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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The goal is to: Encourage collaborative discussions that are on point; ensure that discussion is informed, respectful, and within the Commission’s scope; and that all is directed through the proper public process.
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Did Blaming TAC for Franke’s Exit Trigger the TAC Commissioner Resignations?

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

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

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

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

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

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

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

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

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

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

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

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

D’Angelo described the meeting in his resignation notice: 

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

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

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

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

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

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

Bits and Pieces

Proposition 431 Is Oro Valley Path Forward

Phase 3 of the Path Forward General Plan adoption process, “Residents Decide,” will begin later this month and continue through the November 3 election, when Oro Valley voters will consider Proposition 431. This phase centers on informing residents about the community-created 10-year general plan and encouraging them to review it before voting. The Town will use social media, newsletters, videos, information booths, Community Academy, neighborhood and HOA presentations, and resident ambassadors to share information and broaden public awareness. 

Visit ovpathforward.com to learn more.

LOVE will participate. Look for articles in September and October and a panel on the right so that you can learn more and stay informed.

Council unanimously approves county funded secure ballot drop box at Library

Wednesday, The Oro Valley Town Council voted 7-0 to approve an agreement with Pima County for a ballot drop box near the Oro Valley Public Library. Before the vote, Council members discussed ballot security, chain of custody, camera coverage, signature verification, traffic flow, accessibility, and the ownership of recorded footage. County officials said the box will be anchored in concrete, protected by anti-pry and fire-resistant features, monitored by a security camera, and serviced by identifiable bipartisan courier teams using documented transport procedures. Pima County will cover the approximately $7,000 cost of the box and related equipment.

Council sets direction for Tangerine, Woodburne and Ranch Vistoso Blvd improvements

The Town Council discussed priorities for improving the intersections of Tangerine, Woodburne and Ranch Vistoso Blvd. The is a proposed Sprouts Center there. The discussion focused on refining the preferred improvements and moving the project forward in a way that balances neighborhood character, mobility needs, and available funding. The estimated cost for the immediate Rancho Vistoso improvements is approximately $1.5 million: About $750,000 for the traffic signal and roughly $750,000 for related realignment and roadway improvements. A separate, future widening of Tangerine Road was estimated at $3–4 million. 

By consensus, Council supported signalization at the 7I East/Safeway ring-road access, with direction to minimize Town financial exposure and maintain transparency.  The improvements remain a preliminary concept and depend on final development approvals for the Sprouts shopping center, an agreement with the developer, completed engineering, and funding arrangements. 

Council approves $62,500 Westward Look Resort performance-based funding agreement

The Town Council approved Resolution R26-40, authorizing an agreement with Westward Look Resort. Council members considered the agreement’s terms and its role in supporting the Town’s relationship with the resort before voting unanimously, 7–0, in favor of the resolution. The cost to the town of this agreement is $62,500. It is part of the town's Destination Marketing effort.

Four TAC Resignations Mark The "End of the Beginning"

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

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

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

Click To Enlarge... It's worth reading

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

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

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

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

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

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

Or was there a deeper cause? 

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

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Water Utility Reports Strong Year.... In Every Way

Monday night, Town Water Utility Director Peter Abraham and his staff updated the Water Utility Commission. They provided several interesting and useful pieces of information.

Water Utility had another financially successful year in 2026
The Water Utility ended fiscal year 2025-26 with revenues above budget and expenses below budget. Revenue totaled $22.34 million, approximately $371,000 more than projected. Expenses totaled $20.29 million, approximately $1.47 million below budget. Staff attributed the savings to vacant positions, lower operating and maintenance costs, capital-project timing and careful spending as the Utility works to complete the $52 million Northwest Recharge, Recovery and Delivery System.

Abraham credits the favorable results to good planning, accurate forecasting and a sound rate-setting model.

CAP water continues to reduce Oro Valley’s reliance on groundwater
Abraham presented the water-use report for the first six months of the year. Oro Valley’s main service area produced 4,211 acre-feet of water: 2,110 acre-feet of groundwater, 1,127 acre-feet of CAP water and 974 acre-feet of reclaimed water. Total production was approximately 120 acre-feet lower than during the same period in 2025, even as the number of customer connections continued to grow. In the much smaller Countryside service area, increased CAP deliveries allowed the Utility to reduce groundwater production from 114 acre-feet during the first half of 2025 to just 38 acre-feet this year.

Yes. CAP reservoirs are very low, but the practical effect on Oro Valley is limited for now
Colorado River reservoir levels are near historic lows, but Oro Valley has not yet been told that its CAP allotment will be reduced. Abraham explained that a moderate reduction would most likely mean less water placed into storage for future use—not an immediate reduction in water delivered to customers. For now, the Town plans to request its full annual allotment. “Come October 1st, if no one says anything, I’m ordering 10,305 acre-feet again,” Abraham said.

