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HomeMy WebLinkAboutPackets - Council Packets (2009)Town Council Meeting Regular and Study Session February 4, 2026 Upcoming Meeting Announcements Upcoming meetings Meetings are subject to change. Check the Town website for meeting status. Water Utility Commission Regular Session February 09 at 5:00 p.m. Hopi Room Budget and Finance Commission February 17 at 4:00 p.m. Council Chambers Parks and Recreation Advisory Board February 17 at 6:00 p.m. Hopi Conference Room Town Council Regular Session February 18 at 6:00 p.m. Council Chambers 4 Mayor and Council Reports 6 Mayor and Council Reports 7 Mayor and Council Reports Town Manager’s Report Survey link: bit.ly/4pTRCBh Town Council Meeting Regular and Study Session February 4, 2026 Mechanical Equipment Screening & Yard Wall Heights Town Council February 4, 2026 Public Hearing Zoning Code Amendment regarding walls on residential properties Purpose Topic 1: Mechanical equipment screening •Issue A: Screen wall height •Issue B: Location of screen wall •Issue C: Rooftop units Topic 2: Yard wall heights •Issue A: Front yard wall height for pool safety •Issue B: Side and rear yard wall height •Issue C: Height measurement Yard wall Walls screening pool and a/c equipment Yard Wall Heights Topic 1: Mechanical Equipment Screening “…Mechanical equipment shall include HVAC units, air conditioners, pool heaters, pool filters, and pool circulation pumps, among others.” Issue A: Wall Height of Mechanical Equipment Screens 4’ unit 5’ wall Current •“Mechanical equipment shall be screened by a minimum four (4) foot solid wall…..” Proposed •Wall shall be one (1) foot taller than the equipment Reason •One height required may be too tall for small mechanical units and not tall enough for a larger units Topic 1: Mechanical Equipment Screening Issue B: Clarify Additional Wall for Screening Current •“Mechanical equipment shall be screened by a minimum four (4) foot solid wall…..and placed no further than ten (10) feet from the screen wall.” Proposed •Continue the 10’ distance requirement but allow an exception if the yard wall provides the property screening Reason •The extra screening wall may not be needed and is an extra costs to the homeowner Topic 1: Mechanical Equipment Screening Issue C: Rooftop Mechanical Equipment Treatment Current •Only reference was in the Design Standards Proposed •Rooftop mechanical equipment, vents and ducts added on new buildings or additions shall be screened or painted to match the roof color with low reflectivity values (LRV) listed in the Design Standards. Screening shall be consistent with building design . Reason •Include Design Standard language in the zoning code to clarify treatment of roof top units on new residential buildings Topic 1: Mechanical Equipment Screening Topic 2: Yard Wall Height “A structure or device required or allowed by this code forming a physical barrier, constructed such that fifty percent (50%) or more of the vertical surface is closed and prevents the passage of light, air, and vision through said surface in a horizontal plane. ….” International Residential Building Code Recently adopted building code •Formally limited to 6’ tall yard wall •Allows up to a 7’ tall yard wall •Pool wall safety barriers minimum of 5’ tall Effective January 2026 Topic 2: Yard Wall Height Issue A: Front Yard Wall Height (pool safety barrier) Current •Front yard: 4’6” tall Proposed •Allow a 5’ tall wall for pool safety barrier Reason •To be consistent with the building code heights Topic 2: Yard Wall Height Issue B: Side and Rear Yard Wall Height Current •Side and Rear: “Walls equal to or less than six (6) feet in height may be located on the property line. Walls taller than six (6) feet must meet the side setback of the applicable zoning district.” Proposed •Allow Seven-foot (7’) tall wall on property lines Reason •To be consistent with the new building code heights 6’ tall 7’ tall Topic 2: Yard Wall Height Issue C: Yard Wall Height Measurements Current •Not defined Proposed •Clarify that yard wall height does not include the retaining wall Reason •Provide clarity to wall height Topic 2: Yard Wall Height