Bits and Pieces

No Turn On Red

There is one traffic light intersection in Oro Valley where drivers are not allowed to make a right turn on red. Can you guess which one it is?  It is the intersection of Tangerine Road and Oracle Road, specifically for traffic heading eastbound on Tangerine and turning southbound onto Oracle. Lieutenant Eric Larter of the Oro Valley Police Department told LOVE that the “No Turn on Red” restriction for eastbound Tangerine Road turning southbound onto Oracle Road exists because Oracle has a 55 mph speed limit at that location and southbound drivers come over a crest just north of the intersection before heading downhill toward Oro Valley Marketplace. According to Larter, the restriction is intended to reduce the risk of collisions between high speed southbound traffic and vehicles accelerating from a stop on Tangerine. He also noted that quite a few drivers attempt the turn and that officers often stop motorists there simply to educate them about the restriction and signage.

Memorial Day remembrance Monday

A Memorial Day remembrance ceremony is planned for Monday, May 25, from 10 a.m. to noon at the Arizona Heroes Memorial at Naranja Park. The event will honor the men and women who gave their lives in military service to the nation. The event is hosted by American Legion Auxiliary Unit 132 and Arizona Heroes Memorial.

🎈🎈🎈Congratulations: CDO Softball wins State Championship

Canyon Del Oro High School softball captured the AIA 4A state championship Monday, earning the program’s 10th state title, its first since 2017. The championship run required winning five straight games in a 16 team tournament that began May 2, a feat only one team can achieve. CDO dominated early, shutting out opponents in its first three games, then won its final two contests by one run. The accomplishment is particularly notable because the team’s pitcher, Savanna Mares, is a freshman. Mares was a key force in the 2026 season, compiling a 21-6 record in a year that included a perfect game with 20 strikeouts. Congratulations as well to CDO Coach Kelly Fowler and the entire Dorados team on another state title. The 2026 championship run was powered by a freshman standout, a team that hit when it mattered, and a coach who knows how to win. (Assist from All Sports Tucson)

Explore Oro Valley tourism website launches today

Oro Valley’s new destination marketing website, ExploreOroValley.com will launch today after 11 a.m., according to Destination Marketing Manager Crystal Frank. It was presented to council Wednesday.  The site is the culmination of roughly a year of work. It is intended to support tourism, community awareness, and local business visibility. Frank described it as more than a website, calling it a new destination identity for Oro Valley. The site includes interactive features for events, dining, outdoor recreation, arts, lodging, trip planning, and mobile use, along with a new tourism focused brand and logo system separate from the Town’s official seal and logo. The branding and website effort cost about $175,000, according to Economic Development Director Paul Melcher.

Water customers will need to switch usage tracking apps on June 30

Oro Valley water customers who use the Town’s WaterSmart portal to monitor water use will need to move to a new platform called SpryPoint beginning June 30. According to Town Manager Jeff Wilkins, current WaterSmart users will need to register again and reenter their information in the new system. The change primarily affects customers who actively track their household water use.

Golder Ranch highlights fall prevention app NYMBL

Golder Ranch Fire District is encouraging residents to consider using the NYMBL balance training app, a mobile program designed to help reduce the risk of falls. According to Golder Ranch Fire District materials, the app combines balance exercises with cognitive training activities intended to improve stability, coordination, reaction time, and confidence during everyday movement. The district’s materials state that the program is aimed primarily at older adults and can be completed in about 10 minutes a day using a smartphone or tablet.

Council approves Sun City fountain

The Oro Valley Town Council voted 6–1 Wednesday to allow restoration of the Lion’s Head fountain at the Sun City Oro Valley Recreation Center in Rancho Vistoso. The action approved a site specific zoning amendment allowing the ornamental fountain to return. A council decision on this was needed because Town code prohibits new ornamental fountains. Supporters argued the redesigned fountain would use substantially less water and include conservation features such as rainwater harvesting. Opponents cited drought concerns, water conservation policy, and the precedent of granting an exception. Councilmember Joyce Jones Ivey cast the lone dissenting vote. Readers interested in the background and arguments on both sides can review LOVE’s earlier article on the proposal.  