Next Winter...CAP Water begins its direct flow to Oro Valley... Slow build up

The Town plans to begin introducing CAP water through the Northwest Recharge, Recovery and Delivery System in January. Although NWRRDS will eventually have capacity to deliver as much as 4,000 acre-feet annually, the Utility will not move that amount into the system immediately. Abraham said deliveries may begin at approximately 500 acre-feet during the first year and increase to about 1,000 acre-feet during the second. The gradual approach will give operators time to manage changes in water temperature, flow direction and water chemistry. 

Although NWRRDS water and Tucson-wheeled water both originate as CAP water that has been recharged and recovered from an aquifer, they come through different wells and delivery systems. The new supply may therefore have a different mineral content, hardness and temperature than the water Oro Valley customers currently receive.  Staff will flush lines, monitor water quality and adjust operations as customers and the distribution system become accustomed to the new supply.

Oro Valley’s strong water position does not guarantee protection from future cuts... but it does help
Responding to a commissioner’s question, Abraham said Oro Valley’s strong water position does not necessarily make it a target for the state or other communities seeking a larger share of the available supply. However, he acknowledged that no one yet knows how future reductions will be allocated. Any attempt to penalize Oro Valley for conserving and storing water would likely produce a significant legal and political fight, particularly because other southern Arizona communities have made similar investments.

As we wrote last week, decades of planning and investment have put Oro Valley in a stronger position
As LOVE reported in last week’s articles, Oro Valley’s present water position was not created by a single project or decision. It is the result of decades of planning, investment and regional cooperation. Town leaders and Water Utility professionals secured CAP rights, developed a reclaimed-water system, built delivery infrastructure and stored water for future use. Those decisions have given Oro Valley greater flexibility as conditions on the Colorado River worsen. They do not eliminate the risk, but they place the Town in a far stronger position to manage it.

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Bits and Pieces

It's official... Council adopts 2026 Election Result

On August 5, 2026, the Oro Valley Town Council adopted the official results of the July 21 primary election. Melanie Barrett was elected mayor with 8,471 votes, while Rosa Dailey (8,661 votes), Rhonda Pina (7,866 votes), and Matt Wood (7,436 votes) secured the three council seats. Each will serve a four-year term beginning November 4, 2026.

Town seeks individual for Budget and Finance Commission

The Town of Oro Valley is seeking a resident to fill one vacancy on its Budget and Finance Commission. The commission advises the Town Council by reviewing the proposed budget, annual financial audit, and other financial matters. The member will serve a two-year term and meet at 4 p.m. on the third Tuesday of each month at Town Hall. Applicants should have experience in accounting, finance, banking, investments, or a related business field; be available for meetings; and complete the Town’s Community Academy during their term. To apply, contact the Town Clerk’s Office at 520-229-4700 or visit the Town Clerk’s webpage at orovalleyaz.gov. (Source: Town of Oro Valley Media Release)

Oro Valley’s history digitization project moving along

The Oro Valley Historical Society is bringing local history into the digital age, having already created catalog-ready images of more than 600 artifacts, publications, maps, and photographs. Using its new CatalogIt museum software and a donated professional photography light box, volunteers are organizing and photographing the collection for future museum displays and a new online photo gallery, making Oro Valley’s historical treasures easier for the public to discover and enjoy. (Source: Oro Valley Historical Society August Newsletter).

Federal funding in queue for new police department.    

The Oro Valley Police Department is slated to receive $4.2 million in preliminary federal funding to upgrade technology and modernize critical public-safety equipment, helping equip the department’s new headquarters for future operations. Secured through the fiscal year 2027 Community Project Funding process, the proposed investment has advanced through committee but must still receive final approval from Congress and the President before the money becomes available. Read the funding announcement.

State Orders ASDB to Correct Student Placement Process

Since LOVE first reported the Arizona State Schools for the Deaf and the Blind’s (ASDB) move to the Oro Valley Copper Creek Elementary School, the Arizona Department of Education has found that ASDB violated federal special-education law by predetermining placements for blind, visually impaired, and residential students rather than allowing their individualized education program teams to consider the full range of options. The finding does not mean the new Oro Valley campus or the relocation itself is illegal. Rather, it concerns how affected students were assigned to other schools. ASDB must now work with a state-approved monitor, review each affected student’s placement, reconvene education teams when necessary, and document corrective action by August 28, 2026. The complaint was filed by the University of Arizona Education Advocacy Clinic. Read their report here.