Summary Zoning Code Amendments Topic 1: Mechanical equipment screening •Issue A: Screen wall height •Issue B: Location of screen wall •Issue C: Rooftop units Topic 2: Yard wall heights •Issue A: Front yard wall height for pool safety •Issue B: Side and rear yard wall height •Issue C: Height measurement Planning and Zoning Commission recommended approval Item B: Wall Height Location Sample Side lot line Side lot line Driveway House Porch Pool Town Council Meeting Regular and Study Session February 4, 2026 TOWN OF ORO VALLEY TOWN OF MARANA CYCLING/BIKING INITIATIVE PAUL MELCHER COMMUNITY AND ECONOMIC DEVELOPMENT FEBRUARY 4, 2026 Establish the Framework for TOV/MAR Cycling/Biking Collaborations IGA SPECIFICS 1.Develop initiative branding 2.Parties share expenses equitably or TBD 3.Separate agreements for each future cycling/biking event 4.Strategic Planning 5.Post Event Meetings Establish the Framework for TOV/MAR Cycling/Biking Collaborations PURPOSE Current Collaborations Tucson Bicycle Classic Project Echelon Goals 1.Establish the Oro Valley and Marana Region as premier cycling destination 2.Co-host amateur and pro cycling teams to increase bed/sales taxes 3.Use this initiative as a catalyst for future initiatives POSSIBLE TOURISM COLLABORATIONS Town Council Meeting Regular and Study Session February 4, 2026 Study Session: Discussion regarding the draft Oro Valley Leisure Travel Management Plan Town Council February 4, 2026 Public Hearing LEISURE TRAVEL DESTINATION MANAGEMENT PLAN FOR THE TOWN OF ORO VALLEY, ARIZONA SEPTEMBER 10, 2025February 4, 2026 THE PROJECT’S OBJECTIVE •Define a clear vision for OV’s future as a distinctive leisure destination •Identify, prioritize, and implement investments, policies, and programs that leverage OV’s unique natural beauty, cultural heritage, wellness orientation, and community character •Build on extensive research , resident and stakeholder input, and alignment with regional initiatives •Balance the Town’s economic objectives with tourism development •Ensure that growth enhances quality of life for residents •Elevate Oro Valley’s profile among visitors •Articulate a market -driven framework for sustainable tourism •Celebrate authenticity, foster community pride , and position Oro Valley as a leading desert destination for outdoor recreation, culture, wellness, and inclusive experiences TODAY’S OBJECTIVE •Review, Discuss and Comment on Draft Plan •Achieve Consensus on any Edits, Changes, Revisions to be Made *Proofing and wordsmithing edits will be collected separately. Today’s Workshop • Crafting the DMP • Project Research (6 Deliverables)• Key Target Market Segments & SWOT • Key Tourism Trends• Recommendations• Big Ideas • Priority Criteria & Scoring• 10-Year Implementation Roadmap • Explore Oro Valley DMMO• Explore Oro Valley & Visit Tucson• Vision for Oro Valley Tourism • Quick Wins• Implementation CRAFTING THE LEISURE TRAVEL DESTINATION MANAGEMENT PLAN ▪Kickoff Meeting ▪Data and Information Collection ▪Site / Asset Review ▪Stakeholder Engagement ▪Steering Committee Workshop ▪Industry Performance and Hotel Statistics ▪Comprehensive Plans ▪Sustainability Plans ▪Transportation Performance and Plans ▪Tourism Asset / Venue Performance ▪Economic Development Strategies and Plans ▪Festivals and Event Performance ▪Regional Infrastructure ▪Public Sector Protocols, Policies and Procedures ▪History and Background ▪Brand Story ▪Marketing Vision ▪Sustainability and DEI ▪Industry Context ▪Marketing Perf. and Insights ▪Target Audience ▪Reaching Each Audience ▪Campaign Thought Starters and Co - Marketing Concepts ▪Resident Engagement ▪Marketing Materials, Plans and Rollout ▪Situational Analysis ▪Vision for the Future ▪Opportunities, Investments and Priorities ▪Markets ▪Products ▪Assets ▪The Research ▪Recommendations ▪Strategies and Plans ▪Roles and Responsibilities ▪Timeline for Implementation ▪Performance Metrics ▪Report and Presentations ▪Stakeholder Engagement and SWOT Report ▪Resident Survey and Report PROJECT KICK-OFF AND FAMILIARIZATION TOUR LEVERAGING IMPORTANT EXISTING RESEARCH and ASSET REVIEW STAKEHOLDER AND RESIDENT ENGAGEMENT DESTINATION BRANDING AND MARKETING ASSESSMENT SITUATIONAL