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Rockin’ 4 Heroes Backs Law Enforcement Education With New Support Fund

Rockin’ 4 Heroes To Help Law Enforcement Officers Pursue Continuing Education
Law enforcement officers across Southern Arizona working to advance their careers through continuing education and training now have a new source of support. A newly established program from Rockin’ 4 Heroes is providing financial assistance to help officers pursue their educational goals.

The Law Enforcement Support Fund is open to active duty officers enrolled in educational programs that enhance their professional growth, whether working toward an undergraduate or postgraduate degree, leadership development, or specialized advanced certifications.

“This Law Enforcement Support Fund is just one way for us to show how much we appreciate and recognize the men and women in blue who selflessly serve and protect our community,” said Bonnie Quinn, who, along with her husband, Michael, founded Rockin’ 4 Heroes six years ago.

First awards presented to six Oro Valley police officers
In a pilot program last year, Rockin’ 4 Heroes awarded grants to six officers from the Oro Valley Police Department.

“Rockin’ 4 Heroes’ commitment to helping first responders pursue their goals is inspiring. This scholarship not only eases the financial burden, it also motivates me to continue working hard and giving back to the community,” said Zachary Young, Commander, Field Services Division, Oro Valley Police Department, and a 2025 grant recipient who completed his Bachelor’s degree in Criminal Justice this month.

Kara Riley, Chief of Police for the Oro Valley Police Department, added: “I am grateful to Rockin’ 4 Heroes for their generous grants that enable first responders to further their educational goals, allowing future opportunities and personal growth that will benefit them in their current roles and future endeavors.”

Nominations deadline is June 30, 2026
Nominations may be submitted on behalf of individual officers by their supervisors in an email to Bonnie@Rockin4Heroes.org. The deadline for submissions is June 30, 2026.

Rockin’ 4 Heroes was established to honor first responders, active military, veterans, and Gold Star families. In addition to the Law Enforcement Support Fund, the organization supports initiatives that benefit these heroes and their families, including the Rockin’ 4 Heroes Jacob Dindinger EMT Scholarship at Pima Community College and the Rockin’ 4 Heroes Veteran Student Endowment at the University of Arizona.

The nonprofit celebrates and publicly honors these groups through its signature event, the annual Rockin’ 4 Heroes Concert, one of Southern Arizona’s largest free outdoor concerts. The 6th annual community event is Sunday, November 8, at James D. Kriegh Park in Oro Valley. For more information, visit www.Rockin4Heroes.org.

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2027 TMRB: Candidates Split On Whether Budget Is Prudent Planning Or Warning Sign

This is our fourth article regarding the 2027 TMRB. The first article covered revenues. The second covered spending. Yesterday, we covered personnel. Today we cover the thoughts of the candidates for Mayor and Council in this year’s election regarding this budget. We asked them: What is your reaction to the proposed budget?

Here are the responses of the two Mayoral Candidates.

Barrett is focused on making sure this budget builds toward long term fiscal sustainability
Vice Mayor Barrett is unable to reply to our question because the budget is currently under consideration by the Town Council. However, we can get some sense of her thinking on the budget from her remarks during the Town Manager’s Recommended Budget study session. Barrett focused on long term fiscal sustainability issues, including reserve levels, recurring operating costs, and capital funding as Oro Valley approaches buildout. One area she focused on in particular was maintaining the council’s long standing policy of dedicating 5% of General Fund revenues to capital needs. Barrett stated that “in a community where you don’t have lots of new things being built and as you approach build-out, that 5% becomes all the more critical.”

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Napier sees the TMRB as a warning sign
Mayoral candidate Mark Napier views the Town Manager’s Recommended Budget critically. Napier wrote: “The recommendations for 2027 include deferment or elimination of capital improvements totaling $11.6 million, $1.5 million reduction in PSPRS excess contributions, a freeze on new hiring and direction to reduce O&M costs by 0.5%. Even with these steps we still may need to tap the fund balance for an additional $1.3 million. All this will be required to simply balance the budget, as required by state law.”

Here are the responses of the five council candidates.

