeholders and leveraging grant funding opportunities, marking a new era of tourism for the town. Read more about what is behind this transformation here! (Source) 

- - -