ANALYSIS AND VISIONING WORKSHOPS TOURISM MANAGEMENT PLAN FAM TOUR REPORT EXISTING DOCUMENTS REVIEW REPORT & TOURISM RESEARCH REVIEW REPORT STAKEHOLDER ENGAGEMENT REPORT & RESIDENT SURVEY REPORT BRANDING AND MARKETING REPORT PRIORITY REPORT FINAL LEISURE TRAVEL DESTINATION MANAGEMENT PLAN •Existing Assets: Natural areas, historic/cultural venues, wellness resorts, sports complexes, and event spaces. •Current Challenge: Assets are underutilized; need targeted investment, infrastructure upgrades, and marketing. •Opportunities: •Expand ecotourism and wellness experiences •Enhance youth & amateur sports facilities for regional tournaments •Elevate culinary and beverage scene •Leverage cultural heritage (e.g., Steam Pump Ranch) •Recurring Issues: Limited parking, aging facilities, underdeveloped event amenities, untapped marketing potential. •Impact: Addressing these gaps could significantly strengthen Oro Valley’s visitor economy and community life. FAMILIARIZATION TOUR REPORT •Existing Assets: Oro Valley benefits from a foundation of existing municipal plans, strategic frameworks, and regional tourism documents that address growth, conservation, parks, mobility, and cultural heritage. •Current Challenge: The community faces infrastructure limitations, branding gaps, and connectivity issues, with tourism efforts often overshadowed by Tucson. •Opportunities: •Expand eco-tourism and sustainable outdoor recreation. •Leverage heritage assets like Steam Pump Ranch for cultural tourism. •Strengthen sports and athletic tourism offerings. •Develop year -round events and bilingual/digital marketing campaigns. •Recurring Issues: Lodging shortages, outdated event spaces, limited regional collaboration, and seasonality challenges. •Impact: Aligning town strategies with tourism development priorities can create a cohesive path toward long-term sustainability, competitiveness, and community benefit. EXISTING DOCUMENTS REVIEW REPORT TOURISM RESEARCH REVIEW REPORT •Existing Assets: Oro Valley’s tourism base includes two anchor resorts, Catalina State Park, Honeybee Canyon, and complementary cultural and recreation sites. •Current Challenge: Despite strong ADR and RevPAR, the town’s limited lodging inventory, under- leveraged retail, and weak nightlife constrain tourism growth. •Opportunities: •Expand boutique and experiential lodging. •Create stronger cross -promotion among attractions. •Enhance culinary and retail environments to encourage longer stays. •Target Phoenix, California, and Midwest drive/fly markets more effectively. •Recurring Issues: High seasonality, short lengths of stay, concentration of activity along Oracle Road, and reliance on older, affluent visitors. •Impact: Investments in lodging diversity, visitor services, and off-season programming could grow visitation nights and broaden market reach. STAKEHOLDER ENGAGEMENT REPORT •Existing Assets: Stakeholders highlighted Oro Valley’s arts/maker community, safe cycling environment, wellness appeal, and strong quality of life. •Current Challenge: Limited nightlife, family entertainment, housing affordability, and underutilized facilities (e.g., Community Center) constrain tourism development. •Opportunities: •Revitalize Steam Pump Ranch and develop a stronger local culinary scene. •Leverage arts, festivals, and cycling events as signature experiences. •Differentiate Oro Valley from Tucson through branding and identity. •Explore long-term investments in indoor recreation and event venues. •Recurring Issues: Branding inconsistency, lack of regional collaboration, and demographic imbalance (retiree-heavy base limiting workforce). •Impact: Engaging local stakeholders and aligning on shared priorities can strengthen Oro Valley’s distinctiveness and visitor readiness while enhancing resident life. RESIDENT SURVEY REPORT •Existing Assets: Residents consistently praised Oro Valley’s scenic beauty, safety, and abundant outdoor recreation, reinforcing these as core assets. •Current Challenge: Affordability, traffic congestion, limited nightlife, and lack of diverse dining/retail options weaken livability and visitor appeal. •Opportunities: •Invest in more diverse dining and cultural