Dailey describes the TMRB as conservative and balanced
Council candidate Rosa Dailey described the Town Manager’s Recommended Budget as a conservative response to current economic conditions. Dailey wrote: “The Town Manager’s Recommended Budget (TMRB) for fiscal year 26/27 reflects a balanced and conservative approach that proactively anticipates and manages softening town revenues in our current economic environment and adjusts discretionary spending accordingly. The plan prioritizes and maintains current service levels and aligns spending with revised revenue expectations.”

DeSimone sees the TMRB as evidence of growing fiscal pressure

Council candidate Chris DeSimone viewed the Town Manager’s Recommended Budget critically, describing it as evidence of growing long term fiscal pressure and the need for changes in council direction and oversight. DeSimone wrote:"Since my kickoff event in January, I have been pointing out that our wonderful town has financially painted itself in a corner.  Flattening revenues and increasing costs is a sad reality of our situation. A budget that features cuts in capital improvements, cuts to the public safety pension excess contribution and dipping into the Town's reserve funds to balance the budget shows the need for a new mix of mindsets on the council and willingness to manage staff more closely."   

Herrington emphasizes long term sustainability
Council candidate Jake Herrington emphasized long term fiscal sustainability and economic development. Herrington wrote: “I believe the 2027 budget discussion should focus heavily on sustainability. Oro Valley cannot rely forever on residential growth alone to support future service demands. We need to continue strengthening and diversifying the commercial tax base, supporting redevelopment and reinvestment along key corridors such as Oracle and Ina Roads, and identifying strategic economic opportunities that will generate long-term revenue without placing unnecessary burdens on residents.”

Pina observes revenue pressure in the budget
Council candidate Rhonda Pina described the proposed budget as challenging and focused on the need for careful expense management. Pina wrote: “The proposed budget is challenging as presented by the town manager. There is acknowledgement of decreasing revenue trends and a need to manage expenses effectively.”

Wood emphasizes the budget's balancing of revenues and expenses
Council candidate Matt Wood expressed support for the Town Manager’s Recommended Budget and the Town’s annexation efforts. Wood wrote: “The Town Manager prepared a balanced budget for 2026/27 and the Council is pursuing an annexation along Ina that would bring in significant sales tax revenue. I think this is an excellent start. We need to continue to work on a long term balancing of expenses and revenues, but small incremental increases in revenue and working on reducing the sales tax leakage losses will go a long way towards fiscal stability.”

Our conclusion: Candidates differ more on urgency than the challenge of fiscal sustainability itself

Our conclusion: Candidates differ more on urgency than the challenge of fiscal sustainability itself

What appears to distinguish the candidates is less whether they believe long term fiscal sustainability is a challenge for Oro Valley and more how urgently they view that challenge and whether they see the Town Manager’s Recommended Budget as an appropriate response.

• Vice Mayor Melanie Barrett, Rosa Dailey, and Matt Wood generally view the TMRB as a prudent step toward managing long term financial sustainability as Oro Valley approaches buildout.
• Jake Herrington focuses more heavily on broader long term planning, redevelopment, and diversifying the Town’s commercial tax base to prepare for slower future revenue growth.
• Rhonda Pina feels that the budget shows immediate revenue pressures. She stops short of describing the situation as structurally unsustainable.
• Mark Napier and Chris DeSimone view the current budget much more critically, describing it as a warning sign requiring stronger corrective action and signaling changes needed in long term fiscal priorities and council direction.

Taken together, the responses suggest broad agreement that Oro Valley faces important long term financial decisions ahead, even though candidates differ on how immediate the challenge is and how the Town should respond.

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2027 TMRB: Personnel Spending Mirrors Overall Town Spending, Essential Services Take Priority

This is the third LOVE’s article on the Town Manager’s Recommended Budget. First,  we focused on six key revenue and forecasting variables that could determine whether the budget succeeds financially during the coming year. Last week, we focus on spending, identify spending by service provided by the town. Our coverage today is about personnel.

Personnel costs account for one third of the budget
Personnel costs are planned to be approximately $44.7 million in FY 2026/27. That represents about 34% of the Town’s total $130 million budget. It also represents roughly one half of Town operating spending after removing capital improvement spending, contingency, and debt service from the total budget.