Vistoso Trails Nature Preserve Pond restoration begins Monday

We are excited to share that construction is about to begin on the Vistoso Pond Restoration Project on Monday, August 10. To prepare for construction, trail detour and closure signs will be put in place on Tuesday, August 4 and the contractor will be mobilizing equipment and materials to the site throughout the week. (Source: This Week In Parks and Recreation Newsletter, 8-7-26)

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Building Oro Valley's Water Supply... A Team Effort Over Many Years (Part 2)

CAP Water becomes essential to Oro Valley's Water Supply
Oro Valley’s water supply was not created through a single project or decision. It is the result of decades of planning, investment and regional cooperation. In this two-part series, LOVE examines how that system developed. Today, we look at how Central Arizona Project water became an essential part of Oro Valley’s supply.

First came the water rights
The Central Arizona Project canal reached the Tucson area in 1991, but CAP water did not begin flowing into Oro Valley’s system for another 21 years. Before that could happen, the Town had to secure the right to receive it. Oro Valley obtained its current annual allocation of 10,305 acre-feet through four transactions: 1,652 acre-feet with the 1996 purchase of the Cañada Hills Water Company; 642 acre-feet when it assumed management of the Oro Valley Water Improvement District in 1999; 4,454 acre-feet through a 2002 settlement with Tucson at a cost of approximately $5.96 million; and another 3,557 acre-feet through a federal and regional reallocation agreement in 2007.

Tucson Water provided the delivery route
Owning CAP rights did not solve the delivery problem. Building a separate treatment plant and pipeline system would have been enormously expensive, so Oro Valley reached an agreement with Tucson Water. Under that arrangement, Tucson Water recovered and treated CAP water and moved an equivalent amount through its existing system to connections with Oro Valley, a process commonly called “wheeling.” The first connection was completed in 2012, when approximately 1,283 acre-feet of CAP water were delivered to Oro Valley customers and groundwater pumping fell by approximately 1,573 acre-feet—more than 500 million gallons—compared with the previous year. Additional connections completed in 2014 and 2018 increased the amount of CAP water the Town could receive.

Click to enlarge

CAP water changed how the system was managed
Oro Valley did not have to deliver its entire CAP allocation directly to customers. Water not immediately needed could be sent to regional recharge facilities and stored underground. Some could be recovered during the same year to offset groundwater pumping, while water stored for more than a year generated long-term storage credits. Those credits give the Town the legal right to recover an equivalent amount from permitted wells in the future. By the end of 2025, Oro Valley had accumulated an estimated By the end of 2025, Oro Valley had accumulated an estimated 39,908 acre-feet of long-term storage credits. That is equivalent to approximately 13 billion gallons of water, enough to supply about 144,500 typical households for one year, based on the Town’s estimate of 7,500 gallons per household per month.  For customers, the credits function much like a water savings account: a shared reserve for droughts, emergencies and possible reductions in CAP deliveries.

Groundwater remains a key part of the system
CAP water did not eliminate Oro Valley’s use of groundwater. Wells remain an important part of the Town’s water portfolio. The difference is that groundwater is no longer the Town’s only major supply. Oro Valley now relies on a combination of groundwater for drinking-water service, CAP water delivered through Tucson Water or stored and recovered from regional recharge facilities, and reclaimed water [see note] used primarily for golf courses and other large irrigated areas. According to the Town, groundwater pumping declined approximately 56 percent between 2005 and 2022, even as the community continued to grow.

CAP water did not end Oro Valley’s water challenges. It changed them.
The transition took two decades. During that time, Oro Valley created its Water Utility, acquired CAP rights, negotiated delivery through Tucson Water and invested in the infrastructure needed to reduce groundwater pumping and store water for the future. That planning gave the Town a more diverse and resilient supply, but it also tied Oro Valley’s water future to the Colorado River. The Town must now protect both its local aquifer and the distant reservoir system that supports its CAP water. 

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Note: Reclaimed water reduced demand before CAP deliveries began
Between 2003 and 2008, Oro Valley invested $21.8 million in a two-phase reclaimed-water delivery system, financed through what was then the Town’s largest bond issue. The separate “pink pipe” network brought treated wastewater to golf courses, parks and school fields, replacing groundwater and drinking water previously used for irrigation. 

Oro Valley began negotiating with Tucson for wastewater-effluent rights in 2000 and entered a cooperative agreement in 2002. Reclaimed-water deliveries began in 2005 and later expanded through a the newly created and separate network of reservoirs, pumping facilities and signature purple pipes serving golf courses, parks and school athletic fields. Because the reclaimed-water system is completely separate from the drinking-water system, its principal value is replacing potable water that otherwise would have been used for large-scale irrigation. The Town estimates that reclaimed water reduced the use of drinking water for turf irrigation by 26 percent.

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