venues. •Develop amphitheater or performing arts spaces. •Expand trail systems and create a cohesive town center. •Enhance wayfinding and visitor information. •Recurring Issues: Older, affluent demographic; low local staycation participation. •Impact: Addressing gaps in entertainment, dining, and accessibility will align resident and visitor priorities, improving both quality of life and destination competitiveness. BRANDING AND MARKETING REPORT •Extensive Assets: Oro Valley has organically developed a brand identity rooted in tranquility, natural beauty, wellness, and prosperity. •Current Challenge: Without a formalized brand framework, the town lacks cohesion and visibility compared to competitors. •Opportunities: •Define and codify vision, mission, brand promise, and positioning. •Build marketing campaigns targeting both loyal retirees and growth segments like affluent families and wellness travelers. •Leverage digital storytelling, SEO, and influencer partnerships. •Create a branded tourism platform to unify visitor messaging. •Recurring Issues: Inconsistent past branding, underinvestment in structured campaigns, and overshadowing by Tucson. •Impact: A cohesive brand and targeted marketing can amplify Oro Valley’s distinct appeal, expand market share, and generate long -term loyalty. KEY TARGET MARKET SEGMENTS KEY TARGET MARKET SEGMENTS STRENTHS, WEAKNESSES, OPPORTUNITIES & THREATS (SWOT) Strengths Exceptional Natural Beauty Extensive Trail Networks Wellness Reputation High-Quality Golf Courses and Facilities Safe, Welcoming Community Rich Cultural Heritage Sites Proximity to Regional Attractions Weaknesses Limited Accommodation Options Seasonality Impact Underdeveloped Public Transit and Connectivity Limited Awareness Outside Region Aging Demographic Dominance Insufficient Event Facilities Overreliance on Neighboring Tucson Opportunities Growth in Wellness and Eco -Tourism Expanding Culinary Scene Enhanced Regional Collaboration Targeted Digital and Influencer Marketing Investment in Boutique and Luxury Accommodations Improved Infrastructure and Connectivity Signature Events Creation Threats Climate and Environmental Concerns Regional Competition Economic Instability and Inflation Political and Social Perception Limited Workforce and Talent Retention Potential Over-Tourism and Sustainability Issues Aging Infrastructure Key Tourism Trends for Oro Valley • Heritage and Cultural Tourism • Wellness Culture• Adventure Tourism • Purpose-Driven Travel• Experiential Luxury• Nature-Positive Tourism • Sports Tourism THE VISIONING WORKSHOP 20 Recommendations The plan is rooted in a series of practical, short - to medium-term strategies that focus on improving what already exists: • Infrastructure Enhancements• Experience & Program Development • Destination Readiness• Marketing, Management and Governance• Equity & Engagement Realistic, actionable, and grounded in existing resources, making them achievable with modest new investment and strategic coordination. Recommendations & Action Plans • Overview • Goal Statement• Recommendation • Comprehensive Action Plan• Key Performance Indicators (KPIs)• Lead and Supporting Entities • Time Frame for Implementation• Capital Investment and Operating Costs 1. Capital Investment Estimate2. Annual Operating Budget Estimate*Planning and Progress to Date RECOMMENDATION #1 Activate Steam Pump Ranch As A Cultural, Culinary, And Community -first Event Venue •Transform into a flagship destination with year-round markets, concerts, and culinary events. •Highlight Oro Valley’s heritage and local talent through storytelling, hands-on arts, and community-driven programming. •Invest in infrastructure to create a vibrant, resident-first gathering place that also draws visitors. RECOMMENDATION #2 Address Summer Seasonality With Shaded, Indoor, Or Evening Visitor Experiences •Develop climate-conscious amenities like shaded venues and cooled markets. •Expand indoor recreation and evening events for year-round activity. •Position Oro Valley as a summer -ready destination. RECOMMENDATION #3 Build And Promote Themed Itineraries And Trip-planning Tools •Package attractions into multi-day experiences (wellness, family, cycling, culinary). •Launch digital trip-planning tools for easy visitor use. •Highlight both iconic and hidden gems across town. RECOMMENDATION #4 Clarify Tourism Governance, Staffing, And Stakeholder Engagement Structure •Establish a formal tourism leadership structure (DMO). •Ensure inclusive representation from hotels, small businesses, and residents. •Dedicate staff to execute strategy and build partnerships. RECOMMENDATION #5 Create Unified Visitor Guides And Accessible Trail/Outdoor Maps •Publish engaging, mobile-friendly visitor guides with bilingual access. •Standardize trail maps and cultural highlights. •Ensure ADA accessibility and clear wayfinding. RECOMMENDATION #6 Develop A Cohesive Culinary Tourism Strategy And Local Dining Enhancement Plan •Support destination dining and local food growth. •Introduce chef residencies, food halls, and culinary events. •Partner with Tucson’s food scene to boost regional attention. RECOMMENDATION #7 Develop A Regional Events And Festivals Strategy To Combat Seasonality And Celebrate Identity •Build a balanced annual calendar of wellness weekends, concerts, and cultural events. •Focus on resident-centered programming that draws visitors. •Activate summer and shoulder seasons with signature experiences. RECOMMENDATION #8 Develop And Activate A Distinctive Oro Valley Brand Identity •Create a compelling tourism brand with logo, tagline, and narrative. •Differentiate from Tucson by highlighting wellness, beauty, and creativity. •Guide all marketing with a cohesive identity platform. RECOMMENDATION #9 Encourage Development Of Youth/Family- friendly Venues And Experiences •Invest in interactive attractions like children’s museums and playscapes. •Provide educational and multi-generational programming. •Enhance family experiences that also benefit local residents. RECOMMENDATION #10 Enhance Regional Tourism Collaboration And Cross-promotion •Partner with Tucson, Marana, and Pima County to co-market itineraries. •Share event calendars and cross -promote regional assets. •Position Oro Valley as a key Sonoran Desert destination. RECOMMENDATION #11 Expand KPIs And Establish A Resident Tourism Sentiment Monitoring Program •Launch a Resident Tourism Index to monitor community sentiment. •Use dashboards to align tourism with quality -of -life goals. •Adjust strategies based on real -time resident feedback. RECOMMENDATION #12 Expand Lodging Options Including Boutique, Eco-luxury, And Wellness -focused Hotels •Attract boutique, eco-luxury, and wellness-focused hotels. •Align new properties with Oro Valley’s scale and desert setting. •Grow experience-driven accommodations for extended stays. RECOMMENDATION #13 Expand Tourism Infrastructure And Support Facilities At Parks And Venues •Upgrade restrooms, shaded seating, water access, and lighting. •Improve facilities at parks, trailheads, and venues. •Emphasize sustainability and dual resident/visitor use. RECOMMENDATION #14 Improve The Retail Environment With Experiential Districts And Cultural Hubs •Redevelop spaces like Oro Valley Marketplace into walkable, mixed-use hubs. •Blend arts, dining, and outdoor gathering areas with retail. •Create cultural hubs that are both commercial and social. RECOMMENDATION #15 Integrate Tourism Goals Into Broader Economic And Capital Planning •Weave tourism goals into land use and capital planning. •Focus development on strategic parcels with community benefit. •Balance open space preservation with visitor-supportive projects. •Consider tourism/hospitality-related development in future annexations. RECOMMENDATION #16 Leverage Oro Valley’s Assets To Position It As A Wellness And Active Lifestyle Destination •Promote retreats, fitness events, and restorative travel experiences. •Leverage Oro Valley’s health-conscious culture and desert landscape. •Build reputation as a wellness -focused destination. RECOMMENDATION #17 Position Oro Valley As A Premier Cycling And Active Recreation Destination •Invest in cycling infrastructure and safe access to The Loop. •Develop staging areas for events and independent riders. •Market Oro Valley as a year-round hub for active recreation. RECOMMENDATION #18 