No new full time positions are proposed
This year, the Town plans to maintain personnel levels at essentially prior year levels, with no new full time positions proposed. In addition, total personnel spending is expected to remain essentially flat despite police pay increases required under the MOU approved in February, a 3% increase for eligible non-sworn employees, higher healthcare costs resulting from increased claims experience, and the Town maintaining current PSPRS employer contribution rates even though actuaries recommended lower contribution levels. Staff stated that maintaining contribution rates at current levels will allow the Town to continue its policy of fully funding its police pension liability.

Lower police pension payments help offset pay and benefit increases
A logical question is how the Town can absorb pay raises and higher healthcare costs while keeping overall personnel spending flat. One factor is an approximately $1.5 million reduction in excess PSPRS pension contributions compared with the current year budget. In addition, several vacant or temporary positions are being eliminated or left unfunded, turnover in some departments is lowering salary costs, and no new full time staffing is being added.

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Staff noted that actuarial recommendations would have allowed the Town to lower its PSPRS contribution rates next year, but the Town instead chose to hold contribution rates steady to continue fully funding its police pension obligations.

Essential services account for most staffing and personnel spending
In LOVE’s operating cost budget analysis last week, we noted that 57% of operations spending is concentrated in essential services: Public Safety, Public Works, and Water. One would expect personnel staffing and personnel costs to follow the same pattern. They do. Essential services account for approximately 65% of all Town staffing and about 71% of projected personnel spending in the proposed FY 2026/27 budget. All other departments combined account for the remaining 35% of staffing and 29% of personnel costs.

Parks and Recreation staffing has nearly tripled in ten years
As we noted last week, Parks and Recreation spending has grown substantially over the past ten years. Staffing growth has been equally significant, and that does not include golf course personnel employed by the Town’s golf operator. In FY 2016/17, Parks and Recreation had about 24 employees, representing roughly 6% of all Town staffing. The proposed FY 2026/27 budget includes 69 employees in Parks and Recreation, about 16% of all Town staffing. That is an increase of nearly 190% over ten years, while overall Town staffing grew only modestly during the same period.

Personnel spending reflects current service priorities
Overall, the proposed FY 2026/27 personnel budget reflects a continuation of the Town’s recent approach of limiting staffing growth while maintaining existing service levels. The budget concentrates most staffing and personnel spending in core operational services such as public safety, public works, and water operations, while also reflecting the Town’s expanded role over the past decade in parks, recreation, golf, and community facility operations.

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Next Up: Tomorrow.. Read what council candidates think of the budget!

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Council Approves OVPath Forward General For November Vote

Residents strongly supported the process
Last week, the Oro Valley Town Council voted unanimously to place the Oro Valley Path Forward General Plan on the November ballot. The vote followed a public hearing, staff presentation, and nearly 42 minutes of council discussion. Most resident speakers supported both the process and the final draft. Several praised Principal Planner Milini Sims, Bayer Vella, and Rene Olvera for managing what staff described as the Town’s largest public engagement effort for any project.

More than 10,700 resident comments shaped the plan
Staff said the plan was based on more than 10,700 resident comments gathered over roughly three years. Input came through surveys, meetings, working groups, online discussions, and public events. Sims told council the final version remained very similar to the previously reviewed 60 percent and 90 percent drafts. She said there were no significant directional changes from earlier versions reviewed by council and residents.

Speaker recalled earlier General Plan controversy
Resident Shirl Lamona contrasted the current process with the Town’s earlier General Plan effort in the early 2000s. The 2001 General Plan update failed because significant land use changes were included in the plan. There was inadequate public vetting. It took several years, through the efforts of Oro Valley resident Bill Adler, to get it right. Lamona told council the current process was different because residents remained directly involved throughout development of the draft plan.

Council focused on wording and implementation timing
Much of the council discussion involved wording refinements and clarification of intent. Mayor Joe Winfield led much of the discussion, proposing edits intended to make portions of the document more action-oriented. Councilmember Josh Nicolson also successfully requested moving the proposed Vistoso Trails Nature Preserve restoration planning action from the three-to-six-year category into the one-to-two-year category. The change advances the timeline for a project that has already undergone years of planning, debate, redesign, and council review before reaching the current restoration phase.

Rooney Ranch amendment will update the land use map
One discussion late in the meeting clarified that the Path Forward land use map will automatically reflect the Rooney Ranch and Town Center General Plan amendment approved later that evening. Staff explained that the Path Forward map mirrors the current General Plan map, so the approved amendment will be incorporated into the version voters see in November.

Next phase focuses on voter outreach
The council approved Resolution (R)26-20 on a 6-0 vote, placing the Path Forward General Plan on the November ballot. Later this summer, staff plans to begin the “Residents Decide” phase of the process. That public information effort is expected to include roadway signs, postcards, newsletters, videos, and social media outreach. And, of course, more LOVE coverage!

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2027 TMRB: Where $130 Million Is Going To Be Spent...$74 Million On Essential Operations

This is the second of LOVE’s articles on the Town Manager’s Recommended Budget. Last week, we focused on six key revenue and forecasting variables that could determine whether the budget succeeds financially during the coming year. This week, we focus on spending: Where does the Town plan to spend the approximately $130 million budget next year?

Capital spending is the largest budget item: $26.6 million
The Town plans to spend about $26.6 million on capital projects next year, about 20% of the total budget. Finance Director David Gephart told Council the focus this year is on “established needs for the community… not a list of wants.” Much of the spending reflects projects already approved and underway. The capital plan is significantly smaller than in recent years because several major projects have already been completed.

Most capital spending is focused on water and roads
According to Finance Director Gephart, about 31% ($8.2 million) of the Town’s $26.6 million capital budget is planned for water infrastructure and another 31% ($8.2 million) for streets and roads. Parks and Recreation accounts for about 13% ($3.5 million) of planned capital spending, public facilities another 13% ($3.5 million), public safety projects about 9% ($2.4 million), and stormwater projects about 3% ($800,000).

Public safety functions total about $23.3 million

The Police Department, Town Court, and Town Attorney’s Office report directly to Council. Together, they account for about 18% of the budget. Police spending alone totals about $21.2 million. Police Chief Kara Riley told Council the proposed budget maintains current service levels and was prepared with a fiscally conservative approach. Chief Magistrate Hazel stated confidence that the court can continue operating within its proposed funding. The Town Attorney’s approximately $1 million budget was not reviewed during the study session.

The water utility represents another 13% of spending
The Water Utility operating budget totals about $17 million, roughly 13% of total spending. Unlike most Town operations, the utility is financially separate and supported through water rates and fees rather than general taxes. Water debt, including borrowing for the Northwest Recharge Recovery Delivery System project (NWRRDS), is repaid through water revenues. Those costs are not included in the operating budget. Instead, debt payments are included in Debt Service and NWRRDS construction spending is included in the CIP budget.

Public Works and Highway Operations account for about 12% of spending
Public Works and Highway Operations total about $15 million and include streets, drainage, transit, fleet maintenance, and related operations.

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Most residents consider public safety, water, and roads to be high priority essentials. This year's budget reflects that. Together, these three areas represent about 71% ($18.8 million) of the Town’s capital program and about 43% ($55.4 million) of the Town’s total planned spending next year. Combined, spending on essential services in this year's budget is $74.2 million. That's 57% of the budget.

Parks and Recreation accounts for about 13% of spending
One of the things that stands out in this budget, and in reviewing earlier Town budgets, is how much Parks and Recreation spending has grown over the past decade. Ten years ago, Parks and Recreation spending was about $2 million, accounting for roughly 2% of the Town’s approximately $92 million budget. Today, Parks and Recreation operating expenditures total about $16 million. This includes parks maintenance, recreation programming, aquatics, the Community Center, and tennis and golf operations. About $9 million of these costs are offset by user fees and related revenue, much of it from golf operations. That leaves net spending of roughly $7 million. Compared to ten years ago, that represents an increase of about 350%, equal to a compound annual growth rate of approximately 16%. (Note: Ten years ago, some park maintenance functions and related expenses were budgeted in Community Development and Public Works rather than Parks and Recreation.)