Promote Youth, Senior, And Multigenerational Tourism Programming •Develop inclusive activities that engage both younger families and active seniors. •Highlight multigenerational experiences like festivals, workshops, and outdoor recreation. •Position Oro Valley as a welcoming destination for all ages. RECOMMENDATION #19 Revitalize The Oro Valley Community Center With Tourism-serving Amenities •Reimagine the Community Center with tourism-friendly amenities such as dining, events, and enrichment programs. •Activate the facility as a hub for visitors and residents, integrating recreation with cultural experiences. •Create a more vibrant and visitor-ready asset that enhances both quality of life and tourism appeal. RECOMMENDATION #20 Increase sports tourism development and advocate additional sports and recreation facilities / venues •Promote OV as a regional sports tourism destination. •Support year-round visitation and improve resident wellness. •Feature the aquatic center, tennis/pickleball facilities, trails,, regional parks and more. 5 Big Ideas The plan also offers a set of transformational Big Ideas that are longer-term, visionary, high-impact opportunities that aim to set Oro Valley apart in the regional and national tourism landscape: • Anchor Attractions • Signature Events & Storytelling• Destination Defining Spaces• Creative & Economic Activation These concepts require larger investment, partnerships, and longer planning timelines, but have the potential to reshape the Town’s position in Southern Arizona. 1. ORO VALLEY PERFORMING ARTS VENUE AND/OR AMPHITHEATER CONCEPT RENDERINGS 2. NEW STATE-OF-THE-ART INDOOR RECREATION CENTER CONCEPT RENDERINGS 3. EXPANSION OF TOHONO CHUL CONCEPT RENDERINGS 4. STEAM PUMP RANCH PUBLIC MARKET HALL CONCEPT RENDERINGS 5. RESIDENT-DESIGNED FESTIVAL OR TOWN CULTURAL SHOWCASE CONCEPT RENDERINGS Recommendations & Big Idea Priority Criteria 1. Economic Impact 2. Total Capital and Operating Costs3. Return on Investment (ROI) Timeframe 4. Opportunity for the Town of Oro Valley to Impact5. Cultural or Historic Preservation Value6. Ease of Implementation / Feasibility 7. Resident Benefit / Community Livability8. Seasonality Mitigation 9. Environmental Sustainability *These rankings are advisory in nature and should not be interpreted as fixed directives. Further due diligence should be conducted prior to final decision-making. While the prioritization framework explicitly considers relative economic impact and return on investment, it is not possible—nor methodologically sound—to quantify the specific impact of individual recommendations on future visitor volumes, visitor spending, or tax receipts at this stage. Recommendations in Priority Order Recommendation Total Score (out of 90) 2 Address summer seasonality with shaded, indoor, or evening visitor experiences 72 1 Activate Steam Pump Ranch as a cultural, culinary, and community -first event venue 66 17 Position Oro Valley as a premier cycling and active recreation destination 66 7 Develop a regional events and festivals strategy to combat seasonality and celebrate identity 65 13 Expand tourism infrastructure and support facilities at parks and venues 62 20 Increase sports tourism development and advocate additional sports and recreation facilities / venues 62 6 Develop a cohesive culinary tourism strategy and local dining enhancement plan 61 9 Encourage development of youth/family -friendly venues and experiences 61 16 Leverage Oro Valley’s assets to position it as a wellness and active lifestyle destination 61 19 Revitalize the Oro Valley Community Center with tourism -serving amenities 60 12 Expand lodging options including boutique, eco -luxury, and wellness-focused hotels 59 18 Promote youth, senior, and multigenerational tourism programming 59 3 Build and promote themed itineraries and trip-planning tools 57 15 Integrate tourism goals into broader economic and capital planning 57 4 Clarify tourism governance, staffing, and stakeholder engagement structure 56 14 Improve the retail environment with experiential districts and cultural hubs 56 5 Create unified visitor guides and accessible trail/outdoor maps 55 8 Develop and activate a