Other departments account for about 11% of spending
The remaining spending is spread among other Town functions. Information Technology totals about $5.9 million, Community and Economic Development about $4.2 million, and Town administration and other departments about $4.2 million. The balance includes Finance, Human Resources, Town Clerk functions, elections, insurance, and other support activities needed to operate the Town.

Debt service and contingency total more than $16 million
The Town plans approximately $8.7 million in debt service payments next year, along with about $7.7 million in contingency funding. Combined, those two items total more than $16 million, or approximately 13% of the total budget.  

Budget categories overlap in some areas

Exact budget by department is are is challenging because the Town budget includes fourteen separate funds. Transfers among those funds, totaling more than $14 million, make the budget difficult to follow. However, the departmental spending categories as we have presented them appear to be reasonable approximations of where the Town plans to spend its money next year. As a result, our analysis could not identify $3.3 million in spending of the $130 million total.

Next week, LOVE will take a closer look at 2027 TMRB personnel spending and staffing levels.

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Note: A Town budget chart included in the staff presentation to Council and LOVE’s chart categorize debt repayment differently. LOVE shows total debt service as a single category. The Town, however, allocated some debt repayment to the operations that incurred the debt, such as the Water Utility and Parks and Recreation. While that may be technically correct from an accounting standpoint, we believe it understates the amount being spent on debt repayment and overstates the amount that will be spent on Town operations.

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Town Council Approves "Town Center" Amendment...Limited Housing...Lots Of Open Space

Council approves two related actions
The Oro Valley Town Council voted Wednesday to approve two related actions for the Town-owned portions of the Oro Valley Town Center property near Oracle Road and Pushview Lane. Council approved a general plan amendment for part of Area 4 and a PAD rezoning amendment for portions of the former Rooney Ranch property. 

Provides for significant opens space...
According to Town staff, the approved plan increases permanent open space from 69 acres to about 88 acres, about 78 percent of the subject area. It also eliminates 77 previously approved single-family lots in Area 4 and increases the buffer to nearby El Conquistador patio homes from about 100 feet to 350 feet. Staff also said the plan reduces building heights on the Town-owned portions of the property, including removal of a previously allowed 75-foot hotel entitlement.

... and a more restricted residential housing plan
The general plan amendment was approved unanimously as presented. The PAD rezoning amendment, however, was changed during the Council meeting. It was passed 5-1. Mayor Joe Winfield amended the motion to restrict Area 3 to one- and two-story ownership townhomes. That removed the apartment option from the plan. The motion also limited linear commercial height in Area 2B to 30 feet, including architectural features.

...which means that the council left "money on the table" in order to accommodate residents
That change highlighted an issue also raised the previous night during Planning and Zoning Commission discussion. They discussed this. It was their conclusion that limiting the residential use to just town homes  could reduce the future value or marketability of the property. They also felt it was too restrictive of future council options.  Council Member Josh Nicholson echoed their thoughts regarding reducing market value. Nicolson, who owns and operates apartments, said apartments could potentially generate greater land-sale value for the Town than townhomes. He said an apartment project could produce about $5 million in taxpayer revenue, compared with “just a couple million” from townhomes.  Council Member Nicolson, however, did not agree. He was the lone no vote.

Mayor Winfield felt that trade-off was a good one...
Winfield, however, said staff had spoken with developers who expressed support for ownership townhomes. He did not address the value issue. He also said he believed that type of housing would be supported by a majority of residents. His motion made clear that he wanted a more limited residential product than the one staff had brought forward; that he placed more value on lower intensity development. 

...as most on council agreed
Though there was disagreement on this, council, nevertheless, voted unanimously to approve the motion. One member told us that "The only reason I did not push back (on Winfield's motion) what that it was a reasonable compromise. I was very happy with the fact that we were able to get almost 80% open space." 

Residents got what they wanted...lots of open space... restricted residential housing
Residents who spoke at the public hearing offered differing views. Some urged the Town to preserve the property as open space because of its scenic location and importance to the character of the area. Others supported the revised concept because it increases open space, reduces building heights, and removes the previously approved single-family lots. In the end, their views were clearly considered. Council moved the project forward, but with a more restrictive residential limit than originally proposed.
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Want to learn more? Read previously LOVE reports.