distinctive Oro Valley brand identity 54 10 Enhance regional tourism collaboration and cross -promotion 50 11 Expand KPIs and establish a resident tourism sentiment monitoring program 50 Big Ideas in Priority Order Big Idea Total Score (out of 90) 5 Resident-Designed Festival or Town Cultural Showcase 70 4 Steam Pump Ranch Public Market Hall 68 3 Expansion of Tohono Chul 67 1 Oro Valley Performing Arts Venue and/or Outdoor Amphitheater 65 2 New State-of-the-Art Indoor Recreation Center 64 10-Year Implementation Roadmap Years 1–3: Foundation & Early Wins Build organizational capacity, strengthen marketing fundamentals, pilot quick wins, and engage residents. Years 4–6: Building MomentumAdvance infrastructure improvements, support venue development, deepen regional brand. Years 7–10: Long-Term TransformationExecute transformative projects, enhance visitor infrastructure, and cement destination identity. EXPLORE ORO VALLEY DMMO The town must invest in the growth and professionalization of Explore Oro Valley into a comprehensive Destination Marketing and Management Organization (DMMO). A fully resourced DMMO will not only elevate the town’s visibility in regional and national markets but also ensure that tourism development aligns with local values, infrastructure capacities, and quality-of-life goals. EXPLORE ORO VALLEY DMMO Phase 1 (Year 1–2): Build the Foundation Staffing core leadership and marketing functions, creating organizational structure, and securing baseline operating resources. Phase 2 (Year 3–5): Expand Programming and PartnershipsElevating events, PR, sales channels, and strategic destination management. Phase 3 (Year 6–10): Full DMMO MaturityDestination stewardship, tourism investment strategies, long -term impact monitoring. EXPLORE ORO VALLEY DMMO Option A (Current Structure) Create a formal tourism leadership structure as part of the Community and Economic Development Department, with inclusive stakeholder representation from hotels, small businesses, residents, and nonprofits that are affiliated with or have a stake in the local tourism economy. Hire dedicated Explore Oro Valley staff to manage strategy execution and community relations. EXPLORE ORO VALLEY DMMO Option B Create an independent 501c6 with formal tourism leadership structure (Board of Directors), with inclusive representation from hotels, small businesses, residents, and nonprofits. Appoint dedicated Explore Oro Valley staff to manage strategy execution and community relations. Potential Advantages of Re-Connecting with Visit Tucson • Access to Regional Scale and Reach• Air Service and Market Access Leverage• Enhanced Media, PR, and Content Distribution • Research, Data, and Sales Infrastructure• Cost Efficiency Through Shared Services • Strategic Alignment with Peer Communities Potential Challenges and Trade-Offs • Reduced Autonomy Over Messaging and Priorities• Risk of Brand Overshadowing • ROI Transparency and Accountability• Competing Internal Priorities • Financial Commitment Strategic Consideration Going Forward The question is not whether regional collaboration is inherently good or bad, but under what conditions it creates net value. Vision for Oro Valley Leisure Tourism Oro Valley will be recognized as a vibrant desert destination where wellness, creativity, and outdoor adventure converge. Rooted in its breathtaking Sonoran landscape and authentic community spirit, Oro Valley will offer visitors and residents alike a rich tapestry of experiences—from cultural performances under the stars and immersive wellness retreats to culinary journeys, artisan markets, and multigenerational learning adventures. Vision for Oro Valley Leisure Tourism Through thoughtful stewardship and inclusive planning, the Town will cultivate a tourism ecosystem that enhances quality of life, sustains local businesses, and celebrates the unique identity of Oro Valley. With a blend of near-term enhancements and bold long-range investments, Oro Valley will grow into a distinctive, year-round destination that reflects the values of its residents, attracts responsible travelers, and stands out across the Southwest as a model for community -first tourism. THANK YOU!